تدوین راهبرد مدیریت دانش در یک آزمایشگاه تحقیقاتی- صنعتی با بهرهگیری از رویکرد پویا

نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشگاه آزاد اسلامی واحد نجف آباد

2 کارشناس ارشد مدیریت اجرایی

3 دانشگاه اصفهان

چکیده

برای اطمینان از پیاده‏سازی موفق سیستم مدیریت دانش، قبل از اجرا باید یک راهبرد مناسب جهت مدیریت دانش انتخاب گردد. با توجه به پویایی دانش در سازمان، راهبرد انتخابی نیز باید از پویایی برخوردار باشد. پژوهش حاضر در تلاش است با استفاده از رویکرد پویا در راهبردسازی مدیریت دانش، راهبرد مناسبی جهت مدیریت دانش در یک آزمایشگاه پژوهشی- صنعتی بصورت طیفی از کدگذاری تا شخصی‌سازی، تدوین نماید. در ابتدا با مرور مبانی نظری، مهمترین عوامل سازمانی تأثیرگذار بر راهبردسازی مدیریت دانش از الگوهای مفهومی موجود استخراج شد که عبارتند از: فرهنگ سازمان، راهبرد کسب و کار، ساختار سازمان، وضعیت فرآیندهای خلق دانش سازمان، راهبرد منابع انسانی و میزان بلوغ نظام فناوری اطلاعات. بدین منظور در اولین گام به تعیین محدوده راهبرد کلان مدیریت دانش بر طیفی از کدگذاری تا شخصی‌سازی پرداخته شد. در گام بعدی، با سنجش وضعیت فرآیندهای خلق دانش الگوی نوناکا در آزمایشگاه، راهبرد نهایی با هدف ایجاد تعادل میان دانش ضمنی و آشکار سازمان انتخاب گردید. این موضوع باعث می‌شود، راهبرد انتخابی در زمره راهبردهای پویای مدیریت دانش قرار گیرد. جامعه آماری پژوهش شامل دو دسته کارکنان و همچنین مدیران رده-های مختلف آزمایشگاه بود. بر اساس نتیجه‌های بدست آمده از پژوهش، راهبرد شخصی‌سازی به عنوان راهبرد اصلی و راهبرد کدگذاری به عنوان راهبرد فرعی و مکمل، جهت مدیریت دانش در آزمایشگاه شناخته شدند.

کلیدواژه‌ها


عنوان مقاله [English]

Selecting a Knowledge Management Strategy in a Research-Industrial Laboratory based on Dynamic Strategy

نویسندگان [English]

  • Behnam Molavi 1
  • Farshid Ghanbarpour 2
  • Reza Ansari 3
1 Islamic Azad University
2 M.s in EMBA. Knowledge Manager Hesa Company
3 University of Isfahan
چکیده [English]

Selecting an appropriate knowledge management strategy ensures that knowledge management system will be implemented successfully. Considering organizational factors and the dynamic nature of knowledge in organization, there is a need for choosing a dynamic knowledge management strategy. This study tries to select a knowledge management strategy in a research-industrial lab by focusing on dynamic approach to knowledge management strategizing. To this end, the most important factors affecting knowledge management strategizing are extracted from the related literature. The factors include organizational culture, business strategy, organizational structure, organizational knowledge level, human resources strategy, and the maturity of information technology system. By analyzing organizational culture, business strategy and organizational structure, the boundaries of the codification and personalization of knowledge management strategy are determined. Then, by measuring the level of knowledge creation processes according to Nonaka's model in the lab and evaluating the current human resources strategy and information technology, the final strategy is selected in order to balance the organization's tacit and explicit knowledge. Thus, the selected strategy is a dynamic knowledge management strategy. The results show that personalization strategy is the main and codification strategy is the complimentary strategy in the lab.

کلیدواژه‌ها [English]

  • knowledge management strategy
  • Dynamic Approach
  • Codification
  • Personalization
 

[1] Forcada, N., Fuertes, A., Gangolells, M., Casals, M. and Macarulla, M. "Knowledge management perceptions in construction and design companies", Automation in Construction, 2013; 29: 83–91.

[2] Alavi, M. and Leidner, D. "Review Knowledge management and knowledge management systems: Conceptual foundations and research issues", MIS Quarterly, 2001; 25(1): 107–136.

[3] Bhatt, G. D. "Knowledge management in organizations", Journal of Knowledge Management, 2001; 5(1): 68–75.

[4] Hansen, T.  "What's your strategy for managing knowledge", Harvard Business School Publishing, Decision Support Systems, 2001; 31:112-128.

[5] الهی، شعبان. خدیور، آمنه. حسن زاده، علیرضا. (1389). "ارائه یک متدولوژی برای ایجاد راهبرد مدیریت دانش، مطالعه و بررسی سه سازمان نمونه". مدرس علوم انسانی، دوره 14، شماره 3.

[6] Edgar S. M. "Maturity model of Knowledge Management in the interpretativist perspective", International Journal of Information Management, 2012; 32: 365– 371.        

[7] Davenport, T. H., and Prusak, L. (2000), "Working knowledge: How organizations manage what they know", Boston: Harvard Business School Press.

