scholarly journals A Correlation Study between Social Capital and Knowledge Management with Emphasis on the Human Capital - The Case Study: Payame Noor University of Hormozgan (Bandarabbas)

2016 ◽  
Vol 12 (6) ◽  
pp. 116
Author(s):  
Mansooreh Dastranj
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Significant Relationship ◽  
Correlation Study ◽  
Knowledge Transmission ◽  
Five Dimensions ◽  
Transmission Of Knowledge

<p>Universities because of the importance and position they play in the every countries’ socio-economic development, require attention to personnel social capital at the university, because the social capital, makes effective knowledge management possible.</p><p>With respect to the importance of social and human capital and knowledge management, the present study was done to explore the relationship between social capital and knowledge management with emphasis on the human capital.<strong> </strong></p><p>This research is survey- descriptive of correlation type and the required data were collected through library-field. The subjects in this study consist of Payame Noor University staff of Hormozgan province.</p><p>In this study, 54 staff of Bandar Abbas Payame Noor University were selected through random sampling. After gathering the required data through knowledge management questionnaire, knowledge management processes were measured based on the five dimensions such as the capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. In order to provide for the reliability of the questionaire cronbachs alpha was used. In order to check the significance of the difference between responses descriptive and inferential statistics such as regression, one way anova and t test were run using SPSS version 20. The result show that the staff means score of knowledge management was 76/66±20/48. The result shows that there was a significant relationship between social capital and knowledge management. Also there was a significant relationship between social capital and the five components of knowledge management such as capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. Also there was a significant relationship between human capital and the component of knowledge management.</p>

scholarly journals Role of Nature in Creation of Iranian Myths

2016 ◽  
Vol 12 (6) ◽  
pp. 123
Author(s):  
Abolghasem Dadvar ◽  
Roya Rouzbahani
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Creation ◽  
Significant Relationship ◽  
Knowledge Transmission ◽  
Five Dimensions ◽  
Transmission Of Knowledge ◽  
The Difference

<p>Nature has always been an important element of myths and religions and had a different standing within ideologies. Because various factors have been involved in creation of myths, this research aims to clarify the role of nature in creation of Iranian myths. Generally, the structure of Iranian myth is a kind of belief in duality of nature, in human and in the conflict forces existing in the world which best are expressed in the continued conflict between good and evil forces. Iran is a country with varied natural geography and can be called the land of great conflicts, so this paper aims to investigate the role of nature in the creation of Iranian myths and determine the effective natural and mythological forces. Data gathered by the documentary method and the research was performed by a descriptive, adaptive and analysis method. According to the results, this research concludes that natural elements play a significant role in the Iranian myth.</p><p>llected through library-field. The subjects in this study consist of Payame Noor University staff of Hormozgan province.</p><p> </p><p>In this study, 54 staff of Bandar Abbas Payame Noor University were selected through random sampling. After gathering the required data through knowledge management questionnaire, knowledge management processes were measured based on the five dimensions such as the capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. In order to provide for the reliability of the questionaire cronbachs alpha was used. In order to check the significance of the difference between responses descriptive and inferential statistics such as regression, one way anova and t test were run using SPSS version 20. The result show that the staff means score of knowledge management was 76/66±20/48. The result shows that there was a significant relationship between social capital and knowledge management. Also there was a significant relationship between social capital and the five components of knowledge management such as capture of knowledge, acquisition of knowledge, transmission of knowledge, creation of knowledge and application of knowledge. Also there was a significant relationship between human capital and the component of knowledge management.</p>

Studying the Relationship between Emotional Intelligence and Problem–solving Skills of Individuals from Personal Knowledge Management Perspective

2021 ◽  
Vol 8 (1) ◽  
pp. 01-11
Author(s):  
Hakar Zaki Mohammed
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Management ◽  
Problem Solving ◽  
Significant Relationship ◽  
Personal Knowledge ◽  
Economic Resource ◽  
Psychological Traits ◽  
Five Dimensions ◽  
Personal Knowledge Management ◽  
The Relationship

