@2024 Afarand., IRAN
ISSN: 2228-5468 Education Strategies in Medical Sciences 2015;8(1):27-34
ISSN: 2228-5468 Education Strategies in Medical Sciences 2015;8(1):27-34
Knowledge Management Components from the Viewpoint of Departments’ Chairmen; Ahvaz Jundishapur University of Medical Sciences
ARTICLE INFO
Article Type
Descriptive & Survey StudyAuthors
Faraji Khiavi F. (1 )Mazarei Sh. (1 )
Dashti R. (* )
(* ) Rehabilitation Faculty, Ahvaz Jundishapur University of Medical Sciences, Ahvaz, Iran
(1 ) Health-Care Services Management Department, Health School, Ahvaz Jundishapur University of Medical Sciences, Ahvaz, Iran
Correspondence
Article History
Received: November 15, 2015Accepted: January 31, 2015
ePublished: March 15, 2015
ABSTRACT
Aims
Knowledge management is one of the most important success instruments for organizations in the competitive conditions and information era. Setting knowledge management in the organizational system of Medical Sciences’ Universities is required in order to achieve and use the latest research and scientific achievements. So this study aimed to determine the knowledge management components from the viewpoint of the departments’ chairmen of Ahvaz Jundishapur University of Medical Sciences.
Materials & Methods This descriptive cross-sectional research was performed in the society of department chairmen of Ahvaz Jundishapur University of Medical Sciences (60 persons) in 2012 and all of them were studied by census method. Data gathering instrument was a standard questionnaire with 2 parts; demographic data and knowledge management. Data were analyzed by SPSS 17 software using descriptive statistics and non-parametric tests like Mann-Whitney and Kruskal-Wallis tests.
Findings The situation of knowledge creation dimension (2.84±0.70) was estimated relatively not appropriate, while knowledge sharing (3.00±0.74), knowledge transfer (3.11±0.61), knowledge application (3.11±0.64), knowledge assessment (3.10±0.77) and general knowledge management (3.01±0.58) were estimated relatively appropriate. There was a significant relationship between samples’ age and the application of knowledge dimension (p=0.009).
Conclusion Knowledge management status seems relatively appropriate from the viewpoint of the departments’ chairmen of Ahvaz Jundishapur University of Medical Sciences.
Materials & Methods This descriptive cross-sectional research was performed in the society of department chairmen of Ahvaz Jundishapur University of Medical Sciences (60 persons) in 2012 and all of them were studied by census method. Data gathering instrument was a standard questionnaire with 2 parts; demographic data and knowledge management. Data were analyzed by SPSS 17 software using descriptive statistics and non-parametric tests like Mann-Whitney and Kruskal-Wallis tests.
Findings The situation of knowledge creation dimension (2.84±0.70) was estimated relatively not appropriate, while knowledge sharing (3.00±0.74), knowledge transfer (3.11±0.61), knowledge application (3.11±0.64), knowledge assessment (3.10±0.77) and general knowledge management (3.01±0.58) were estimated relatively appropriate. There was a significant relationship between samples’ age and the application of knowledge dimension (p=0.009).
Conclusion Knowledge management status seems relatively appropriate from the viewpoint of the departments’ chairmen of Ahvaz Jundishapur University of Medical Sciences.
CITATION LINKS
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[27]Yaghoubi M, Javadi M. Relationship between knowledge management and team learning in selected hospitals of Isfahan University of Medical Sciences. Iranian J Med Educ. 2012;11(9):1083-90. [Persian]
[28]Yaghoubi M, Javadi M, Agharahimi Z. The relationship between knowledge management and demographic features of students in Isfahan University of Medical Sciences, 2011. Iranian J Med Educ. 2011;10(5):831-38. [Persian]
[29]D’Este P, Patel P. University–industry linkages in the UK: What are the factors underlying the variety of interactions with industry. Research Policy. 2007;36(9):1295-1313.
[30]Chung-Jen C, Jing-Wen H. Strategic human resource practices and innovation performance -- the mediating role of knowledge management capacity. J Business Res. 2009;62(1):104–14.
[31]Songsangyos P. The knowledge management in higher education in Chiang Mai: A comparative review. Procedia-Social and Behavioral Sciences. 2012;69:399-403.
[32]Al-Sayed R, Ahmad Kh. Shared languages and shared knowledge. Electronic J Knowledge Manag. 2003;1(2):1-16.
[33]Nazem F, Karimzadeh S, Ghaderi E. A survey on the relationship between knowledge management, organizational health with personnel entrepreneurship in social security organization of Iran. Social Research. 2011;3(9):89-115. [Persian]
[34]Zhao J, Ordóñez de Pablos P, Zhongying Qi. Enterprise knowledge management model based on china’s practice and case study. Comput Hum Behav. 2012;28:324-30.
[2]Akhavan P, Oliaei E, Dastranj Mamaghani N, Saghafi F. Developing knowledge management cycle processes based on knowledge management success factors. Sci Technol Policy. 2010;3(2):1-13. [Persian]
[3]A1-Jayyousi O. Greywater reuse: Knowledge management for sustainability. Desalination 2004;167:27-37.
[4]Rhodes J, Hung R, Lok P, Ya-hui Lien B, Wu CM. Factors influencing organizational knowledge transfer: implication for corporate performance. J knowledge Manag. 2008;12(3):84-100.
