Knowledge management that is one of ways for promoting organizational survivalconditions, when will be successfully performed in organization if the appropriate culturalcontext be provided to this system that previously. Because the guidance of current knowledgein organ More
Knowledge management that is one of ways for promoting organizational survivalconditions, when will be successfully performed in organization if the appropriate culturalcontext be provided to this system that previously. Because the guidance of current knowledgein organization, is a human issue, and completely relates to human resources and depends tostaff organizational culture. Therefore organizations should provide the appropriate culture forsuccessful performance of knowledge management.The purpose of this study is examining relationship among organizational culture andknowledge Management (KM) Implementation in Central Tehran Branch Faculty ofManagementStatistical population of this study includes the whole staff personnel and faculty members ofCentral Tehran Branch, faculty of management ( N: 180), that this number 70 staff personneland 110 faculty members and sample of this research( N: 120), include 40 staff personnel and80 faculty members. For gathering data in this study tow questionnaires, ( %76 validity fororganizational culture questionnaire and %96 validity for knowledge management) have beenused. The respondents evaluated the situation of organizational culture and knowledgemanagement implementation averages in the faculty of management and the results showed thatthere are meaningful relation between organizational culture and it’s categories include:management support, organizational belongings, individual creativity. and leadership style withimplementation of knowledge management in both groups of statistical population and whereasthere is meaningful relation between agreement to conflict and implementation knowledgemanagement in staff group, But in faculty members, there is not meaningful relation betweenagreement to conflict and implementation knowledge management in faculty of management.
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Extensive literature on the implementation of knowledge management in organizations has been presented and each of the researchers in this area referred to one dimension of Knowledge Management implementation, but so far a comprehensive model of dimensions and indicator More
Extensive literature on the implementation of knowledge management in organizations has been presented and each of the researchers in this area referred to one dimension of Knowledge Management implementation, but so far a comprehensive model of dimensions and indicators of implementing Knowledge Management and the relationship between them is not provided. First, in this research, the literature on implementation of Knowledge Management, its dimensions and indicators were identified and then, using a new analytical methodology called Interpretative Structural Modeling (ISM), the relationships between dimensions and indicators of implementing Knowledge management has been determined and integrated in an integrated way. The result has led to designing a Knowledge Management implementation model in the Tejarat bank. The research questionnaire was filled by 16 banking experts whose results indicate that the integrated model of Knowledge Management implementation includes organizational strategy, senior management support, organizational culture, business process reengineering, knowledge architecture, information technology and Experienced networks, so that these dimensions are interconnected with each other, and senior management support is the basis of implementing Knowledge Management model.
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Knowledge sharing is one of the most critical steps in knowledge management activities. To achieve effective knowledge sharing, it is important to encourage workers to share their knowledge. To remain competitive in the marketplace, organizational knowledge and expertis More
Knowledge sharing is one of the most critical steps in knowledge management activities. To achieve effective knowledge sharing, it is important to encourage workers to share their knowledge. To remain competitive in the marketplace, organizational knowledge and expertise must be shared. However, successfully exerting this encouragement is very challenging. This paper investigated the motivators of knowledge sharing and the benefits of such behavior. The nature of research method is descriptive-correlation and the goal is to make it applicable. Both field and library methods used to collect data. To study research literature and background the library based method was used and to achieve research goal field method was used. Data was collected through a questionnaire from 121 employees in corporation of Kerman copper. After answering, questionnaires were analyzed with correlation statistical technique and variance analysis (scheffe test) using SPSS 20 software. The results suggested that knowledge sharing behavior was motivated by organizational-culture dimensions (such as management support, reward policy and trust to peers) and the system technical characteristics (such as system quality and service quality).Too, Results show that one factor, namely trust to peer shaving upper priority than else factors that this shows, if employees trust together, will share itself knowledge and Eventually will increase organizational productivity
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This study aims to determine the causal relationships of key success factors in business process management. Reviewing the research literature, six factors of top management support, change management, organizational climate, use of information technology, project manag More
This study aims to determine the causal relationships of key success factors in business process management. Reviewing the research literature, six factors of top management support, change management, organizational climate, use of information technology, project management and methodology selection have been selected as key factors for success in business process management. The research method is applied in terms of purpose and cause and effect in terms of method. The statistical population of this study includes university and industry experts who 15 experts were selected as a sample using purposive sampling method. A researcher-made questionnaire was used to collect information. The validity of the questionnaire was confirmed by experts and its reliability was calculated using Cronbach's alpha coefficient of 0.92. Data analysis was performed using DEMATEL method in Excel software. As a result of this research, top management support and the use of information technology factors were determined as effective factors and factors of change management, organizational climate, project management and methodology selection were determined as effective factors.
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