جستجوی مقالات مرتبط با کلیدواژه « knowledge based organization » در نشریات گروه « مدیریت »

The purpose of this paper is to identify and rank the components of human resource retention in knowledge-based organizations based on Shannon entropy technique. Applied research method is used and statistical population are 14 experts. The research tool is a researcher-made questionnaire consisting of 83 components based on theoretical literature, two rounds of Delphi survey and obtaining experts' opinions. Content validity was used to test the validity of the questionnaire. The reliability of the questionnaire was 97.9% using Cronbach's alpha. The results of Shannon entropy technique show that the components of "selecting top managers from among the elite", "smart behavior", "precise recruitment process", "knowledge work", "easy traffic", "creating consensus among the company's knowledge forces in Knowledge-based organizations to transfer experiences", "Persistent and eager to promote individual competencies in line with job responsibilities", "Implement motivational plans to motivate employees", "Establish management stability in knowledge-based organizations" and "Provide Opportunity for group research" are the most important components of human resource maintenance in knowledge-based organizations.With respect to the ranking, it is necessary for the managers to target the retention of human resources in knowledge-based organizations according to the specified priorities & the obtained ranks.

This research is of a qualitative type, in which managers with experience in the petrochemical industry were interviewed using the snowball sampling method, and the interviews continued until reaching theoretical saturation, which includes 23 interviews. The propositions of this research have been analyzed with the help of foundation data method and using MAXQDA software. Based on the results of the analysis of the information obtained from the experts participating in the research, the monitoring model of the influencing variables in the value creation of parent knowledge-based companies "at the industry level" contains 194 open codes, which are divided into 34 common propositions. Model propositions at this level are divided into 5 main concepts as follow: Competitors are 10 propositions (29%), customers and markets are 8 propositions (24%), suppliers are 4 propositions (11.5%), substitute products and goods are 4 propositions (11.5%), and science and technology are 8 propositions (24%). Therefore, the parent company of the petrochemical industry, as a huge knowledge-based organization in the country, can use this model to identify the influential variables (at the industry level) in order to create more value. Considering possible, probable and preferred futures, the parent company can analyze the obtained information to be taken into consideration by managers and experts for planning and making strategic decisions.

The success of knowledge-based organizations depends on the empowerment of its knowledge-based human resources. The more capable these organizations are in terms of human resources, the more successful they will be in achieving their goals. The purpose of this article is to design and explain the model of human resource empowerment in the

Department of Research and Self-Sufficiency Jihad of Iran's Army. Methodology The research is developmental in terms of purpose and practical in terms of results, and it is qualitative and quantitative in terms of the type of data. The participants of the qualitative part include scientific experts and experts in the field of human resources management and executive experts of AJA's Research and Self-Sufficiency Jihad Department, who were selected by a non-probability judgmental and purposeful sampling method, and in the quantitative part, they also include knowledge workers who were selected by a random sampling method. In the qualitative part, the data collection tools included semi-structured interviews, and in the quantitative part, a researcher-made questionnaire was used. In the quantitative part, thematic analysis was used to analyze the data, and in the quantitative part, structural equation modeling was used to validate the model.

The model of empowerment of the target society included the main categories of knowledge empowerment, professional empowerment, functional empowerment, moral empowerment, social empowerment, military empowerment, and cognitive empowerment, and the relationship between them and their constituent subcategories have been confirmed quantitatively.

The professional nature of human resources working in knowledge-based defense organizations makes their empowerment program multidimensional and comprehensive. The model presented in this research can be used as a practical guide for developing human resources development programs in this field.

Nowadays, the fame and greatness of large organizations and companies is not only due to the existence of more physical or financial assets, but also because of their human capital and knowledge and skills. In other words, one of the keys to success in the knowledge-based economy, where having a competitive advantage differentiates an organization from other organizations, is human resources, which should be given more attention.

This article aims to identify the components and design a model for maintaining human resources in knowledge-based organizations based on the ideas of various thinkers.

The research is applied in terms of purpose and in terms of the method of data collection and analysis, it is a survey type, based on which, while examining the concepts and literature of the subject, the components were extracted and carried out in the framework of Delphi study stages. 15 members of the Delphi panel were selected from among experts related to the subject through purposive sampling. 350 questionnaire was gathered.

