Knowledge Processing Style; A Successful Pattern in the Third Millennium

الموضوعات :

Siavash Rezaei ¹ , Masoud Pourkiani ² , Mojgan Derakhshan ³ , Farzaneh Bigzadeh Abbasi ⁴

1 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
2 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran,
3 - Department of Public Management, Kerman Branch, Islamic Azad University, Kerman, Iran
4 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran

تاريخ الإرسال : 07 الإثنين , رجب, 1441 تاريخ التأكيد : 01 الإثنين , ربيع الثاني, 1442 تاريخ الإصدار : 15 الأربعاء , جمادى الأولى, 1442

الکلمات المفتاحية: Information Technology, Knowledge management, Organizational Culture, Organizational Structure, Knowledge processing style,

ملخص المقالة :

This investigation was done with the goal of presenting a successful model of knowledge processing style in Islamic Azad University of Tehran. The current research study is a developmental research in terms of purpose and a descriptive survey research in terms of data collection method. The statistical population of this study includes two groups of experts familiar with the knowledge processing style, and managers and staff of the Islamic Azad University of Tehran. A sample of 30 experts and a sample of 301 managers and staff of the Islamic Azad University of Tehran were chosen, and a questionnaire whose validity and reliability were confirmed was used to collect data. The collected data were analyzed through using factor analysis and analysis of variance. The obtained results demonstrated that task, organizational culture, information technology, organizational structure are the key determinants of knowledge processing style in Islamic Azad University of Tehran.

المصادر:

• Song S. (2008) works unit’s knowledge processing style: an empirical examination of its determinants, international Journal of knowledge management, 4(2): 134-149.


• Sing R. & Gupta M. (2014), Knowledge management in teams: empirical integration and development of a scale, 8(4): 777-794.


• Lo M. & Ng P. (2015), Role of codification and personalization in organizational learning, innovation and performance: A conceptual framework and research propositions. In International Conference on Intellectual Capital and Knowledge Management and Organisational Learning, 12(3): 142-150.


• (2011), knowledge management strategy and the development of radically new and improved services within professional service firms The effect of codification and personalization on radical and incremental service innovation,Master Thesise Organization Studies,TILBURG University, 18(5): 111-127.


• Clay P. (2006), factors contributing to user choice between codification and personalization based knowledge management systems: a task – technology fit perspective, the Kelley School of BusinessIndiana University, 15(1): 169-186.


• Jasimuddin S. & Zhang Z. (2014), Knowledge management strategy and organizationalculture, Journal of the Operational Research Society, 65(10): 159-178.


• Rhodes j. & Hung R. & Lok P. & Lien B. & Wu C. (2008), factors influencing organizational knowledge transfer: implication for corporate performance, Journal of knowledge managemet, 12(3): 124-


• &GorovaiaN.(2010), Knowledge and trust as determinants of the knowledge transfer strategy in networks, Fifth International Conference of the School of Economics and Business in Sarajevo, (ICES2010), Proceedings, 22(4): 88-110.


• &WillmottH.(2016), Determinig strategic shifts between codification ang personalization in operational environments, Journal of Strategy and Management, 9(1): 410-426.


• Prathanadi S. (2011), Knowledge management strategy and the effect on organizational innovation: an empirical study of Thai firms (Doctoral dissertation, Bangkok University), 9(1): 410-426.


• Bazargan Harandi A. (2000). An Introduction to Quality Assessment in Iranian Higher Education: Challenges and Prospects Translated by Davoud Hatami, 13(6): 149-165.