The Role of Organizational Learning and Business Process on Knowledge-Based Performance of Organizations (Case Study: Zanjan Revenue Department and Bojnourd Industry, Mine and Trade Organization)

Document Type : Case study

Authors

1 Associate Professor of Management and Accounting, Faculty of Humanities, University of Zanjan, Zanjan, Iran

2 Phd Student of Information Technology Management, Business Intelligence, Management and Accounting Faculty, Shahid Beheshti University, Tehran, Iran

3 Assistant Professor of Management and Accounting, Faculty of Humanities, University of Zanjan, Zanjan, Iran

Abstract

The most crucial and prominent asset for enterprises engaged in production and services is the knowledge available to them. Nowadays, to become pioneer and leading among peers, the enterprises and organizations should be capable of acquiring updated and validated knowledge, and applying the value-added knowledge, wisdom and experience of their personnel and also have the ability to implement, retrieve and maintain knowledge as intangible organizational assets. The KM-driven performances based on the knowledge perspective are rooted in the organization’s knowledge resources. Further, the KM-driven performances are mediated by business process capabilities. Organizational learning, as a moderator to knowledge resources, is critically complementary to KM. In this study, the data were collected by the standard questionnaire with the statistical population including 199 employees of the Zanjan Revenue Department and Bojnourd Industry, Mine and Trade Organization. The questionnaires were distributed by the simple random method. The conceptual research model was fitted by the structural equation modelling and analyzed by the PLS software. The research findings indicate that knowledge resources are the foundation of KM-driven performance, through the role of business process capabilities as the mediator. Specifically, knowledge assets and process capabilities are two different but relevant drivers in a value creation process. According to the findings, knowledge capital and knowledge process capability are provocative in the value creation process in the organizations. Knowledge capital affects significantly the knowledge process capability, whilst organizational learning affects the knowledge capital, and business processes capability influences the organizational performance.

Keywords

References

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History

  • Receive Date: 30 April 2020
  • Revise Date: 21 June 2020
  • Accept Date: 15 July 2020

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