بررسی تأثیر بکارگیری مدیریت دانش بر منازعات قدرت و سیاست در بخش دولتی با نقش میانجی گروه‌های ذی‌نفوذ (مورد مطالعه:آموزش و پرورش استان آذربایجان شرقی)

نوع مقاله: مقاله پژوهشی

نویسندگان

1 دانشیار، گروه مدیریت دولتی دانشگاه پیام نور، تهران، ایران

2 استادیار، گروه مدیریت دولتی دانشگاه پیام نور، تهران، ایران

3 کارشناس، گروه مدیریت دولتی دانشگاه پیام نور، تهران، ایران

چکیده

این پژوهش با هدف بررسی نقش ابعاد مدیریت دانش بر منازعات قدرت در سازمان آموزش و پرورش استان آذربایجان شرقی انجام شده است. پژوهش حاضر از نظر روش توصیفی- پیمایشی و از لحاظ هدف کاربردی است. جامعه‌ آماری‌ تحقیق‌ حاضر عبارتست‌ از کلیة‌  مدیران، سرپرستان و کارکنان اداره کل آموزش و پرورش استان آذربایجان شرقی و نواحی ستادی چندگانه تبریز که براساس اطلاعات و آمار اخذ شده تعداد آن برابر با  1750  نفر است. نمونه آماری با استفاده از روش نمونه‌گیری طبقه‌ای انجام شده و حجم نمونه بر اساس فرمول کوکران، برابر با 380 نفر تعیین و بصورت تصادفی انتخاب شدند. داده‌های مورد نیاز با استفاده از ابزار  پرسشنامه جمع‌آوری شده و با استفاده از نرم‌افزار آموس اقدام به تجزیه و تحلیل داده‌ها  شده است. در بخش‌ استنباطی،‌ از آزمون ضریب همبستگی پیرسون برای آزمون فرضیات و روش تحلیل مسیر برای آزمون مدل و سنجش اثر مستقیم و غیرمستقیم متغییرها  استفاده شده است. نتایج بدست آمده از پژوهش حاضر نشان می‌دهد که بکارگیری مدیریت دانش بر تمامی ابعاد قدرت در سازمان مورد مطالعه تأثیرگذار بوده و در بین ابعاد قدرت، جابجایی منابع قدرت دارای بالاترین بار عاملی و کاهش انتصابات سیاسی دارای کمترین ضریب هستند. همچنین ابعاد دانش دارای تأثیر مستقیم 44/0  و تأثیر غیرمستقیم برابر با 57/0 و از طریق متغیر میانجی گروه‌های ذی‌نفوذ بر منازعات قدرت است.

کلیدواژه‌ها


عنوان مقاله [English]

Comparing the effect of knowledge management utilization on power and politics struggle with the mediator variable of influential groups

نویسندگان [English]

  • Reza Rasoli 1
  • Eskandar Shirazi 2
  • Hamed Masoudi 3
1 Associate professor, faculty of public management, Payamnoor University, Tehran, Iran
2 Assistant professor, faculty of public management, Payamnoor University,Tehran, Iran
3 BSc student in public management, faculty of public management, Payamnoor University,Tehran, Iran,
چکیده [English]

This research was conducted in the Educational Department of East Azerbaijan province in Iran and aimed at examining the effect of knowledge management on   power struggles. This applied study adopted a descriptive-survey design. The statistical population of this study contains all of the 1750 educational departments’ managers, supervisors and employees in East Azerbaijan province and multiple educational Districts in Tabriz. The stratified statistical sample of this study was selected by the category sampling method. Using the Cochran’s formula 380 individuals were randomly selected as the final sample of the study. The required data was collected by a questionnaire and the Amos software was employed to analyze data. Pearson correlation coefficient was utilized to test the hypothesis and path analysis was utilized for the model testing and assessing direct and indirect effect of the variables. The results of this study indicate that all of the components re-use of knowledge by others for similar needs, removal of the knowledge because of lack of credit change the shape of knowledge creation. It was also found that new knowledge and sharing tacit knowledge both affect power conflicts. The study also revealed that out of the aspects of power, the Removable power resource has the highest factor loadings (factor analysis) and Reduction of political appointees has the lowest correlation coefficient. Knowledge aspects was found to have a direct effect of 0/44 and an indirect effect of 0/57 on a power conflict through influential groups.

کلیدواژه‌ها [English]

  • Knowledge Management
  • power conflicts
  • influential groups
  • power aspects

­  Alavi, M., and Leidner, D. E. (2001). Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues, MIS Quarterly, 107-136.

­  Alvani, M. (1388). Public administration, the thirty-fourth edition, Ney publication, Tehran.pp.416. (In Persian).

­  Ang, H. (2002). "Knowledge is Power" as a Barrier to Knowledge Sharing, Master’s Thesis, Nanyang Technological University, Singapore. Pp21.         

­  Beckman, T., J.  (1999). the Current State of Knowledge Manageme, in the Knowledge Management Handbook, ed. J. Liebowitz, CRC Press...

­  Behdari, D. (1382). The review of managers and teachers principals about the type and amount power of managers in Secondary School in mianeh city center.  Master’s thesis. Tehran University. (In Persian).

