نوع مقاله : مقاله پژوهشی

نویسندگان

• عباس قائدامینی هارونی ¹
• رضا ابراهیم زاده دستجردی ²
• مهرداد صادقی ³
• مجید ماهرانی برزانی ⁴

¹ دانشجوی دکتری مدیریت فرهنگی، دانشکده مدیریت ، واحد تهران جنوب،دانشگاه آزاد اسلامی، تهران، ایران

² استادیار، دانشکده مدیریت، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی،اصفهان، ایران

³ استادیار ،دانشکده مدیریت ،واحد اصفهان(خوراسگان)، دانشگاه آزاد اسلامی ، اصفهان، ایران

⁴ دانشجوی دکتری مدیریت فرهنگی، دانشکده مدیریت ، واحد اصفهان(خوراسگان)، دانشگاه آزاد اسلامی ، اصفهان، ایران

چکیده

هدف این پژوهش شناسایی الگوی ساختاری رابطه بین فرهنگ‌سازمانی (مدل هافستد) و سبک‌های رهبری (مدل هرسی و بلانچارد) با مدیریت دانش در بین اعضای هیئت‌علمی دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان) بود. روش تحقیق ازنظر هدف کاربردی و ازنظر نحوه گردآوری داده‌ها توصیفی از نوع همبستگی بود. جامعه آماری تحقیق حاضر را کلیه اعضای هیئت‌علمی دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان) به تعداد نفر 380 تشکیل دادند که از طریق فرمول کوکران تعداد 180 نفر به‌عنوان نمونه از طریق روش طبقه‌ای متناسب با حجم انتخاب شدند و ابزار پژوهش پرسشنامه استاندارد فرهنگ‌سازمانی هافستد (2001)، پرسش‌نامه استاندارد سبک‌های رهبری (مدل هرسی و بلانچارد) (1986) و پرسش‌نامه استاندارد مدیریت دانش لاوسون (۲۰۰۳) بود. روایی پرسشنامه‌ها بر اساس روایی محتوایی با استفاده ازنظر صاحب‌نظران، صوری بر مبنای دیدگاه تعدادی از جامعه آماری و سازه با روش تحلیل عاملی موردبررسی قرار گرفتند و پس از اصطلاحات لازم روایی مورد تائید قرار گرفت و از سوی دیگرپایایی پرسش‌نامه‌ها با روش آلفای کرونباخ به ترتیب برای فرهنگ‌سازمانی 89/0 و سبک‌های رهبری 88/0 و پرسش‌نامه مدیریت دانش 90/0 برآورد شد و تجزیه‌وتحلیل داده‌ها در دو سطح توصیفی و استنباطی مشتمل بر ضریب همبستگی پیرسون و الگوسازی معادله ساختاری (SEM) انجام گرفت. نتایج تحقیق نشان داد که فرهنگ‌سازمانی و سبک‌های رهبری با مدیریت دانش در بین اعضای هیئت‌علمی دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان) رابطه معنی‌دار دارد (p<0/05) نتایج حاصل از الگوسازی معادله ساختاری ((SEM نشان داد که فرهنگ‌سازمانی و سبک‌های رهبری بر مدیریت دانش تاثیر دارد.

کلیدواژه‌ها

• فرهنگ‌سازمانی
• سبک‌های رهبری
• مدیریت دانش
• اعضای هیئت‌علمی
• دانشگاه آزاد اسلامی واحد اصفهان (خوراسگان)

عنوان مقاله [English]

Identifying the Structural Model of the Relationship between Organizational Culture (Hofstede Model) and Leadership Styles (Hersey and Blanchard Model) with Knowledge Management in Faculty Members of Isfahan Islamic Azad University (Khorasgan)

نویسندگان [English]

• Abbas Ghaedamini Harouni ¹
• Reza Ebrahimzadeh Dastjerdi ²
• Mehrdad Sadeghi ³
• Majed Maharani Barzani ⁴

¹ Ph.D. Student in Cultural Management Facuty Management. South Branch, Islamic Azad University, Tehran . Iran

² Assistant Professor, Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

³ Assistant Professor, Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

⁴ Ph.D. Student in Cultural Management, Facuty Management. Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

چکیده [English]

Introduction
One 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 Review
Torabi 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.

Methodology
The 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.

Results
That 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.
Discussion
This 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).

Conclusion
Findings 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.

کلیدواژه‌ها [English]

• Organizational Culture
• Leadership Styles
• Knowledge Management
• Faculty Members
• Isfahan Islamic Azad University (Khorasgan)