پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 161 |
| تعداد شماره‌ها | 6,532 |
| تعداد مقالات | 70,502 |
| تعداد مشاهده مقاله | 124,118,362 |
| تعداد دریافت فایل اصل مقاله | 97,224,390 |
Presenting a Framework for Conceptualizing Knowledge Management Office | ||
| Journal of Information Technology Management | ||
| مقاله 7، دوره 10، شماره 1، 2018، صفحه 135-158 اصل مقاله (447.56 K) | ||
| نوع مقاله: Research Paper | ||
| شناسه دیجیتال (DOI): 10.22059/jitm.2017.233451.2038 | ||
| نویسندگان | ||
| Narges Farzaneh1؛ Mehdi Shamizanjani* 2؛ Amir Manian3؛ Alireza Hasanzadeh4 | ||
| 1Ph.D. Candidate in IT Management, University of Tehran, Tehran, Iran | ||
| 2Associate Prof. in IT, Faculty of Management, University of Tehran, Tehran, Iran | ||
| 3Prof. in IT, Faculty of Management, University of Tehran, Tehran, Iran | ||
| 4Associate Prof. in IT, Tarbiat Modares University, Tehran, Iran | ||
| چکیده | ||
| Designing an effective structure for knowledge management is one of the critical factors for its success in the organization. Structuring to KM and identifying the experts of this field in the structure of the organization is necessary to achieve the sustained and continuous benefits of knowledge management. This paper deals with the conceptualizing of knowledge management office as the organizational structure for effective management of knowledge. For this purpose, Meta-synthesize methodology was adopted. From 198 sources founded, 12 articles were consistent with accepted standards. As a result of combining the findings, concept of knowledge management office was figured with 54 codes, 12 concepts in the four themes including purpose (Strategic and Functional), structure (Centralized and Decentralized and Mixed), function (Strategies, Processes and Mechanisms) and role (KM Committee, CKO, knowledge manager, Knowledge Representative). Organizations can use the results of this study to establish an appropriate structure of knowledge management. According to research, any article was not found by the researchers that have has this integrity and methodology. So, this paper has innovation. | ||
| کلیدواژه‌ها | ||
| Chief Knowledge Officer؛ Conceptualization؛ Knowledge Governance؛ Knowledge Management Office؛ Knowledge Management Structure | ||
| مراجع | ||
|
جبارزاده، ی.؛ سپهری، ف. (1395). توسعة مدل علّی عوامل انسانی و فرهنگ سازمانی تأثیرگذار بر بلوغ مدیریت دانش سازمانی بر اساس رویکرد فراترکیب. فصلنامۀ مدیریت فناوری اطلاعات، 8 (1)، 76-47. خالوئی، ع.؛ پورعزت، ع. ا؛ شامی زنجانی، م. (1393). بررسی نقش مدیریت دانش در تدوین استراتژی کسب‌وکار الکترونیک. فصلنامۀ مدیریت فناوری اطلاعات، 6 (3)، 394- 375. دانایی فرد، ح. (1392). نظریهپردازی: مبانی و روششناسیها. تهران: سازمان مطالعه و تدوین کتب علوم انسانی دانشگاهها (سمت)، مرکز تحقیق و توسعه علوم انسانی. شامی زنجانی، م.؛ نوری، م. (1394). مدیریت دانش چابک: راهنمای عملی پیادهسازی. تهران: انتشارات جهاد دانشگاهی. عارف‌نژاد، م.؛ امیرخانی، ط.؛ سبحانی، م. (1391). تبیین عوامل مؤثر بر موفقیت سیستم‌های اطلاعاتی: با تأکید بر نقش عوامل سازمانی و یادگیری سازمانی (مطالعۀ موردی سازمان صنایع و معادن استان اصفهان)، فصلنامۀ مدیریت فناوری اطلاعات، 4 (13)، 114-89. محقر، م.؛ جعفرنژاد، ا.؛ مدرس یزدی، م.؛ صادﻗﻲ ﻣﻘﺪم، م. (1392). ارائۀ الگوی جامع هماهنگی اطلاعاتی شبکۀ تأمین خودروسازی با استفاده از روش فراترکیب. فصلنامۀ مدیریت فناوری اطلاعات، 5 (4)، 194-161. Arefnejad, M., Amirkhani, T. & Sobhani, M. (2012). Explanation of success factors of information systems with emphasis on organizational roles and organizational learning (Case Study Industries and Mines Organization of Isfahan province). Journal of Information Technology Management, 4 (12), 89-114. (in Persian)
Birasnav, M. & Rangnekar, S. (2010). Knowledge management structure and human capital development in Indian manufacturing industries. Business Process Management Journal, 16 (1), 57 – 75.
Brescia, F., Colombo, G. & Landoni, P. (2014). Organizational structures of Knowledge Transfer Offices: an analysis of the world’s top-ranked universities, Springer.
Burstein, F., Sohal, S., Zyngier, S., & Sohal, A. S. (2010). Understanding of knowledge management roles and responsibilities: a study in the Australian context. Knowledge Management Research & Practice, 8, 76–88.
Carrasco-Hernández, A. J. & Jiménez-Jiménez, D. (2017). Knowledge management, flexibility and firm performance: The effects of family involvement. European Journal of Family Business, http://dx.doi.org/10.1016/j.ejfb. 2017.06.001.
Cortés, E. C., Sáez, P. Z. & Ortega, E. P. (2007). Organizational structure features supporting knowledge management processes, Journal of Knowledge Management, 11(4), 45 - 57.
