Knowledge Management
R. Movahedi; F. Bakhtiari-Hamedani; H. Saadi
Abstract
Background and Objectives: The agricultural sector is one of the most important economic and social sectors of the country that needs proper management to achieve the goals of agricultural and rural development. Knowledge management (KM) and organizational agility (OA) are two important strategies in ...
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Background and Objectives: The agricultural sector is one of the most important economic and social sectors of the country that needs proper management to achieve the goals of agricultural and rural development. Knowledge management (KM) and organizational agility (OA) are two important strategies in managing organizations. KM refers to resources that are systematically designed to foster the most effective learning and lifelong learning in the organization and includes such components as acquisition, storage, transfer and application of knowledge. OA also includes such components as the ability to create change, flexibility, accountability, collaboration, training and learning in the organization. Therefore, the purpose of the present study was to investigate the relationship between KM and OA is in Agricultural Jihad Organization, Tehran branch.Methods: This research was an applied one in terms of its aims and survey in terms of its data collection procedures. The statistical population includes 450 agricultural Jihad staff. Out of these, 207 were selected and included in the sample using Cochran formula. The research instrument was a standard questionnaire that consisted of three parts: 1) biographical characteristics of the respondents, 2) questions related to organizational agility, 3) questions related to knowledge management. The instrument for assessing knowledge management was used with 23 items and 4 variables including: knowledge acquisition with 4 questions, knowledge transfer with 6 questions, knowledge storage with 6 questions, and application of knowledge with 7 questions; all items were anchored on a five-point Likert scale. The organizational agility questionnaire was used by Zhang (2012), with 27 items and 4 variables including: quickness with 7 questions, responsiveness with 6 questions, flexibility with 7 questions, competency with 7 questions; all items were anchored on a five-point Likert scale. Statistical analysis was performed using SPSS software and Smart PLS. The main variables of this study included organizational agility, knowledge management and individual variables.Findings: The results showed that there was a significant relationship between organizational agility and knowledge management, and among the components of organizational agility, the component of "ability to create change", "flexibility" and "ability to respond" were the most important determinants and played an important role in this regard. The results about knowledge management components showed that "knowledge application" by an effect coefficient of 0.902 had the highest impact on dependent variable of KM. The items including "knowledge transfer", "knowledge acquisition", and "knowledge storage" were other important components by coefficients of 0.894, 0.720, and 0.474, respectively. Conclusion: The results of this study showed that there was a positive and significant relationship between organizational agility and knowledge management in Agricultural Jihad Organization, Tehran branch. This means that increasing each component of organizational agility leads to an increase in knowledge management vice versa. Given that the most important dimension of organizational agility in this study was "ability to make a change", an agile organization would be able to identify and make changes in the organizational environment. In this regard, it is recommended to use educational programs to change management techniques in order to achieve organizational mobility.
Knowledge Management
M. Navid Adham; H. Shafizadeh
Abstract
Background and Objective:Tendency to organizational innovation canhappen in the field of manpower, behavioral and psychological studies of employees and recognition of their values and abilities or in the field of technology and industry, equipment, modernization and new technologies or in the ...
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Background and Objective:Tendency to organizational innovation canhappen in the field of manpower, behavioral and psychological studies of employees and recognition of their values and abilities or in the field of technology and industry, equipment, modernization and new technologies or in the structure that includes a set of rules, methods, norms and criteria. Teachers and administrative staff engage in innovation, either directly, that is, implementing new ideas in administrative, technical and professional fields by themselves, or indirectly, i.e. welcoming and supporting innovations in the education and classroom environment, in which the spirit of monotonous and repetitive work gradually becomes an innovative behavior at the level of education. Given the challenges such as the crisis in financial resources, increasing unemployment rate of graduates and increasing social demands, it should be noted that minor changes cannot modify the education system. Considering the future of social and economic systems and the role and the responsibility of the educational system in responding to the needs of society, the necessity of strategic thinking in the educational system and the knowledge and mastery of educational managers over strategic management and planning, is a necessary and inevitable thing. The purpose of this study is the investigating the relationship between strategic thinking and intellectual capital with an orientation towards organizational innovation. Methods: The present study is based on the type of applied and based on the method, descriptive-analytic and correlation type. The statistical population of the study consisted of all the managers of the educational districts of Tehran in 181 people, all of whom were considered as sample size. For gathering data, three standard questionnaires include Goldman’s strategic thinking questionnaire (2001), Bontis’s intellectual capital questionnaire (1998) and Jimenez’s organizational innovation questionnaire (2008). Validity of the questionnaire was verified using content and face validity and reliability using Cronbach's alpha coefficient. In order to analyze the data and analyze the hypotheses, inferential statistics tests including Kolmogorov-Smirnov test, T-student, Pearson correlation and regression analysis were used. Findings:The results showed that strategic thinking and intellectual capital have a positive and significant effect on the orientation towards organizational innovation. In addition, according to the results of research, strategic thinking ability is more effective in orientation towards organizational innovation among Managers in Tehran Education Areas compared to the intellectual capital. In general, according to data collection and analysis of data, all hypotheses were accepted, and conceptual model is confirmed. Conclusion: As strategic thinking and the amount of intellectual capital increase in the managers of education departments, their tendency to organizational innovation also increases. In addition, according to research results, the ability of strategic thinking compared to intellectual capital, has a greater impact on the tendency to organizational innovation.
