Exploring the Relationship between Knowledge Management and Organizational Intelligence

Transcription

1 : Exploring the Relationship between Management and Organizational Intelligence 1 Reza Sepahvand, 2 Mahmoud Reza Esmaeili, 3 Saba Kkalani, 4 Masoud Ghodsi* 1,2 Assistant professor of management faculty, Lorestan University, lorestan, Iran Master student of industrial management PhD student, Department of Management, Lorestan University, lorestan, Iran, *corresponding author Abstract This paper seeks to investigate relationship between knowledge management (KM) and organizational intelligence (OI). Research statistical population consists members of scientific council of Lorestan University. For calculating sample size it s used from Cochran s formula and size of 148 earned randomly. For collecting data we have used from questionnaire. management questionnaire is made-by-researcher. Albrecht s questionnaire is used for organizational intelligence. Cronbach s alpha for knowledge management questionnaire is equal with 0.79 and for organizational intelligence is equal with 0.74 that indicate acceptable reliability. For analyzing data it s used from confirmatory analysis and amos.18. Research results show high correlation between organizational intelligence and knowledge management. Also, among elements of knowledge management, knowledge report has highest importance and among elements of organizational intelligence common destiny has highest importance. Keywords: knowledge management, organizational intelligence, elements of knowledge management and organizational intelligence. 1. Introduction Recent world is not comparable with the past in any way. The third millennium is different from its kind and is relatively wavier than past. Business and service, provided in the third millennium, have especial conditions. Rivalry among organizations is becoming more intense every day, and innovation rate is increasing. Rivalry among organization gets manpower decreased to reduce expenses, and this decrease causes organizations to act toward explicating the implicit knowledge existed for staff. In recent world, the main part of our work and activities are based on information, and less amount of time is there to experience and achieve knowledge; in these conditions, organizations compete with each other according to their amount of knowledge, and in this way knowledge management, by having proper equipment, makes good chances for resource performances and competitive benefits (Hercy & Blanchard, 2001). Many organizations utilize knowledge management to conquer staff mind properties. The main notice in knowledge management is that various amounts of knowledge exist about clients, processes, productions, and services in organizations, and if this knowledge is conquered and transferred one time, it can help organizations to be more effective and successful (Saraf Zadeh, Hazeri, 2005). management process consists: 1- creation, 2- evaluation, 3- providing, 4- knowledge distribution and 5- usage. Organizations should try to make equilibrium among knowledge management activities in order to change knowledge to capital equipment, but there are various obstacles in the way of knowledge creation and usage in organizations. management s responsibility is to identify and solve these obstacles (Gordon, 1998). Noticing that educational systems, in general, and universities, in particular, are facing with wavy and fidgety environment according to scientific evolution and technology that are complicated environment, environmental threats endanger lives and survivals of these organizations in every aspect. Therefore, university should know its present position, analyze its advantages and disadvantages precisely, utilize chances by advantages, and prepare itself to withstand 402

