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A Framework for Evaluating the Impact of Organizational Structure on Knowledge Management(Case Study:ICT Organization of Tehran Municipality)


Affiliations
1 Master of Management Information and Communication Technology, Department of Information Technology Management, Islamic Azad University, an Electronic Unit, Iran, Islamic Republic of
2 Islamic Azad University, Science Nhqyqat, Department of Management, Tehran, Iran, Islamic Republic of
 

Today, knowledge management as the systematic application of measures that tangible and in tangible assets for purposes of the application of existing knowledge inside and outside the organization shall control and guidance and the way to create value and new knowledge improves. This study aims to provide a framework for evaluating the impact of organizational structure on knowledge management and ICT Tehran Municipality has been made.

The study of the nature of the application; descriptive - survey is, the study sample of 400employees of Tehran municipality is ICT. Of these, 200 subjects were selected. In order to gather the views of staff, two questionnaires were distributed among employees.

The 39-question questionnaire sample group organizational structure (with three sub-scale formalization, centralization and complexity with 22, 9 and 7RP) and 28 questions of knowledge management (with three subscale creation, transfer and retain knowledge with 6, 11 and 11 questions) responded.

Data from the questionnaires using Spearman correlation and structural equation modeling using software (AMOS v.20) and (SPSS v.19) was analyzed.

Results of structural equation modeling showed that both recognition and focus on organizational dimensions of knowledge management was a significant inverse relationship. The complexity of the dimensions of knowledge management has a direct and significant relationship. Significant relations show that each of the three dimensions of organizational structure directly in knowledge creation, knowledge transfer and retention of knowledge in the organization are affected. Employees who voluntarily and spontaneous creation, transmission and preservation of knowledge activities.


Keywords

Organizational Structure, Complexity, Formalization, Centralization, Blugod Model, Knowledge Management, Knowledge Creation, Knowledge Transfer, Knowledge Retention.
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  • A Framework for Evaluating the Impact of Organizational Structure on Knowledge Management(Case Study:ICT Organization of Tehran Municipality)

Abstract Views: 424  |  PDF Views: 3

Authors

Farashi Marjan
Master of Management Information and Communication Technology, Department of Information Technology Management, Islamic Azad University, an Electronic Unit, Iran, Islamic Republic of
Reshadatjoo Hamideh
Islamic Azad University, Science Nhqyqat, Department of Management, Tehran, Iran, Islamic Republic of

Abstract


Today, knowledge management as the systematic application of measures that tangible and in tangible assets for purposes of the application of existing knowledge inside and outside the organization shall control and guidance and the way to create value and new knowledge improves. This study aims to provide a framework for evaluating the impact of organizational structure on knowledge management and ICT Tehran Municipality has been made.

The study of the nature of the application; descriptive - survey is, the study sample of 400employees of Tehran municipality is ICT. Of these, 200 subjects were selected. In order to gather the views of staff, two questionnaires were distributed among employees.

The 39-question questionnaire sample group organizational structure (with three sub-scale formalization, centralization and complexity with 22, 9 and 7RP) and 28 questions of knowledge management (with three subscale creation, transfer and retain knowledge with 6, 11 and 11 questions) responded.

Data from the questionnaires using Spearman correlation and structural equation modeling using software (AMOS v.20) and (SPSS v.19) was analyzed.

Results of structural equation modeling showed that both recognition and focus on organizational dimensions of knowledge management was a significant inverse relationship. The complexity of the dimensions of knowledge management has a direct and significant relationship. Significant relations show that each of the three dimensions of organizational structure directly in knowledge creation, knowledge transfer and retention of knowledge in the organization are affected. Employees who voluntarily and spontaneous creation, transmission and preservation of knowledge activities.


Keywords


Organizational Structure, Complexity, Formalization, Centralization, Blugod Model, Knowledge Management, Knowledge Creation, Knowledge Transfer, Knowledge Retention.

References