The model proposed by the research expert after two rounds of Delphi, two-order exploratory factor analysis & confirmatory analysis with 83 components (in the form of 2 components & 8 factors), the highest mean of which is related to valuing new and creative thoughts (mean 4.9), job security (mean 4.8), meritocracy of the system (mean 4.7), scientific motivation (average 4.7) and organization support for talented people (average 4.7) are provided.

considering that in the conditions of competition, the most successful organizations are those that can manage their human capital in an effective and efficient way; it is essential that organizations improve the retention of their human resources by using each of the components presented in the current research model, with the priority of important components & maintain and nurture these key assets well.

resonant leadership refers to the existence of leaders with high emotional intelligence who, by creating a sense of optimism, empathy and compassion with people, inspiring and creating a positive resonance in the organization, while strengthening the morale of the employees, lead to the improvement of individual and group capabilities in the organization. In the current research, the role of this leadership style on the self-efficacy of people as one of the most important structures of positive organizational behavior and self-influence mechanisms was investigated and explained. In this qualitative research, using the strategy of Grounded Theory, and based on the three-step process of theoretical coding, and also using the data from 21 in-depth interviews with managers of selected knowledge-based companies and university professors, a conceptual model of the role of resonant leadership on the self-efficacy of managers and employee's collective self-efficacy in knowledge-based organizations was presented. Also, the dimensions and components of the manager's self-efficacy were identified as the central category, the factors affecting it, and the organizational consequences of people's self-efficacy. Finally, while presenting a comprehensive model, 7 main hypotheses and 13 sub-hypotheses were extracted from the relationships between research variables.

Today, many organizations meet with many risks to employee development. They are suspicious about return on investment in employee development. Managers expect that developing investments improve employee performance and organizational wellbeing. The organization spent time, cost, and experience on employee development, but the turnover of employees, less of competence, limitation of competence, absence, and leaving the organization cause human resource development risk. The purpose of this research is to review the articles on risks and human resource development. After that, a model of human resource development risk in the knowledge-Based organization was presented. The method of this research is a mixed approach. This mix-method is a developmental and applied study. The model of human resource development risk used was designed based on interviews with 17 experts in this field. To evaluate the model, a fieldwork questionnaire was distributed among 100 experts. The collected data were analyzed via Theme analysis and Structural Equation Modeling. The findings indicate individual dimension is less mentioned in the literature, but it is a high priority for the organizational dimension. perceptual risk, knowledge risk, and behavioral risk are three components of individual risk and human resource environment risk with operational risks are two components of organizational risk. Managers can better analyze via the human resource development risk model in individual and organizational dimensions.

The purpose of this study was to investigate the effect of creative deviance on the innovation inertia considering the mediating role of human resource intelligence. This applied research employed a descriptive survey design. The statistical population of the study included 1600 employees of knowledge-based organizations of Lorestan province. Using Cochran formula and stratified sampling method, the researchers estimated the sample size to be 309 people. The instrument used to gather the data was a standard questionnaire whose content validity was established and its reliability was confirmed using Cronbach's alpha coefficient. In this study, structural equation modeling and Smart Pls2 and SPSS 19 software were used to test the hypotheses. The results emerging from the data analyses revealed that creative deviance has a positive significant effect on innovation and human resources intelligence. Additionally, the results indicated that human intelligence has a mediating role in the effect of creative deviance on innovation inertia. Therefore, overall, it can be concluded that in knowledge-based organizations, the foundation of intelligent human resources, creative deviance and creative violation of the bureaucratic and restrictive regulations of the organization, lead to innovation and keep the knowledge-based organizations away from innovation inertia.

Knowledge-Intensive Organization is the concept that has emerged with the arrival of Knowledge Economy Era. Todays, knowledge is the most valuable element for the organizations. The importance of knowledge is not limited to a particular type of organization, but also has influenced all types of organizations. Also, it's very important to research centers. Because, the nature of the organizations is knowledge and knowledge based activities. Unfortunately, Iranian organizations have not enough attention to this issue. Therefore, in this research "Knowledge Management" and "Information and Knowledge Systems" effect on an army research center is investigated to be Knowledge insentive. The research method is descriptive survey and the study sample consisted of 54 military and administrative experts. To data collection library method and questionnaire is used. In addition, to designing of the model and hypothesis test; factor analysis and structural equation modeling is used. According to the research findings, "Knowledge Management" and "Information and Knowledge Systems" are effective to transformation the center to an Knowledge Intensive organization. In the conclusion, recommendations are presented to achieve the objective.

Knowledge-based organizations emphasize certain competencies to achieve goals because the competency model of employees is different for the levels of occupations. Accordingly, the present study was conducted with the aim of designing a professional competencies model for knowledge workers in knowledge-based organizations.

This research is applied in terms of purpose and exploratory mixed research in terms of data type. Participants of the qualitative section consist of 12 experts of knowledge-based organizations that were selected by non-probabilistic purposeful sampling method. The data of this section were collected through semi-structured interviews and analyzed by thematic analysis. The statistical population of the quantitative part was 330 knowledge workers of knowledge-based organizations, among which 178 persons were selected by simple random sampling method. The data of this section was collected through a researcher-made questionnaire and analyzed using structural equation modeling.

