scholarly journals Ranking the Knowledge Management Enablers Based on University Academic Members, Staff and Students Using AHP Method

2014 ◽  
Vol 26 ◽  
pp. 7-13 ◽  
Author(s):  
Gholamreza Jandaghi ◽  
Hamid Reza Irani ◽  
Ehssan Jandaghi ◽  
Zeinab Sadat Mousavi ◽  
Maryam Davoodavabi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Vital Role ◽  
Educational Organizations ◽  
Ahp Method ◽  
Weighting Method ◽  
Highest Weight ◽  
Efficiency And Effectiveness ◽  
Important Position

Knowledge management can play a vital role in increasing the efficiency and effectiveness of organizations. The earnings from utilizing knowledge management has caused that most organizations try to execute this process. In this study, we aim to assess the ranking and weights of knowledge management enablers based on the academic members, staff and student in management schools of Qom province in Iran. The results showed that the organizational culture has the most important position while the organizational structure has the least important position in knowledge management in universities. Using a group AHP weighting method resulted in highest weight for organizational culture and lowest weight for organizational culture in developing knowledge management in educational organizations.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

scholarly journals Žinių valdymo įtaka nuolatiniam inovacijų kūrimui: atvejo analizė

2014 ◽  
Vol 68 ◽  
pp. 44-62 ◽  
Author(s):  
Ingrida Girnienė
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Continuous Creation ◽  
Management Processes ◽  
Study Results ◽  
And Storage ◽  
Knowledge Management Processes

Nūdienos dinamiškoje aplinkoje informacija ir žinios yra vieni iš esminių organizacijos išteklių ir pagrindiniai inovacijų šaltiniai. Šių išteklių tikslingas valdymas lemia organizacijų konkurencinį pranašumą kuriant didesnę pridėtinę vertę ir didinant jos procesų efektyvumą. Atsižvelgiant į Pasaulio ekonomikos forumo 2013–2014 metų šalių konkurencingumo tyrimo rezultatus, Lietuva užima 27 vietą tarp 148 valstybių pagal žmonių, turinčių aukštąjį išsilavinimą, skaičių, tačiau 44 vietą – pagal inovacijų ir verslo lankstumo subindeksą. Šie statistiniai duomenys leidžia daryti prielaidą, kad Lietuvos organizacijose žinių potencialas yra aukštas, tačiau jis nėra pakankamai išnaudojamas. Susiklosčiusi realybė verčia ieškoti būdų ir metodų, kaip būtų galima ją keisti lygiuojantis į užsienio šalių patirtį. Viena iš priežasčių, kodėl Lietuvos inovatyvumo indeksas yra ganėtinai žemas, galėtų būti ta, kad dažnai organizacijoje trūksta sistemingumo ir tikslingumo valdant žinias, nesukuriama atvira, darbuotojų pasitikėjimą skatinanti aplinka, kai darbuotojai noriai dalijasi žiniomis ir įgyta patirtimi, dėl to sukuriamos naujos prekės ir paslaugos, įgyjamas konkurencinis pranašumas. Šio straipsnio tikslas – konceptualių teorinių įžvalgų analizės rezultatų pagrindu, pasitelkiant inovatyviam sektoriui priklausančią įmonių grupę, nustatyti esminių žinių valdymo veiklų įtaką nuolatiniam inovacijų kūrimui organizacijoje.Pagrindiniai žodžiai: žinios, žinių valdymas, inovacijos, žinių valdymo modelis, žinių valdymo strategija, organizacinė kultūra, mokymasis. Knowledge management influence on continuous creation of innovations: a case studyIngrida Girnienė Summary The knowledge-oriented society and economic challenges evoke constant changes in all modern organizations. Knowledge is an inexhaustible source of creating innovative ideas, which is one of the essential conditions of innovation development. Today, knowledge management is closely associated with innovative activities. The scope of studies related to determining the impact of knowledge management on innovation is constantly increasing. In order to continuously create innovations, organizations should formulate their knowledge management strategy and integrate it into the organizational strategy, create the organizational culture which could stimulate knowledge sharing, promote continuous learning and the improvement of competencies, identify the key knowledge, create new ideas, develop and acquire new skills, constantly store and share knowledge. The article highlights knowledge management activities affecting innovation, presents an integral knowledge management model which stimulates a continuous creation of innovations, and provides a case study results demonstrating the knowledge management influence on innovation. According to the case study results, knowledge management processes, particularly knowledge sharing, storage, and creation, make the greatest impact on the continuous creation of innovations. Besides, the organizational culture and the organizational structure also influence the process of innovation creation. The knowledge processes, such as sharing and storage, make the greatest influence on the organizational, marketing and product innovation, and process innovation is impossible without knowledge acquisition and storage. Organisations seeking to continuously create different types of innovation should develop knowledge management processes, with a particular emphasis on knowledge storage while applying appropriate technological solutions, and knowledge sharing while creating a favourable organizational culture and choosing the optimal organizational structure.

