هدف: هدف این پژوهش بررسی موانع انتقال دانش از مسئولان بخشها به پرسنل تازهکار و طرحی در محیط بیمارستان شهدای خلیج فارس بوشهر بر اساس الگوی ژولانسکی است.
روششناسی: پژوهش حاضر به لحاظ هدف کاربردی و از نظر نوع، توصیفی است که با رویکرد علّی انجام شده است. جامعهی آماری پژوهش شامل کلیه کارکنان بیمارستان شهدای خلیج فارس بوشهر بوده و نمونه پژوهش شامل 220 نفر از کارکنان بیمارستان شهدای خلیج فارس بوشهر بهروش نمونهگیری تصادفی ساده انتخاب شد. ابزار گردآوری اطلاعات پرسشنامهی محقق ساخته طراحیشده براساس پژوهش ژولانسکی (1996) بوده است. پرسشنامهی مورد استفاده در پژوهش شامل چهار مؤلفهی منبع دانش، دریافتکنندهی دانش، بافت سازمان و خصوصیات دانش است. جهت تجزیه و تحلیل دادهها از روشهای آزمون T تکنمونهای جهت پاسخگویی به سؤالات و آزمونهای ضریب همبستگی پیرسون و رگرسیون به منظور سنجش فرضیههای تحقیق استفاده شد.
یافته ها: یافته ها نشان می دهد که سطح معناداری رابطه چندگانه بین متغیرهای پیشبین منبع دانش، دریافتکنندهی دانش، خصوصیات دانش و بافت سازمانی با انتقال دانش 000/0 شده و آزمون مورد نظر معنادار و همبستگی چندگانه متغیرهای فوق با ضریب 345/0 تأیید شد.
نتیجه گیری: بهطورکلی نتایج این پژوهش نشان میدهند که از بین منبع دانش، دریافتکنندهی دانش، خصوصیات دانش و بافت سازمانی؛ این منبع دانش بوده است که رابطهی بیشتری با انتقال دانش داشته و توجه بیشتری را نیز از سوی محققان به خود اختصاص داده است. لذا، انجام پژوهشهای بیشتر و منسجمتر در مورد هر یک از موارد مطرح شده توصیه میشود.
عنوان مقاله [English]
Examine thebarriers to knowledge transfer of Officials sectors to new personnel and in design in the departments of Persian Gulf Martyrs hospital environmentin Bushehr base on Szulanski model
Background and Objectives: At the beginning of knowledge transfer, knowledge of the organization and its resources (including explicit and implicit knowledge of individuals, databases, documentation and literature) should be identified and stored properly after acquisition. Then, in order to ensure that existing knowledge is not kept intact, it must be shared among people, which is known as the sharing of knowledge. Knowledge sharing is a process in which people share their knowledge to create new knowledge. The last step in the knowledge management is knowledge transfer. One of the important factors in the survival of organizations is the quality of human resource empowerment. In other words, the importance of human resources is much more than new technologies, financial and material resources. That is, the main difference between organizations must be knowledge and ignorance, not property. The role of efficient, capable and intelligent human forces in realizing organizational goals is indisputable.The human resource as the source of knowledge of the organization is considered to be the most important, expensive and valuable asset of an organization. A powerful human force creates an empowered organization. An empowered organization is an environment in which employees collaborate in the activities of each other.
Methodology: The present study was an applied and descriptive causal study. The sample consisted of 220 employees of Shohaday Khalij Fars hospital in Bushehr who were selected by simple random sampling. The data gathering tool was a researcher-made questionnaire designed based on the research of Szulanski (1996) among members of the research community. The questionnaire used in the research includes four components of knowledge source, knowledge receiver, and organizational context and knowledge characteristics. To analyze the data, one-sample T-test was used to answer the questions and Pearson correlation coefficient and regression tests were used to evaluate the research hypotheses.
Findings: The findings showed the significance multiple relationship between the predictor variables of the source of knowledge, the knowledge receiver, the knowledge attributes and organizational context with the transfer of knowledge (p= 0/00). The test was significant and the multiple correlation of the above variables was 0.345and confirmed. In general, the results of this study indicated that from the source of knowledge, knowledge receivers, knowledge attributes, and organizational context, this is the source of knowledge that is more related to the transfer of knowledge and has attracted more attention from researchers. Therefore, it is recommended to conduct more and more research on each of the issues discussed.
Discussion: The organization is a complex social system in the context of other systems of the society. Without knowing the social, traditional, and economic values of the society, the commentary on the performance and the organizational structure is a discussion that lacks the necessary prerequisites for scientific research because the organization is not separate from the cultural and traditional society context, is closely related to it, and this context is influenced by the human knowledge of the organization and enters into it with characteristics, habits, thoughts, traditions and behaviors, and gradually attributes them to the organization according to their own characteristics. Therefore, planning for knowledge management programs and transferring knowledge in each organization should also be considered in the specific context of that organization. Experienced forces and staff should be considered as one of the most important sources of knowledge transfer in any organization. Through their years of activity, they have gained groundbreaking experiences and planning to transfer these experiences to new forces should be the focus of knowledge management and knowledge transfer programs in each organization. Perhaps new employees are update in terms of theory and academic education, but in dealing with stress and job pressures in workplace including hospitals, experienced staff may overcome problems by the use of knowledge and vast experience. Therefore, the relationship between the barriers in the source of knowledge and the transfer of knowledge from the departmental authorities as the experienced forces to the newcomer and inexperienced personnel are among the relationships that everyone affirms. As stated, since individuals and organizations have different characteristics, they should be aware of these differences in knowledge transfer. Motivational incentives or penalties may be effective in persuading or not encouraging employees to share knowledge. Planning to institutionalize the organizational culture of knowledge transfer between its employees is one of the things that should be considered seriously about the characteristics of the recipient of knowledge.