The professional competencies model was structured in five main categories and 20 categories and 78 sub-categories including: 1. Knowledge (knowledge update, professional knowledge, environmental awareness, and knowledge management); 2. Skill (social, managerial, problem solving, negotiation, and marketing skills); 3. Ability (educational, intellectual, modeling, business counseling, and new product development ability); 4. Characteristics (self-efficacy, commitment, work ethics, and research spirit); 5. Attitude (entrepreneurship and foresight). The second-order confirmatory factor analysis indicates the significant relationship between indicators, components, and dimensions of competency model.

The professional competencies development of knowledge workers can prevent waste of time, energy, and resources of knowledge-based organizations. It also can make deep reviewing in employment criteria, staff selection, and composition of development and reform programs.

Today, knowledgeable human resources have the greatest role in the success of knowledge-based organizations. Knowledge sharing as one of the most effective components of achieving competitive advantage in these organizations can be a threat to their human resources; a threat that can bring various risks to the organization. This study investigates the undesirable effects of the knowledge sharing process on the level of knowledge staff separation and the risks created. The research hypotheses have been developed from the literature and tested on the data collected through a survey on an IT firm. In this research, a descriptive-applied research model has been utilized and its survey method and its statistical society are employees of a knowledge-based organization. The data has been collected using a designed questionnaire and expert opinion, and the reliability and validity of the extracted data have been evaluated by Cronbach's alpha, Kaiser-Mayer-Olkin, Bartlett tests, and the research hypotheses have been investigated using t-test, Chi-Square and Friedman tests. The results show that the negative effects of the knowledge sharing process on the separation of knowledge employees from the organization under study have a real nature and can play an effective role in their separation from the organization. This issue leads to the creation of risks in the organization, the most important of which to mention, are reduced productivity and increased costs of the organization.

Mobile Telecommunication Company of Iran(Hamrah e Aval) due to the nature of the communication services industry in the country, has high dynamism and change in its field of activity. To control and adapt to these changes, the company needs a new model to evaluate its performance. Accordingly,The present Study is a qualitative research on performance appraisal with the approach of knowledge-based organization and by passing the existing performance appraisal models with a traditional and short-term perspective to cover the challenges of this field with a comprehensive, transparent and simple model, so that it is realistic and related to the sensitive and key areas of the company's performance as a knowledge-based organization. First, in order to collect data, after reviewing the literature and research background, the framework and protocol of semi-structured interviews were prepared and compiled, and then among scientific and executive experts active in the field of communication services by purposeful sampling method "Snowball", participants were selected. Data analysis was coded by Clark and Brown six-step inductive theme analysis. Data analysis in the coding process by MAXQDA software led to the emergence of 104open source, 31sub-themes and 7 main themes including management and human resource components, organizational, process, market and competitive environment, technical and executive business environment, knowledge-based platform and The results were in three areas: organizational, customer and regulatory. Due to the special characteristics of organizations active in the communication services industry and their emphasis on knowledge and information technology in order to achieve organizational perfection, the results of this study can be used by other knowledge-based companies.

Today, It seams knowledge sharing has been trasformed to the most effective means of achieving a unique competitive advantage for a knowledge-based organization; But while it can be the source of the organization's advantage, it can be a source of risk too.This study focuses on the feasibility, evaluation and initial ranking of the risks for the competitive advantage of a knowledge-based organization under the influence of the knowledge sharing process. The research hypotheses were developed from the literature and tested on the data that collected through a survey on an IT firm. In this research, a descriptive-applied research model has been utilized and its survey method and its statistical society are employees of a knowledge-based organization. To collect data has been used a designed questionnaire and expert opinion, to evaluate the reliability and validity of the extracted data, Cronbach's alpha, Kaiser-Mayer-Olkin, Bartlett tests and the research hypotheses, t-test, Chi-Square and Friedman test has been exploited. Results indicated that managers and Employees should take the risk of knowledge sharing process seriously in order to protect their organization's competitive advantage, while not paying attention, it can lead to lower IT performance and lower productivity.

The purpose of this study was to investigate the role of human capital in organizational knowledge-orientation at Tehran University campus of social and behavioral sciences. The research method is applied in terms of purpose, and in terms of data collection, it is descriptive-correlational. The statistical population includes all faculty members of the University of Tehran Social and Behavioral Sciences Campus with 349 individuals. Using Cochran sampling formula, 183 students were selected by stratified random sampling. To collect data, Naderi standard human capital questionnaire (2011) and knowledge-based researcher-made questionnaire were used. Content and construct validity were used to determine the validity of the questionnaires. The reliability of the questionnaires was calculated using Cronbach's alpha coefficient to be 0.931 for human capital and 0.957 for knowledge-based organization. Correlation matrix tests, multivariate regression tests were used to test the research hypotheses. The results showed that the correlation between human capital and knowledge-based organization was 0.33. Also, the component of cognitive abilities (information, knowledge, skills and expertise) of human capital has the power of 0.258 to predict the knowledge-based organization.

