Knowledge Management
jalal qasemian; Iraj Radad
Abstract
Purpose: The present age is the age of rapid change of knowledge and organizations, in order to survive, must continuously collect appropriate data from external and internal environment and convert them to knowledge. Under such circumstances, knowledge, a valuable asset and strategic resource, has replaced ...
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Purpose: The present age is the age of rapid change of knowledge and organizations, in order to survive, must continuously collect appropriate data from external and internal environment and convert them to knowledge. Under such circumstances, knowledge, a valuable asset and strategic resource, has replaced capital and energy, and is a staple for sustaining life in dynamic and innovative organizations, and is the key to the success of organizations in global competition. Knowledge management is one of the tools that can help organizations achieve these goals. In addition, knowledge management provides the best solutions for developing, nurturing and utilizing personal knowledge and transforming it into organizational knowledge, as well as helping people to share and apply this organizational knowledge to improve organizational performance. Therefore, given the importance of the issue in large organizations, the existence of a knowledge management system is crucial. Therefore, this study was conducted to determine the status of knowledge management implementation in the Islamic Revolution Documentation Center. Methodology: The purpose of this study is an applied one that is a descriptive survey. The research population consisted of all managers and experts of the Islamic Revolution Documentation Center (80 people) who were not selected due to the limitations of the sampling population. The data gathering tool was Bucowitz & William 1999 Knowledge Management Questionnaire (Moghimi, 2011). Its face validity was confirmed by expert opinion and Cronbach's alpha coefficient (0.82) was used for its reliability. Data were analyzed by SPSS software using descriptive and inferential statistics. Results: Findings showed that the mean score of seven dimensions of knowledge management implementation including high level knowledge (3.824 out of 5), high knowledge utilization (3.796), high learning knowledge (8.48), 3) High knowledge sharing (3.716), High knowledge sharing (3.830), High knowledge creation (3.808) and High knowledge removal (3.829), is. Overall, the mean obtained from the various stages in knowledge implementation was highly evaluated (3.807). The findings also showed that there is a significant difference between the managers 'and experts' viewpoints about the role of knowledge management on the development of services and efficiency as well as on the elements of knowledge management implementation. Conclusion: The results showed that the factors of finding, applying, learning, sharing, evaluating, creating / maintaining and deleting knowledge influence the implementation of knowledge management. The results showed that the knowledge management status based on this model is above average in the Tehran Islamic Revolutionary Documentation Center and is in good condition. This reflects the attention of managers and experts to the importance and value of knowledge and its sharing and the attention to knowledge management programs. Among the seven factors studied, the mean of knowledge learning was higher than other factors. Also, among other factors, the knowledge sharing factor, which is the center of gravity of KM programs, although in a relatively good condition, but has the lowest average of all other factors. Therefore, increasing managers' attention to culture in this area through material incentives (salary increases, job promotion) and non-material incentives (encouragement, respect) and support for knowledge sharing management reinforces this factor in the Islamic Revolutionary Documents Center of Tehran. In other words, if existing cultural patterns are not appropriate, in spite of the efforts and goodwill of individuals to share knowledge, the knowledge that is transferred will be very low. On the other hand, the findings of the present study indicate that given the increasing importance of knowledge in organizations such as centers. Documents, knowledge management, will be a very useful tool to take advantage of it. If employees and managers as human capital believe that the implementation of KM helps to effectively maintain and maintain jobs, personal development and career development, as well as the use of new tools and knowledge processes as structural capital, capital enhancement Thought will become a reality. The Islamic Revolution Documentation Center of Tehran can make the best use of the knowledge of librarians and experts, the information and knowledge available in the organizational repositories, improve its service delivery and meet the information needs of its researchers and users.