In today’s advanced economies, knowledge has been converted into a key economic resource and a contributing factor for organizational success. In nature, knowledge requires to be managed by each person in order to yield the concept of personal knowledge management (Drucker). In many scientific records, the relationship between personal emotional intelligence, problem–solving, and the psychological traits including emotional intelligences has been stressed. The present paper has aimed to study the association between the emotional intelligence dimensions and personal knowledge management. Hence, this research is a descriptive survey. The data collection tool was a questionnaire including 37 questions and the statistical sample consisted of 302 individuals from the students, experts, and active managers in the field of knowledge management. The Cronbach’s alpha coefficient was used to achieve the questionnaire’s reliability coefficient, while the facial and content validity was confirmed by knowledge management experts. The research data was analyzed by statistical methods and Pearson’s correlation coefficient. Emotional intelligence was measured according to the Goleman’s model in five dimensions, including motivation, self–awareness, self-regulation, empathy, and social skill. According to data analysis, there is a positive and significant correlation between the education level and capabilities of people in personal knowledge management. All the emotional intelligence dimensions are of a positive and significant relationship with personal knowledge management. Likewise, the research findings proved a significant relationship between personal knowledge management’s four aspects and the five dimensions of emotional intelligence.

Knowledge Management

2018 ◽  
pp. 232-261 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Knowledge Mapping ◽  
Sustainable Competitive Advantage ◽  
Process Technology

This chapter indicates the overview of Knowledge Management (KM); KM and innovation; KM and human capital; KM and social capital; KM and Human Resource Management (HRM); the significant perspectives on KM; and the advanced issues of knowledge transfer, knowledge sharing, and knowledge mapping. KM is the advanced method toward better organizational performance through knowledge transfer and knowledge sharing, and involves various organizational factors, such as people, process, technology, and culture. Utilizing KM can enhance the execution of innovation, human capital, social capital, decision making, and HRM in modern organizations. Regarding KM perspectives, creating and distributing new knowledge through effective knowledge transfer and knowledge sharing have the potential to increase organizational performance and gain sustainable competitive advantage in the knowledge era.

Intellectual Capital as a Competitive Advantage in Pan African Nigeria Limited, Abuja

2017 ◽  
Vol 3 (7) ◽  
pp. 52
Author(s):  
Michael Isaac Opusunju ◽  
Ndalo Santeli Jiya ◽  
Murat Akyuz
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Relational Capital ◽  
Capital Social ◽  
Structural Capital ◽  
Pan African ◽  
The Relationship

<p class="Default">The study examines the relationship between intellectual capital and competitive advantage in Pan African Nigeria Limited, Abuja.  The study also sought to find out how intellectual capital (human capital, social capital, relational capital and structural capital) enhances competitive advantage in Pan African Nigeria Limited, Abuja. The population of 65 employees were used and the population was used as sample size.  Point in time data were collected from primary source and Ordinary Least Square was adopted and finding reveals that the relationship between intellectual capital and competitive advantage in Pan African Nigeria Limited is significant. This shows that there is a significant relationship between human capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between relational capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between structural capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between social capital and competitive advantage in Pan African Nigeria Limited, Abuja. It is therefore recommended that Pan African Nigeria Limited should emphasis more on intellectual capital such as human capital, social capital, relational capital and structural capital since it help them to achieve competitive advantage over other firms within the industry.</p>

scholarly journals Intellectual Capital as a Competitive Advantage in Pan African Nigeria Limited, Abuja

2017 ◽  
Vol 3 (7) ◽  
pp. 52-64
Author(s):  
Opusunju Michael Isaac Isaac ◽  
◽  
Jiya Ndalo Santeli ◽  
Murat Akyuz ◽  
◽  
...  
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Relational Capital ◽  
Capital Social ◽  
Structural Capital ◽  
Pan African ◽  
The Relationship

The study examines the relationship between intellectual capital and competitive advantage in Pan African Nigeria Limited, Abuja. The study also sought to find out how intellectual capital (human capital, social capital, relational capital and structural capital) enhances competitive advantage in Pan African Nigeria Limited, Abuja. The population of 65 employees were used and the population was used as sample size. Point in time data were collected from primary source and Ordinary Least Square was adopted and finding reveals that the relationship between intellectual capital and competitive advantage in Pan African Nigeria Limited is significant. This shows that there is a significant relationship between human capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between relational capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between structural capital and competitive advantage in Pan African Nigeria Limited, Abuja. There is a significant relationship between social capital and competitive advantage in Pan African Nigeria Limited, Abuja. It is therefore recommended that Pan African Nigeria Limited should emphasis more on intellectual capital such as human capital, social capital, relational capital and structural capital since it help them to achieve competitive advantage over other firms within the industry.

