Assessment Indicators of Knowledge Management in Research- Oriented Organizations through Balanced Score Card Method (Case Study: Civil Engineering Deputy of Khatam Al-Anbia Construction Site)

Document Type : Case study

Authors

1 Associa te Professor, Department of Industrial Engineering, Faculty of Engineering, Imam Hussein Uni-versity, Tehran, Iran

2 Associa te Professor, Department of Civil Engineering , Faculty of Engineering, Imam Hussein Univer-sity , Tehran, Iran

3 Maste r's degree student in Social Economic Systems Engineering, Faculty of Engineering, Imam Hus-sein University, Tehran, Iran

Abstract

Given the growing competition among organizations and the increasing importance of knowledge in project-oriented organizations, such organizations are directed to apply their most essential resources, that is, the knowledge derived from conducting projects and the intellectual capital. Organizational knowledge management is indeed a novel approach to the resources and elements of organizational power and believing in the significance and value of human beings and their creativity and innovation. On the basis of classification of goals, this is an applied research, being conducted to apply the results to improve and make applicable the knowledge management assessment of the Civil Engineering Deputy of the Khatam Al Anbia Construction Site. This is descriptive research which is conducted through constant library method and field data collection. The statistical population of this study consists of all 125 experts and technological managers of knowledge management in the project-oriented organization of Civil Engineering Deputy of Khatam Al-Anbia Construction Site. Descriptive statistics is employed to carry out demographic assessment of the participants and drawing the graphs. , Using the statistical assumption test of the average of a society, the effectiveness of each of the indicators in evaluating the knowledge management under study was assessed in order to evaluate the effect of variables. Using the Balanced Scorecard (BSC) method, the knowledge management status of the organization was assessed by multi-criteria decision-making methods such as TOPSIS were employed to rank and evaluate the importance of indicators. Applying the results of this research helped the strategy of knowledge management, and promoted evaluation of the performance of experts and managers at the organization, and ultimately improved the evaluation of the whole organization. Application of the balanced scorecard method helps measure all the dimensions of the organization, assess the success rate in achieving the mission and vision of the organization. The presentation of these indicators and methods properly increase the attitude of managers in evaluating knowledge management of project-based organizations and will encourage them to use it much more.