2 against threats. This matter is possible in pattern of organizational intelligence. Universities should have organizational intelligence elements so that, by tracing organization goals and responsibilities, they can head toward accomplishing them efficiently and successfully. Therefore, the university is successful which, beside knowledge acquisition and awareness of environmental factors and saving its life and survival, provides growing and mobility base and organizational performance development by organizational intelligence (Mendelson, Ziegler, 2007). Organizational intelligence consists of learning ability and using what is learnt in an adaptable manner to current condition and situation of organization and the studied environment (Lesley, 2000). Organizational intelligence is a pervasive knowledge from all factors consisting customers, clients, rivals, co-workers, organizational resources and so on that are important for organization, and have great role in organization successes (Khaanzaadeh, 2008). Some scientists have explored organizational intelligence from epistemological points of view: cognitive point of view, behavioral pint of view, and social-emotional point of view are three subjects of organizational intelligence, and the overall purpose is to know how mixing different schools of thought can be able to offer comprehensive concept from organizational intelligence in management and organizational development literature. Organizational intelligence is a social process in which fundamental theories are based on pure individual intelligence theories that have been written so far. Individual intelligence usage is being able to determine organizational intelligence nature by its role. Organizational intelligence means: the organization s capacity to create and use knowledge in order to be adapted to environment or market strategically. If organizations have good leader with smart strategy and favorable environment, they may use their intelligence to succeed like humans, and when theories like organizational learning and non-tangible properties have been used, how performance and evaluation way of these methods are, and how their relation way is with performance and their development will be understood very hard. Helal et al. know organizational intelligence as a function of five cognition subsystems that consist: organizational structure, culture, beneficiary relations, knowledge management, and strategic processes. Albercht knows organizational intelligence as intellectual capability and ability to solve problem and important act in organization. Organizational intelligence has 7 aspects of strategic insight, mutual fate, tendency to change, courage and dare, union and agreement, knowledge usage and performance pressure. He knows it enough just to develop in one or some of above components and believes that, for the highest development and the most ultimate promotion, organizations should be dynamic and moving in all above components continuously Strategic insight: it is referred to human ability, deduction and aim expression of an organization. Organizations leaders should be responsible to these questions. Who are we? What is our existence philosophy? Why should the world accept us, appreciate us and give rewards to us for what we do? 1.2. Mutual fate: When all or most of the people are engaging in organization, they know what the organization mission and responsibility is, they sense the mutual aim and each person understands the organization success deterministically Tendency to change: In some organizational cultures guided by their originator administrative teams, each kind of change and evolution is considered illness and even revolution. In another place, change is indicative of challenge, new and exciting business and, in other words, it is a chance to start new business and activity Union and agreement: In no organization it is possible to develop business without any clear and vivid rules. Tasks division is in this way. Therefore, we should act toward organization s main aims with accretion and empathy Spirit: By a little cogitation in staff behavior and their level of tendency and satisfaction from work, a concept of spirit makes shape in our minds.the concept which should certainly be paid a lot of attention usage: Each organization activity is intensively related to data, information, and acquired knowledge, instantaneous accurate decision, witting and mutual sense, meritocracy and information accuracy performance pressure: It is not enough for managers just to be engaged in their own performances, instead, they should be certainly and inevitably emphasize on matters in their administrative position. 2. Literature review 403

3 Achieved results from exploring possibility evaluation of knowledge management backgrounds stability in Esfahan Steel Mill Corporation showed that knowledge acquisition, knowledge refinement, knowledge storage, and transferring have been below the average level. (Alghorashi, 2005) In exploring relation among organizational intelligence components and organizational culture in Mobarake-e Esfahan Steel Company, it was indicated that organizational intelligence components like strategic insight, mutual fate, courage and dare, union and agreement, and performance pressure are able to predict the organizational culture meaningfully.( Ghaferokhi & Abzari, 2007) In another research done, in Rasoul-e Akram hospital, according to Baldrige Excellent Model, it was indicated that knowledge management is in the third excellence level (Maleki et al. 2007). In exploring the amount of knowledge management process rule in Esfahan medical science university, it has been shown that knowledge management processes stability, identification, acquisition, development,sharing and distribution, and storage in Esfahan medical science university have been less than the average level (Karami & Piri, 2007). In another research, done in higher education centers, it was concluded that some higher education centers not only do not reinforce the organizational intelligence, but also they cause their debilitation; nonetheless, many social, structural, and cultural factors have been seen that not only cause organizational intelligence debilitation, but also cause organizational intelligence reinforcement (Lahiganian, 2005). In his research, Garber concluded that mobility is an important element in knowledge management success and believes that faculty members should relatively be more active than the present time, and serious and important attempts are not seen to do it (Garbor, 2004). 3. Research Methodology Research methodology in this study is the descriptive correlation one. The population of the study is Lorestan university faculty members that among 450 members, 148 members were chosen randomly according to Cochrane formula. Information gathering method is questionnaire. management questionnaire had been made possible, and have aspects such as 1-creation, 2-registration, 3-refinement, 4-publication, and 5- knowledge usage. Albercht questionnaire has been used for organizational intelligence. Perpetuity coefficient of knowledge management questionnaire is 0.79 and perpetuity coefficient of organizational intelligence is 0.74 that indicates the high perpetuity of questionnaire. Content and formal validity of questionnaires are confirmed by skillful experts and professors. Functional analysis and AMOS.18 software is used to analyze data. 4. Research conceptual model Suggested model of this research is presented below. 404