Intellectual capital, knowledge management and social capital within the ICT sector in Jordan

2017 ◽  
Vol 18 (2) ◽  
pp. 437-462 ◽  
Author(s):  
Bushra Meaad Ramadan ◽  
Samer Eid Dahiyat ◽  
Nick Bontis ◽  
Mahmoud Ali Al-dalahmeh
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Acquisition ◽  
Intellectual Capital ◽  
Information And Communications Technology ◽  
Mediating Effect ◽  
Data Set ◽  
Content Type ◽  
Knowledge Intensive

Purpose The purpose of this paper is to empirically investigate the mediating effect of social capital (SC) on knowledge management (KM) and intellectual capital (IC). Design/methodology/approach A conceptual model of the connections between IC, KM, and SC was developed and the posited hypotheses were tested using a survey data set of 281 questionnaires collected from knowledge workers working in 72 information and communications technology companies operating in Jordan. Findings The findings show that knowledge documentation and knowledge transfer emerged as having the strongest effects on IC, followed by knowledge acquisition and knowledge creation, while knowledge application was found to have an insignificant effect. Also, knowledge transfer and knowledge acquisition emerged as the only two significant processes for the development of SC. Moreover, SC was found to partially and significantly mediate the effects of all processes on IC. Practical implications To promote the development of IC, particularly, in a knowledge-intensive business service (KIBS) sector, documentation, transfer, acquisition, and creation of knowledge are especially effective processes. Furthermore, SC can be significantly enhanced through ensuring effective internal knowledge transfer and acquisition practices. Nurturing IC in a knowledge-intensive context can also be significantly enhanced through looking at the firm as a cooperative knowledge-sharing entity, i.e. investing in SC. Originality/value This is the first empirical study that has examined the links among KM processes, SC, and IC in a KIBS sector within an “oil-poor,” “human resource-rich” Arab developing country context.

scholarly journals THE DEVELOPMENT OF HUMAN AND SOCIAL CAPITAL AS A FACTOR OF ECONOMIC AND SOCIAL SECURITY

2019 ◽  
pp. 208-215
Author(s):  
A. Pastukhov
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Knowledge Management ◽  
Social Security ◽  
Social Environment ◽  
Economic Security ◽  
Economic Conditions ◽  
Institutional Conditions ◽  
The Social ◽  
Human And Social Capital

The article is devoted to the development of the human capital and the social capital as factors of economic security and social security in the current socio-economic conditions in the context of globalization. It presents aspects of the knowledge management and the formation of university complexes as institutional conditions and social environment, ensuring the development of the human capital and the social capital.

scholarly journals Examining the Moderating Effect of Organic Structure and Innovative Culture on the Relationship between Social Capital and Knowledge Management Processes at a Research & Development Organization

2021 ◽  
pp. 65-78
Author(s):  
Mohammad Reza Zahedi ◽  
Shayan Naghdi Khanachah
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Significant Relationship ◽  
Organic Structure ◽  
Management Processes ◽  
Innovative Culture ◽  
The Relationship ◽  
Moderating Role

