Examination the Effect of Organizational Learning Culture on Explicit Knowledge Transference (Case study: Employees of Saveh & Zarandieh Governorship)

Document Type : Research Paper

Authors

1 Assistant Professor, Department of System Management, Imam Hossein University, Tehran, Iran.

2 Assistant Professor, Department of System Management, Imam Hossein University, Tehran, Iran

Abstract

 
Purpose: The present study was aimed to examine the effect of organizational learning culture on transferring explicit knowledge among the organization's employees.
Methodology: Research method was correlational descriptive. The statistical population of the research consisted of all official employees in Saveh and Zarandieh's governorships, i. e. 140 individuals from whom 103 individuals were selected. Data analysis was done using SPSS software.
Findings: Research results showed that with an increase in learning culture in an organization, there will be an increase in the level of transferring explicit knowledge among employees, and that organizational learning culture has a positive significant effect (0.95) on explicit knowledge transference.
Conclusion: It can be concluded that organizational learning culture has a direct positive significant effect on the transference of explicit knowledge. According this conclusion it has been suggested that managers should promotion Organizational Learning Culture in staff of their institute to achive the goals of knowledge management and Explicit Knowledge Transference among Employees. So It is suggested that more attention be paid to people with good taste, creativity and initiative in organizations, and to provide opportunities for increasing and transferring learning among the employees of the organization. Also support employees who have a calculated risk and allocate the necessary time to learn to employees who need more time for it.

Keywords

References

Alksasbeh, M. & Alqaralleh, B. (2018). Factors that Influence the Success of Knowledge Management Implementation in Jordanian Higher Education Institutions. Research. Journal of Applied Sciences, Engineering and Technology, 15(7), 249-260.
Babaee farsani, M., Hasani Moghadam, S., & Farhadi, F. (2021). The interaction of Open Innovation with Absorptive Capacity, Leadership, and Organizational Learning Culture in Knowledge-Based Companies: Analyzing a moderated mediation model. Scientific Journal of Strategic Management of Organizational Knowledge, 4(12), 197-228. (In Persian)
Behnami, J. (2005), Organiztional Learning. Tadbir, 161, 19-25. (In Persian)
Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Boston: Harvard Business School Press.
De Weerd-Nederhof, P.C., Pacitti, B.J., Gomes, J.F., da Silva Gomes, J.F., & Pearson, A.W. (2002). Tools for the improvement of organizational learning processes in innovation. Journal of workplace learning, 14(8), 320-331.
Fathian, M. Beyg, L., & Ghavamifar, A. (2006). The role of tacit knowledge management in creativity and innovation. Tadbir, 164, 12-18. (In Persian)
Ghorbanizadeh, V., & Khaleghinia, S. (2009). Effects of implicit knowledge transfer on employees' empowerment. Journal of human resource management research, 1(2), 85-105. (In Persian)
Jo, S. J., & Joo, B. K. B. (2011). Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors. Journal of Leadership & Organizational Studies, 18(3), 353-364.
Makvandi, M., & Mehralizadeh, Y., & Hosseinpour, M. (2019). A knowledge management study of managers and employees of the manufacturing companies of Arvand Free Zone using the Grounded Theory. Library and information science, 21(4), 162-200. (In Persian)
Mohammadi Fateh, A, Sobhani, M.S., & Mohamadi, D. (2008). Knowledge Management. Tehran: Payam-e Pooya. (In persian)
Mohammadi, M., & Sohrabi, T. (2017). The Impact of Organizational Learning Culture on Empowerment: Mediated by Tacit Knowledge Sharing. Public Administration Perspective, 8(4), 155-173. (In Persian)
Nonaka, I. & Takeuchi, H. (1995). The knowledge creating company. UK: Oxford university press Oxford.
Odor, H. (2018). Knowledge Management. Journal of Business & Financial
Affairs, 7(2), doi: 10.4172/2167-0234.1000335
Pantouvakis A, & Bouranta, N. (2013), The link between organizational learning culture and customer satisfaction, Learn Organ. 20(1), 48-64.
Piera, C., Roberto, C., & Emilio, E. (2018). How to deal with knowledge
management misalignment: a taxonomy based on a 3D fuzzy methodology. Journal of Knowledge Management, 22(3), 538-566.
Polanyi, M. (1969). Knowing and being. London: Routledge & Kegan Paul.
Polanyi, M. (2015), Personal Knowledge towards a Post-Critical Philosophy. Chicago: The University of Press.
Sohrabi, R., Asghari Sarem, A., & Ezzati Arasteh, F. (2020). An implicit knowledge codification model and identify barriers to its implementation in Hamadan Administration of Economic Affairs and Finance. Scientific Journal of Strategic Management of Organizational Knowledge, 3(9), 137-166. (In Persian)
Sorakraikitikul, M., & Siengthai, S. (2014). Organizational learning culture and workplace spirituality: Is knowledge-sharing behaviour a missing link?.  The Learning Organization, 21(3), 175-192.
Watkins, K., Marsick, V., & Yang, B. (2004). The construct of the learning organization: Dimension, measurement, and validation. Human resource development quarterly, 15(1), 33-35.
Yousefi Gorji, N., Esmaeilpour, M., Islambolchi, A., Rabiee mandejin, M., & Amirkabiri, A. (2019). Key Factors of Successful Implementation of Knowledge Sharing (Case Study: Education Office of Mazandaran Province). Scientific Journal of Strategic Management of Organizational Knowledge, 2(6), 139-179. (In Persian)
Digital and Smart Libraries Researches
Volume 7, Issue 3
February 2021
Pages 69-78

Files

History

  • Receive Date: 16 August 2021
  • Revise Date: 20 January 2022
  • Accept Date: 27 February 2022
  • First Publish Date: 27 February 2022

Share

How to cite

Statistics