Enablers and processes for effective knowledge management

2014 ◽  
Vol 114 (5) ◽  
pp. 734-754 ◽  
Author(s):  
Chin-Fu Ho ◽  
Pei-Hsuan Hsieh ◽  
Wei-Hsi Hung
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Job Performance ◽  
Organizational Structure ◽  
Positive Impact ◽  
Individual Performance ◽  
Integrated Model ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this paper is to attempt to assist firms in applying knowledge management (KM) through developing an integrated model which considers knowledge enablers, knowledge circulation processes (KCP), and job performance. Design/methodology/approach – This study utilizes a questionnaire technique to validate the proposed integrated model. Structural equation modeling also validated the model. Findings – All dimensions in the construct of organizational culture positively impact KCP. However, the formalized organizational structure appears to have a positive impact on KCP, while the autonomous organizational structure did not. This study also finds that KCP has a positive impact on both task outcomes and contextual job performance. Research limitations/implications – The integrated model, which served to examine the impact of KM enablers on KCP, from the standpoints of organizational culture and organizational structure, along with the impact of KCP on job performance, has improved understanding of the relationships among KM enablers, KCP, and job performance. Practical implications – Firms should carefully consider methods for adjusting internal structural designs or institute various mechanisms to promote the use of KM to maintain the organization's long-term competitive advantage. Originality/value – The model contributes to firms’ understanding the influence of knowledge enablers on KCP, and provides a KM performance index for assessment of individual performance. Research results can provide enterprises with guidance for implementing initiatives for KM initiatives.

Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

2019 ◽  
Vol 23 (8) ◽  
pp. 1543-1565 ◽  
Author(s):  
Vesna Stojanović-Aleksić ◽  
Jelena Erić Nielsen ◽  
Aleksandra Bošković
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Organization Studies ◽  
Content Type ◽  
Organic Structure ◽  
Positive Effects ◽  
Knowledge Creation And Sharing

Purpose Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing. Design/methodology/approach The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses. Findings The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization. Originality/value This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Knowledge Management Proponents or Opponents

2017 ◽  
Vol 13 (2) ◽  
pp. 35-48 ◽  
Author(s):  
Aries Heru Prasetyo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Structure ◽  
Competitive Advantage ◽  
Multiple Linear Regressions ◽  
Technology Infrastructure ◽  
The Impact ◽  
Linear Regressions ◽  
The Ideal

This study tried to explore hidden power of knowledge management in contributing to a better competitive advantage for society-based organization. Using Indonesia micro finance organization, the test deployed four major drivers: technology infrastructure, organizational structure, culture and people. By addressing multiple linear regressions on 184 questionnaires, the study succeeded in uncovering the impact of proper KM-technology, organizational culture and people to the creation of competitive advantage, thus valid proponents for micro finance sector. However, failures to prove the role of the second drivers showed potential obstacle while preserving knowledge. Elements such as leaderships, adaptability, communication and bureaucracy might become the ideal moderator for future agenda.

scholarly journals Public management in the education sphere: Prospects for realizing human capital in the development of knowledge management technologies

2021 ◽  
pp. 151-172
Author(s):  
Salah GAD ◽  
Nagwa Babiker Abdalla YOUSIF
Keyword(s):  
Information Technology ◽  
Human Capital ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Influential Factors ◽  
Influential Factor ◽  
Practical Significance ◽  
Management Process

