INVESTIGATING THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND KNOWLEDGE MANAGEMENT IN EDUCATION DEPARTMENT EMPLOYEES IN SHIRVAN

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1 ISSN: (Print) ISSN: (Online) INVESTIGATING THE RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND KNOWLEDGE MANAGEMENT IN EDUCATION DEPARTMENT EMPLOYEES IN SHIRVAN REZA ESMAEILNIA a1 AND HOSSEINALI BAHRAMZADE b ab Department of Human Science, Bojnourd Branch, Islamic Azad University, Bojnourd, Iran ABSTRACT The aim of this study was to identify the relationship between organizational culture and knowledge management in Shirvan city education department employee is in ; Dimensions of organizational culture and knowledge management as the independent variable as the dependent variable has been studied. The purpose of this research include applied research is a descriptive research method is correlation. The population of Shirvan city education department employee is in The sample size was based on Cochran formula farmers were selected using stratified sampling are relative. Library and field methods of data collection were used. The data collected in this study, two questionnaires. Organizational Culture Inventory questionnaire (Denison) and one dependent variable. Knowledge management questionnaire (Questionnaire Sharon Lawson) proficiency. To assess the validity of the questionnaire, Cronbach's alpha coefficient (0.93) was used Vrvayy questionnaire was confirmed by experts. SPSS software for data analysis and test correlation and t-test and ANOVA were used. Our findings show a significant relationship between knowledge management and organizational partnerships (correlation 0.560) and knowledge management aspects of work involved (correlation 0.502), Consistency (correlation coefficient 0.362), adaptability (correlation 0.478) and mission (correlation 0.491) exists. Also, there is a significant positive correlation between gender and knowledge management, knowledge management women employees than men. KEYWORDS: Organizational Involvement, Consistency, Adaptability and Mission Organizational culture is considered as social identity of any organization, which is not a tangible asset. However, it is a hidden force, which works beyond tangible and visible matters. This phenomenon as a collective force urges the employees to be active and do their tasks. Some believe that organization resembles an iceberg whose peak is only visible while its most parts are not visible. This hidden part is called organizational culture. This culture is stable and relatively consistent since it is consisted of values, beliefs and fundamental presumptions. When an organizational culture is created, it remains stable and forms new behavior. Social cohesion and stability stem from organizational culture. Therefore, culture is an important factor affecting organizational performance, which should be studied thoroughly (Kharazmi, 2000). Organizational culture in introduced as a major factor in knowledge management. Application of information, technology, and innovation in management processes are indebted to learning ability within a learning organization, which is embedded within the organization. ORGANIZATIONAL CULTURE Organizational culture is an issue recently introduced in the field of organizational behavior and development. This issue stems from anthropological, sociological and social psychological theories. Dale Kennedy wrote a book about development of organizational culture in 1982 based on researches conducted by Mackenzie Institute in collaboration with Harvard and Stanford universities (Zheng, Wei, 2005). According to these researches, seven major features help to create organizational culture in total as follows: creativity and risk-taking, paying attention to detail, paying attention to the results, paying attention to members of the team, forming a team, stable or sustainable development (Avrili, 1991). Gilspi et al (2008) examined the relationship between organizational culture and customer satisfaction in construction industry and car dealers. They used Denison model for identification of organizational culture. The results showed that the maximum scores were obtained in being engaged in activities and mission dimensions in construction industry while the minimum scores were obtained in adaptability dimension in construction industry. Moreover, they showed that the maximum scores were obtained in adjustment dimension while the minimum scores were obtained in adaptability dimension considering car dealers. Yilmaz and Organ (2008) studied the effect of the dimensions of Denison organizational culture model on organizational performance. In this 1 Corresponding author

