Structural- Interpretative Modeling of Knowledge, Research, and Technology Missions of Universities (Case Study: Imam Hussein Comprehensive University)

Document Type : Case study

Authors

1 Assistant Professor of information technology management at Imam Hussein Comprehensive University

2 PhD in systems management, Imam Hussein Comprehensive University

3 Ph.D. candidate of systems management, Imam Hussein Comprehensive University

Abstract

This research is mainly concerned with designing a structural-interpretative model for Research and Technology missions of Imam Hussein Comprehensive University. These missions include the foundations and science of Islamic humanities, future development, internal and external deepening, organizational excellence and progress of university, soft power, semi-hard power, and hard power. University must have an accurate estimation of its various missions with the flexibility to respond to these missions. Classification of these missions into knowledge, research and technology can be a response to these concerns. Interpretative structural modeling was used to categorize these missions. Eleven university professors and managers were interviewed to design the model and analyze the influence power and dependence based on the MicMac analysis. The results indicated that Islamic Humanities and future development were at 4th level, organizational excellence and progress were at the 3rd level, soft power, semi-hard power and hard power were at 2nd level, and internal and external deepening were at level 1. The results also showed that the main origins of knowledge, research and technology missions are Islamic sciences and future development. The results will help the senior managers of the university, as well as the higher commanders of the organization find out the origin of the knowledge missions to develop and expand it in the organization.

Keywords


  • Albright, K. (2004). Environmental Scanning: Radar for Success, The Information Management Journal.
  • Choi, B., Simon K.P. & Davis J.G. (2008). Effects of knowledge management strategy on organizational performance: A complimentary theory-based approach, Omega, 36, 235-251.
  • Cordero, C., Delino, R., Jeyaseelan, L., Lansang, MA., Lozano, JM., Kumar, S, et al. (2008). Funding agencies in low- and middle-income countries: support for knowledge translation, Bull World Health Organ, 86(7): 524-4.
  • Hachicha, W. & Elmsalmi, M. (2014). An integrated approach based-structural modeling for risk prioritization in supply network management, Journal of Risk Research, 17(10), 1301-1324.
  • Handzic, M., Lagumdzija, A. & Celjo, A. (2008). Auditing knowledge management practices: model and application, Knowledge Management Research & Practice, 6(1), 90–99.
  • Jasimuddin, Sajjad M., Connell, C. & Klein, Jonathan H. (2014). A decision tree conceptualization of choice of knowledge transfer mechanism: the views of software development specialists in a multinational company, Journal of Knowledge Management, 18(1), 194-215.
  • Joshi, K.D., Chi, L., Datta, A., & Han, S. (2010). Changing the competitive landscape: Continuous innovation through IT-enabled knowledge capabilities, Information Systems Research, 21(3), 472-495.
  • Kannan, G. & Noorul, H.A. (2007). Analysis of interactions of criteria and sub-criteria for the selection of supplier in the built-in order supply chain environment, International Journal of Production Research, 45(17), 3831–3852.
  • Kannan, G. Pokharel, S. & Sasi Kumar, P. (2009). A hybrid approach using ISM and fuzzy Comment [t6]: Author: Please TOPSIS for the selection of reverse logistics provider, Resources, Conservation and confirm the year of publication (whether Recycling, 54(1), 28–36).
  • Lin, C., Wu, J-C. & Yen, D.C. (2012). Exploring barriers to knowledge flow at different knowledge management maturity stages, Information & Management, 49, 10–23.
  • Liu, P.L., Wen, C.C. & Tsai, C.H. (2004). An empirical study on the correlation between knowledge management capability and competitiveness in Taiwan’s industries, Technovation, 24(12), 971–977.
  • Massa, S. & Testa S. (2009). A knowledge management approach to organizational competitive advantage: Evidence from the food sector, European Management Journal, 27, 129-141.
  • Pandey, V.C. & Garg, S. (2009). Analysis of interaction among the enablers of agility in supply chain, Journal of Advances in Management Research, 6(1), 99-114.
  • Pee, L.G. & Kankanhalli, A. (2009). A Model of Organisational Knowledge Management Maturity Based on People, Process, and Technology, Journal of Information & Knowledge Management, 8(2), 79–99.
  • Ramesh, A., Banwet, D.K., Shankar, R. (2010). Modeling the barriers of supply chain collaboration, Journal of Modelling in Management, 5(2), 176–193.
  • Santesso, N. & Tugwell, P. (2006). Knowledge translation in developing countries, J Contin Educ Health Prof, 26(1): 87-96.
  • Syed-Ikhsan, S.O.S., & Rowland, F. (2004). Knowledge management in a public organization: a study on the relationship between organizational elements and the performance of knowledge transfer, Journal of knowledge management, 8(2), 95-111.
Volume 1, Issue 1 - Serial Number 1
Serial No.1 - Summer Quarterly
July 2018
Pages 115-132
  • Receive Date: 21 February 2018
  • Revise Date: 15 September 2018
  • Accept Date: 20 June 2018
  • Publish Date: 23 August 2018