Danaee Fard, H. (2013). Theory Building: Fundamentals and Methodologies. The Oganization for Researching and Composing University Textbooks in the Humanities, Tehran. (in Persian)
De Long, D. W. & Davenport, T. (2003). Better practices for retaining organizational knowledge: lessons from the leading edge. Employment Relations Today, 30(3), 51-63.
Glynn, L. (2006). A critical appraisal tool for library and information research. Library Hi Tech, 24 (3), 387-399.
Gwet, K. L. (2012). Handbook of Inter-Rater Reliability: The Definitive Guide to Measuring the Extent of Agreement Among Multiple Raters, 2rd Edition, Advanced Analytics, LLC; in the United States of America.
Inkinen, H. T. (2016). Review of empirical research on knowledge management practices and firm performance. Journal of Knowledge Management, 20 (2), 230-257.
Jabarzadeh, Y. & Sepehri, F. (2016). Development of the causal model of human factors and organizational culture affecting the maturity of organizational knowledge management based on the following approach. Journal of Information Technology Management, 8 (1), 47-76. (in Persian)
Kannabiran, G. & Pandyan, C. (2010). Enabling role of governance in strategizing and implementing KM. Journal of Knowledge Management, 14 (3), 335 – 347.
Kaplan, W. S. & Reed, A. F. T. (2007). KM: from concept to theory to practice; Knowledge leadership at Acquisition Solutions, Inc. VINE: The journal of information and knowledge management systems, 37 (2), 219-232.
Khaluie, A. Pourezat, A.A. & Shamizanjani, M. (2014). Examinning the role of knowledge management in electronic business strategies development. Journal of Information Technology Management, 6 (3), 375-394. (in Persian)
Klafke, R. V., Helmann, C. L., Picinin, C. T., Francisco, A. C. & Pilatti, L. A. (2016). Primary knowledge management practices applied in Brazil, Russia, India and China (BRIC) industries from 20012010. Journal of Knowledge Management, 20 (4), 812-828.
Mahesh, K & Suresh, J.K. (2009). Knowledge criteria for organization design. Journal of Knowledge Management, 13 (4), 41-51.
Mahnke, V. & Venzin, M. (2003). Governance of Knowledge-teams in the MNC: The Case of Heideiberg Cement. Management International Review, 43 (3), 47-67.
McKeen, J. D. & Staples D. S. (2004). Knowledge Managers: Who They Are and What They Do, Holsapple, C. W. Handbook on Knowledge Management. New York. NY:Springer-Verlag Berlin Heidelberg.
Migdadi, M. M. (2016). The Role of Effective Chief Knowledge Officer in Facilitating Knowledge Management. Journal of Information & Knowledge Management, 15 (4).
Nagarajan, S., Ganesh, K., Resmi, A.T., Anbuudayasankar, S.P. & Hemachitra, R. (2012). Organisation structure, reward and communication design for implementation of knowledge management solution. International Journal of Productivity and Quality Management, 10 (1), 40–68.
Pandey, S. C. & Dutta, A. (2013). Role of knowledge infrastructure capabilities in knowledge management. Journal of Knowledge Management, 17 (3), 435-453.
Parker, K. R., Nitse, P. S. & Flowers, K. A. (2005). Libraries as knowledge management centers. Library Management, 26 (4/5), 176 – 189.
Perrin, A. (2012). The practices of knowledge managers in Lafarge. Journal of Knowledge Management, 16 (2), 204 – 214.
Raub, S. & Von Wittich, D. (2004). Implementing Knowledge Management: Three Strategies for Effective CKOs. European Management Journal, 22 (6), 714–724.
Sandelowski, M. & Barroso, J. (2007). Handbook for synthesizing qualitative research, New York, NY: Springer.
Schroeder, A. & Pauleen, D. (2007). KM governance: investigating the case of a knowledge intensive research organisation, Journal of Enterprise Information Management, 20(4), 414 – 431.
Schroeder, A., Pauleen, D. & Huff, S. (2009). Emerging evidence on linkages between Knowledge Management (KM) governance and management strategy: the case of two organisations. International Journal of Knowledge Management Studies, 3(1/2), 4–21.
Schroeder, A., Pauleen, D. & Huff, S. (2012). KM governance: the mechanisms for guiding and controlling KM programs. Journal of Knowledge Management, 16 (1): 3 – 21.
Shamizanjani, M. & Nuri, M. (2015). Agile Knowledge Management: Implemantation Practical Guide. Jahade daneshgahi Publisher, Tehran. (in Persian)
Sharifi, H., Liu, W & Ismail, H.S. (2014). Higher education system and the ‘open’ knowledge transfer: a view from perception of senior managers at university knowledge transfer offices. Studies in Higher Education, 39 (10), 1860-1884.
Turner, J. R., Zimmerman, T. & Allen, J. M. (2012). Teams as a sub-process for knowledge management. Journal of Knowledge Management, 16 (6), 963 – 977.
Venkitachalam, K. & Bosua, R. (2014). Roles enabling the mobilization of organizational knowledge, Journal of Knowledge Management, 18(2), 396 – 410.
Walczak, S. (2005). Organizational knowledge management structure. The Learning Organization, 12 (4), 330 – 339.
Xu, Y. (2008). Methodological Issues and Challenges in Data Collection and Analysis of Qualitative Meta-Synthesis. Asian Nursing Research, 2 (3), 173–183.
Zimmer, L. (2006). Qualitative meta-synthesis: a question of dialoguing with texts. Journal of Advanced Nursing, 53(3), 311–318.
Zyngier, S. & Burstein, F. (2012). Knowledge management governance: the road to continuous benefits realization. Journal of Information Technology, 27, 140–155. | ||
|
آمار تعداد مشاهده مقاله: 1,134 تعداد دریافت فایل اصل مقاله: 1,063 |
||