2 research, it was shown that the maximum scores were obtained for adaptability dimension while the minimum scores were obtained for adjustment dimension. In addition, results obtained from the former study revealed that mission dimension has the highest effect on increasing performance of manufacturing companies. Moreover, it was shown that the company's ability to generate new products is severely influenced by dimensions of adaptability and adjustment. Safold conducted a study in 2007 by which he showed that the relationship between organizational culture and performance is not necessarily uniform. On the other hand, cultural values are legal and complex. In addition, the latter control a wide range of organizational behaviors. At first, strong values of a culture may lead to increased productivity. However, if cultural controls increase sharply, potential barriers may be caused by cultural patterns. These barriers can reduce productivity. KNOWLEDGE MANAGEMENT Malhotra (1997) argues that in order to acquire a practical definition for knowledge management, it should be known that knowledge management is not only about technology, but it is also about processes, individuals, behaviors, work flows and other additional factors. That is not purely defined based on information technology. It should be noted that the dependent variable was considered as knowledge management based on Lawson Sharon model (2003) in this research. Nichols identified the effects of knowledge management on decision-making process. In this regard, he argued that socializing has an important role in creating a shared understanding of decision-making process among members of a community. Understanding the decision is the result of collective awareness; as a result, socialization is obtained. Nevertheless, creating a collective vision or insight occurs in personalization or internalization stage, which requires a collective awareness. In this respect, collective insight is achieved through sharing experiences and tacit knowledge during face-to-face interaction. Mobley et al (2005) examined Denison model in various Chinese Organizations. In this regard, vision index obtained the highest score while capabilities development index obtained the lowest score in furniture manufacturer organizations. In addition, organizational learning index obtained the highest score while customer orientation index gained the lowest score in insurance companies. Furthermore, organizational learning obtained the highest score while variability index obtained the lowest score in public hospitals. Finally, organizational learning index obtained the highest score while capabilities development index obtained the lowest score in high-tech companies. Marcolids and Heck (2009) defined organizational culture and performance as a set of organizational value system and common beliefs of organizational members. They stated that organizational culture is created by organizational structure, goals, values, tasks and atmosphere as well as personal values and beliefs. The majority of managers identified knowledge as a key factor in survival of the organization. However, knowledge is always a valuable asset and an important component of manufacturing process (Martenson 2000). Since organization as education department is in charge of training the next generation and plays a fundamental and key role in success of an organization, it should try to use existing knowledge in the organization in order to maintain organizational knowledge in the competitive world nowadays. Knowledge is the most important assets of owners of the organization. Cultural environment has the deepest, the most widespread and long-term impact on social behavior of majority of organization members. On the other hand, knowledge is a social phenomenon. Then, knowledge is not developed spontaneously. It requires an appropriate context (Robbins, 2001). Research Hypotheses The main hypothesis: there is a relationship between organizational culture and knowledge management among education department employees in Shirvan City in Secondary Hypotheses 1. There is a relationship between organizational collaboration (involvement) and knowledge management among education department employees in Shirvan City in There is a relationship between adjustment and knowledge management among education 3. There is a relationship between adaptability and knowledge management among education 4. There is a relationship between mission and knowledge management among education

3 Research Variables Independent Variable: the independent variables in this study were considered as dimensions of organizational culture based on Denison model including collaborative management, adjustment, adaptability and mission. Dependent variable: The dependent variable in this research was considered as knowledge management. Moderating variable: moderator variables in this study were as follows: age, gender, educational degree, and work experience. METHODOLOGY Research methods used in this research were descriptive whose type is survey and correlation. The investigator sought to identify the relationship between dimensions of organizational culture and knowledge management among education department employees in Shirvan City. The statistical population included all education department employees in all positions in Shirvan City. This included 85 female and male employees. The total number of samples is calculated as follows assuming that the statistical population is finite and level of confidence is 95%. n = estimating population size under study t = sample reliability coefficient (at 95 % level, t = 1.96) d = accuracy of estimation or maximum acceptable accuracy (d = 0.05) N = number of individuals in the population (education department employees in Shirvan city) (85) P = success ratio of trait under study (p = 0.5) q = 1 - p Gender Statistical population Female 9 Male 76 Table 1: Statistical sample The number in sample size 8 62 In the present study, considering all the positions ranging from Chief Expert to Chief Director, relativeused to select the sample stratified sampling method was randomly. The tools used to collect data in the study included two types of standard questionnaire. The first questionnaire examined organizational culture (Denison Questionnaire) while the second one (Sharon Lawson Questionnaire) examined knowledge management. In total, there were 84 questions in both questionnaires. The questions were measured based on five-point Likert scale. The subjects marked the questionnaire with in each cell (options). The options included totally agree, agree no comment, disagree, and totally disagree. These were respectively scored as 5, 4, 3, 2 and 1. Table 2: Scores of variables Variable Totally agree Agree No comment Disagree Totally disagree Score Table 3: Classification of questions of research questionnaire Variable Independent variable (organizational culture) Dependent variable Component Engaging in activities (participation) Adaptability Homology (adjustment or integration) Mission (commission) Knowledge management Questions Questions 1 to 16 Questions 17 to 31 Questions 32 to 46 Questions 47 to 60 Questions 1 to 24 Data Analysis Methods In the present study, required information was collected. Then, the collected data was converted into numeric quantities using statistical tables. Then, the converted entries were analyzed using SPSS 18. In order to investigate the possible relationship between the

