مفهوم‌سازی دفاتر مدیریت دانش در مراکز رشد دانشگاهی

نوع مقاله: مقاله پژوهشی

نویسندگان

1 کارشناسی ارشد مدیریت بازرگانی، دانشکده مدیریت و حسابداری، پردیس فارابی، دانشگاه تهران، ایران

2 استادیار گروه مدیریت، دانشکده مدیریت و برنامه‌ریزی، دانشگاه جامع امام حسین (ع)، تهران، ایران.

3 کارشناسی ارشد کارآفرینی، دانشکده پیشرفت، دانشگاه علم و صنعت، تهران، ایران

چکیده

پژوهش حاضر با هدف مفهوم­سازی دفاتر مدیریت دانش در مراکز رشد دانشگاهی انجام شده است.  پژوهش حاضر از نظر هدف کاربردی و از نظر ماهیت توصیفی می­باشد. نمونه­گیری استفاده‌شده در این پژوهش، نمونه­گیری گلوله برفی است. مبنای اصلی جمع­آوری اطلاعات، انجام مصاحبه­های عمیق با خبرگان جامعه علمی و دانشگاهی و همچنین متخصصان و مدیران مرکز رشد دانشگاه جامع امام حسین (ع) تا دستیابی به اشباع نظری بوده است. در مجموع 20 مصاحبه انجام شد. پس از جمع­آوری اطلاعات، کدهای مربوط به مصاحبه­های مکتوب تجزیه و تحلیل شدند. روایی مصاحبه توسط خبرگان سنجیده شد و اعتمادپذیری آن نیز به‌وسیله روش توافق درون موضوعی بین دو کدگذار مورد تأیید قرار گرفت.  به‌منظور تجزیه‌وتحلیل داده‌های پژوهش از روش کدگذاری استفاده شد. یافته­های پژوهش که پس از انجام مراحل سه­گانه کدگذاری باز، محوری و انتخابی، چارچوب نهایی پژوهش به دست آمده است، نشان می­دهد که مفهوم دفتر مدیریت دانش با 200 کد و 15 مفهوم از پنج مقوله تشکیل شده است. مفهوم دفتر مدیریت دانش در پنج مقوله اهداف (راهبردی و عملیاتی)، وظایف (راهبرد‌ها، فرایندها، فناوری‌ها، سازوکارها، زیرساخت‌ها و پروژه‌ها)، نقش­ها (تصمیم‌گیری، بین‌فردی و اطلاعاتی)، شایستگی­ها (فنی و اجتماعی) و تمهیدات ساختاری (اصول ساختاری و اصول سیستمی) شکل گرفت.

کلیدواژه‌ها


عنوان مقاله [English]

Conceptualization of Knowledge Management Offices in Academic Development Centers

نویسندگان [English]

  • mahdi farmani 1
  • sasan zare 2
  • mohammad arabi 1
  • Mohammad Reza Mohamadkhani 3
1 MSc, Business management department, Faculty of Management & Accounting, Farabi Campus University of Tehran, Iran
2 Assistant Professor, management department, planning of Management & Accounting, Imam Hossein University (AS), Tehran, Iran, zaresasan@ihu.ac.ir
3 MSc, Entrepreneurship department, Faculty of Advancement, University of Science & Industry, Tehran, Iran
چکیده [English]

This research is aimed at conceptualizing knowledge management offices in the academic development centers. Containing a descriptive nature, this research is an applied one in terms of its goals. Snowball sampling method is used to select the sample for this research. Data collection method involves in-depth interviews with scientific and academic community experts as well as the specialists and managers of the Academic Development Center of Imam Hussain Comprehensive University until reaching at theoretical saturation. A total of 20 interviews were conducted. After collecting the data, the codes for written interviews were analyzed. The validity of the interview was tested by the experts and its reliability was confirmed by the method of intra-subject agreement between the two coders. The coding method was used to analyze the research data. The results of the research, based on the selection of open, axial and selective coding, resulting in the final framework, demonstrated that the concept of knowledge management office contains 200 codes, 5 concepts and five categories. The concept of knowledge management office is formed by five categories including the goals (strategic and operational), tasks (strategies, processes, technologies, mechanisms, infrastructure and projects), roles (decision making, interpersonal and informational), competencies (technical and social), and structural arrangements (structural principles and system principles).

کلیدواژه‌ها [English]

  • Conceptualization
  • knowledge management office
  • academic development centers

اخگر، بابک و جهانیان، خشایار (1389). قطب نمای مدیریت دانش، تهران: انتشارات نگاه دانش.

ارباب شیرانی، بهروز و فتح اله بیاتی، محسن (1389). رویکرد به میدان آوردن تیم دانش در حل خلاقانه مسائل توسط مدیر ارشد دانش، فصلنامه رشد فناوری، شماره 24، صص 47-51.

شامی زنجانی، مهدی و نوری، مژگان (1394)، مدیریت دانش چابک: راهنمای عملی پیاده‌سازی، تهران: انتشارات جهاد دانشگاهی.

References

Al-Zayyat, A. N., Al-Khaldi, F., Tadros, I., & Al-Edwan, G. (2010). The effect of knowledge management processes on project management. IBIMA Business Review.‏

Beiryaei, H. & Jamporazmay, M., (2010). “Propose a framework for knowledge management strategic planning (KMSSP)”, paper presented at the 2010 International Conference On Electronics and Information Engineering (ICEIE), Japan- August 2010.

