Knowledge Management
hasan fasaei; Amir Zakery; Yaser Sobhanifard
Abstract
The export performance of companies is influenced by various internal and external factors, some of the internal factors, such as knowledge of target markets and presence in international production networks, are among the companies' intellectual capital. The purpose of this research is to investigate ...
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The export performance of companies is influenced by various internal and external factors, some of the internal factors, such as knowledge of target markets and presence in international production networks, are among the companies' intellectual capital. The purpose of this research is to investigate the impact of intellectual capital and its components on export and sales of the company. This research is applied in terms of purpose and descriptive in terms of data collection. To estimate the intellectual capital, we used the Value Added Intellectual Coefficient (VAIC) method, and to measure exports, we used the ratio of export to total sales, and we also used multivariate regression analysis to investigate the impact of two variables. The data is for a 5-year period (2015 to 2019) from all the manufacturing companies present in the Tehran Stock Exchange (195 companies) were selected. The results of the hypothesis test indicate a positive relationship between intellectual capital and export as well as sale. Of course, contrary to the initial expectation, there was no evidence of the effectiveness of human and structural capital on the export and total. Also, physical capital, as one of the components of Value Added Intellectual Coefficient calculation, has a positive impact on the export and sales. These results can be indicative of the fact that among the major listed companies of the country, knowledge-oriented components of intellectual capital such as human capital and structural capital have not found their real place in influencing international performance in comparison with physical capital.
Knowledge Management
Yousefreza Ahmadi; Amir Zakery; Fatemeh Razavi; Mohammad Sadegh Saremi
Abstract
IntroductionIn the modern business environment, the importance of knowledge as a strategic asset has significantly increased, as organizations recognize its crucial role in achieving efficiency and competitive advantage. Knowledge sharing, a fundamental aspect of knowledge management, is greatly enhanced ...
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IntroductionIn the modern business environment, the importance of knowledge as a strategic asset has significantly increased, as organizations recognize its crucial role in achieving efficiency and competitive advantage. Knowledge sharing, a fundamental aspect of knowledge management, is greatly enhanced by the use of information technology (IT). IT improves the speed and accuracy of knowledge dissemination both within and between organizations. Inter-organizational knowledge-sharing systems are essential for fostering collaboration among organizations. However, these systems face challenges not only from individual and organizational factors but also from social, technical, and political factors that span across organizational boundaries. The effective use of IT in knowledge sharing allows organizations to leverage their collective expertise and resources, thereby improving decision-making processes and innovation capabilities. Furthermore, the integration of IT systems in knowledge sharing facilitates real-time communication and collaboration, enabling organizations to respond swiftly to changes in the market and other external environments. This underscores the strategic importance of developing robust inter-organizational knowledge-sharing systems that can navigate the complexities of various influencing factors. Literature ReviewExisting research on inter-organizational knowledge sharing has primarily concentrated on specific contexts such as supply chains, virtual organizations, and multinational corporations. These studies have provided valuable insights into the mechanisms and benefits of knowledge sharing in these settings. For example, in supply chains, effective knowledge sharing can lead to improved efficiency, reduced costs, and enhanced customer satisfaction. In virtual organizations, it supports seamless collaboration despite geographical distances. In multinational corporations, it helps in harmonizing operations across different regions and cultures. However, these studies have largely overlooked the dynamics of knowledge sharing within collaborative processes where organizations work together towards shared objectives. This research aims to address this gap by exploring the factors influencing knowledge sharing in collaborative settings. By focusing on collaborative processes, this study seeks to uncover the underlying dynamics and identify the key factors that can enhance or hinder effective knowledge sharing among organizations working towards common goals. MethodologyThis research is quantitative with correlational techniques, conducted within the "Namad" inter-organizational communication system. The target population includes all users of the Namad system in Alborz Province, with a sample size of 338 out of 2800 users, calculated using Cochran’s formula. Stratified proportional sampling was employed, with questionnaires distributed to randomly selected members from various groups. Questionnaire content validity was ensured by expert review, and reliability was confirmed with a Cronbach's alpha above 0.7. The SRMR index was 0.091, indicating model fit, and confirmatory factor analysis and structural equation modeling were performed using SmartPLS version 3. This methodological approach ensures a comprehensive analysis of the factors influencing knowledge sharing and provides robust and reliable results that can be generalized to similar contexts. ResultsThe results confirm the impact of knowledge workers, peers, systems, organizations, and coalitions on knowledge sharing through inter-organizational knowledge-sharing systems. Among these factors, knowledge workers and peers had the most significant impact on inter-organizational knowledge sharing. Knowledge workers' influence is significantly shaped by their technical self-efficacy and mindset, while peers' impact is largely driven by trust and relationships. The analysis revealed that knowledge workers, due to their expertise and experience, play a crucial role in facilitating knowledge sharing. Their ability to effectively use IT tools and their willingness to share knowledge significantly contribute to the overall success of inter-organizational knowledge sharing. Similarly, peers influence knowledge sharing through established trust and strong interpersonal relationships. Trust between peers ensures the reliability and accuracy of shared knowledge, which is critical in collaborative environments. DiscussionThe analysis shows that knowledge workers have the most significant impact on inter-organizational knowledge sharing, influenced by factors like technical self-efficacy and mindset. Colleagues also play a crucial role, with trust and relationships being key. While trust is important, it has less impact in structured participatory processes. Systems for knowledge sharing are vital, as are organizational factors like infrastructure and leadership. Regulatory frameworks have the highest impact, while IT integration has the least, due to the use of a unified system by all members. ConclusionThe findings highlight the necessity of prioritizing measures to enhance knowledge transfer functions within the system. Creating a supportive environment for knowledge workers and fostering peer interactions are vital for improving knowledge-sharing practices. By addressing these key factors, organizations can enhance their collaborative efforts and achieve better outcomes in delivering social services to students. This research provides valuable insights for both scholars and operational managers, contributing to the advancement of inter-organizational knowledge sharing in collaborative settings. The main recommendations of this research include training employees for effective use of the system, designing a user-friendly system, securing managerial support and utilizing reward systems, and obtaining legal and financial support through lobbying to facilitate knowledge sharing. These actions are expected to enhance the system's performance and increase collaboration between organizations.