The study aims to form and test a knowledge management model for universities, which made it possible to identify the most influential factors and their relationship with knowledge management processes. The sample of the study (N = 100) included members of the administrations of the United Arab Emirates universities, senior students (graduate students) and teachers. The data were collected based on a Google Forms questionnaire (65 questions). The model includes 6 main factors: leadership, organizational culture, organizational structure, human resources, information technology, measurement and control. It is assumed that the favourable influence of these factors will contribute to the effective implementation of the knowledge management process. Statistical analysis of the collected data was performed in SPSS and EViews. The model was verified with the help of the root-mean-square error of approximation. The factors "organizational culture", "human resources", "organizational structure", as the processes of creation, storage and use of information demonstrate the highest degree of compliance (value is 0.5 and below). Internal consistency was checked by calculating Cronbach's alpha (total Cronbach alpha is 0.97). To assess the existing relationships between the processes and factors of knowledge management, an analysis of Spearman's ρ correlation was performed (confidence level is 99%). The findings of the study show that the factor "organizational culture" has the greatest impact on the process of creating knowledge, and the factor of the organizational structure considerably affects knowledge management. It has been concluded that information technology is the least influential factor in the knowledge management process. The model demonstrates that the greatest influence of the “leadership” factor can be observed in the context of the process of applying knowledge. The validity of the model makes it possible to argue that it can be used as a public policy tool for the implementation of knowledge management initiatives in universities. The practical significance of the research lies in the fact that on the basis of the model described in the study, it is possible to perform a preliminary assessment of the knowledge assets of universities in order to improve the process of knowledge transfer in education and research. The model will provide university administrations with an opportunity to identify areas for improvement in order for the knowledge management process to be more effective, which ultimately should result in the creation of human capital that meets modern needs.

scholarly journals The Effective Factors on Knowledge Management in Universities from Physical Education Instructors’ Viewpoints

2020 ◽  
Vol 86 (1) ◽  
pp. 49-65
Author(s):  
Shahram Shafiee ◽  
Mojtaba Eskandaripour ◽  
Samira Soltani
Keyword(s):  
Emotional Intelligence ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Physical Education ◽  
Organizational Structure ◽  
Structural Equation ◽  
Proper Time ◽  
Significant Relation ◽  
The People ◽  
Emotional Intelligence Inventory

AbstractThe aim of the present study was to investigate the relation of technology, organizational culture and emotional intelligence with knowledge management using the mediators of organizational structure and empowerment. The methodology of the research was descriptive-correlational and the population of the study consisted of all the physical education instructors of Zanjan universities with three-year teaching record (61 people). The population size using the census sample criterion. Research tool included Stankosky and Baldanza’s technology, organizational culture and structure, Bar-On’s emotional intelligence inventory, Spreitzer and Mishra’s empowerment, Kordnaij et al. and Newman and Conrad’s knowledge management framework questionnaires. The structural equation modelling was used via Smart PLS 2 software for analyzing the data. The results showed that there is a negative and significant relation between technology and knowledge management. Also, there is significant relation between organizational culture and knowledge management, emotional intelligence and knowledge management, technology and organizational structure, organizational culture and organizational structure, technology and empowerment, organizational culture and empowerment, organizational structure and empowerment and empowerment and knowledge management; while the significance of relations between organizational structure and knowledge management and emotional intelligence and empowerment were not confirmed. The results of the present study can help the people in charge of education and research in the universities in order to produce, keep and use the needed knowledge related to proper time and place by making decisions and educating people.

scholarly journals Examining the functioning of organizations from the aspects of organizational culture and leadership

2018 ◽  
Vol 3 (3) ◽  
pp. 371-381
Author(s):  
Ridhi Awasthi ◽  
Syed Mansub Ali
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Vital Role ◽  
Norms And Values ◽  
Long Time ◽  
Effective Role ◽  
To Come

Organizational culture and Leadership both have been under research for a long time, as they play a vital role in the performance of an organization. The organizational culture is the set of rules or acts as a guidebook of an organization for achieving the objectives while leadership defines these rules and implements them as well. Organizational culture is dependent to a great extent on the norms and values of the society or the country where it is located. Important for achieving the objectives of an organization, this factor plays a vital role while setting the organizational culture. Incorporating organizational culture and then sustaining it is done by the leaders. Leadership if does not play an effective role in regards to implementation of the organizational culture, can collapse the organizational structure. Leaders are required to develop the qualities according to the organizational culture and should be responsible to come forward to transform if necessary and implement the system. The organizational culture should fulfill the needs of the organization’s goals and the norms of the society. Both leadership and organizational culture are co-dependent on each other and should be understood together.

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