Ahmad Shaarbaf Eidgahi; Mohammad Mehraeen (Lagzian); Gholamreza Malekzadeh; Alireza Pooya
Abstract
1- INTRODUCTIONThe last decade has seen many changes in the global business environment. thus, technology-driven businesses have been replaced by knowledge-based businesses. human resources are now the most important asset of organizations. but not all employees are a source of competitive advantage ...
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1- INTRODUCTIONThe last decade has seen many changes in the global business environment. thus, technology-driven businesses have been replaced by knowledge-based businesses. human resources are now the most important asset of organizations. but not all employees are a source of competitive advantage for organizations. rather, knowledgeable employees can create competitive advantage and added value for the organization. therefore, managers of organizations must know how to provide a suitable environment and opportunities for greater participation of knowledgeable employees in the organization, because the processes of identifying, recruiting, training, managing, and retaining are more difficult for knowledgeable staff than for other employees. organizations should know more about the personality and behavior of knowledgeable employees and develop appropriate programs to attract, train and interact with them as well as adopt necessary strategies to make them satisfied and loyal. 2- THEORETICAL FRAMEWORKBy examining most of the key factors affecting the success of knowledge management, the human factor or knowledge staff is common in most models. the term knowledge worker was first introduced by peter drucker. in his opinion, a person who works with information and develops or applies knowledge in the workplace is a knowledge worker. knowledge employees are employees who have a high level of education and experience and think about life and are mainly engaged in technical and managerial positions. on the other hand, they can have a major impact on the company and its performance. the nature of these employees requires a high level of autonomy and knowledge workers usually need to work with colleagues in similar departments, other departments, or even with employees of different organizations. knowledge workers do not repeat the same task every day, so they do not follow the instructions given to them, but use their technical and intellectual knowledge to perform tasks. personality is one of the most important factors that can be evaluated in the first call, the job seeker. because it seems difficult to pay attention to the applicant's situation in many environments and situations, a person's personality information can be used to predict his or her future behavior. the five-factor model, mbti model, and enneagram typology model are some of the most important personality models used in this study.3- METHODOLOGYThis research was a mixed study with the interpretive philosophy in its qualitative phase (descriptive phenomenology). in the quantitative phase of the research, the pragmatism philosophy was used. the statistical population of the qualitative phase was comprised of experts such as knowledge management experts in 23 companies in Mashhad city having R&D departments. The sampling method was snowball continued to 21st interview to reach theoretical saturation. The qualitative data collection tool was semi-structured interviews and gathered data were analyzed using MAXQDA software. 4- RESULTS & DISCUSSIONDescriptive phenomenology was conducted based on the colaizzi approach. the following steps were followed: first, the interviews' content was converted from audio to text mode. at this step, a total of 270 open codes were extracted. in the next step, the codes list was referenced and some codes were integrated with each other. also, irrelevant and duplicate ones were removed from the existing list, and categories were determined based on expressions and codes extracted from previous steps. finally, eleven personality categories were extracted including introversion, conscientiousness, judgment, realism, neuroticism, incompatibility, conservatism, narcissism, thinking, self-control, and openness.5- CONCLUSIONS & SUGGESTIONSWhen hiring knowledge staff, routine personality tests should be performed to select and attract people with the closest personality type to knowledge jobs. one of the most important results of this study was identifying the introversion of knowledge staff as a key personality dimension. due to the characteristics of introversion, it is appropriate to try to provide a suitable work environment for introverts such as a place for mental resting, walking, exercising, and even sleeping at work. in regard to knowledge employees' internal locus of control, managers are recommended not to externally monitor and control their work process and, instead, control their work output. in regard to the psychotic characteristics of knowledge workers, it is suggested to avoid imposing stress and work pressure on and setting a short period of time for them. in general, organizational processes should be redefined for knowledgeable employees. even if necessary, two types of processes should be implemented for knowledge and non-knowledge employees. due to the thinking characteristic, it is suggested to provide necessary conditions and situations for knowledge employees to think.
Sirous Amirghodsi; Ali Bonyadi Naieni
Abstract
Extended abstract
1- INTRODUCTION
Todays, fast-changing environment, companies are required to acquire and update knowledge in order to gain competitive advantage. Knowledge enables organizations to anticipate the nature and commercial potential of changes. the ability to acquire, organize and disseminate ...
