نشریه مدیریت دانش سازمانی
پیاپی 4 (بهار 1398)

Given the importance of knowledge governance in project-oriented organizations in recent years, the identification factors influencing the creation of this kind of organizations seems vitally important to help them prevent the outflow of the obtained knowledge in today’s business challenge. This research is intended to propose a knowledge governance framework for Khatam Al-Anbia construction site, a project-oriented organization which is considered a key executive institution for the country in the implementation of various fields of projects construction. This is an applied developmental research following qualitative method through qualitative content analysis. The statistical population of this qualitative research includes all papers on knowledge management from internationally valid databases, as well as interviews with all managers and experts active in specialized sites and holdings. Theoretical sampling method was employed in the review of papers, and interviews were conducted with experts on the basis of purposeful sampling. The results revealed that there are six main categories containing 36 subcategories, which were ultimately categorized into three main factors according to content and shared features. They included high level documents, decision making body, grounding factors containing organizational structure and organizational relationship, and facilitators containing key factors and methods. Ultimately, they led to the formation of the knowledge governance framework of Khatam Al-Anbia construction site.

This study is intended to investigate the canonical relation between knowledge sharing and organizational learning among the teachers of district II of Hamadan. From the population, a number of 274 people were selected as the sample through a simple random sampling method. The research is quantitative, descriptive and correlational whose tools are composed of Knowledge Sharing Questionnaire of Vanden Hoff and Vanuenen (2004), and Nifeh’s organizational learning (2001). Confirmatory factor analysis and Cronbach's alpha were employed to test the validity and reliability of the data collection tools. The reliability coefficients of knowledge sharing and organizational learning questionnaires were 0.990 and 0.927 respectively. Given the results of confirmatory factor analysis, the research tools turned out to be appropriate and acceptable. Canonical correlation and multivariate linear regression were used for data analysis by SPSS25 software. The results indicated that the canonical load values ​​of organizational learning dimensions ranged from -0.396 to -0.876. Organizational learning dimensions were able to explain 41.5% of the variance of organizational learning variables. The canonical load values ​​of knowledge sharing dimensions ranged from -0.339 to -0.899. Dimensions of knowledge sharing were able to explain 46.2% of the variance of knowledge sharing variable. Organizational learning dimensions were able to explain 7.7% of variance of knowledge sharing variable, and knowledge sharing dimensions were able to explain 6.9% of variance of organizational learning variable. Furthermore, given the significant effect values, it can be proposed that only the dimension of knowledge contribution has positive and significant effect (0.353) on organizational learning variable at 0.01 level. The dimension of Knowledge restoring turned out to have no significant regression effect on organizational learning.

At the beginning of the third millennium, knowledge management has been developed as a strategic requirement for service institutions, organizations, and foundations. It guarantees long-term excellence for organizations and communities, and reflects the extent to which they have benefited from human and intellectual capital, and information. Organizational culture is one of the key factors in implementing knowledge management. This research is aimed at investigating the relation between organizational culture and the process of knowledge management through a combined research approach. Using Delphi method and referring to the viewpoints of experts by content analysis and conducting semi-structured interviews in the qualitative stage of the research, the researchers identified twelve components of knowledge-based organizational culture in the statistical population. These components included desire to achieve knowledge, knowledge-work orientation, teaching and learning, knowledge related interactions, sympathy, knowledge popularization, commitment to knowledge programs, knowledge evaluation and reward, knowledge legitimacy, knowledge scheduling, knowledge flexibility, and knowledge preservation. In the quantitative part of the research, descriptive and correlation methods using LISREL software and structural equation modeling were used. The relation of each of these components with the process of knowledge management was analyzed. In the qualitative phase, 33 experts in the field were selected, and in the quantitative phase, the sample consisted of 141 of the employees of Zahedan municipality selected by random sampling. Having analyzed the data, the researchers found out that the components of knowledge program and knowledge legitimacy are most effective in the process of knowledge management in Zahedan municipality in relation to organizational culture and knowledge management. Finally, some practical solutions were proposed for dealing with the issues.