Bennet, A. & Neilson, R. (2004). The Leaders of Knowledge Initiatives: Qualifications, Roles, and Responsibilities. Holsapple, C. W. Handbook on Knowledge Management. New York. NY:Springer-Verlag Berlin Heidelberg. Chapter 27:523-538.

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.

Cao, Y., & Xiang, Y. (2012). The impact of knowledge governance on knowledge sharing. Management Decision, 50(4), 591-610.‏

Carrasco-Hernández, A. J., & Jiménez-Jiménez, D. (2017). Knowledge management, flexibility and firm performance: The effects of family involvement. European Journal of Family Business.

Claver-Cortes, E., Zaragoza-Saez, P., & Pertusa-Ortega, E. (2007). Organizational structure features supporting knowledge management processes. Journal of Knowledge Management, 11(4), 45-57.‏

Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.‏

Donate, M. J., & de Pablo, J. D. S. (2015). The role of knowledge-oriented leadership in knowledge management practices and innovation. Journal of Business Research, 68(2), 360-370.‏

Earl, M. J. & Scott, I. A. (1999). What is a chief knowledge officer?. Sloan Management Review, 40 (2): 29-38.

Fernandez, I., & Sabherwal, R. (2014). Knowledge management: Systems and processes. Routledge.‏

Hsiao, Y. C., Chen, C. J., & Chang, S. C. (2011). Knowledge management capacity and organizational performance: the social interaction view. International Journal of Manpower, 32(5/6), 645-660.‏

Hu, Y. F., Hou, J. L., & Chien, C. F. (2018). A framework for knowledge management of university–industry collaboration and an illustration.‏

 

Inkinen, H. (2016). Review of empirical research on knowledge management practices and firm performance. Journal of knowledge management, 20(2), 230-257.‏

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. Thomson. (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.

Kargaran, J. M., & Mahmudi, R. K. (2019). Presentation of effective Knowledge Management model with human resource efficiency approach. Revista Conrado, 15(70), 136-140.‏

Karvalics, L. Z., & Dalal, N. (2009, September). An extended model of knowledge governance. In World Summit on Knowledge Society (pp. 279-287). Springer, Berlin, Heidelberg.‏

Klafke, R, V., Helmann, C, L., Picinin, C. T., de Francisco, A, C., & Pilatti, L, A. (2016)."Primary knowledge management practices applied in Brazil, Russia, India and China (BRIC) industries from 2001-2010, Journal of Knowledge Management, Vol 20(4).

Liebowitz, J., & Megbolugbe, I. (2003). A set of frameworks to aid the project manager in conceptualizing and implementing knowledge management initiatives. International Journal of Project Management, 21(3), 189-198.‏

Lin, F. R., Lin, Y. C., & Luo, S. M. (2018, August). Knowledge Hub: A Knowledge Service Platform to Facilitate Knowledge Creation Cycle in a University. In International Conference on Knowledge Management in Organizations (pp. 225-236). Springer, Cham.‏

Lindner, F., & Wald, A. (2011). Success factors of knowledge management in temporary organizations. International Journal of project management, 29(7), 877-888.‏

Loon, M. (2019). Knowledge management practice system: Theorising from an international meta-standard. Journal of Business Research, 94, 432-441.‏

Lupton, N & Beamish, P. (2014)." Organizational structure and knowledge-practice diffusion in the MNC ", Journal of Knowledge Management, Vol. 18 Iss 4 pp.

Mahesh, K & Suresh, J.K. (2009). Knowledge criteria for organization design, Journal of Knowledge Management, 13 (4): 41-51.

McKeen, James. D. & Staples D. Sandy. (2004). Knowledge Managers: Who They Are and What They Do, Holsapple, C. W. Handbook on Knowledge Management. New York. NY:Springer-Verlag Berlin Heidelberg. Chapter 2.

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.‏

Pemsel, S., Wiewiora, A., Müller, R., Aubry, M., & Brown, K. (2014). A conceptualization of knowledge governance in project-based organizations. International Journal of Project Management, 32(8), 1411-1422.‏

Salehi, M., Moradkhannejad, R., & Safari, K. (2012). How knowledge management is affected by organizational structure. The learning organization, 19(6), 518-528.‏

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. (2012). KM governance: the mechanisms for guiding and controlling KM programs. Journal of Knowledge Management, 16(1), 3-21.‏

Sole, D., & Wilson, D. G. (2002). Storytelling in organizations: The power and traps of using stories to share knowledge in organizations. LILA, Harvard, Graduate School of Education, 1-12.‏

Taylor, G. (2013). Implementing And Maintaining A Knowledge Sharing Culture Via Knowledge Management Teams: A Shared Leadership Approach, Journal Of Organizational Culture, Communications And Conflict, 17 (1): 69-92.

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.

Walczak, S. (2005). Organizational knowledge management structure. The Learning Organization, 12(4), 330-339.‏

Wang, C. C., & Wu, A. (2016). Geographical FDI knowledge spillover and innovation of indigenous firms in China. International business review, 25(4), 895-906.‏

Yang, C., & Chen, L.C. (2007). Can Organizational Knowledge Capabilities Affect Knowledge Sharing Behavior? Journal of Information Science, 33(1), 95-109.

Zyngier, S., & Burstein, F. (2012). Knowledge management governance: the road to continuous benefits realization. Journal of Information Technology, 27(2), 140-155.‏

Zyngier, S., Burstein, F. & McKay, J. (2006). The Role of Knowledge Management Governance in the Implementation of Strategy, Proceedings of the 39th Hawaii International Conference on System Sciences.