[8] Knapp, E.M. (1998). "Knowledge Management", Business and Economic Review, 44(4), 3-7.

[9] Darroch, J., and McNaughton, R. "Examining the link between knowledge management practices and types of innovation", Journal of Intellectual Capital, 2002; 3(3): 210-222.

[10] Percin, S. "Use of analytic network process in selecting knowledge management strategies", Management Research Review, 2010; 33(5): 452 – 471.

[11] Lee, H. and Choi, B. "Knowledge management enablers, Processes, and Organizational Performance: An integrative view and empirical examination", Journal of Management Information System, 2003; 20(1): 179-228.

[12] Kim, Y.G., Sung-Ho, Y. and Jang-Hwan, L. "Knowledge strategy planning: Methodology and case study", Decision Support Systems, 2002; 11: 432-454.

[13] Zack, M.H. "Developing a knowledge strategy", California Management Review, 1999; 41(3): 125-145.

[14] Keskin, H. "The relationships between explicit and tacit oriented KM strategy, and firm performance", Journal of American Academy of Business, 2005; 7(1): 169-75.

[15] Choi, B., Poon, S.K. and Davis, J.G. "Effects of knowledge management strategy on organizational performance: a complementarity theory-based approach", Omega, 2008; 36(2): 235-251.

[16] Kamara, M., Chimay, J. and Patricia, M. C. "A CLEVER approach to selecting a knowledge management strategy", International Journal of Project Management, 2002; 20: 205-211.

[17] Schulz, M. and Jobe, L.A. "Codification and tacitness as knowledge management strategies: an empirical exploration", Journal of High Technology Management Research, 2005; 12(1): 139-65.

[18] Jordan, J. and Jones, P. "Assessing your company’s knowledge management style", Long Range Planning, 1997; 30(3): 392-408.

[19] Liebowitz, J. "A knowledge management strategy for the Jason organization: a case study", Journal of Computer Information Systems, 2003; 44(2): 1-5.

[20] Bierly, P.E. and Chakrabarti, A.K. "Technological learning, strategic flexibility, and new product development in the pharmaceutical industry", IEE Transactions on Engineering Management, 1996; 43(4): 368-380.

[21] Choi B. and Lee, H. "Knowledge management strategy and its link to Knowledge creation process", Expert Systems with Applications, 2003; 23: 173-187.

[22] Wu, W. and Lee, Y.T. "Selecting knowledge management strategies by using the analytic network process", Expert Systems with Applications, 2007; 32 (3): 841-857.

[23] Maier, R. and Remus, U. (2001), "Toward a framework for knowledge management strategies: Process orientation as strategic starting point", Proceedings of the 34th Hawaii International Conference on System Sciences, Hawaii, US.

[24] Wei-Wen, Wu. "Choosing knowledge management strategies by using a combined ANP and DEMATEL approach", Expert Systems with Applications, 2008; 35: 828–835.

[25] Kalseth, K. "Knowledge management from a business strategy perspective", journal of FID review, 2007; 1(37): 141-156.

[26]. Bose, R. "Knowledge management metrics" Industrial Management Data Systems, 2004; 5(6): 104-118.

[27] Minsoo, S. "A framework for evaluating economics of knowledge management systems", Information & Management, 2004; 4: 154-169.

[28] Spender, J.C. "Making knowledge the basis of a dynamic theory of the firm", Strategic Management Journal, 1996; 17: 214-223.

[29] Lemon, M. "Organizational culture as a knowledge repository for increased innovative capacity", Technovation, 2004; 8: 45-58.

[30] Robbins, S. P. (1987). "Organization theory", 2th. Ed., Englewood cliffs, N. J. Prentice-Hall.

[31] Cameron, KS and Quinn, RE. (1999), "Diagnosing and changing organizational culture", Addison-Wesley, Reading, MA.

[32] Gray, J.  Densten, L. "Towards an integrative model of organizational culture and knowledge management", International Journal of Organisational Behaviour, 2005; 9(2): 594-603.

[33] Lee, H. and Choi, B. "Knowledge management strategy and its link to knowledge creation", process Expert Systems with Applications, 2002; 23: 173–187.

[34] Nonaka, I. and Takeuchi, H. (1995). "The knowledge-creating company: How Japanese companies create the dynamics of innovation", Oxford University Press.

[35] Nezafati, N., Afrazeh, A., Jalali, S. and Mohammad J. "A dynamic model for measuring knowledge level of organizations based on Nonaka and Takeuchi Model (SECI)” Scientific Research and Essay, 2009; 4 (5): 531-542.

[36] Peng, L. And Jyun-Yu, w. "The relationship between management styles, user participation, and systems success over MIS growth stages", Information of management, 1997; 32: 203-213.

[37] Kubo, L. and Aysc, S. "An inquiry into knowledge worker motivation in the Japanese financial benefits", Journal of Knowledge Acquisition, 2006; 3(3): 112-123

[38] Ardichvili, A. "Motivation and barriers to participation in virtual knowledge sharing communities of practice", Journal of Knowledge Management, 2003; 7(1): 203-219