نشریه مدیریت دانش سازمانی
پیاپی 7 (زمستان 1398)

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.

Today, business intelligence is regarded as a competitive advantage and a critical factor in the success of organizations. Business intelligence integrates the organization's data and information and enables managers to control and navigate key organizational processes. researchers have referred to improving organizational performance by employing business intelligence in organizations, there has not been a comprehensive study of the process of influencing business intelligence on key performance indicators, especially in the area of ​​economic holding performance. In this regard, the present study aimed to investigate the impact of business intelligence as a knowledge management tool on improving key performance indicators with system dynamics approach in investment holding. The statistical population of this study consists of managers, experts, experts and experts in management and economic sciences in investment holding. In order to collect data and extract the indices, while reviewing the literature on the subject and researches, the indices were extracted through qualitative and quantitative methods.In order to investigate the impact of business intelligence and KM on key indicators of investment holding performance, a system dynamics approach was used. Key functions of the organization are net profit index, return on capital and economic growth.

In today's complex condition, agencies have noticed that knowledge due to its value should be managed. In this reasearch it has been tried to recognise the knowledge management implimentation's risks. By the use of the crack model concept a new method is presented to evaluate management risks. The method of reasearch is descriptive _ mensuration with applied purpose. The statstical community of reasearch formed by several founding knowledge companies in Shiraz. To analyze and find critical components of success and failure in implementation of knowledge management and to evaluate risks, the crack model and fuzzy map type ll drawing is used. The reasearch results showed that lack of empowering and senior management support،motivation and participation rate shortfall , the expansion of increasing trade and technology challenges, fear of full assumed and loosing knowledge ownership and creating multiple information source systems that are not necessary in the organization are of the most important vital factors that leads to success, and lack of trust, technical basis and leadership, focuse on limits of organization's borders, political challenges, obsolete content Of some educational courses, ambiguity in motivational systems and communication problems are of the most important failure factors in knowledge based companies in Shiraz. In this process the culture of coopration, doing the audit and organising of knowledge, creating a list of key features, communications between people and knowedge, rewards and motivation, political challenges, holding targeted educational periods can facilitate the implementation of knowledge management in organization.

Nowadays, the organizations will be successful and victorious to the changes and developments that can improve and develop their intangible capitals and knowledge to affect the other organizational variables such as effectiveness. For this purpose, the present research aims to study the effect of execution of knowledge management on the improvement of organizational performance that was applied in Shir-e-Pegah Company. The population of this study also consisted of all personnel of Shir-e-Pegah Co., from expert to higher levels, total of 350 persons and the sample size based on Cochrane formula is 184 persons. The samples were selected out of population for implementation of questionnaire based on simple random sampling, and the questionnaires were distributed. The instrument used in this study included the standard questionnaires of knowledge management execution and organizational performance of Zayed (2012) that has been designed based on theoretical model of Bhatti et al (2011). Knowledge management execution questionnaire has 24 items and organizational performance has 6 items based on 5-point Likert spectrum, that assess the variables such as culture, intellectual capital, processes, knowledge management strategy and organizational performance. The results of simple linear regression analysis test showed that the general element of knowledge management and also 4 elements of knowledge management significantly predict the variance of dependent variable of organizational performance and out of these elements, knowledge management has obtained the highest regression coefficient

Neutrality in the current business environment is desperately needed because today's economy is a knowledge-based economy. This research is a survey-applied study and evaluates the impact of organizational justice on knowledge sharing among teachers and staff in a teaching environment. This study focuses on five forms of organizational justice (distributive, procedural, interactive, temporal and spatial) and two forms of knowledge sharing (transfer and collection). Data were analyzed using SPSS software and as this study tests a set of correlations, the data from the questionnaire were modeled using Structural Equation Modeling (SEM) and Amos software. The results show that there is a positive and direct relationship between organizational justice and knowledge sharing. The results of this study indicate that there is no significant relationship between distributive justice in Malek Ashtar University of Technology, but between the other four dimensions of organizational justice (procedural justice, interactive justice, temporal justice and spatial justice) and knowledge sharing a positive relationship. And there is meaning.

The main purpose of this study is to investigate the impact of open innovation on knowledge management implementation with regard to knowledge management processes in the second region of gas transmission operations in Esfahan province. To this end, a descriptive research method (survey type) was used. The research tool is based on the Wu and Hou’s (2018) standard questionnaire which after measurement of external validity, content (Lawshe’s method) and structural validity (confirmatory factor analysis) and reliability (estimated by Cranach’s alpha method), were implemented through the participation of 84 managers and employees in the second region gas transmission operations that were selected by the stratified sampling method. Data analysis was performed at both descriptive and inferential statistics (structural equation model) through “SPSS 21” and “Lisrel 8.9” software. The research model validity was evaluated through standard coefficients and significance coefficients (t> 1.96) and the results showed acceptable fit for the above-mentioned indices. The findings confirmed all the research hypotheses, as open innovation has the greatest impact on knowledge management processes (β = 0.66), also, open innovation had the least impact on knowledge management implementation (β = 0.25), finally; knowledge management processes have fully mediated open innovation support for knowledge management (VAF=0.519).