تأثیر فرآیندهای مدیریت دانش بر نوآوری سازمانی با نقش میانجی بهره‌وری منابع انسانی

دوماهنامه علمی - پژوهشی رهیافتی نو در مدیریت آموزشی

مقاله 1، دوره 12، شماره 1 - شماره پیاپی 47، فروردین و اردیبهشت 1400، صفحه 14-1   

نوع مقاله: مقاله پژوهشی

شناسه دیجیتال (DOI): 10.30495/jedu.2021.4701

نویسندگان

حاجیه رجبی فرجاد¹؛ نیلوفر میرسپاسی^{* 2}؛ کمال نادری مهربانی³

¹گروه مدیریت منابع انسانی. دانشکده منابع سازمانی ،دانشگاه علوم انتظامی امین ،تهران،ایران

²استادیار گروه مدیریت بازرگانی، دانشکده مدیریت و حسابداری، واحد اسلامشهر، دانشگاه آزاد اسلامی، اسلامشهر، ایران.

³دانش‌آموخته کارشناسی ارشد گروه مدیریت دولتی، واحد الکترونیک، دانشگاه آزاد اسلامی، تهران، ایران.

تاریخ دریافت: 24 آذر 1397،  تاریخ بازنگری: 06 دی 1399،  تاریخ پذیرش: 27 خرداد 1400 

چکیده

مقدمه و هدف: نوآوری سازمانی به عنوان یک ابزار مهم برای سازمان­ها برای رقابت در محیط رقابتی شناخته شده است. و سازمان­ها در تمام جنبه­های کسب و کار تلاش می­کنند جهت توسعه نوآوری سازمانی، فرآیندهای مدیریت دانش و بهره­وری منابع انسانی را به عنوان دارایی­های ارزشمند و استراتژیک مورد توجه قرار دهند. هدف پژوهش حاضر بررسی تأثیر فرآیندهای مدیریت دانش بر نوآوری سازمانی با نقش میانجی بهره‌وری منابع انسانی بوده است. روش­ شناسی: این پژوهش از نظر هدف کاربردی و از نظر روش توصیفی- پیمایشی بوده است. جامعه آماری کارکنان شرکت سرمایه‌گذاری تدبیر و شرکت‌های زیرمجموعه به تعداد 270 نفر بوده است که از طریق فرمول کوکران 158 نفر نمونه به روش نمونه­گیری تصادفی ساده انتخاب شده اند. ابزار گردآوری اطلاعات پرسشنامه استاندارد فرآیند‌های مدیریت دانش، نوآوری سازمانی و بهره‌وری منابع انسانی از شجیتا و همکاران (Shujahata et al, 2019) استفاده شده است که روایی آن از طریق محتوایی و پایایی آن از طریق آلفای کرونباخ به ترتیب 785/0، 768/0 و 805/0 مورد تایید قرار گرفته است. یافته­ ها: داده­های به دست آمده با استفاده از مدل­سازی معادلات ساختاری نرم­افزار اسمارت پی. ال اس مورد تحلیل قرار گرفت .نتیجه ­گیری: نتایج پژوهش نشان داد که ‌فرآیندهای مدیریت دانش بر نوآوری سازمانی و بهره‌وری منابع انسانی تاثیر مثبت و معنادار دارد، همچنین نقش میانجی بهره­وری منابع انسانی بین فرآیندهای مدیریت دانش و نوآوری سازمانی تایید شد.

کلیدواژه‌ها

مدیریت دانش؛ ‌نوآوری سازمانی؛ بهره‌وری منابع انسانی

عنوان مقاله [English]

The Impact of Knowledge Management Processes on Organizational Innovation with the Mediating Role of Human Resource Productivity

نویسندگان [English]

Hajieh Rajabi Farjad¹؛ Niloufar Mirsepasi²؛ Kamal Naderi Mehrbani³

¹Associate Professor, Department of Human Resources Management, Faculty of Organizational Resources, Amin Police University, Tehran, Iran

²Assistant Professor, Department of Business Management, Faculty of Management and Accounting, Islamshahr Branch Islamic Azad University, Islamshahr, Iran.

³Postgraduate of Public Management, Electronic Branch, Islamic Azad University, Tehran, Iran.

