Document Type : Original Article
Author
Department of Knowledge and Information Science, Khouzestan Science and Research Branch, Islamic Azad University, Ahvaz, Iran, Department of Knowledge and Information Science, Ahvaz Branch, Islamic Azad University, Ahvaz, Iran
Abstract
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.
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