In the era of the transfer of power resources, knowledge is considered as the main axis of defense authority. Therefore, moving towards knowledge organizations for military and defense organizations is a necessity that requires the attention of commanders, managers and researchers in the field of military-defense. Therefore, in this research, due to the importance of the subject, designing a model of knowledge-based organizations of military-defense organizations has been addressed as the main goal of the research. The present research is aimed at the application-developmental purpose and the method of exploratory research (qualitative and quantitative. The conceptual model of research was designed based on the characteristics of the target organization and then tested by field method. The statistical population of the research includes 166 senior commanders, top managers and academic experts as one of the main defense agencies. Analyzing the data in the StartPlus software, confirming the fitting fit of the research model, identifies the identified factors and their relationship with each other.

Given the strategy of performance improvement, the present study aims to identify the effective dimensions on designing a strategic human resource management with a high performance work system (HPWS) approach for the knowledge-based organizations. For this purpose, in this developmental- applied research, first a comprehensive study of literature on HPWS for learning the effective concepts was conducted. Then the proposed indicators in the previous studies was counted from which 307 dimensions were identified and after excluding the repeated ones and And merge similar items,33 dimensions were elicited. Then, using the Delphi technique, it was agreed among the members of the university elite panels and the experts of Knowledge based Companies. and by excluding 4 dimensions and including 3 new ones to adjust them to knowledge-based companies' characteristics, at last 32 dimensions were confirmed by the panel as final ones for strategic human resources management with a HPWS approach. The findings showed that from Delphi panels' viewpoint on HPWS, the »supportive management « has the greatest influence on HPWS in the knowledge- based companies.

This study seeks to analyse the effective factors in a knowledege-based organization. Furthermore, it endeavors to recognize the effective factors and measure their importance and performance. Doing so, it utilizes qualitative-exploratory method by means of Delphi Technique and gathers data through a questionnaire composed of 14 variables based on the literature of knowledege-based organization. The population of this study is made up of theoretical and practical experts in a knowledge-based organization the 25 ones of whom are selected non-randomly and in terms with being in access. Following, it analyses the importance of data by means of Entropy Shannon Technique, T Test and Importance-Performance Matrix based on which two variables namely technology and the purpose of business strategy lie sustainably in an appropriate position in regard with importance and then performance, and 6 variables like knowledge culture, structure, etc. palce in a high level in terms of importance, however, in regard performance, they palce no appropriate position and require further attention of policy-makers and executive agents.

The aim of this research is to explain the scientific foundation and offer practical solutions for University of Tabriz human resources flexibility based on organizational intelligence. The research is applied from goal perspective and descriptive from data collection type and it is casual according to relationship among variables. The data were collected by Albrecht organizational questionnaire and human resources flexibility questionnaire based on the Batachariya، Snell and Wright studies. The statistical population consists of scientific members of University of Tabriz in four knowledge groups; where 235 individuals were selected as statistical sample by Cochran formula in confidence level of %95 and finally 210 questionnaires were analyzed by simple random and cluster sampling method. The results of structural equations modeling showed that organizational intelligence by recognition coefficient of %79 is the strong predictor of human resources flexibility. Also، the results of Pearson correlation showed that all organizational intelligence variable dimensions have a positive and significant relationship with human resources flexibility.

In turbulent environment, power and success of organizations depend on the intellectual capita; abilities and the main challenges of this organizations is that how establishes new generation of intelligent organizations for knowledge edge. The problem that this research wants to solve is that how the organization that main asset is intellectual capital can obtain organizational intelligence. The conceptual model of this research has been designed based on open system model and the knowledge strategies, knowledge communities, adhocracy and intellectual capital have the enabler role for intelligence processes. Statistical population of this research is Faculty members of research centers of Ministry of Science, Research and Technology that 278 person have been selected based on classified sampling. Results show that adhocracy with %86 of coefficient has highest effect on structural intelligence processes. Also knowledge strategies and intellectual capitals correspondingly with %67 and %64 of coefficient are in second and third ranking. Also results show that adhocracy with %64, intellectual capital and knowledge strategies with %59 of coefficient correspondingly have the highest effect on human intelligence processes.

Role of strategic Planning in the current organizations is an obvious fact. Strategic planning is defined as an organized attempt as to implementing main strategies of an organization and its application leads to fulfillment of an organization objectives. Strategic planning sets an organization's objectives given its mission and tries to identify organizational opportunities, threats, strengths and weaknesses through environmental studies so that realistic objectives can be identified and followed. Applying strategic planning to knowledge-based organizations is of critical importance due to their internal extensiveness and complexities. As a library research this study addresses strategic management in knowledge – based organizations including academic circles and its challenges.