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Analysis of the relationship between the knowledge cycle process and the career path

Number of pages: 158 File Format: word File Code: 30729
Year: Not Specified University Degree: Master's degree Category: Management
Tags/Keywords: career path - Knowledge cycle - Knowledge cycle process
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  • Summary of Analysis of the relationship between the knowledge cycle process and the career path

    Dissertation for M.A

    Commercial Orientation

    Abstract

    In order to deal with environmental threats and take advantage of possible opportunities, organizations have to recognize their internal capacities and capabilities, find weaknesses and strengthen strengths. In such a situation, organizations are successful and successful which, while gaining knowledge and awareness of environmental factors to preserve their life, can improve the field of growth and dynamism and increase the performance of the organization. One of the ways to realize this is the category of knowledge management, and today knowledge management is known as an important source of competitive advantage and value creation. Rapid changes and the ever-increasing growth of knowledge and information prompts every organization to use all its efforts in knowledge management in order to survive. In the meantime, the knowledge cycle process in Zanjan's industry, mining and trade organization is essential for increasing the knowledge and knowledge of employees and performing their duties correctly. The statistical population of this research includes the employees of the Industry, Mining and Trade Organization of Zanjan province. Meanwhile, the data collected through the questionnaire have been analyzed using the structural equation model method and using Lisrel software.

    The results of the hypotheses indicate that there is a significant and positive relationship between the absorption, storage, sharing and application of knowledge with the career path.

    Introduction

    The current era is the era of accelerated and unpredictable developments. The state of management in our society shows the imbalance between the increasing complexity of organizations and the lack of ability of these organizations to anticipate and deal with these developments. In order to deal with environmental threats and take advantage of possible opportunities, organizations have to know their internal capacities and capabilities, find weaknesses and strengthen strengths. Its management issues and problems have become so complex and widespread that it is not easy to recognize them, and the human importance of organizations and the complexity of employees' behaviors have doubled this complexity.

    In such a situation, organizations are successful and successful that, while acquiring knowledge and broad awareness of environmental factors to preserve their life, can improve the field of growth and dynamism and increase the performance of the organization (Rahimi and Najafi, 1386: 11).

    One of the The ways to realize this is the category of knowledge management [1]. Knowledge management was introduced in the late 1970s. In the not so distant past, the strength and competitive advantage of an organization or a society was considered to be greater access to material resources. But now the conditions of the society have changed and the main competitive advantage for organizations is their ability in knowledge management (Khansari, 2014: 3). It is in charge of human resources and career path, etc. (Arabi and Mousavi, 2009: 9).

    According to Peter Drucker, the secret of the success of organizations in the 21st century is knowledge management (Ormozdi, 2010). Therefore, the management of organizations should find the possibility of making more reasonable decisions on important issues and improving knowledge-based functions by relying on knowledge. Therefore, knowledge management is considered a more important issue than knowledge itself, which seeks to explain and clarify how to transform individual and organizational information and knowledge into individual and group knowledge and skills. Today, knowledge management is known as an important source of competitive advantage and value creation (Ebrahim Saba and Jennifer Rowley[2], 2010).

    The lack of proper mechanisms for evaluating and implementing knowledge management has turned this investment into an additional cost in the minds of managers. Therefore, organizations should create an environment for sharing, transferring, and exchanging knowledge among their members and try to create a platform and identify background factors for the establishment of knowledge management in the organization (Firestone and McElroy[3], 2017: 127).

    Knowledge management in the new era has created tremendous changes in management issues.Considering that management is not limited to coded and documented knowledge, many organizations and companies in the world are trying to improve their competitive position and increase their effectiveness and productivity by relying on their implicit and explicit knowledge. In order to achieve these goals, knowledge management seeks to capture the knowledge, wisdom and value-added experiences of employees as well as implement, recover and maintain knowledge as assets of the organization (Ormozdi, 2016). Faced with dynamic environments, organizations are realizing a vast and scattered asset in the organization. This valuable asset is organizational knowledge, whose value has been revealed not only in commercial organizations, but also in governmental and non-profit organizations (Atapour, 2018).

    Rapid changes and the ever-increasing growth of knowledge and information prompts every organization to use all its efforts in knowledge management for survival. Therefore, organizations have sought to identify the underlying factors and create a platform for knowledge management in order to exploit their knowledge resources and the surrounding environment in a timely manner. Today, many organizations have invested in the field of knowledge development at different levels and have succeeded, but many organizations have also failed. In the meantime, the knowledge cycle process in Zanjan's industry, mining and trade organization is essential for increasing the knowledge of employees and performing their duties correctly. It is not known that the process of the knowledge cycle in Zanjan's industry, mining and trade organization flows completely, and the employees of all levels are included in this process and benefit from knowledge, and this causes the development of the career path [4] of the employees and their satisfaction. The most important variable for the all-round growth of organizations in today's era is knowledge. Knowledge in its true sense is a collection of human skills and abilities, which is accompanied by awareness and information about better production methods. Knowledge is the foundation of each person's skill, experience and expertise. Today, the capital of an organization is not only financial and physical capital, but knowledge capital is more important than these two capitals. Knowledge as a resource is necessary for the survival of organizations, and the condition for the success of organizations is to achieve deep knowledge and understanding at all levels (Ormozdi, 2016).