4 variables, inferential statistics and appropriate statistical tests were separately used. RESULTS AND DISCUSSION The main hypotheses The main hypothesis: there is a significant relationship between organizational culture and knowledge management among education department employees in the hypothesis. Then, there is a strong correlation between two variables of involvement in activities and knowledge management (0.502). Then, if organizational participation increases, knowledge management increases as well. Table 4: Pearson correlation test Statistics-value Minimum level of significance According to obtained results, minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a strong correlation between two variables of organizational culture and knowledge management (0.560). In other words, if organizational culture increases, knowledge management increases as well. Figure 2: Pearson correlation test The second hypothesis There is a correlation between adjustment and knowledge management among education department employees in Shirvan City in Table 6: Pearson correlation test Test-statistics Minimum level of significance According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a moderate correlation between adjustment and knowledge management (0.362). In other words, if organizational adjustment increases, knowledge management increasess as well. The first hypothesis Figure 1: Pearson correlation test There is a significant relationship between involvement in activities (participation) and knowledge management among education department employees in Shirvan City in Table 5: Pearson correlation test Test-statistics Minimum level of significance According to obtained results, the minimum level of significance decreased to 0.05, which confirms Figure 3: Pearson correlation test

5 The third hypothesis There is a relationship between adaptability and knowledge management among education department employees in Shirvan City in Table 7: Pearson correlation test Test-statistics Minimum level of significance According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a moderate correlation between two variables of adaptability and knowledgee management (0.478). In other words, if organizational adaptability increases, knowledge management increasess as well. Figure 4: the Pearson correlation test The fourth hypothesis There is a relationship between mission (commission) and knowledge management among education department employees in Shirvan City in Table 8: Pearson correlation test Test-statistics Minimum level of significance According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a moderate correlation between two variables of mission (commission) and knowledge management (0.491). In other words, if mission increases, knowledge management increases as well. Figure 5: Pearson correlation test The main hypothesis There is a relationship between organizational culture and knowledge management among education department employees in According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a strong correlation between two variables of organizational culture and knowledge management (0.560). Markolidz and Heck (2009) studied organizational culture and performance. They defined organizational culture as a set of organizational value systems and common beliefs of organizational members. They stated that organizational culture is created by organizational structure, goals, values, tasks and atmosphere as well as personal beliefs and values assuming that these factors are effective in organizational performance (Markolidz and Heck, 2009). Therefore, the main hypothesis of the research is consistent with above results and viewpoints. The first hypothesis There is a relationship between organizational participation pation and knowledge management among education department employees in Shirvan City in According to obtained results, minimum level of significance is decreased to 0.05, which confirms the hypothesis. Then, there is a strong correlation between two variables of involvement in activities and knowledge management (0.502). Gillspi et al. (2008) examined the relationship between customer satisfaction and organizational culture in construction industry and car dealers. They used Denison model for identification of organizational culture. Results obtained from the former study showed that dimension of involvement in activities obtained the highest score after mission dimension while