چکیده [English]

Background and Aim: Organizational innovation is recognized as an important tool for organizations to compete in a competitive environment And Organizations in all business aspects are trying to consider the processes of knowledge management and human resource management as valuable and strategic assets for the development of organizational innovation. The purpose of this study is to investigate the effect of Knowledge management processes on organizational innovation with the mediator role of human resource productivity.
Methodology: This research has been applied in terms of purpose and in terms of descriptive-survey method. The statistical population included all the employees working in the Tadbir Investment Company and subsidiary companies, which added to 270 people. The sampling method was random sampling. Using Cochran’s formula 158 people were chosen as the sample size. To gather the data standard questionnaires The processes of knowledge management, organizational innovation and human resource productivity have been used by Shujahat et al. (2019), the validity of which has been confirmed through content and its reliability through Cronbach''s alpha, 0/785, 0/768 and 0/805 respectively. Results: Structural equation modeling (SEM) was adopted for data analysis. The validation of the structural model was achieved using SmartPLS. Conclusions: The results indicated that knowledge management processes have a positive and significant effect on organizational innovation and human resource productivity. Also the results provide evidence of the mediating effect of human resource productivity between Knowledge Management Processes and Organizational Innovation. Therefore, we must pay special attention to it in the organization.

کلیدواژه‌ها [English]

Knowledge management, Organizational innovation, Human resources productivity

مراجع

Ahmadpour, P. (2013). Investigating the relationship between knowledge management and innovation in the country''s universities (Case study: University of Tehran and Shahid Beheshti University). Master''s thesis. Mehr Alborz Higher Education Institute, School of Management. [In Persian].

Asadollahi, M R. (2011). Investigating the relationship between knowledge management and job performance of physical education teachers in Mallard County. Master''s thesis. Allameh Tabatabaei University- Faculty of Educational Sciences and Psychology. [In Persian].

Bilalis, N. and Maravelakis, E. (2006). Analysing the dependencies between the Innovation Attributes in NPD using Design Structure Matrix–the I-DSM tool. International Journal of Product Development. 3:(3-4). 432-446.

Chen, S H., Tao, C. Q. and He, W. (2012). Empirical research on relationship of knowledge integration and innovation ability of IT enterprise. International Journal of Networking and Virtual Organisations. 11:(3-4). 315-328.

Costa, V., and Monteiro, S. (2016). Key knowledge management processes for innovation: a systematic literature review. VINE Journal of Information and Knowledge Management Systems. 46:(3). 386–410.

Farahani, H. (2009). Knowledge management and its functions in organizations. Tehran: Marefat. [In Persian].

Gümüş, S. and Gülnihal Gümüş, H. (2015). Marketing of innovation in business. Social and Behavioral Sciences. 181. 261-268.

Ranjbar, M. (2019). investigating the effect of self-directed on personal knowledge management of school managers. Journal of New Approaches in Educational Administrations. 10:(38). 309-328. [In Persian].

Shujahat, M., Sousa, M. J., Hussain, S., Nawaz, F., Wang, M., and Umer, M. (2019). Translating the impact of knowledge management processes into knowledge-based innovation: The neglected and mediating role of knowledge-worker productivity. Journal of Business Research. 94. 442-450.

Sidi, S. M,  Akbari, AR. (2009). Performance management and its effect on increasing human productivity. two monthly Yademan. 53:58.

Talebi, K., and Dehghan Najmabadi, A. (2013). The Effect of Structural Capitals of an Organization on Recognition of Entrepreneurial Opportunities (Case Study: Knowledge-based Companies based at Eqbal Technology and Science Park of Yazd Province). Journal of Entrepreneurship Development. 6:(3). 86-67 .[In Persian].

Wickramasinghe, N. (2005). The phenomenon of duality: A key to facilitate the transition from knowledge management to wisdom for inquiring organizations. In Inquiring organizations: Moving from knowledge management to wisdom. 272-290.

Zarei, I (2014). The relationship between knowledge sharing and innovation capability in academic libraries. Master Thesis, Allameh Tabatabai University - Faculty of Management and Accounting. [In Persian]

Keywords:

Knowledge management,

organizational innovation,

human resources productivity.

Extended Abstract

The Impact of Knowledge Management Processes on Organizational Innovation with the Mediating Role of Human Resource Productivity

Introduction

Process of knowledge management is the explicit and systematic management of vital knowledge and the processes that related to the creating, organizing, disseminating and using and exploring of knowledge (Shujahat & et al, 2019: 443). Dracker (2006) believes that a successful innovation requires a focused and purposeful hard work. Innovation is a key factor in creating global competition that leads to organizational growth, involves future success, and is like an engine that allows companies to be consistently efficient in the global economy. (Bilalis & Maravelakis, 2006: 433) have examined organizational innovations based on product, process and executive innovations ‌. Productivity is one of the criteria for measuring activities. Whereas human activities must have purpose and end, so when it comes to talk about productivity, the work can be examined from two completely different angles. On the one hand, the role of usefulness and effectiveness of the activity in achieving the schematic goal is questioned, and on the other hand, the efficiency of the activity is discussed (Sidi & Akbari, 2009, 58). In this research we proposed a relational model between processes of knowledge management and innovation with the mediating role of human resource productivity by combining all dimensions and the mentioned pivots.