Keywords

References

Ahn j-H, Chang S-G, (2004),”Assessing the contribution of knowledge to business performance:the kp3 methodology”,Decision support systems,36,pp:403-416.
Akhavan, P., Shahabipour, A., & Hosnavi, R. (2018). A model for assessment of uncertainty in tacit knowledge acquisition. Journal of Knowledge Management, 22(2), 413-431.
Alavi, M., & Leidner, D. E. (2001). "Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues". MIS quarterly, 107-136.
Borjesson  frida, Nilsson  jens  , (2007) “ managing attention budgets in a project-Based organization: project communication framework”, MARC Bibliographic 1999 Edition update No.1
Bourgenon L. 2006)، “Organizational Knowledge and the Project-Based Organization”, Australian School of Business Ashfield NSW 2131,Sydney 2052 NSW .
Brander, G. D. (2001), Knowledge Management In Organisations: Examining The Interaction Between Technologies, Technique And People, Journal of Knowledge Management, 5(1), 68-75.
Cameron K.S & Quinn R.E. (2006). Daignosing and Changing Organizational Culture, Based on the Competing Values Framework, New York: Addison-Wesley.
Chang, T.C. and Chuang, S.H, (2011), Performance implications of knowledge management processes: Examining the roles of infrastructure capability and business strategy. Expert Systems with Applications, 38(5).
Chen J., Zhu Z., Yuan Xie H. , (2004) “Measuring Intellectual capital: a new model and empirical study”. Journal of Intellectual Capital. Vol. 5. No. 1. ,pp. 195-212.
Chen, C. J., & Huang, J. W, (2009), Strategic human resource practices and innovation performance The mediating role of knowledge management capacity. Journal of Business Research, 62(1).
Chen, M. Y., & Chen, A. P, (2005), Integrating option model and knowledge management performance measures: an empirical study. Journal of Information Science, 31(5).
Chen, M. Y., & Chen, A. P, (2006), Knowledge management performance evaluation: a decade review from 1995 to 2004. Journal of Information Science, 32(1).
Chourides, P., Longbottom, D., & Murphy, W, (2003), Excellence in knowledge management: an empirical study to identify critical factors and performance measures. Measuring Business Excellence, 7(2).
Chourides, P., Longbottom, D., Murphy, W. (2003). "Excellence in knowledge Management: an Empirical Study to Identify Critical Factors and Performance Measures", Measuring Business Excellence", Vol. 7 No.2, pp. 29-45.
Chuang, S.H, (2004), A resource-based perspective on knowledge management capability and competitive advantage: An empirical investigation. Expert Systems with Applications, 27(3).
Darroch, J, (2005), Knowledge management, innovation and firm performance. Journal of knowledge management, 9(3).
Davenport, T. H. & Prusak, L. (1998). Working Knowledge: How Organizations Manage What the Know. Boston, Massachusetts, Harvard Business School Press.
De Jager, M, (1999), The KMAT: Benchmarking knowledge management. Library Management, 20(7).
Gupta B, Iyer L S, Aronson J E. (2000). Knowledge management: practices and challenges, industrial management and data systems, Vol. 100, No. 1-2. pp: 124-137.
Hu, Y, Wen, J, & Yan, Y, (2015), Measuring the performance of knowledge resources using a value perspective: integrating BSC and ANP, Journal of Knowledge Management, 19(6).
Kaplan, David  P. Norton. (2005) ," Strategy Maps : Converting Intangible Assets into Tangible Outcomes. Robert S.. Harvard Business School Press
Kaplan, R. and Norton, D. (1992), “The balanced scorecard: measures that drive performance”, Harvard Business Review, January-February, pp. 71-9.
Lee, K, C, Lee, S, & Kang, I,W, (2005), KMPI: measuring knowledge management performance. Information & Management, 42(3).
Lyu, H., Zhou, Z., & Zhang, Z. (2016). Measuring Knowledge Management Performance in Organizations: An Integrative Framework of Balanced Scorecard and Fuzzy Evaluation. Information, 7(2), 29.
Niven, Paul, (2003) “The Balanced Scorecard Step by Step : For Government And Nonprofit Agencies “; New York : Wiley 8- 9
Pun, K. F., & Yiu, M. Y. R. (2017). Assessing organizational KM performance based on the criteria of total quality management. In Decision Management: Concepts, Methodologies, Tools, and Applications (pp. 1663-1684). IGI Global.
Sangaiah, A. K., Gopal, J., Basu, A., & Subramaniam, P. R. (2017). An integrated fuzzy DEMATEL, TOPSIS, and ELECTRE approach for evaluating knowledge transfer effectiveness with reference to GSD project outcome. Neural Computing and Applications, 28(1), 111-123.
Scarbrough, H, (2003), Knowledge management, HRM and the innovation process. International Journal of Manpower, 24(5).
Sveiby, K. E. (2007). Methods for Measuring Intangible Assets, available online at: http://www.sveiby.com/intangiblemethods.htm.
Wong, K.Y, Tan, L.P, Lee, C.S, & Wong, W.P, (2013), Knowledge Management performance measurement: measures, approaches, trends &
Yvonne P Shanahan, Michelle J (2005)، The Balanced Scorecard : A New Zealand Perspective Beverley R Lord", 17: 1: 49 – 78
Scientific Journal of Strategic Management of Organizational Knowledge
Volume 3, Issue 1 - Serial Number 8
Serial No.8- Spring Quarterly
May 2020
Pages 5-62

Files

Share

How to cite

Statistics