    In recent decades, all kinds of institutions have witnessed fundamental changes in the fields of their structure, function and management styles. Current institutions have given more importance to understanding and adapting to and managing the changes in the surrounding environment and have excelled in acquiring and applying knowledge and information in order to improve operations and provide better services and products to clients. Such organizations need to use a new style of management called knowledge management (Ormuzdi, 2016).

    Nanuka and Takuchi (1995) have claimed that the winners of tomorrow's markets will be the pioneers of knowledge management (Hasoumian, 2016) and considering that in private organizations, competition is the first word, the issue of knowledge management has been given more attention as the main factor of gaining competitive advantage, but in public institutions, with attention Due to the senselessness of competition, not much attention has been paid to the issue of knowledge management, but due to the progress of government organizations in other countries and international communication among world organizations, which is also called the globalization of trade and communication, it causes government organizations in the country to inadvertently turn to creating knowledge-based organizations. Academic and scientific research conducted on government organizations in which knowledge management has been institutionalized shows the successful performance and high efficiency of those organizations. The Organization for Development and Economic Cooperation has emphasized the knowledge-based economy and the role of knowledge in economic progress in the third millennium. Peter Drucker, in an article entitled The Future That Has Already Happened, states that knowledge is rapidly transferred to the developing world, but in practice there is still a large gap between the developed world and developing countries.

  • Contents & References of Analysis of the relationship between the knowledge cycle process and the career path

    Table of Contents:

    Table of Contents

    Title

    Abstract 1

    Introduction. 3

    1-1- statement of the problem. 4

    1-2- The importance and necessity of research. 5

    1-3- research hypotheses. 6

    1-4- Research questions. 7

    1-5- Variables in the research. 7

    1-6- Research objectives. 7

    1-7- Applications of research. 8

    1-8- Research method. 8

    1-9- Methods and tools for collecting information. 8

    1-10- Information analysis method. 9

    1-11- The scope of research. 9

    1-12- Definition of key terms and concepts. 9

    1-13- conceptual model of research. 11

    Chapter summary. 12

    Chapter Two: Theoretical foundations and research background

    Introduction. 14

    2-1- Evolution and history of knowledge management. 16

    2-2- The three phases of knowledge management. 18

    2-3- The historical process of organizations moving towards knowledge-based organizations 19

    2-4- What is knowledge?. 21

    2-4-1- Areas of knowledge definition. 21

    2-4-2- Defining knowledge over time. 22

    2-5- Hierarchy of knowledge. 24

    2-5-1- knowledge pyramid. 25

    2-5-2- The difference between knowledge and information. 25

    2-6- Types of knowledge. 26

    2-7- Elements of knowledge. 28

    2-8- Functions of knowledge. 29

    2-9- Knowledge management. 30

    2-9-1- The importance and necessity of knowledge management. 30

    2-9-2- The range of definitions of knowledge management. 31

    2-9-3- The concept of knowledge management. 32

    2-9-4- The difference between information management and knowledge management. 35

    2-9-5- Theoretical foundations of knowledge management. 35

    2-9-6- Principles of knowledge management. 36

    2-9-7- stages of knowledge management. 37

    2-9-8- The main steps of implementing knowledge management in organizations 37

    2-10- Roles and skills needed in implementing knowledge management 39

    2-11- Benefits of knowledge management. 40

    2-12- Criticisms on knowledge management. 42

    2-13- Failure and success factors of knowledge management. 43

    2-14- Concepts related to knowledge management. 44

    2-15- knowledge cycle (knowledge management process). 45

    2-16- Knowledge management in the government sector. 46

    2-16-1- The importance of the need for knowledge management in government organizations. 46

    2-16-2- Elements and dimensions of knowledge management in government organizations. 48

    2-16-3- Barriers to establishing knowledge management in government organizations. 50

    2-17- Knowledge management models. 50

    2-18- Theoretical foundations of career path concept analysis. 57

    2-18-1- Definition of career path. 57

    2-18-2- Career path development. 58

    2-18-3- career path development compared to employee development. 60

    2-18-4- Types of job paths. 60

    2-18-5- Traditional stages of the career path. 61

    2-18-6- Career path planning steps. 63

    2-19- Research records. 65

    2-20- A brief look at the industry, mining and trade organization of Zanjan province 70

