تأثیر فرآیندهای مدیریت دانش بر نوآوری سازمانی با نقش میانجی بهرهوری منابع انسانی
الموضوعات :حاجیه رجبی فرجاد 1 , نیلوفر میرسپاسی 2 , کمال نادری مهربانی 3
1 - گروه مدیریت منابع انسانی. دانشکده منابع سازمانی ،دانشگاه علوم انتظامی امین ،تهران،ایران
2 - استادیار گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، واحد اسلامشهر، دانشگاه آزاد اسلامی، اسلامشهر، ایران.
3 - دانش‌آموخته کارشناسی ارشد گروه مدیریت دولتی، واحد الکترونیک، دانشگاه آزاد اسلامی، تهران، ایران.
الکلمات المفتاحية: مدیریت دانش, نوآوری سازمانی, بهرهوری منابع انسانی,
ملخص المقالة :
مقدمه و هدف: نوآوری سازمانی به عنوان یک ابزار مهم برای سازمانها برای رقابت در محیط رقابتی شناخته شده است. و سازمانها در تمام جنبههای کسب و کار تلاش میکنند جهت توسعه نوآوری سازمانی، فرآیندهای مدیریت دانش و بهرهوری منابع انسانی را به عنوان داراییهای ارزشمند و استراتژیک مورد توجه قرار دهند. هدف پژوهش حاضر بررسی تأثیر فرآیندهای مدیریت دانش بر نوآوری سازمانی با نقش میانجی بهرهوری منابع انسانی بوده است. روش شناسی: این پژوهش از نظر هدف کاربردی و از نظر روش توصیفی- پیمایشی بوده است. جامعه آماری کارکنان شرکت سرمایه‌گذاری تدبیر و شرکت‌های زیرمجموعه به تعداد 270 نفر بوده است که از طریق فرمول کوکران 158 نفر نمونه به روش نمونهگیری تصادفی ساده انتخاب شده اند. ابزار گردآوری اطلاعات پرسشنامه استاندارد فرآیندهای مدیریت دانش، نوآوری سازمانی و بهرهوری منابع انسانی از شجیتا و همکاران (Shujahata et al, 2019) استفاده شده است که روایی آن از طریق محتوایی و پایایی آن از طریق آلفای کرونباخ به ترتیب 785/0، 768/0 و 805/0 مورد تایید قرار گرفته است. یافته ها: دادههای به دست آمده با استفاده از مدلسازی معادلات ساختاری نرمافزار اسمارت پی. ال اس مورد تحلیل قرار گرفت .نتیجه گیری: نتایج پژوهش نشان داد که فرآیندهای مدیریت دانش بر نوآوری سازمانی و بهرهوری منابع انسانی تاثیر مثبت و معنادار دارد، همچنین نقش میانجی بهرهوری منابع انسانی بین فرآیندهای مدیریت دانش و نوآوری سازمانی تایید شد.
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Keywords:
Knowledge management,
organizational innovation,
human resources productivity.
Extended Abstract
The Impact of Knowledge Management Processes on Organizational Innovation with the Mediating Role of Human Resource Productivity
Introduction
Process of knowledge management is the explicit and systematic management of vital knowledge and the processes that related to the creating, organizing, disseminating and using and exploring of knowledge (Shujahat & et al, 2019: 443). Dracker (2006) believes that a successful innovation requires a focused and purposeful hard work. Innovation is a key factor in creating global competition that leads to organizational growth, involves future success, and is like an engine that allows companies to be consistently efficient in the global economy. (Bilalis & Maravelakis, 2006: 433) have examined organizational innovations based on product, process and executive innovations . Productivity is one of the criteria for measuring activities. Whereas human activities must have purpose and end, so when it comes to talk about productivity, the work can be examined from two completely different angles. On the one hand, the role of usefulness and effectiveness of the activity in achieving the schematic goal is questioned, and on the other hand, the efficiency of the activity is discussed (Sidi & Akbari, 2009, 58). In this research we proposed a relational model between processes of knowledge management and innovation with the mediating role of human resource productivity by combining all dimensions and the mentioned pivots.