­  Blanchard, H. P. (1378). Organizational Behavior Management.  Translation Qasim Kabiri, Tehran: jahad daneshgahi enterprise. (Majid).  The sixth edition.pp229. (In Persian).

­  Blomgren, M., Waks, C. (2015). Coping with contradictions: hybrid professionals managing institutional complexity, Journal of Professions and Organization, NO 2(1), PP. 78 – 102

­  Chaudhry, A. and Ang, S. (2001). "Knowledge Sharing Practice, s in a Multinational Company in Singapore", I 3th Annual IRMA Conference. Toronto, Canada.

­  Chua, W. (2002). "Kiasu Mentality as a Barrier to Knowledge Sharing”, Master’s Thesis, Nanyang Technological University, Singapore

­  Cook, C.W., Hunsaker, ph. (2001), Management and organizational Behavior, Boston, Mc Grow, Hill, 3 .th. Edition.

­  Costas, J. Karreman, D. (2013). Conscience as control - managing employees through CSR, journal of Organization, NO 20 (3), PP. 394 - 415.

­  Daghfous, A. (2003). "How to make knowledge management a firms core apability”, www.tlinc.com.

­  Davenport, T. (1997). "Ten principle of km” knowledge and prosess management, Vol. 4 (3): 149-158.

­  Feldman. M. S. (2010). Managing the Organization of the Future, journal of Public Administration Review, NO 70(3), PP. s159 - s163.

­  Hicks, H., P., Ray Goulet, C. (1377). Theories of organization and management, translation of goel kohan, Tehran: etelet publisher. (In Persian)

­  Karami, M., Mohammad Asfydany, (1383). Eight key questions in customer knowledge management and e-business, master’s thesis, Tehran University. (In Persian).

­  Karl, W. (2010). Knowledge Management: an emerging discipline rooted in a long history, European Management journal, Vol. 34(11).

­  Knights, D. Tullberg.M. (2011). Managing masculinity /mismanaging the corporation, Organization journal, 19 (4), PP. 385 - 404.

­  Lim Q., Tang, W. and Yang, H. (2004). Knowledge Sharing in the Workplace, Project Paper, Nanvang Business School, NTU. Singapore     

­  Lyon, F. (2006). Managing Co-operation: Trust and Power in Ghanaian Associations, Organization Studies journal, 27(1), PP.31 - 52.

­  Mackland, J. (1390). Knowledge management, translation Badri nik fetrat. Tehran: management and quality enterprise. (In Persian).

­  Marie, F. B., Turcotte, Slavka, A., Stewart, R. (2008). Power and learning in managing a multi‐stakeholder organization: an initiative to reduce air pollution in Ontario, Canada, through trading carbon credits, Journal of Power, NO1 (3), PP. 317- 337.

­  McKinley, W. (2007). Managing Knowledge in Organization Studies through Instrumentation, Organization journal, NO 14 (1), PP. 123- 146.

­  Mellahi, K., Wilkinson, A. (2010). Managing and Coping with Organizational Failure: Introduction to the Special Issue, journal of Group & Organization Management, NO35 (5), PP. 531- 541.

­  Mirmiran, S. J. (1384). Creativity and innovation, Printing.  National Library of Iran.pp.9. (In Persian).

­  Munshi, D. (2014). Metaphor and Dialectic in Managing Diversity: Book Review, journal of Organization, 21 (5), PP. 755 - 756.

­  Myles Shaver, J. Mezias, M. (2009).  Diseconomies of Managing in Acquisitions: Evidence from Civil Lawsuits, Organization Science journal, NO 20 (1), PP.206 - 222.

­  Nonaka, I. & Takechi, H. (1995). The knowledge creating company, OXFORD UNIVERSITY, Press Oxford.

­  North. D. C. (1991). Institutions, Institutional and Economic Performance, Cambridge University Press.

­  O’Dell. C. (1996). A current review of knowledge management best practice, Conference on Knowledge Management and the Transfer of Best Practices, Business Intelligence, London.

­  Onno, B. (2013). Consultant Jokes about Managing Uncertainty, International Studies of Management and Organization journal, NO 43 (3), PP. 41- 57.

­  Robyn, T., Leisa, D., Sargent, C. H. (2011). Managing Organizational Change: Negotiating Meaning and Power-Resistance Relations, Organization Science journal, NO 22 (1), PP. 22 - 41.

­  Rousseau, V., Aube, C. (2010). Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness, journal of Group & Organization Management, NO 35 (6), PP.751- 781.

­  Sarlak, Mohammad Ali. (1387). organizations of knowledge area. Tehran. Payam Noor University. Pp.13-17. (In Persian).

­  Shariati, j. (1385). Examine the relationship between utlize of power by managers and organizational culture of boys high school of Shiraz from the perspective of teachers, senior thesis, Tehran Tarbiat Modares University. (In Persian)

­  Shokrian, A. (1389). The Relationship between utlized of power and public organizational and prioritizing level of use of power, master's thesis, bonab Azad University. (In Persian)

­  Waring, J. Currie, G. (2009). Managing Expert Knowledge: Organizational Challenges and Managerial Futures for the UK Medical Profession, journal of Organization Studies, NO 30 (7), PP. 755- 778.

­  Zack. M., H. (2008). "Competing on knowledge", Hand book of Business strategy (New York: Faulkner & Gray), pp.81-88.

CAPTCHA Image