Abbas Ghaedamini Harouni; Mehrdad Sadeghi; Zahra Sadeghi de cheshmeh; Ghulam Reza Maleki Farsani
Abstract
The purpose of this study was to investigate the impact of transformational leadership on opening up for change through innovation and organizational learning. The present study was applied in terms of purpose and correlational in terms of how to collect descriptive information. The statistical population ...
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The purpose of this study was to investigate the impact of transformational leadership on opening up for change through innovation and organizational learning. The present study was applied in terms of purpose and correlational in terms of how to collect descriptive information. The statistical population of the present study consisted of all faculty members of the Islamic Azad University, Isfahan Branch, numbering 380 people. Olivier (2000) and Miller et al. (2009) Openness Questionnaire; Ismail et al. (2002) Organizational Innovation Questionnaire; Structural equation modeling was performed on the results of the study showed that transformational leadership through organizational learning has a positive and significant effect on openness to change, which is a coefficient of 0.45, and through organizational innovation on openness to change has a positive effect. It is significant that the coefficient of this effect is 0.44 and also the transformational leadership has a positive and significant effect on the openness to change, the coefficient of this effect is 0.66.
Knowledge Management Systems and Technologies
Abbas Ghaedamini Harouni; Mehrdad Sadeghi de Cheshmeh; Ghulam Reza Maleki Farsani; Elahe Musharraf Ghahfarakhi; Somayeh Shah Bandari Guchani
Abstract
IntroductionThe current research is different from these previous works in terms of volume, time period, method and analysis. First, the analysis is based on a meta-combination method, which allows rich data to be combined with fewer subjective or interpretive biases. Unlike the previous studies, concepts ...
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IntroductionThe current research is different from these previous works in terms of volume, time period, method and analysis. First, the analysis is based on a meta-combination method, which allows rich data to be combined with fewer subjective or interpretive biases. Unlike the previous studies, concepts and dimensions, antecedents, consequences and strategies are examined. At the same time, a larger volume of articles has been examined. The current research completes the previous researches and provides a more objective report of the evolution of this research topic. Most of the researches have investigated some aspects and factors affecting knowledge hiding in organizations in a scattered manner. But clearly, a complete integration of existing researches in this field has not been done. Also, an integrated model that brings cause and effect relationships in the form of a conceptual model has not been edited. Therefore, taking into account the existing vacuum of research, an attempt has been made to provide coherence to the scattered researches in this field and provide researchers and managers with a summary of the studies conducted in this field. Considering the importance of knowledge concealment in organizations, this research seeks to provide a conceptual model of knowledge concealment in organizations through the metacombination method. Therefore, with all the factors mentioned above, the current study intends to answer the following questions: 1. What are the key components of knowledge concealment in organizations? 2. What is the conceptual model of knowledge concealment in organizations?Literature ReviewKnowledge concealment is defined as "an individual's deliberate attempt to conceal knowledge requested by another". Hiding knowledge is not always deceptive (Bari et al., 2019), employees may avoid sharing knowledge due to confidentiality. Although the reasoning behind such a decision may seem logical, it still limits access to knowledge (Xiong et al., 2021, Yuan, Yang, Cheng, & Wei, 2021). However, most efforts to facilitate knowledge transfer end without success, because employees are unwilling to share their knowledge (Mahmoud & et al., 2021). Researches show that hiding knowledge weakens social relations, creativity and innovation of employees and thus reduces the performance and achievements of the organization (Cerne et al., 2017). Also, it suppresses the absorption capacity and creativity at the team level (Fong et al., 2018). It is obvious that hiding knowledge is likely to reduce the efficiency of knowledge exchange among members, prevent the generation of new ideas/thoughts, or even destroy trust (Connelly & Kelloway, 2012). Hiding knowledge increases the risk of knowledge loss and inhibits the creativity of individuals and teams in the organization (Cern et al., 2014; Bogilovich et al., 2017). The consequences of knowledge concealment are quite alarming. For example, knowledge