Document Type : Articles
Author
Abstract
One of the most important issues of knowledge management implementation is determining its infrastructures. Thus, the purpose of this research is to design the required infrastructural pattern for implementing knowledge management in Iranian state organizations. This article has been written based on the findings of a field study in state organizations of Khorasan Razavi. The initial research model was built using Delphi Technique. To test the model, random sampling from the employees holding university degrees in state organizations of Khorasan Razavi province was used. To obtain knowledge management infrastructural dimensions, the practical base was technical and social approaches. Questionnaires were used to collect data and test the research hypotheses. To analyze research data and examine relationship between variables, structural equation model and LISREL software were employed. The results indicated that organizational culture with a focus on learning, trust, collaborative culture and organizational structure in light of decentralization and formalization as well as information technology and employers motivation are the most important infrastructures that need attention in implementation of knowledge management.
Keywords
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- Davenport, T. H, & Probst, G.J.B. (2002). Knowledge management case book. (2nd ed). Munich: Publicis Corporate Publishing & John Wiley & Sons. 40-50.
- Delevar. A. (2000). Education and psychological research, Tehran: Virayesh Publication Institute. 117-119. (in Persian).
- Demarest, M. (1997). Understanding knowledge management long range planning, 30(3), 374-384.
- Diyana C. Pheysey. (1989). Organizational cultures, Types and Transformation, Prentice Hall Publication New York. 29-40.
- Emery, F.E. (1959). The next thirty years: concepts, methods and anticipations. human relation, 20, 199-237.
- Eppler, M.J. & Sukowski, O. (2000). “Managing team knowledge: core processes, tools and enabling factors”. European Management Journal. 334-341.
- Eva M. Pertusa-ortega, Patrocinio Zaragoza-Saes, & Enrique Claver-Cortes. (2009). "Can formalization, complexity, and centralization influence knowledge performance", Journal of Business Research, 1-11.
- Fahey Land L Prusak. (1998). The eleven deadliest sins of knowledge management,California Management Review, 40(3), 265-276.
- Fink, A. ; J. Kosecoff, M. ; Chassin, & R.H. Brook. (1984). Consensus Methods: Characteristics and Guidelines for Use. American Journal of Public Health, 74(9), 979-983.
- Fytton R. ; Sharifuddin. S.O. & Ikhsan S. (2004). "Knowledge management in a public organization", a Study on the Relationship between Organizational Elements and the Performance of Knowledge Transfer, Journal Knowledge
Management, 8 (2), 95-111.
- Gold, A. Malhotra, A. & Segars, A.H. (2001). “Knowledge management: an organization capabilities perspective”. Journal of Management Information System, 18(1), 185-214.
- Graham, A.B. & Pizzo, V.G. (1996). “A question of balance. case studies in strategic knowledge management”, European Management Buying. Industrial Marketing Management, 4, 51-53.
- Grundstein, M. & Rosenthal Sarbroux, C. (2005). "Towards a model for global knowledge management within the enterprise (M GKME)". In M. Khosrow-Pour [Ed], Managing Modern Organizations with Information Technology, PP.1259-1262, Hershey, PA. Idea Group Publishing.
- Hung, Y. ; C Huang, S. ; M Lin, Q. & Tsai, M, L. (2005). Critical factors in adopting a knowledge management system for the pharmaceutical industry,Industrial Management & Data System. 105(2), 164-168.
- Hurley, R. & Hult, T. (1998). "Innovation, market orientation, and organizational learning: an integration and empirical examination". Journal of Marketing, 62, 42-54.
- Kim, S. (2001). An empirical study of the relationship between knowledge management and information technology infrastructure capabilities in the management consulting industry. 24-27, Available on http: www. proquest. umi.com.
- Khalifa, M. & Liu, V. (2003). Determinations of KM programs. 20-30. Available at: www.ejkm.com.
- Kreitner, R. & Kinicki, A. (1992). Organizational behavior. Homewood, Il: Richard D. Irwin. 70-92.
- Kuan, Y.W. (2005). Critical success factors for implementing knowledge management in small and medium enterprises, Industrial Management &Data System.105(3), 262-273.
- Lee, H., & Choi, B. (2003). Knowledge management enables, process, and organizational performance: An integrative view and empirical examination. Journal of Management Information Systems, 20(1), 179-228.
- Malhotra, Y. (2004). “Knowledge management and new organization form: a framework for business model innovation”, Information Resources Management Journal, 13(1), 5-14.
- Menon, A, and Varadarajan, R.A. (1992). A model of marketing knowledge use within firms, Journal of Marketing, 65(4), 53-71.
- Mohammadi Fateh, A. ; Sobhani, M. & Mohammai, D. (2009). Knowledge management comprehensive approach, Tehran: Publication, Payame Puya 117-118. (in Persian).
- Najafbeygi R, (2004). Organization and management, (2nd Ed). Tehran: Islamic Azad University Scientific Publication Center. 230-235. (in Persian).
- Nedlela, L.T. & Toit, A.S.A. (2001). “Establishing a knowledge management programme for competitive advantage in an enterprise”, Journal of Information Management, 21, 157-165.
- Newmen, Brion. & Connord, W. Kurt. (1999). A framework for characterizing knowledge management methods. Theory Paper Km-Forum.Org. 30-35.
- O'Dell, C. & Grayson, J. Knowledge Transfer: Discover Your Value Proposition. Strategy & Leadership (Marc/April 1999). PP.10-15.
- Pan, S. & Scarbrough, H. (1998). “A socio-technical view of knowledge sharing at bukman aboratoris”, Journal of Knowledge Management, 2(1), 55-66.
- Rastogi, P.N. (2000). Knowledge management and intellectual capital – the new virtuous reality of competitiveness. human systems management, 19(1), 39-49.
- Sarrafizadeh. A. (2007). Management information systems strategic approach, Tehran: Terme Publication. 431-435. (in Persian).
- Sharma, S. & Wickramasinghe, N. (2002). A framework for building a learning organization in the 21st century. working paper. 4-11.
- Skyrme, D. & Amidon, D. (1997). The knowledge agenda. Journal of Knowledge Management, 1(1), 27-37.
- Swieringa, J. & Wierdsma, A. (1992). Becoming a learning organization: beyond the learning curve, Addison-Wesley Publishing Company. 50-65.
- Tabibi, S.J. ; Maleki, M.R. & Delgoshaei, B., (2009). Writing successful theses, dissertations, research projects and scientific articles, Tehran: Ferdos Publication. 77-88. (in Persian).
- Tabibi, S.J. ; Maleki, M.R., & Delgoshaei, B. (2009). Writing successful theses, dissertations, research projects and scientific articles, Tehran: Ferdos Publication. 379-385. (in Persian).
- Zack, M. (1999) Managing Codified Knowledge. Sloan Management Review. 45-57.
- Zheng, W. (2005). The impact of organizational culture, structure, and strategy on knowledge management effectiveness and organizational effectiveness. 135-190. Available on http:www.proqust.umi.com.
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