Document Type : Original Article
Author
Assistant professor, Management Department, Shiraz University, Shiraz, Iran
Abstract
Background and Objectives: Knowledge management is a competitive advantage in an organization. Knowledge management maturity models assist organizations to evaluate Knowledge management projects and adopt appropriate strategies for progress. Knowledge has a vital role in achieving organizational goals. Knowledge is dependent on people and the relationship between them. Knowledge bases in organizations are built up through processes of creativity and the exploration of new technical and market developments. In turn, they are utilized through processes of product-line extension and the exploitation of existing domain specific knowledge. New knowledge becomes embodied not only in the product or service being designed, but also in the organization’s broader routines and practices in such areas as engineering, manufacturing, and customer service, which can be used to create value for customers in the future. Thus, firms that develop leading edge products and services are, of necessity, engaged in the process of knowledge creation. Embedded within this learning process at the organizational level, the process of creativity is simultaneously unfolding at the individual and inter-personal level. Creativity and knowledge management are both important competences that organizations need to strive to develop. On the other hand, Social capital is defined as networks together with shared norms, values and understandings that facilitate co-operation within or among groups. From an overall perspective social capital can enhance the entire knowledge management process because it makes collective action more efficient, because it becomes a substitute for the formal contracts, incentives, and monitoring mechanisms that are necessary in systems with little or no social capital among organizational members. Accordingly, this research examines the effect of social capital on knowledge management maturity with the role of mediator of creativity.
Methodology: This research is descriptive survey, in which the questionnaire has been used to collect data. IT companies were chosen by industrial management institute ranking in 2018. We contacted by 27 managers of IT companies and requested for collaboration; 13 managers accepted our request. The survey sample consists of 378 randomly taken employees and managers of selected IT companies. The used tools of the study include three types of questionnaires. To assess the validity of the scale, content validity examination was used (0.87, 0.89 and 0.91) that all illustrating acceptable validity. In order to determine the reliability of the data gathering tool, the final draft of the scale was considered. The Cronbach's alpha was calculated for questionnaires which resulted in acceptable reliability coefficients (0.71, 0.78 and 0.83). The Kolmogorov–Smirnov test was used for testing normality. After normality test, we used Pearson correlation coefficient for evaluating the relationship among variables. Structural equation model was used to assess the overall relationships between Knowledge Management Maturity, Social Capital and Creativity. The Collected data has been analyzed by structural equation software LISREL
Findings: An important part of the results revealed there was a positive direct relationship between social capital and creativity (r = 0.45, p = 0.02) social capital and knowledge management maturity (r = 0.58, p = 0.02), creativity and knowledge management maturity (r = 0.40, p = 0.02). Model showed a good fit, with Chi-square/d.f. = 1.61 (< 2), goodness of fit (GFI) = 0.91 (> 0.9), adjust Normed Fit Index (NFI) = 0.92 (> 0.9), Non-Normed Fit Index (NNFI) = 0.93 (> 0.9), Relative Fit Index (RFI) = 0.92 (> 0.9), Standardized RMR = 0.046 (< 0.05), comparative fit index (CFI) = 0.94 (> 0.9), and root mean square error of approximation (RMESA) = 0.054 (< 0.080). Path coefficient of social capital to knowledge management maturity was 0.72 (p < 0.001), showing social capital had a significantly positive influence on knowledge management maturity. Path coefficient of social capital to creativity was 0.63 (p < 0.003), showing social capital had a significantly positive influence on creativity. Path coefficient of creativity to knowledge management maturity was 0.58 (p < 0.005), showing creativity had a significantly positive influence on knowledge management maturity.
Discussion: We explore the interaction among knowledge management maturity, social capital and creativity through structural equation model. Social capital is an important facilitator and boosts creativity. Employees who have good relationships with their colleagues in terms of mutual trust, respect and friendship serve to enhance creativity. The members of an organization contribute their functional expertise by communicating, cooperating, coordinating, and sharing information, and in this way, social capital has a direct effect on the capability for creating intellectual capital. Also, since the workplace is one of the types of social environment, perceptions of the work environment can influence the creative work actualized in organizations. The relationship among research variables revealed to achieve knowledge creation, group discussions and employee's creativity are necessary. KM involves the interaction and transformation between explicit knowledge and implicit knowledge. Through organizational interactions, the employees were able to integrate explicit and implicit knowledge into their knowledge systems, thereby increasing their creativity.
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