Purpose- In today’s heavy competitive environment, organizations have found that the knowledge is the best tool for keeping up with competitors. In this regard, the role of employees, as knowledge holders and the most important capital of organizations have been being taken into account more than before. Since the existence of social capital in organizations lead to improvement and development of knowledge management processes (KMP), examining the level of social capital as an important dimension of intellectual capital and its role in KMP is the main purpose of this article. Design/methodology/approach- By reviewing the existing literature and using standardized questionnaire, it was tried to examine the relationship between social capital and KMP through the moderating role of organic structure and innovative culture in the organization. After review of the existing literature in depth, we took advantages of Nahapiet and Ghoshal Model for measuring social capital and in order to measure the KMP, Bukowitz and Williams Model was used. The main hypothesis of this research was that there was a significant relationship between KMP and social capital through moderating role of organic structure and innovative culture in the organization. In order to test the hypothesis, using the test methods for correlation coefficients (Pearson and Spearman), a standardized questionnaire was designed and distributed among our target segment including faculty members, researchers and administrative staffs of university. Findings- The results showed that contrary to our expectation, considering moderator variables, structure and culture does not have positive and significant effect on KMP in the level of the organic structure and innovative culture of social capital. It was revealed that considering those two variables, social capital does have a significant and positive effect on KMP in the level of mechanical structure and non-innovative culture. We also found that there was a considerable relationship between cognitive and relational dimensions of social capital and KMP. Besides that, it was understood that there was a positive and significant relationship between each of organic structure and innovative culture’s variables and social capital and KMP’s variables. Research limitations/implications– Risks of method variance or response biases are likely as all Data are drawn from employee surveys, and some selection bias as respondents could not be directly compared with non-respondents. Originality/value – This study makes a significant contribution to the intangible assets literature by providing further evidence of the impact of culture and structure on intellectual capital.

Value creation: the future of knowledge management

2008 ◽  
Vol 23 (3) ◽  
pp. 283-294 ◽  
Author(s):  
CHALEE VORAKULPIPAT ◽  
YACINE REZGUI
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Value Creation ◽  
Knowledge Creation ◽  
Societal Values ◽  
Societal Challenges ◽  
Holistic Understanding ◽  
Knowledge Value

AbsractThe paper provides a review of knowledge management (KM) literature with a focus on recent value creation trends of the KM discipline. The review spans a large spectrum of KM research ranging from the ‘soft’ (socio-organizational) to technical dimensions of KM, published in the academic and trade literature. An interpretive stance is adopted so as to provide a holistic understanding and interpretation of organizational KM research and models. Value creation is grounded in the appropriate combination of human network, social capital, intellectual capital, and technology assets, facilitated by a culture of change. It is argued that to be effective organizations need not only to negotiate their migration from a knowledge sharing to a knowledge creation culture, but also to create sustained organizational and societal values. The latter form the foundation of the proposed ‘knowledge value creation’ concept and represent key organizational and societal challenges faced by modern organizations.

Knowledge Management Practices and Project Performance in Tharaka Nithi County, Kenya

2020 ◽  
Vol 2 (4) ◽  
pp. 1-15
Author(s):  
Grace Syontheke Mburia ◽  
Shadrack Bett
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Management Practices ◽  
Project Performance ◽  
Primary Data ◽  
Moderate Pace ◽  
Knowledge Management Practices

Public infrastructure projects have taken a moderate pace since freedom. The records from the Kenya government 2014 on vision 2030 towards an internationally serious and prosperous Kenya demonstrate that the moderate pace in execution of open foundation ventures has prompted unsatisfactory street systems; under normalized open pleasantries; non network of the national matrix line to mechanical expected regions; inadequate relief measures in agrarian territories; and ruined motorization of the once serious enterprises that are going under. A major problem facing county governments is how to maximize on knowledge management in project management. The main objective of this study is to determine the effect of knowledge management practices on project performance in Tharaka Nithi County, Kenya. The study sets out to determine the effect of knowledge creation, knowledge sharing, knowledge acquisition and knowledge storage on project performance in Tharaka Nithi County, Kenya. The study was anchored on Knowledge-Based View Theory the Resource-Based Theory and the Organization Learning Theory. The study adopted cross sectional, explanatory and descriptive research designs targeting 120 management staff and employees of Tharaka Nithi County. A census study of all the targeted staff was carried out. Primary data was collected using structured questionnaire. The questionnaires were piloted with 12 staff from the neighboring Embu County to determine their return rate. The study used multiple regression analysis, frequencies, bar graphs, means and standard deviation measures. The study established that knowledge sharing influence project performance in Tharaka Nithi County. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great extent. The study found that knowledge acquisition influences project performance in Tharaka Nithi County to a great. The study concludes that knowledge creation has a positive and significant influence on project performance in Tharaka Nithi County.The study will be used by project management team in other counties as it will help in formulation of proper knowledge management practices that promote effective project delivery.

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