concealment fosters negative attitudes and behaviors, creates interpersonal mistrust (Arain et al., 2020), damages relationships (Connelly and Zweig, 2015), knowledge concealment reciprocity (Cern et al., 2014), the desire to leave the job (Ofirgilt et al., 2018) and creating deviant behaviors in the workplace (Singh, 2019). Reduction of positive work attitudes and behaviors and reduction of job satisfaction (Ofirgilt et al., 2018), reduction of self-efficacy (Arain et al., 2019), reduction of organizational citizenship behavior (Arain et al., 2020), reduction of creativity and innovative work behavior (Bogilovi´ c et al., 2020), and reduced performance (Singh, 2019). In this regard, it is necessary to solve the problem of insufficient knowledge sharing by eliminating knowledge hiding and facilitating knowledge transformation in organizations.MethodologyThe current research was conducted with a qualitative approach and due to the existence of many new documents in the field of knowledge concealment in organizations and the possibility of their combined analysis, a meta-composite qualitative research method was used. Metasynthesis is the combination of interpretations of the main data of selected studies. Data analysis in the current research was done based on the metacombination method based on the seven-step model of Sandelowski and Barroso (2007). The mentioned method includes the stages of setting research questions, systematic review of texts, searching and selecting suitable texts, extracting information from texts, analyzing and combining qualitative findings, quality control and expression of findings.ResultsThe findings showed that 555 concepts, 155 subcategories and 25 main categories were extracted, which include causal conditions (organizational factors, individual factors, occupational factors, group factors and knowledge factors), background conditions (personality characteristics, work factors, technical and environmental factors), political factors and cultural factors), intervening conditions (emotional characteristics, emotional characteristics and social factors), strategies (leadership style, strengthening intelligence, strengthening interpersonal communication, strengthening organizational communication, strengthening performance, strengthening Islamic values, strengthening voluntary behaviors and implementation of knowledge management), consequences (occupational, group, organizational and individual).DiscussionThe present study showed that hiding knowledge is driven by different reasons at multiple levels. Regarding the multi-level nature of the antecedents of knowledge concealment and determining different ways to manage hidden knowledge in organizations, it enhances the understanding in the field of organizational behavior. Since the researches about knowledge concealment were strongly focused on the interdependencies of the perpetrator and the target due to mistrust and mutual behavior until now. Also, the present research showed that not only the antecedents of knowledge concealment are multifaceted, but also the consequences of this behavior. By integrating this insight into the organizational and management literature, the current research is related to the researches (Xiao and Cook (2019), de Garcia et al. (2022), Rezvan and Takahashi, 2021; Chern et al., 2014; Connelly and Clovey, 2003; Connelly and Zweig, 2015; Conley et al., 2013; Webster et al., 2008).ConclusionThe present study integrates separate pieces of literature to explain why employees engage in knowledge concealment, thereby connecting disparate pieces of the knowledge concealment puzzle to develop a broader understanding of why employees engage in knowledge concealment. The present study provides a systematic review of knowledge hiding. This was done to identify conceptual patterns about knowledge hiding in organizations between 2012 and 2020 AD and 1391 to 1401 AD. This research is not without limitations. Databases such as Iran Doc, Iran Mag, Normagz, Comprehensive Portal of Human Sciences, Joishgar Alam Net, internal magazines, Google Scholar, Science Direct, Emerald were used as databases, and some other databases may not have been reviewed in this matter. As a result, this review may not cover the full spectrum of the scientific literature on knowledge hiding. In the future, to reduce publication bias, it would be interesting to include other databases to search for interesting texts, for example, work published in journals (ESCI). Second, research on knowledge concealment is emerging, and some researchers may argue that it is not yet mature enough to examine the research field.
Abbas Ghaedamini Harouni; Reza Ebrahimzadeh Dastjerdi; Mehrdad Sadeghi; Majed Maharani Barzani
Abstract
IntroductionOne of the main challenges facing today's management is the development of organizational culture and leadership styles in which knowledge management is valued. Therefore, it is important to know the factors affecting knowledge management. Undoubtedly, knowledge management will have a great ...