6 adaptability dimension obtained the lowest score in construction industry. In addition, adjustment dimension obtained the highest score while adaptability score obtained the lowest score considering car dealers (Gillspi et al, 2008). Thus, these results are in line with those obtained by Gillspi et al (2008). The second hypothesis There is a moderate correlation between adjustment and knowledge management among education According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a moderate correlation between adjustment and knowledge management (0.362). Safold (1988) showed that the relationship between organizational culture and performance is not necessarily uniform. On the other hand, cultural values are complex and legal and control a wide range of organizational behaviors. At first, strong values of a culture may lead to increased productivity. However, if cultural controls increase sharply, possible obstacles may be caused by cultural patterns. These barriers can reduce productivity (Safold, 1988). Therefore, these results are in line with those obtained by Safold (1988). The most effective organizations are stable and consistent. Employees behavior emanates from fundamental values. Leaders and followers are skilled at reaching agreement (even when they have cross-viewpoints). Then, organizational activities are well coordinated and consistent. Such organizations have a strong and distinct culture and influence employee behavior adequately. The third hypothesis There is a relationship between adaptability and knowledge management among education department employees in According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a moderate correlation between two variables of adaptability and knowledge management (0.478). McDermott Voaodel (2001) asserted that cultural issues are the main reason behind failure of most primary knowledge management initiatives. The evidence obtained from their case study suggested that successful organizations select an approach fit with organizational culture considering knowledge management initiatives. This is because organizational culture is more flexible than any knowledge management initiative (McDermot Voaodel, 2001). Therefore, results obtained from this research are in line with those obtained by Gordon (1992). Well-integrated organizations rarely change. Therefore, internal integration and external adaptability can be considered as organizational advantages. To ensure optimal flow of knowledge, a supportive and well-adapted culture is crucial. The organizational culture is the basis of knowledge management. If an organization fails to change as their knowledge changes and fails to find new and innovative adaptation with environment, organizational culture fails seriously. The fourth hypothesis There is a relationship between mission (commission) and knowledge management among education department employees in Shirvan City in According to obtained results, the minimum level of significance decreased to 0.05, which confirms the hypothesis. Then, there is a moderate correlation between two variables of mission (commission) and knowledge management (0.491).Yilmaz and Organ (2008) studied effects of dimensions of Denison organizational culture model on organizational performance. In this study, it was found that adaptability dimension obtained the highest score while adjustment dimension obtained the lowest score. According to results obtained from the former study, mission dimension has the greatest impact on increasing performance of manufacturing companies. In addition, the company's ability to generate new products is severely influenced by dimensions of adaptability and adjustment (Yilmaz and Organ, 2008). Thus, these results are in line with those obtained by Yilmaz and Organ (2008). It might be stated that the most important characteristic of organizational culture is mission. Those organizations that do not know where they are what is their existing situation often go astray. Successful organizations have a clear understanding of their goals and orientations. Therefore, organizational goals and strategic objectives are defined and specified. This depicts organizational vision. REFERENCES Butguntdi, 2003, Knowledge management in organizations. Iranshahi, Mohhamad, Translate. Investigation Interaction Effects of Technology. Journa; of Human and Technology, Vol (2) 2.

7 Gillespie, M. A., Denison, D. R., Haaland, S., Smerek, R. & Neale, W. S Linking organizational culture and customer satisfaction: Results from two companies in different industries. European Journal of Work and Organizational Psychology, 17(1): Lawson, s Examining the Relationship between Organizational Culture and knowledge Management.Doctoral Dissertation, Nova Southeastern University.Proquest Information and Cearning Company. proposing and testing amodel. Organization science vol (4), Iss2. Malhotra, ygesh from information management to knowledge management. Available at:www.brint.com/papers/kmebize. Marcoulided, G. A., Heck, R. H Organizational culture and performance, Martenson, M, Criticism investigation of Knowledge management as a management tool. Majdam, Mansour, Design Journal. No 110. Mcdermott,R. and O,Dell, C Overcoming Cultural Barriers to Sharing Knowledge, Journal of Knowledge Management, Vol. 5, No.1. Mobley,W.H Organizational culture :Measuring and Developing It in your Organization ".Harward Business review China. Robbins. P. Stephen "Organizational behavior," prentice Hall nithe Edition. Saffold G Culture traits, strength, and organizational performance: Moving beyond "strong" culture. Academy of Management Review; 13(4): Yilmaz C, Ergun E Organizational culture and firm effectiveness: An examination of relative effects of culture traits and the balanced culture hypothesis in an emerging economy. Journal of World Business; 43 (3): Zheng, Wei The Impact oforganizational Culture, Structure, andstrategy on Knowledge ManagementEffectiveness, Doctoral Dissertation, TheUniversity of Minnesota, ProquestInformation and Learning Company. Proceedings of The Hawaii International Conference on System Sciences.

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