[5]Arasteh HR, Memari S. An Examination of Knowledge Management Principal Factors in the University Setting: a case study. Interdiscip Stud Humanities. 2011;3(2-3):1-13. [Persian]
[6]Doaei H, Dehghani Sanij J. Evaluating knowledge management: The case of Isfahan and Yazd Private and Governmental Universities. High Educ Let. 2010;3(9):23-45. [Persian]
[7]Nikbakht A, Siadat SA, Hoveida R, Moghadam A. Study of the relationship between knowledge management and chairpersons leadership styles at Isfahan University of Medical Sciences from faculty view points. Health Inflamm Manag. 2010;7(2):216-24. [Persian]
[8]Afkhami Ruhani H, Doaei H. The relationship between human resources actions and implementation of knowledge management in Ferdowsi University of Mashhad. Lib Inform Res J. 2012;2(1):55-70. [Persian]
[9]Soleimani MR. The role of the information specialists in establishing of knowledge management in universities. Educ Adm Research Q. 2012;3(4):107-30. [Persian]
[10]Shirvani AR, Safdarian A, Alavi A. Scale survey of knowledge management's process mastery (Isfahan Medical Science University's Reading Scale). Health Inf Manag. 2009;6(1):75-82. [Persian]
[11]Naghipour M, Azadeh F, Dargahi H, Ghazi Mir Saedi SJ, Hasanzadeh M, Khansari J. Study of organizational culture and structure for implementation of knowledge management in universities of medical sciences. Payavard Salamat. 2008;2(3):42-9. [Persian]
[12]Mohammadi Ostani M, Shabani A, Rajaepoor S. The status of knowledge management application in librarians of Isfahan University of Medical Sciences. Iranian J Med Educ. 2012;12(2):167-75. [Persian]
[13]Nemati M A. Knowledge management, culture and higher education. Roshd-e-Fanavari. 2006;2(7):28-35. [Persian]
[14]Hashemi SS. Assessment of knowledge management level in IRI police university. Police Manag Stud Q. 2010;5(2):183-214. [Persian]
[15]Yaghoubi M, Karimi S, Javadi M, Nikbakht A. Correlation study on organization learning and knowledge management in staffs in selected hospitals of Isfahan University of Medical Sciences. J Health Adm. 2011;13(42):65-75. [Persian]
[16]Balestrin A, Vargas LM, Fayard P. Knowledge creation in small firm network. J knowledge Manag. 2008;12(2):94-106.
[17]Tabibi SJ, Nasiri Pour AA, Aghababa S, Nabipour Jafar Abad N. The study of knowledge management principles in teaching hospitals associated with Iran University of Medical Sciences. Health Inf Manag. 2011;8(4):469-78. [Persian]
[18]Jasimuddin SM. A holistic view of knowledge management strategy. J Knowledge Manag. 2008;12(2):57-66.
[19]Sharifuddin Syed-Ikhsan SO, Rowland F. Knowledge management in a public organization: A study on the relationship between organizational elements and the performance of knowledge transfer. J Knowledge Manag. 2004;8(2):95-111.
[20]Narteh B. Knowledge transfer in developed-developing country interfirm collaborations: A conceptual framework. J Knowledge M. 2008;12(1):78-91.
[21]Mirghafoori H, FarhangNejad M, SadeghiArani Z. Evaluating the performance of the health sector in the city of Yazd, applying knowledge management process. J Health Administ. 2010;13(39):79-88. [Persian]
[22]Madhoshi M, Niyazi E. Evaluation level of knowledge management in selected universities. Transformation Manag J. 2011;3(6):116-37. [Persian]
[23]Khodaei Matin S, Mosavi M, Zabihi MR. Readiness for implementation of knowledge management in university; the viewpoint of faculty members of Mashhad Islamic Azad University. Iranian Q Educ Strategies Med Sci. 2013;6(1):25-30. [Persian]
[24]Currie G, Kerrin M. Human resource management and knowledge management: Enhancing knowledge sharing in a pharmaceutical company. Int J Human Resource Manag. 2003;14(6):1027-45.
[25]Saeida Ardakani S, Kojkavmonfared AR. Factors Affecting Successful Implementation of Knowledge Management in Higher Education Institutions. Bus Administ Res. 2011;3(1):136-58. [Persian]
[26]Keyvanara M, Yazdekhasty A, Bahrami S, Masodian Y. The relationship between components of knowledge management and organizational intelligence in the schools of Isfahan University of Medical Sciences. Health Inf Manag. 2011;8(5):673-80. [Persian]
[27]Yaghoubi M, Javadi M. Relationship between knowledge management and team learning in selected hospitals of Isfahan University of Medical Sciences. Iranian J Med Educ. 2012;11(9):1083-90. [Persian]
[28]Yaghoubi M, Javadi M, Agharahimi Z. The relationship between knowledge management and demographic features of students in Isfahan University of Medical Sciences, 2011. Iranian J Med Educ. 2011;10(5):831-38. [Persian]
[29]D’Este P, Patel P. University–industry linkages in the UK: What are the factors underlying the variety of interactions with industry. Research Policy. 2007;36(9):1295-1313.
[30]Chung-Jen C, Jing-Wen H. Strategic human resource practices and innovation performance -- the mediating role of knowledge management capacity. J Business Res. 2009;62(1):104–14.
[31]Songsangyos P. The knowledge management in higher education in Chiang Mai: A comparative review. Procedia-Social and Behavioral Sciences. 2012;69:399-403.
[32]Al-Sayed R, Ahmad Kh. Shared languages and shared knowledge. Electronic J Knowledge Manag. 2003;1(2):1-16.
[33]Nazem F, Karimzadeh S, Ghaderi E. A survey on the relationship between knowledge management, organizational health with personnel entrepreneurship in social security organization of Iran. Social Research. 2011;3(9):89-115. [Persian]
[34]Zhao J, Ordóñez de Pablos P, Zhongying Qi. Enterprise knowledge management model based on china’s practice and case study. Comput Hum Behav. 2012;28:324-30.