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IntroductionOne of the main challenges facing today's management is the development of organizational culture and leadership styles in which knowledge management is valued. Therefore, it is important to know the factors affecting knowledge management. Undoubtedly, knowledge management will have a great impact on the organization and employees. Knowledge management tries to introduce or strengthen knowledge as a high value in organizational culture, and knowledge management tries to introduce and strengthen knowledge in management styles, and the knowledge of managers and employees creates efficiency, effectiveness and productivity in On the other hand, the cultural dimensions of Hofstede's model have been used in various researches in the field of management and culture, and considering the role that cultural differences at the national and organizational level have on the capacity to absorb knowledge, the importance of Cultural factors affect the processes of knowledge absorption and transfer, and despite the research done, two theoretical deficiencies can be seen in this section, firstly, the role of organizational culture and leadership styles on knowledge management in Iran has not been thoroughly investigated, and secondly, in Most of the conducted researches, the organizational culture factor of Hofstede's model has not been investigated in detail, and thirdly, the subject of this research has not been done in cultural organizations, therefore, the main goal of this research is to investigate the effect of leadership style (Hersey and Blanchard's model) and organizational culture. Hofstede's model) is based on knowledge management. As the statistics show, 50% of the problems of implementing knowledge management are related to culture and human resources (Jalali et al., 2014) and in order to change and share knowledge among their members, organizations must have a capable leader to change the culture. (Heidari et al., 2013). Many researchers have examined knowledge management in organizations from different perspectives. For example, the influence of organizational culture (Park et al., 2010. Kumar, 2011. Voivora, 2013) and leadership style (Birouznoff, 2013, Bryant, 2003. Crawford, 2005) (knowledge management) has been investigated, but little research on organizational culture (Hofstede's model) and leadership style (Hersey and Blanchard model) has been conducted on knowledge management and in addition, most of the researches have been conducted in western countries and none of them have been conducted among the faculty members of universities, which doubles the necessity of conducting this research. Therefore, this research is conducted with the aim of determining the relationship between organizational culture (Hofstede's model) and leadership styles (Hersey and Blanchard's model) with knowledge management among the faculty members of Isfahan Islamic Azad University (Khorasgan).Literature ReviewTorabi and Alden (2017) in a research called the effect of knowledge management on the productivity of the organization: a case study they conducted in Kausar Bank of Iran concluded that the willingness of employees to share knowledge and, accordingly, the sharing of implicit knowledge had a direct effect on productivity. Shujahat et al. (2016) in a research entitled the effect of knowledge management on innovation with the mediating role of knowledge workers' productivity reached the conclusion that knowledge management had a positive effect on innovation with the mediating role of knowledge workers' productivity. Mohammad Zaki et al. (2016) in a research entitled The relationship between the leadership style of managers and the level of organizational learning among the employees of the National Accounts Court and with a descriptive method of correlation, they concluded that there was a significant relationship between the leadership style of managers and the level of organizational learning among the employees of the National Accounts Court and also The results showed that the amount of organizational learning of employees increases the closer they get from the authoritarian-exploitative leadership style to the collaborative style. The study conducted in America concluded that the leadership style and knowledge management had an effect on the acceptance of technology. Qurbani Azar et al. They made a correlation and concluded that there was a significant relationship between organizational culture and knowledge management. And among the components of organizational culture, individual creativity was more related to knowledge management. Crawford (2010) in a research entitled the relationship between knowledge management and transformational leadership, which he conducted with a correlational descriptive method, concluded that in this research, there was a meaningful relationship between transformational leadership, functional leadership, and freedom leadership with knowledge management.MethodologyThe current research is practical in terms of its purpose, because it deals with the application of the proposed variables to help knowledge management. On the other hand, the mentioned research is descriptive in terms of the method of collecting information, because