Investigating the relationship between knowledge sharing and organizational creativity with citizenship behavior among employees of education departments in Bandar Abbas city

Master's Thesis Field: Educational Sciences (M.A)

Tension: Educational Management

Abstract

The purpose of this research is to investigate the relationship between knowledge sharing and organizational creativity with citizenship behavior in employees of education departments in Bandar Abbas city. This research is applied in terms of purpose and correlational in terms of nature and method. The statistical population of this research consists of all employees of education departments in Bandar Abbas, whose number has reached 402 in 2013. A sample size of 181 people has been determined from the aforementioned statistical population based on Cochran's formula, and they were selected by stratified random method. In this research, three questionnaires, including a 21-item questionnaire on knowledge sharing based on the Nancy Dixon model (2000), a 15-item citizenship behavior questionnaire (Oregon), and a 30-item organizational creativity questionnaire (Randsip) were used to collect data. After collecting the data, they were analyzed with the help of descriptive statistics and inferential statistics, Pearson correlation and multiple regression. The results of the research showed that there is a significant relationship between knowledge sharing and citizenship behavior, there is also a significant relationship between organizational creativity and citizenship behavior, and a significant relationship was seen between (serial, expert, close, distant, and strategic transfer) and citizenship behavior.

Key words: knowledge sharing, serial transfer, hidden transfer, open transfer, strategic transfer, expert transfer, organizational creativity and citizenship behavior

Introduction

     Although the term organizational citizenship behavior[1] was used for the first time by Oregon[2] and his colleagues in 1983, but before him, people like Katz[3] and Kahn[4] by distinguishing between role performance and innovative and self-motivated behaviors[5] in the 70s and 80s and before them Chester Barnard[6] by expressing the concept of willingness to cooperate[7] in 1938 paid attention to this issue they gave Oregon considers employees' citizenship behavior as positive measures taken by some employees to improve productivity and solidarity and cohesion in the work environment, which is beyond the organizational requirements (Maqimi, 2014), and also believes that organizational citizenship behavior is individual and voluntary behavior, but nevertheless it improves the effectiveness and efficiency of the organization's performance (Islami and Siyar, 2016). have been Social etiquette is a behavior that shows attention to participation in the social life of an organization, work conscience is a behavior that goes beyond the requirements set by the organization in the work environment. Altruism is helping colleagues in the performance of their duties, chivalry and decency are components that show avoiding harm to the organization. Chivalry is the willingness to be patient in the face of unavoidable annoyances and work injustices without complaining. While politeness is about thinking about how people's actions affect others (Haqighi, 2019).

But organizations should create an environment for sharing, transferring and exchanging knowledge among members and train people to conceptualize their interactions. Due to the increasing complexity and speed of environmental changes in organizations, it is felt to create systemic thinking and common vision in the organization, as well as the implementation of organizational learning and the transformation of individual learning into an organization. Therefore, if it is possible to adapt and adapt a set of elements such as structures, methods, strategies, processes, and human resources with the desired model of organizational learning, it is possible to better react to organizational competition (Qaltash, Javadani and Sina, 2013).

      In order to survive in today's turbulent environment, which sees only change as a constant, organizations must be innovative and gain or maintain superiority, and they must act quickly to gain this superiority (Anuri, 2007). Creativity in any organization is based on logical order and a function of the creativity of the people who make up the system.  For the flourishing of creativity, its employees need a suitable space to deal with and create new ideas (Tareq Khalili, 2013). Perhaps one of the obstacles to creativity in the organization is the lack of knowledge sharing among the employees of an organization.

The importance of sharing and creating new knowledge, in the citizenship behavior of employees in organizations and companies, emphasizes the importance of extensive investment in this field, and this knowledge sharing is not only in the scientific and technical fields, but also in the field of human resources. Knowledge in these companies has been considered as a source of power and knowledge management in the direction of connecting those who have questions, and those who have the answers to these questions.   Knowledge management has resulted in the creation of creative and innovative platforms for these companies (Pirovisiani, 2009). 12 Statement of the problem Human resources, which today are referred to as human capital [8], is one of the most important assets of any organization, whose quality can play a significant role in the growth and excellence of the organization, and due to the complexities of these issues, various issues in behavioral dimensions are emerging. One of them in recent years is the issue of citizenship behavior, which in general is a kind of valuable and useful behavior that people show willingly and willingly (Samband and Angui, 2019). In this context, dimensions such as helping behaviors, chivalry, forgiveness, organizational loyalty, following orders, individual innovation, conscience, personal development, politeness and consideration, civil behavior and altruism have been mentioned in this field (Mostabasri and Najabi, 2017). which may be considered the most reliable classification presented about the components of organizational citizenship behavior by Oregon, which has been used in various researches and they are: social manners, altruism, work conscience, chivalry and politeness. Knowledge sharing reported. The regression results also showed that citizenship behavior predicted 18.4% of the variance of knowledge sharing.  Today, in different countries of the world, including Iran, knowledge management is considered a more important category than knowledge itself, and organizations are looking for it, to explain and clarify how to transform individual and organizational information and knowledge into individual and group knowledge and skills. Therefore, in this third millennium, the implementation of knowledge management has become necessary, and institutions should plan for its implementation (Qaltash, Javadani and Sina, 2013).

     Improving knowledge sharing between individuals in the organization and also between individuals and the organization is to create a competitive advantage. Effective knowledge sharing among the members of the organization leads to the reduction of costs in the production of knowledge and ensures the dissemination of the best working methods within the organization and enables the organization to solve its problems and problems. In this regard, persuading people to transfer their knowledge to other colleagues and the correct way of this transfer is very important. Includes: 1- Serial transfer is a type of knowledge transfer, which implicit and explicit knowledge obtained in one field or field is transferred to another field or field for later use. 2- Explicit transfer includes explicit transfer and specific information that a team needs to perform a task is transferred to another team that performs the same task. 3-Hidden transfer refers to the sharing of knowledge between teams in an organization. 4- Strategic transfer is the transfer of knowledge that affects the entire organization; And 5- expert transfer means obtaining explicit knowledge from experts and specialists. Each of these are different depending on the goals, methods and methods that are used (Mohammadi Fateh, Sobhani and Mohammadi, 2015). According to the research conducted, including Mustafa Nejad et al. (2010), the relationship between creativity and organizational citizenship behavior has been mentioned. Creativity is considered as a high human need in all stages of life and it consists of wide-ranging and directional changes in human thinking so that they have an ability to combine previous factors in new ways. Creative efforts are a means of innovation. Creativity is more of a mental and intellectual activity and innovation is more of a practical aspect and in fact it is the final product of innovation (Aghaei Fishani, 2017).