In today's dynamic environment, knowledge sharing among employees has become a key component of gaining competitive advantage for organizations. Given this, the identification of the effective constraints on knowledge sharing has also become very important. These constraints are composed of factors that prevent proper knowledge sharing. This research is intended to identify and classify the limitations of knowledge creation and sharing, and to investigate the impact of these limitations on knowledge sharing in organizations. The research consists of two stages: in the first stage, the limitations of knowledge creation and sharing are identified through the content analysis of the knowledge management literature. In the second part, applying a questionnaire, the data are collected. Using the analysis of variance and Kruskal-Wallis test, the researchers investigated the effects of these constraints on knowledge creation and sharing. Due to the limitations of total population sampling, the statistical population of this study included all 40 managers and employees of Keshavarzi Bank of Nahavand. The findings revealed that that there are eight constraints on knowledge creation and sharing, including inherited systems, difficult relationship, distance, costs of knowledge, knowledge application strategy, available technology, and uncertainty and distrust. The findings also indicated that the impact of strategy constraints on knowledge application, distance, uncertainty and distrust vary along the different supply chain processes.

This study is aimed at investigating the relation between the dimensions of organizational structure and knowledge management based on Bukowitz and Williams’s model. The statistical population consists of 4560 employees and managers of 15 organizations in Shahrekurd, 322 of whom were selected as the sample by Cochran formula. The questionnaires were distributed proportionally, on the basis of stratified sampling method, among them and data were collected. Research tools included Robbins’ Organizational Structure Questionnaire (1986) and Bukowitz & Williams Knowledge Management Questionnaire (1999). The content validity of the questionnaire was confirmed by a number of experts and its face validity was confirmed by a number of respondents. Furthermore, the construct validity of the questionnaire was tested and confirmed. Reliability of the questionnaire was estimated according to Cronbach's alpha. It was 0.9 for organizational structure questionnaire, and 0.97 for knowledge management questionnaire. Its indicators were estimated more than 0.7. The PLS smart software was employed for data analysis, which was conducted at two descriptive and inferential statistical levels. In the descriptive statistics section, statistical features including frequency, percentage, mean and standard deviation were applied. In the inferential statistical stage, structural equation modeling was used for testing the hypotheses and designing the conceptual model of the research. The results revealed that there was a significant relation between the dimensions of organizational structure and knowledge acquisition, knowledge application, knowledge learning, knowledge sharing and exchange, knowledge evaluation, knowledge creation and consolidation and optimal use of knowledge.

The characteristics of today's academic environment are basically different from those of the past. These days, universities are confronted with new phenomena such as technological developments, competitions, increasing expectations of the society and the students, financial constraints, and the growing steep of changes. These situational events, not similar to previous features, have emerged in higher education and require different types of expertise in the new environment and economy. Universities can no longer make students ready for new environmental situations with timeworn structures and strategies. They have to move towards employing modern organizational components. This research is intended to investigate the compatibility of Al-Mustafa University of Qom with the components of learning, agile and quantum organizations. This is a descriptive-survey research whose statistical population consists of all the 300 employees of the central office of the university among whom 168 people were selected by Cochran's formula through stratified random sampling. Three questionnaires of learning organizations, agile organizations and quantum organizations were employed for data collection. Content and construct validity were used to test the validity of the questionnaires. The reliability coefficients of the questionnaires were estimated by the Cronbach's alpha coefficient as 0.94 for learning organizations, 0.88 for agile organization, and 0.78 for quantum organization. Data analysis was performed at two levels of descriptive statistics (frequency, percentage and mean), and inferential statistics (correlation coefficient, t-test and structural equation modeling) by SPSS and LISREL software. The results revealed that the mean of all dimensions of learning organization, except from the components of individual skills, were above average. The mean of all quantum organization components was below the average, and it was above the average for agile organization. Furthermore, there was a positive and significant correlation between learning organization and agile organization (0.66), a positive, and a significant correlation between learning organization and quantum organization (0.22), and a positive and non-significant correlation between agile organization and quantum organization (0.11).