نشریه مدیریت دانش سازمانی
پیاپی 5 (تابستان 1398)

This research is aimed at investigating the effects of knowledge management and technological innovation on the creation of competitive advantage in Pars Khazar and Pars Shahab manufacturing  companies .  The statistical population of the study consisted of 280 the managers and experts of Pars Khazar and Pars Shahab Manufacturing Companies from whom 123 were selected as the sample by Cochran formula by cluster sampling method. Field survey is used for data collection, and a standardized questionnaire was employed as data collection tool. Tabarsa and Ahmadvand’s questionnaire  (2017) was used for knowledge management, Camison & Villar-Lopez’s questionnaire (2014) was used for measuring the technological innovation, and Hill and Jones (2003) questionnaire was used for measuring the competitive advantage variable. Structural equation modeling test using Smart PLS2 software was employed to test the research hypotheses. The results specified that two main independent variables, namely knowledge management (coefficient: 39) and technological innovation (coefficient: 55) significantly affected the dependent variable of competitive advantage in the companies. Moreover, knowledge management turned out to have a significant effect on technological innovation (coefficient: 65) through technological innovation to have a significant effect on creating competitive advantage (coefficient: 36) in the companies. Furthermore, the criteria for measuring the model fitness, including R2 and Q2, confirmed its fitness.

Given the new approaches to the information age regarding the critical position of knowledge management and decision making strategies in organizations, this study focuses on the procedural implications of knowledge management, discussing their role in improving organizational performance through the moderating role of decision making styles. This research is mainly intended to assess of the impact of KM on non-financial performances of organizations, and to consider the moderating role of decision making styles in the relationship between the two variables. This research also seeks to address the theoretical and investigative deficiencies in relation to three variables of knowledge management, organizational functions and decision making styles. This is an applied research which covers banks and financial organizations. The statistical population includes managers and experts of the central offices of two banks experienced in knowledge management. The results indicated that knowledge management positively and significantly affected organizational performance and decision making styles. As a moderating variable, it can improve the relationship between the two variables. This research can be used by managers of organizations, researchers in the field of knowledge management and organizational functions as well as psychological and management sciences.

Considering the significance of customer knowledge and management capability, this research is mainly aimed at investigating the effects of knowledge management capabilities on the organizational performance mediated by dynamic capabilities and customer knowledge. Regarding the conceptual model of the study, seven hypotheses were formulated to test this objective. This is an applied study in terms of purpose and a descriptive one in nature. Questionnaires were used as the research tools for collecting data. Cronbach’s alpha coefficient, composite reliability (CR) and confirmatory factor analysis were used to assess the reliability and validity of research tools. Structural equation modeling and Smart PLS2 software were used in order to test the hypotheses aiming at measuring the concurrent, direct or indirect relationship among variables. Moreover, the mediating role of the variables was assessed by means of the Sobel test. A review of 150 questionnaires distributed among the employees of Gas Company of Yazd, winter 2018-2019, indicated that the variable of knowledge management capability affected the variables of dynamic capability and customer knowledge positively and significantly, the most important one of which was the effect of knowledge management capability on the firm performance. However, any direct effect of knowledge management capability on the firm performance was rejected. The results indicated that knowledge management capability indirectly affects firm performance through the dynamic capability and customer knowledge, from which knowledge management capability affects firm performance by means of dynamic capability the most.

It is essentially important for all organizations to consider organizational learning and the factors influencing it.  This applied research follows a descriptive-correlation method. It assesses the effects of quantum leadership on organizational learning through the mediating role of knowledge sharing among all teachers and principals of high schools of Zahedan. 202 persons were selected from the statistical population according to Morgan table. A standardized questionnaire was employed to assess three variables of the study. The reliability of the questionnaire was affirmed by Cronbach's alpha and its validity was confirmed by convergent and divergent validity. The research data were analyzed through Smart PLS software. The results demonstrated that quantum leadership directly and indirectly influenced organizational learning by 0.443 and 0.552 respectively. Knowledge sharing had a positive and significant effect on organizational learning as much as 0. 170, and the effect of quantum leadership on knowledge sharing was 0.504. According to the findings, consideration of quantum leadership and knowledge sharing as effective variables on organizational learning are essentially important.

This study is intended to investigate the effects of information technology support and knowledge management on organizational performance and competitive advantage through explaining the mediating role of dynamic capabilities. 250 standardized questionnaires were distributed among chief executive officer and senior managers of information systems of the top 50 economic companies, selected on the basis of purposive sampling method, in Iran in, July 2018. Of these, 175 questionnaires, 70 percent, were usable. Having verified the fitness, validity, and reliability of the research tools, the researcher the analyzed data through Smart PLS. The findings indicated that although information technology support only indirectly (and not directly) is able to improve the organizational performance through the development of power dynamics (with an effect intensity of 0.31), unlike knowledge management, the intensity of its effect shows a significant difference with the direct and indirect effects of knowledge management on performance (0.32). Therefore, it can be reported on the basis of the evidences that power dynamics is a mediating and significant organizational mechanism through which the benefits of knowledge management capability and information technology support turn into high performance results at large businesses. Hence, it can be argued that information technology support of knowledge management contains indirect benefits for managers of top 50 companies in Iran. This relationship shows that companies need to match information technology support with their strategic needs.

Nowadays, organizational knowledge management is considered as an essential strategy for complex, dynamic and uncertain environments, which leads to survival, competitive advantages and improvement of organizational performance.  Furthermore, choosing a business strategy tailored to the organization's requirements is a key challenge for managers for the achievement of the desired status among competitors. This research is untended to find out the effect of knowledge management infrastructure capabilities and business strategy on organizational performance mediated by knowledge management process capability. This developmental applied research follows a descriptive survey method for data collection. The statistical population of the study includes 320 managers of Abbasabad industrial district from whom 175 persons were selected as the sample. A questionnaire was used as the tool for data gathering whose validity was confirmed by the experts, and whose reliability was testified by computing Cronbach's alpha. Confirmatory factor analysis was used to identify the key factors of each component, and structural equation modeling and LISREL software were used to affirm the fitness of the research model. Findings of the research indicated that the infrastructure capabilities of knowledge management and business strategy affect the process capabilities positively and significantly. Furthermore, process capabilities affect the performance of the organization positively and significantly. Moreover, differentiation strategy and human resources impose the most important effects on the process capabilities of knowledge management, and knowledge creation and storage affect the performance of the organization deeply.