Available online at www.HighTechJournal.org HighTech and Innovation Journal Vol. 3, No. 3, September, 2022 243 ISSN: 2723-9535 Dynamic Knowledge Management Capabilities: An Approach to High-Performance Organization Kanittha Pattanasing 1 , Somnuk Aujirapongpan 2* , Kitikorn Dowpiset 3 , Anuman Chanthawong 4 , Kritsakorn Jiraphanumes 2 , Yuttachai Hareebin 5 1 Department of Entrepreneurial Management, Maejo University, Chumphon 86170, Thailand. 2 School of Accounting and Finance, Walailak University, Nakorn Sri Thammarat 80110, Thailand. 3 GS-BATM, Assumption University, Bangkok, Thailand. 4 Faculty of Management Sciences, Suratthani Rajabhat University, Suratthani, 84100, Thailand. 5 Faculty of Management Science, Phuket Rajabhat University, Phuket, 83000, Thailand. Received 08 April 2022; Revised 15 June 2022; Accepted 24 June 2022; Available online 06 July 2022 Abstract The purpose of this research was to study the effect of dynamic knowledge management capability on high-performance organizations and organizational performance. The data collection was carried out using questionnaires from 4-5-star hotels in Thailand, for a total of 148 hotels. The data analysis was performed using descriptive statistics followed by Pearson’s correlation analysis, confirmatory factor analysis, and structural equation modeling. The research results revealed that dynamic knowledge management capability had a positive direct effect on high-performing organizations and a positive indirect effect on organizational performance. Therefore, executives should emphasize the building of dynamic knowledge management capabilities to improve the performance of high-performance organizations, which will lead to performance strength beyond rivals. Keywords: Dynamic Knowledge Management Capability; High Performance Organization; Organizational Performance. 1. Introduction In a knowledge-based economy, such knowledge becomes the optimal production factor, replacing capital, land, and labor [1]. This is because knowledge can acquire a return on investment and economic growth in the long term. In addition, knowledge is a crucial driver that generates innovations and discoveries. For these reasons, many organizations accept that knowledge is a precious resource and a valuable property for an organization. Business organizations in the tourism industry, like hotel businesses, for instance, have to rely on employees for service provisions. Thus, the knowledge, skills, and experience of workers, which are called human capital, are considered essential components of a business drive [2]. Runyan et al. [3] said any organization that can utilize human capital as an intellectual resource will gain sustainable competitive advantages for that organization. However, the turnover of high-quality employees in these businesses has become a crucial problem. Some employees resign from their work; they also take their knowledge and skills, regarded as precious resources, out of that organization [4]. According to a survey from KPMG Company, almost half of European companies significantly suffer from losing employees’ potential. The report indicated that those corporations faced problems with relationships with clients or suppliers. Moreover, they encountered an income loss from a single worker's leaving [5]. Therefore, it is necessary for * Corresponding author: asomnuk@wu.ac.th http://dx.doi.org/10.28991/HIJ-2022-03-03-01  This is an open access article under the CC-BY license (https://creativecommons.org/licenses/by/4.0/). © Authors retain all copyrights.