4 Strategic Insight Creation Common Fate Tendency to Change Motivation Organizational intelligence management Record Purification Alliances and Agreements Distribution Application Application Performance Pressure Figure1- research conceptual model 5. Main hypothesis There is direct and significant relationship between knowledge and organizational intelligence 5.1. Secondary hypotheses 1. Among knowledge management components, knowledge publication has the highest importance. 2. Among organizational components, mutual fate has the highest importance. 6. Data analysis Figure below shows the output of software. Notice that each organizational intelligence variables and knowledge management components orders are like research conceptual model. 405

5 Figure2- AMOS software output in the standard coefficients state It should be noticed in description of fitting indexes amounts that if (X2/Df) index is between 1 and 3, it will show the higher conformation of model. The second index is root mean squared error of approximation (RMSEA) that as much less that 0.1 it is, the model will be more efficient; and other four indexes are goodnessof-fit index (GFI), incremental fit index (IFI), normal fit index (NFI) and comparative fit index (CFI) that these four indexes are placed between 0 and 1, and as much they get closer to 1, the model will be more efficient (15). According to the meaningful level of 0.05, critical amount should be more than 1.96, parameter amount less than is not considered important in pattern; Moreover, amounts less than 0.05 for P amount shows the meaningful difference of measured amount for regression weights with 0 amount in 0.95 level. Table 1-Model fitting indexes DF CIMN P CMIN/DF GFI RMSE Hypothesis Table2- Main hypothesis test There is meaningful direct difference between organizational intelligence and knowledge management Regression standard coefficient Critical amount P Result confirmation Moreover, functional loads amounts for organizational intelligence and knowledge management are presented in figure2. All fitting indexes have good amounts that show up fitting of model. As it is seen, knowledge publication component has the highest importance among the other knowledge management components with the functional load of 0.9. Moreover, mutual fate among organizational intelligence components with functional load of 0.8 has the highest importance. Therefore, secondary hypotheses also have been confirmed. 7. Conclusion and Suggestions 406

6 By considering what have been offered in previous statistical analyzing part, it can be stated that there is a significant direct and mutual relationship between knowledge management and organizational intelligence. Actually, increasing in one can cause increasing in another variable. Noticing that mutual fate component has the highest important among other organizational intelligence; therefore, it is recommended that managers do proper actions to promote this component; moreover, it is better that proper conditions are provided for knowledge publication in a way more efficient and easier because of its importance. Reference Albrecht K. Organizational intelligence & management. Thinking outside the silos. The executive perspective [Online]. 2003; Available from: URL: Garbor A. Leadership principles for public school principals. The New York City leadership Academy [Online]. 2004; Available from: URL: academy.org/ Gordon C. Society and knowledge. Trans. Faramarzi MT. Tehran: Sohrevardi Publication; Ghaasemy, vahid, structural equations modeling with application of AMOS, 2014, Tehran, jameye shenasan publication. Hercy P, Blanchard K. Organizational Behavior Management. Trans. Alagheband A. Tehran: Amir Kabir Publication; Khaanzaadeh, hamid, computer world magazine Kermani Alghorashi MR. Feasibility of establishing knowledge management in industrial areas [MSc Thesis]. Isfahan: Khorasgan Branch, Islamic Azad University; Karami M, Piri Z. From Clinical Coding to Management in HealthCare Organizations. Health Information Management 2007; 4(2): Lahiganian A. Study of knowledge management in higher education system and provide appropriate model [MScThesis]. Isfahan: Khoorasgan Branch, Islamic Azad University; Maleki M, Nasiri Pour A, Aghababa S. Management of Emergency Room in Rasul Akram Hospital Based on Baldrige Excellence Model in Health Information Management 2007; 4(2): Mendelson S, Ziegler E. Organizational IQ: Idea for the 21st century smart survival guide for managers [Online]. 2007; Available from: URL; Mall n. Lesley, psychology principles, translated by Mahmood Saatchi, 2000, Tehran, amirkabir publication. Saraf Zadeh M, Hazeri A. management and reference services in libraries. Electronic journal Information Research and Documentation 2005; 4(4). Satari Ghaferokhi M, Abzari M. Relationship Between organizational Intelligence Components and organizational culture in Mobarakeh Folad Company. Proceedings of the 8th International Conference on Quality Management; 2007 Jul 24-25; Tehran, Iran;