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Extended abstract
1- INTRODUCTION
Todays, fast-changing environment, companies are required to acquire and update knowledge in order to gain competitive advantage. Knowledge enables organizations to anticipate the nature and commercial potential of changes. the ability to acquire, organize and disseminate knowledge helps organizations to improve decision making, cost effectiveness, customer satisfaction and cost control. therefore, successful companies in the world have focused on organizational knowledge management as a necessary requirement and a priority agenda for being a great leader in competitiveness arena. knowledge management (KM) can be defined as a strategic and systematic approach to value what the organization knows. on the other hand, the most important and valuable asset of an organization is human resource, and the role of skilled and efficient human resources in achieving organizational goals is obvious and indisputable. accordingly, human resource empowerment can prepare and success organizations in the face of today’s fast-changing environment. the use of KM in organizations can affect the psychological empowerment of employees.
2- THEORETICAL FRAMEWORK
Knowledge Management
KM is defined as a structured process including goals, identification, acquisition, development, dissemination, application, measuring and evaluation of organizational knowledge. managers try to extract accumulated knowledge in the minds of organizational members through the knowledge management, and share it among all people. in this case, the knowledge stored in the system becomes a permanent usable resource and provides a competitive advantage for the organization.
Psychological empowerment
Psychological empowerment refers to a set of mental states which is needed to perform tasks and control actions, and under these conditions, the experts focus mainly is on the methods of management and control of employees at different levels. on the other hand, the psychological dimension relies on employee experiences in the workplace. according to the psychological dimension, empowerment refers to employee's individual beliefs towards organizational roles.
3- METHODOLOGY
This study is considered as a descriptive-survey research in terms of data collection. Research variables include: knowledge management components (knowledge creation, capture, refinement, dissemination, application) and psychological empowerment of employees. The population of the study includes the experts of Iranian Central Oil fields company. applying theoretical saturation method 15 experts asked to answer the questions. dematel questionnaire has been used for gathering the information.
4- RESULTS & DISCUSSION
The order of importance of knowledge management components in terms of interaction with other components is as follows: knowledge application, knowledge creation, knowledge dissemination, knowledge refinement, knowledge capture and empowerment. on the other hand, the independent components include empowerment, knowledge application and knowledge capture and knowledge dissemination. dependent components also include knowledge creation and knowledge refinement. Therefore, it should be focused on independent variables, including empowerment, knowledge application, knowledge capture and knowledge dissemination to improve the variables of knowledge creation and knowledge refinement. Among the components of KM, the component of knowledge application has a significant impact on the other three components, including, knowledge creation, knowledge refinement, and knowledge dissemination. also, knowledge creation has a significant impact on knowledge dissemination, knowledge application and knowledge refinement. the component of knowledge capture has impact on knowledge dissemination and knowledge refinement. the component of knowledge refinement is the most dependent component and in the level of 70% is affected by knowledge creation, knowledge application, knowledge capture, and knowledge dissemination. In this regard, it is clear that knowledge refinement is meaningless without knowledge creation in the organization. While comparing the cause and effect intensity of the psychological empowerment variable with KM components, because none of the affected values of empowerment from components of KM is in the upper limit domain, generally it can be suggested that empowerment is an effective variable, rather than being affected. given what was said, it can be concluded that empowerment can strengthen KM. also, it can be concluded that among the components of KM, the component of knowledge dissemination has the most constructive interaction with other components, because this component is affected by three components of knowledge creation, knowledge application and knowledge capture and it affects the component of knowledge refinement.
5- CONCLUSIONS & SUGGESTIONS
Encouraging and providing the necessary rewards to employees who contribute to the KM process should be prioritized and given special attention. By introducing top employees in the field of producing applied knowledge and appreciating them at different time intervals, human resources managers can encourage other employees to collaborate in the KM process. to improve the component of knowledge capture, the template of the managers themselves as an important part of the culturalize as well as the encouragement of successful people in the field of knowledge capture can be considered. In fact, the creation and display of a suitable behavior pattern, and the differentiation and encouragement of individuals having behavior consistent with the objectives of KM and organization, is crucial in the repetition and improvement of the components of KM, and specially knowledge capture. necessary training should be given to supervisors to enable them give adequate information to their subordinates to participate in decision making, support new and appropriate ideas and rely on the outcomes of work, as many subordinate decisions and ideas may be preferred to their opinions. Also, low-level employees should be trained to take the appropriate decisions in critical situations with full confidence in their work and by provoking a sense of ability.