it examines the effects of organizational culture and leadership styles on deals with knowledge management and examines the relationships between the mentioned variables in the form of structural equation modeling. The statistical population in the present study includes all the employees working in the faculty members of Islamic Azad University, Isfahan branch (Khorasgan) numbering 380 people. Including the sample size from Cochran's formula, 180 people have been estimated. In this research, a stratified sampling method proportional to the volume has been used.ResultsThat the research hypothesis is confirmed at 95% confidence level. In the explanation of the hypothesis test, it should be said that according to the critical value of CR, which is more than 1.96 for the hypothesis, and the P value, which is less than the error level of 0.05, the research hypothesis is confirmed at the 95% confidence level. Therefore, organizational culture has a positive and significant effect on leadership styles, and organizational culture has a positive and significant effect on knowledge management, and leadership styles have a positive and significant effect on knowledge management.DiscussionThis research, which was conducted with the aim of investigating the relationship between organizational culture (Hofstede's model) and leadership styles (Hersey and Blanchard's model) with knowledge management among the academic staff members of Isfahan Islamic Azad University (Khorasgan), provides evidence of the role of organizational culture (model Hofstede's) and leadership styles (Hersey and Blanchard's model) were obtained by knowledge management among the academic staff members of Islamic Azad University, Isfahan branch (Khorasgan). Hersi and Blanchard) it was confirmed that there is a relationship with knowledge management among the academic staff members of Isfahan branch of Islamic Azad University (Khorasgan).ConclusionFindings from the present study are aligned with Hoshangi et al.'s research (2014) that organizational culture and leadership styles had an effect on knowledge management, and also with Mashbaki et al.'s research (2015) that leadership styles had an effect on knowledge management. It is direct and also with the research of Crawford (2010) that there was a meaningful relationship between transformational leadership, functional leadership and freedom leadership with knowledge management, and Boersox (2012) that leadership style and knowledge management had an impact on technology acceptance, and Mohammad Zaki et al. (2016) stating that there is an indirect alignment between the leadership style of managers and the level of organizational learning among the employees of the National Audit Office, and to explain this finding, it can be said that by strengthening and strengthening the organizational culture On the one hand, employees accept knowledge management more easily, and on the other hand, knowledge creation, knowledge sharing, knowledge application and knowledge storage are done more effectively in organizations. And on the other hand, they expressed leadership styles as agents of change. Because the organization must have a capable leader to change the culture in order to be able to change and to be able to accept and share knowledge in the organization among the members.
Mehdi Salehian; Meysam Babaeefarsani; Mehrdad Sadeghi; Abbas Ghaedamini Harouni
Abstract
The purpose of this study was to investigate the impact of open import innovation on innovation performance by analyzing the mediating role of innovation strategy and knowledge sharing in in Mobarakeh Steel Company of Isfahan. The present research was descriptive-survey in terms of research method and ...
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The purpose of this study was to investigate the impact of open import innovation on innovation performance by analyzing the mediating role of innovation strategy and knowledge sharing in in Mobarakeh Steel Company of Isfahan. The present research was descriptive-survey in terms of research method and applied in terms of purpose. The research instruments were based on standard questionnaires of Ghasemi (1396) innovation performance, Lichtentaller's re-entry innovation (2009), Rajabzadeh (1396) innovation strategy and Khosrojerdi (2015) knowledge sharing, which after measuring validity (convergent, divergent, CFA, EFA) and reliability (Cronbach's alpha and Composite), was performed with the participation of 98 managers of in Mobarakeh Steel Company of Isfahan, who were selected by random sampling method and Cochran's formula. Data analysis method was performed in two descriptive and inferential levels through "SPSS25" and "SmartPLS3" software. Findings showed that the highest beta coefficient (β = 0.736) was related to the path of open import innovation to knowledge sharing, also knowledge sharing and innovation strategy as a whole, the relationship between open import innovation and innovation performance directly (with (367), mediated indirectly (with a value of 0.381) and in general (with a value of 0.748); Therefore, the greater the amount of knowledge sharing and innovation strategy in the steel company, the more innovative innovation will have an impact on innovation performance.
