Open Access
Subscription Access
Open Access
Subscription Access
Investigating the Relationship between Knowledge Management and Job Involvement on Organizational Agility of Khuzestan Province Youth and Sports Department Staff Using the Structural Equation Model
Subscribe/Renew Journal
Knowledge management is one of the interesting and challenging topics of management science in the new millennium. The purpose of the present study was to investigate the effect of knowledge management on organizational agility of staff ofKhuzestan province youth and sport office. The present study is applied-descriptive in terms of purpose and in terms of descriptive-survey data collection. The statistical population of this study consisted of all employees of the province's youth and youth sports department (80 people). Due to the limited population, the sample size of the study was calculated as 80 individuals. Kolmogorov-Smimov test and regression test as well as structural equation modeling were used to analyze the data at inferential statistics level. This was done by SPSS software version 21 and LISREL version 8.8 software. The results show that using the regression, the value obtained for F is 12.023 and a significant level ofO.OOOl means that the hypothesis will be rejected and indicates that the impact ofknowledge management on Organizational agility is meaningful. Using the results of the structural equations ofknowledge management variable with a factor of 0.53 has a great effect on the organizational agility variable. Thus, lack of attention to knowledge management leads to a decrease in speed, flexibility as well as competence and accountability of staff. Considering that the path coefficient was 0.53 and also the t-statistic was 0.3, it can be said that knowledge management at 99.99% confidence level has a positive and significant effect on organizational agility. Data processing using structural equation modeling shows that the mediating role of knowledge management on organizational effectiveness is confirmed. This finding means that the emphasis on knowledge management and its compliance by organizations can lead to the influence of each of the variables of organizational intelligence and organizational effectiveness in the successful implementation of another.
Keywords
Structural Equations Model of Knowledge Management, Sport and Youth Administration.
Subscription
Login to verify subscription
User
Font Size
Information
- Ardashkin, I.B., & Popova, A.V. (2015). Knowledge management as aform ofstudent initiative and a tool to increase education efficiency. National Research Tomsk Polytechnic University, 30 Lenin Ave., Tomsk, 634050, Russia. PP270 276.
- Ashrafi, N., et al. (2005). A framework fo r implementing business agility through knowledge management systems. Proceedings of the Seventh IEEE International Conference on E-Commerce Technology Workshops, pp. 116-121.
- Becker, F. (2001). Organisational agility and the knowledge infrastructure. Journal of Corporate Real Estate, 5(1),28-37.
- Davenport, T., & Prussic, L. (1998). Working knowledge how organizations manage whattheyknow. Harvard Business SchoolPress.
- Deshpand, A.A., & Zhar, S. (2014). A framework for a BIM-based Knowledge management system. Procedia Engineering, 85, 113-122.
- Dove, R (1999). Knowledge management + response ability. Paradigm Shift International, http://www.parshift.com.
- Duckett, H., & Macfarlane, E. (2003). Emotional intelligence and transformational leader ship in retaling. Journal of Leadership and Organizational Development, 24(6), 309-317.
- Elkins, T., & Keller, R.T. (2003). Leadership in research and development organizations: Aliterature review and conceptual framework. Leadership Quarterly, 14, 587-606.
- Greenberg, J., & Baron, R (2002). Behavior in organizations understanding and managing the human side ofwork. Prentice Hall, Upper Saddle River, New Jersey 07458.
- Ghahremani,M., Rashid haji, S., &Abuchenari, A. (2011). The role of transformational leadership in promoting university into entrepreneurial corporation. Journal of Entrepreneurial Development, 1 4 ,185-204. (in persian).
- Hondson, R (2009). Management citizenship behavior and its consequence. Work and Occupations, 29(1), 64-96.
- Hackman, J.R., & Oldham, G.R. (1980). Work design reading. Mass: Addison -Wesley.
- Kim, W.G., & Brymer, R.A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance, International Journal of Hospitality Management, 11(4), 331-346.
- Kupers, W., & Weibler, J. (2006). How emotional is transformational really? Some suggestion for a necessary extension. Journal of Leadership and Organization Development, 27(5), 68-38.
- Lakomski, G. (1995). Leading and learning: From transformational leadership to organizational learning, leading and managing, www.google.com
- Lopez, S.V. (2005). Competitive advantage and strategy formulation. Management Decision, 43(5), 662-663.
- Locke, E.A., & Gary, P.L. (1969). Goat settings: A motivational tecneque thatworks. Englewood cliffs, N.J. Prentice-Hall, Inc.
- Mayer, R.C., & Shoorman, D. F. (2000). Differentiating antecedents oforganizational commitment, a test of March and Simon model. Journal of Organizational Behavior, 79(1),47-49.
- Marjut, J. (2013). Women managers, careers and gendered ageism Original Research Article Scandinavian Journal of Management. Corrected Proof, Available online 17 In Press.
- Sharifi, H., & Zhang, Z. (1999). Agility in practice: Application of a methodology, special issue on “next generation manufacturing”. International Journal of Operations and Production Management.
Abstract Views: 297
PDF Views: 0