Seyyd Kamal Tourang; Mehrdad Madhoshi; Hasanali Aghajani; Abdolhamid Safaei ghdikolaei
Abstract
1- INTRODUCTION
Knowledge management facilitates and accelerates communication and information exchange in every organization and can represent innovation, empowerment and efficiency of organizations (especially, universities). In such circumstances, organizations may employ knowledge in order ...
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1- INTRODUCTION
Knowledge management facilitates and accelerates communication and information exchange in every organization and can represent innovation, empowerment and efficiency of organizations (especially, universities). In such circumstances, organizations may employ knowledge in order to improve their performance (Barney, 1991; Karkoulian et al., 2013). prganizational performance represents its survival status in the present environment. the emphasis of management on the contribution of employees to performance improvement indicates the importance of this issue. this may be implemented as an infrastructural investment on human resources through permeating into the working area. in these situations, high and desirable performance is expected from every organization (Mousakhani et al., 2009).
sanaz montazeri; rezvan hgholizadeh; hossein kareshki
Abstract
Extended abstract
INTRODUCTION
One of the challenges for modern organization is shiftng from methods of scientific management, which has evolved from taylor's studies on improving productivity of manual workers, to new management approaches that address increasingly knowledge-intensive nature ...
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Extended abstract
INTRODUCTION
One of the challenges for modern organization is shiftng from methods of scientific management, which has evolved from taylor's studies on improving productivity of manual workers, to new management approaches that address increasingly knowledge-intensive nature of work. knowledge work and knowledge workers are terms often used but seldom defined. despite diffrernt proposed definitions, there are no offcial agreed-upon defnitions and no standardised measures. according to peter Drucker (1999), “knowledge work” and “knowledge workers” and their productivity are the biggest challenges for organizations in the 21st century. Drucker (1998) defines knowledge-work as comprising those jobs in which incumbents work more with their heads rather than with their hands.
2- THEORETICAL FRAMEWORK
Improving knowledge worker productivity is argued to be one of core knowledge management goals. in this paper, according to Drucker (1999), knowledge productivity was measured based on six key factors including task concentration, autonomy, innovation, continuous learning and teaching, quality and considering a knowledge worker as an “asset” rather than a ”cost”.
Yaghoob Maharati; Mostafa Kazemi; Abdollah Hassani Tavabe
Abstract
In today's dynamic and uncertain environment, knowledge is a strategic source for organizations to gain the competitive advantage and innovation. In this research, we have investigated mediating role of knowledge management between environmental uncertainty and organizational innovation. Data was collected ...
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In today's dynamic and uncertain environment, knowledge is a strategic source for organizations to gain the competitive advantage and innovation. In this research, we have investigated mediating role of knowledge management between environmental uncertainty and organizational innovation. Data was collected through questionnaire from 89 large and medium sized manufacturing companies in suburb Mashhad city. Results of Structural Equation Modeling using PLS software supported and confirmed mediating role of knowledge management between environmental uncertainty and organizational innovation. It was also concluded from research outcome that environmental uncertainty increases the application of knowledge management in organizations, which in turn has an effect on organizational innovation.
Gholamhossein Abdollahzadeh; Abolqasem Arabiun; Abolqasem Sharifzadeh; Bahram Reza Amiri
Abstract
This research aimed to explain idea submitting behavior in organization suggestion system in Telecommunication Company of Khorasan-Razavi province. Social cognitive theory (SCT) was used to conceptualize a research model as the basis for our research. For this purpose, a theoretical model designed and ...
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This research aimed to explain idea submitting behavior in organization suggestion system in Telecommunication Company of Khorasan-Razavi province. Social cognitive theory (SCT) was used to conceptualize a research model as the basis for our research. For this purpose, a theoretical model designed and developed to investigate and explain the relationships between contextual factors, personal perceptions of idea submitting, and idea submitting behavior. A questionnaire was used to collect data from 147 randomly selected contributors to suggestion system in Telecommunication Company of Khorasan-Razavi province. The collected data then tested using structural equation modeling (SEM) to verify the theoretical hypothesis. The results showed that trust have positive significant influence on idea submitting behavior. Furthermore, the study found that the norm of reciprocity does not significantly affect idea submitting sharing behavior. Also, positive impact of personal perceptions factor; idea submitting self-efficacy, perceived relative advantage and perceived compatibility on idea submitting behavior was confirmed.