Methods

Present study is applied one in terms of purpose, and descriptive-survey one in terms of method of fulfilling the work. Statistical universe of the study include employees of Tadbir Investment Company and its subsidiary companies which were 270 people. According to Cochran''s formula, 158 people have been selected as a sample by simple random sampling method. The questionnaire designed by Shajita et al. (2019) include three dimensions of knowledge management processes, organizational innovation and human resource productivity, and each dimension consists of 18 questions and a total of 54 questions. Its validity has been confirmed through content and its reliability through Cronbach''s alpha which were 0.785, 0.768 and 0.805, respectively. To analyze the relevant data, we used descriptive indicators in the section of descriptive statistics and statistical tests in the inferential statistics section, the normality of the Klomogorov-Sminrov test, the definition of regression models to investigate the effect of independent variables on the dependent variable through structural equation modeling (Smart PLS software).

Results

Descriptive findings based on the gender classification showed that 67% of respondents are male and 33% female. The results showed that 23% of respondents are under 30 years old, 35% between 30 and 40 years old and 42% over 41 years old. Also, 3% of respondents have a diploma, 9% have a beyond-diploma degree, 24% have a bachelor degree, 30% have a M.A. degree and 34% have a PHD.

It can be said according to Kolmogorov test, the data are not normal at a significance level of 5%. Therefore, structural equation modeling and Smart PLS software can be used.

The coefficients related to the path between the variables are greater than 1.96, which indicates the significance of this path and the appropriateness of the structural model. Chin (1998) considered three values ​​of 0.19, 0.33 and 0.67 as the criterion values ​​for weak, medium and strong values. According to the findings, the values ​​of R² indicate a suitable fitness of the model. The GOF standard value is 0.257. As a result, considering the three values ​​of 0.01, 0.25 and 0.36, which are introduced as weak, medium and strong values ​​for GOF, and obtaining 0.257, indicates the average fitness of the general model.

Analyzing of the data showed that processes of the knowledge management with an impact factor of 0.335 through human resource productivity have an impact on organizational innovation; processes of the Knowledge management with an impact factor of 0.535 has an impact on the organizational innovation; processes of the Knowledge management with an impact factor of 0.865 have an impact on human resource productivity and human resource productivity with an impact factor of 0.388 has an impact on organizational innovation.

Conclusion

The results of the study showed that processes of the knowledge management have an effect on organizational innovation by considering the mediating role of human resource productivity. The obtained results are consistent with the study of Shajita et al. 2019. It can be claimed according to the findings that human resource productivity is a mediating and intensifying variable in the relationship between knowledge management and organizational innovation. In fact, having a productive, thoughtful and efficient workforce in a knowledge-based organization and knowledge-based management, promotes innovation at the organizational level.

The results of the study showed that processes of knowledge management have an impact on organizational innovation. The results are consistent with studies of Costa & Monteiro 2016), Chen et al. (2012), Zareei (2014) and (Ahmadpour,( 2013). Findings of Zareei (2014) ‌ showed that among the factors of organizational infrastructures, culture, structure and technology have an impact on organizational innovation and can be considered as a facilitator.

The results showed that processes of knowledge management influence on productivity of human resources. These results are consistent with the studies of Asadollahi (2011), Chen et al. (2012) and Shajita et al. (2019).

The results showed that human resource productivity has an effect on organizational innovation. The results are consistent with the studies of Shajita et al. (2019). Effort to improve and use effectively and efficiently various resources such as labor, capital, materials, energy and information, are the goal of all managers of economic organizations and industrial production units and service organizations.

According to the mediating role of human resource productivity in the relationship between organizational innovation knowledge management processes, it is recommended that cash rewards are allocated to new projects and initiatives; creative employees of Tadbir Investment Company and its subsidiary companies be encouraged and their names be written on the boards; Managers of Tadbir Investment Company and its subsidiary companies support innovative projects in any way that is possible; and the system of meritocracy should be seriously pursued.