تأثیر اعتماد سازمانی بر بهبود مدیریت دانش با توجه نقش واسطه‌ای رهبری خدمتگزار (مطالعه‌ای در اداره کل بنادر و دریانوردی استان مازندران)
محورهای موضوعی : خطمشیگذاری عمومی در مدیریتناهیده حیدرزاده 1 , محسن سالاریان 2 , فاطمه سالاریان 3
1 - دانشجوی دوره دکتری مدیریت صنعتی، دانشگاه آزاد اسلامی واحد تبریز
2 - کارشناس ارشد مدیریت دولتی، اداره کل بنادر و دریانوردی استان مازندران
3 - کارشناس ارشد مدیریت اجرایی، اداره کل بنادر و دریانوردی استان مازندران
کلید واژه: اعتماد سازمانی, رهبری خدمتگزار, مدیریت دانش,
چکیده مقاله :
زمینه: سازمان بنادر و دریانوردی به‌عنوان یکی از سازمان های پیش رو در بحث مدیریت دانش، در سال های اخیر تلاش های فراوانی برای یافتن راهکارهای مناسب جهت توسعه فرآیندهای دانشی و مدیریت صحیح دانش کارکنانش انجام داده است. در این تحقیق تاثیر اعتماد سازمانی به عنوان یکی از ارکان اصلی تعاملات انسانی و سازمانی و رهبری خدمتگزار به عنوان یکی از رویکردهای نوین رهبری در سازمان بر بهبود مدیریت دانش کارکنان مورد بررسی قرار گرفت. هدف: بررسی تأثیر اعتماد سازمانی بر بهبود مدیریت دانش با مطالعه نقش میانجی رهبری خدمتگزار بود. روش‌ها: این پژوهش از لحاظ هدف، کاربردی و از نظر روش از نوع تحقیقات توصیفی پیمایشی است. جامعه آماری پژوهش، شامل کلیه کارکنان اداره کل بنادر و دریانوردی استان مازندران با حداقل تحصیلات فوق‌لیسانس 95 نفر بوده که 78نفر به روش تصادفی ساده به‌عنوان نمونه انتخاب شدند. ابزار گردآوری اطلاعات پرسشنامه های مدیریت دانش، اعتماد سازمانی و رهبری خدمتگزار بود که پایایی و روایی آن توسط نرم‌افزار PLS[i] تائید شد. یافته‌ها: اعتماد سازمانی 5/60درصد از تغییرات متغیر مدیریت دانش را به‌طور مستقیم تببین می کند. از سویی ضرایب 847/0 و 358/0 نشان داد که اعتمادسازمانی به طور غیرمستقیم و از طریق متغیر رهبری خدمتگزار، به میزان 3/30درصد بر متغیر مدیریت دانش تأثیر دارد. ضمن اینکه 908/0 از اثر کل اعتماد سازمانی بر بهبود مدیریت دانش از طریق غیرمستقیم توسط متغیر میانجی رهبری خدمتگزار تببین می شود. نتیجه‌گیری: نتایج به دست آمده نشان داد که اعتماد شرط اساسی برای انتقال دانش محسوب می شود. اگر جو اعتماد سازمانی، مناسب و مطلوب نباشد ابعاد مدیریت دانش محقق نشده و کارکنان از ابراز نظر و دانش خود امتناع خواهند کرد. ضمن اینکه مدیران سازمانی با الگوگیری از سبک رهبری خدمتگزار می‌توانند در ارتقای مدیریت دانش سازمانی موفق تر عمل کنند.
Background: as one of leader organizations in knowledge management, Ports and Maritime Organization has been tried hard efforts to find appropriate solutions to develop knowledge process and correct management for its employees. In the research, it has been studied the effect of organizational trust as one of key elements of human and organizational interactions as well as servant leadership as one of modern leadership procedures in the organization on the improvement of employee knowledge. Aim: study the effect of organizational trust on the improvement of knowledge management by studding mediating role of servant leadership. Methods: the study is applied research in terms of objective and descriptive-survey in terms of method. Statistical population of the research included all employees of general directorate of Ports and Maritime of Mazandaran Province with at least Master education who were 95 people of which 78 people were selected with simple random sampling method as the sample. Tools of gathering data were questionnaires of knowledge management, organizational trust, and servant leadership of which validity and reliability were confirmed by PLS software. Findings: Making trust directly explains 60.5 percent of variable changes in knowledge management. On the other hand, 0.847 and 0.358 coefficients showed that making trust directly affects on knowledge management variable up to 30.0 percent through servant leadership variable. Furthermore, 0.908 total effects of making trust on the improvement of knowledge management are indirectly explained by servant leadership mediating variable. Conclusion: results showed that trust is the main condition to transfer knowledge. If organizational trust atmosphere is not suitable and desired, dimensions of knowledge management will not be realized and employees will refuse to express their opinion and knowledge. In addition, organizational managers can work better in promoting organizational knowledge management through benchmarking servant leadership style.
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