Investigating the influencing factors on the transfer of organizational knowledge (case study of Sina Industrial and Commercial Group)

Dissertation for Master's degree (M.A)

Treatment: Business Management

Summer 1991

Abstract

Undoubtedly, organizational knowledge management in today's knowledge-oriented world is the key to success and pioneering. Rapid changes, shifts in powers, increasing complexity, the format of rapid scientific and technological advances are among the characteristics of today's world, but what is most important in the fourth wave of human life is the age Knowledge has shown the importance of knowledge transfer and team learning as one of  Important strategies for managers of contemporary complex organizations, knowledge that has become the most important determinant of power and wealth in societies. And the use of tacit and implicit knowledge of people to take advantage of existing knowledge and information and transfer it is a determining factor in the implementation of knowledge management strategy. Knowledge is a fluid mixture of experiences, values, existing information, and expert and systematic attitudes, which provides a framework for evaluating and applying new experiences and information. Knowledge arises in the mind of the scholar and is used. Knowledge in organizations is manifested not only in documents and knowledge reserves, but also in the work procedures of organizational processes, practices and norms.

In this research, using the conceptual framework presented, the role and special organizational factors affecting the transfer of organizational knowledge and the impact of this transfer on organizational innovation capabilities are evaluated. For this purpose, by collecting 162 questionnaires from experts and managers of different organizational levels at the level of companies of Sina Trading Group, and after obtaining the obtained information, using spss software, the analysis and statistical processing of the obtained data was carried out. In this research, using the information obtained from the data output, the direct and indirect effect of organizational factors on the transfer of knowledge and innovation has been proven, and they have been ranked in terms of the degree of influence on the transfer of organizational knowledge in order of priority. 1- Culture of trust 2- Learning strategy style 3- Information technology 4- Flexible structure has been discussed in the statistical society. According to the findings of the research, management can use the optimal allocation of resources to better determine preferences so that opportunities for knowledge transfer and organizational performance can be strengthened. Introduction

  In an age where knowledge is the determining factor of the power and wealth of societies, the management and transfer of knowledge has become the most important task of societies and organizations within them, organizations that effectively acquire, create, transfer and use knowledge to improve and improve their activities and performance. Without knowledge, the organization cannot organize itself and continue its existence as a living and dynamic army. Organizations are determined to acquire knowledge and use it. Managers who make difficult decisions are looking for experienced people to constantly expose their knowledge to decisions instead of searching for information in databases. According to the studies conducted, two-thirds of managers obtain their information and knowledge by referring to writings and documents (Davenport, 1379) [1] Knowledge moves and advances organizations and is one of the important factors in empowering organizations to compete in the supply of the new global economy. Today, organizations have an urgent need to increase quality, value, services and speed in order to expand in the market, and this flow will definitely become more important in the future and will be considered as the biggest organizational competitive advantage in the world economy. Knowledge transfer refers to efforts that use methods such as flexible structure, trust culture, learning strategy style and information technology to formulate knowledge transfer and personalize it, and studying this transfer in obtaining innovative capabilities in organizations such as services, products, innovation  It is a process and technique. In such a situation, at least three main reasons for knowledge transfer are listed, which are: knowledge acquisition and reuse and creation of knowledge, managers' attention to the category of knowledge and its transfer, knowledge workers and intellectual capital have become a prerequisite for the survival and success of organizations.

Chapter One

Research Overview

Introduction

The general purpose of management is to strengthen organizational wisdom to make optimal decisions and increase innovation and strengthen performance and sustainable competitive outcomes. (Davenport and Pruska, 1988, page 84) [2] Creating such wisdom requires the continuous creation of new knowledge and the transfer and interpretation of this new knowledge in the body of current knowledge of other parts of the organization. (Kusunuki and others, 1988, p. 84) [3] The creation of knowledge, especially the explicit knowledge that is obtained by information systems and technology [4] in the organization (Stewart, 1988, p. 84) [5] plays an important role in the process of formulating the organization's strategies. But creating and transferring tacit knowledge is still considered a black box [6]. The transfer and application of tacit knowledge and its impact on organizational innovation and performance are still unclear. Knowledge is not new, but its open acceptance as capital is a new understanding. Today, the need to use knowledge in organizations for the desire for strategic values ??has become more important. The effectiveness of knowledge transfer is affected by important organizational factors such as structure, culture, processes, and information technology strategy (Lavis et al. 2003 p. 84) [7] Despite numerous studies conducted to establish the relationship between knowledge management and innovation (Clantoni et al. 2002) [8] as well as knowledge management and better organizational performance, the relationship between knowledge transfer and organizational performance and between innovation and organizational performance has not yet been clarified. In this research, through examining the direct and indirect effects of organizational factors on the transfer of knowledge in organizations, it tries to fill the aforementioned gap and also to examine the relationships between knowledge transfer and innovation capabilities in services and products, as well as innovation in process and technique (Gerods et al., 2008, p. 84) and understanding that are obtained through experience, study, discovery and mental communication and are recorded in different forms, and the purpose of knowledge management is to identify, acquire, organize, store and transfer appropriate knowledge in order to improve and change the perceptions and performance of employees at different levels of the organization at the appropriate time, which prevents the departure of intellectual and mental assets from the organization when knowledge agents leave. it is difficult Over time, organizational knowledge becomes more complex. But by using patterns of confrontation between people and technology and by promoting organizational culture, difficult situations can be dealt with. This interaction can be called a kind of consensus in the sense that the complex tasks of the organization are not done by one person, but technologies, people and interactions are necessary to achieve these difficult tasks. Acknowledging that not all mental content can be easily identified, stored and transferred, and everything from explicit knowledge to  As we move tacit-conceptual knowledge, their management becomes more difficult to exchange. Knowledge management consists of various elements such as knowledge production, knowledge acquisition, knowledge storage and transfer and sharing. Therefore, when the topic of knowledge transfer is discussed, it is assumed that the desired knowledge has already been produced and acquired and is ready to be transferred to others or to its own bases for use by people in the future. face to face In any case, it can be said that knowledge transfer includes the movement, distribution and spread of knowledge between people and mechanized and non-mechanized knowledge bases in a two-way manner, for which two types of strategies can be imagined, the strategy of transfer from person to documents and the strategy of transfer from person to person. These maps can be created through various activities. In fact, by resorting to the knowledge management system, along with other sources of providing educational needs, the management of education and human resources development can eliminate the lack of information and knowledge in time and lead to the horizontal growth of people in jobs.