    Chapter summary. 72

    Chapter Three: Research Methodology

    Introduction. 74

    3-1- Research method. 74

    3-2- Research variables. 76

    3-3- Society and statistical sample. 78

    3-4- Data collection tools 78

    3-5- Credibility (validity) and trust (reliability) of measurement tools. 80

    3-6- Data analysis method 82

    Chapter summary. 84

    Chapter Four: Data Analysis

    Introduction. 86

    4-1- Descriptive analysis. 86

    4-1-1- Description of general characteristics of the studied sample. 86

    4-1-2- Description of the five factors. 89

    4-2- Inferential analysis. 92

    4-2-1- Investigating relationships between dimensions of concepts. 92

    4-2-3- Model assumptions test. 116

    4-2-3-1- The relationship between the elements of the knowledge cycle and job paths 119

    4-2-4- The measurement model of exogenous variables (Y-MODEL). 123

    Chapter Five: Results and Suggestions

    Introduction. 126

    5-1- Descriptive results. 126

    5-2- Results of inferential analysis. 127

    5-3- Suggestions 131

    5-4- Research limitations. 132

    5-5- Suggestions for future researchers 133

    Appendices 134

    Sources and reference. 138

    Persian sources. 139

    Non-Persian sources. 144

    English abstract. 147

    List of tables

    Table 2-1: Timeline of knowledge management. 16

    Table 2-2:16

    Table 2-2: The history of the development of knowledge management. 18

    Table 2-3: The difference between information and knowledge. 26

    Table 2-4: The concept of knowledge management. 34

    Table 2-5: The difference between information management and knowledge management. 35

    Table 3-1: Likert scale of the questionnaire. 80

    Table 3-2: Reliability of the questionnaire. 81

    Table 3-3: KMO test. 82

    Table 4-1: Sample frequency distribution by gender. 86

    Table 4-2: Sample frequency distribution by age. 87

    Table 4-3: Respondents' level of education. 87

    Table 4-4: Organizational position of the respondents. 88

    Table 4-5: Service history of the respondents. 89

    Table 6-4: Descriptive statistics of knowledge absorption components. 90

    Table 4-7: Descriptive statistics of knowledge storage components. 90

    Table 4-8: Descriptive statistics of knowledge sharing components. 91

    Table 9-4: Descriptive statistics of knowledge application components. 91

    Table 4-10: Descriptive statistics of job path components. 92

    Table 11-4: Pearson correlation test between human and non-human source of knowledge acquisition 93

    Table 12-4: Pearson correlation test between human source of knowledge acquisition and knowledge acquisition possibilities 94

    Table 13-4: Pearson correlation test between non-human source of knowledge acquisition and knowledge acquisition possibilities 94

    Table 4-14: Pearson correlation test between database and access to database 95

    Table 4-15: Pearson correlation test between database and knowledge storage system 96

    Table 4-16: Pearson correlation test between access to database and knowledge storage system 96

    Table 4-17: Pearson correlation test between employee learning and organizational incentives. 97

    Table 18-4: Pearson correlation test between skill application and organizational task 98

    Table 19-4: Pearson correlation test between skill application and acquired ability 98

    Table 20-4: Pearson correlation test between acquired ability and organizational task 99

    Table 4-21: Pearson correlation test between promotion (vertical) and Rotational 99 Table 22-4: Pearson correlation test between promotion (vertical) and translation 100 Table 4-23: Pearson correlation test between promotion (vertical) and horizontal 100 Table 4-24: Pearson correlation test between rotation and translation 101 Table 4-25: Pearson correlation test Between rotational and fixed (horizontal) 101

    Table 4-26: Pearson correlation test between transitional and fixed (horizontal) 102

    Source:

    Persian sources

    1- Ateshak, Mohammad; Mahzadeh, Parisa, 1388, "Methodology of the process of establishing knowledge management models in order to provide a unified method", Proceedings of the National Conference on Knowledge Management and Information Sciences: Links and Interactions, Tehran, Ketabdar Publishing, p. 419

    2- Ateshak, Mohammad; Mahzadeh, Parisa, 2016, "Knowledge Management, Concepts, Findings and Applications", a collection of articles presented at the Regional Conference on Virtual Environments in the Third Millennium, Roudhen

    3- Arasteh, Hamidreza; Rizki Shirsawar, Hadi, 1389, "Evaluation of the higher education system based on the knowledge management components", scientific-specialized quarterly of the National Inspection Organization, second year, summer 89, number 4, Zaman Nou publication, pp. 71-100

    4- Azad Shahreki, Zohra, 1388, "Investigation of the underlying factors of knowledge management in Bushehr province education and training organization", master's thesis in educational management, Azad Bushehr University

    5- Abtahi, Seyyed Hossein; Salvati, Adel, 1385, "Knowledge Management in the Organization", Tehran, New Link Publications, first edition

    6- Ahmadi, Seyyed Ali Akbar; Salehi, Ali, 1389, "Knowledge Management", Tehran, Samit Publishing House, 4th edition

    7- Azderi, Alireza, 1388, "Knowledge Management in Government Organizations", management scientific articles database, www.system.parsiblog.

Analysis of the relationship between the knowledge cycle process and the career path
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