Methods
Present study is applied one in terms of purpose, and descriptive-survey one in terms of method of fulfilling the work. Statistical universe of the study include employees of Tadbir Investment Company and its subsidiary companies which were 270 people. According to Cochran''s formula, 158 people have been selected as a sample by simple random sampling method. The questionnaire designed by Shajita et al. (2019) include three dimensions of knowledge management processes, organizational innovation and human resource productivity, and each dimension consists of 18 questions and a total of 54 questions. Its validity has been confirmed through content and its reliability through Cronbach''s alpha which were 0.785, 0.768 and 0.805, respectively. To analyze the relevant data, we used descriptive indicators in the section of descriptive statistics and statistical tests in the inferential statistics section, the normality of the Klomogorov-Sminrov test, the definition of regression models to investigate the effect of independent variables on the dependent variable through structural equation modeling (Smart PLS software).
Results
Descriptive findings based on the gender classification showed that 67% of respondents are male and 33% female. The results showed that 23% of respondents are under 30 years old, 35% between 30 and 40 years old and 42% over 41 years old. Also, 3% of respondents have a diploma, 9% have a beyond-diploma degree, 24% have a bachelor degree, 30% have a M.A. degree and 34% have a PHD.
It can be said according to Kolmogorov test, the data are not normal at a significance level of 5%. Therefore, structural equation modeling and Smart PLS software can be used.
The coefficients related to the path between the variables are greater than 1.96, which indicates the significance of this path and the appropriateness of the structural model. Chin (1998) considered three values of 0.19, 0.33 and 0.67 as the criterion values for weak, medium and strong values. According to the findings, the values of R2 indicate a suitable fitness of the model. The GOF standard value is 0.257. As a result, considering the three values of 0.01, 0.25 and 0.36, which are introduced as weak, medium and strong values for GOF, and obtaining 0.257, indicates the average fitness of the general model.
Analyzing of the data showed that processes of the knowledge management with an impact factor of 0.335 through human resource productivity have an impact on organizational innovation; processes of the Knowledge management with an impact factor of 0.535 has an impact on the organizational innovation; processes of the Knowledge management with an impact factor of 0.865 have an impact on human resource productivity and human resource productivity with an impact factor of 0.388 has an impact on organizational innovation.
Conclusion
The results of the study showed that processes of the knowledge management have an effect on organizational innovation by considering the mediating role of human resource productivity. The obtained results are consistent with the study of Shajita et al. 2019. It can be claimed according to the findings that human resource productivity is a mediating and intensifying variable in the relationship between knowledge management and organizational innovation. In fact, having a productive, thoughtful and efficient workforce in a knowledge-based organization and knowledge-based management, promotes innovation at the organizational level.
The results of the study showed that processes of knowledge management have an impact on organizational innovation. The results are consistent with studies of Costa & Monteiro 2016), Chen et al. (2012), Zareei (2014) and (Ahmadpour,( 2013). Findings of Zareei (2014) showed that among the factors of organizational infrastructures, culture, structure and technology have an impact on organizational innovation and can be considered as a facilitator.
The results showed that processes of knowledge management influence on productivity of human resources. These results are consistent with the studies of Asadollahi (2011), Chen et al. (2012) and Shajita et al. (2019).
The results showed that human resource productivity has an effect on organizational innovation. The results are consistent with the studies of Shajita et al. (2019). Effort to improve and use effectively and efficiently various resources such as labor, capital, materials, energy and information, are the goal of all managers of economic organizations and industrial production units and service organizations.
According to the mediating role of human resource productivity in the relationship between organizational innovation knowledge management processes, it is recommended that cash rewards are allocated to new projects and initiatives; creative employees of Tadbir Investment Company and its subsidiary companies be encouraged and their names be written on the boards; Managers of Tadbir Investment Company and its subsidiary companies support innovative projects in any way that is possible; and the system of meritocracy should be seriously pursued.
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