Exploring the contextual dimensions of organization from knowledge management perspective

Mostafa Jafari · Mohammad Fathian · Alireza Jahani · Peyman Akhavan

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Innovation and Knowledge Management Management and Organizational Practices Knowledge Management and Sharing

Abstract

Purpose The purpose of this paper is to explore the contextual dimensions of organizations for finding the interactions between of these dimensions and knowledge management (KM) and to identify the critical success factors, drivers and constraints, relevant to the implementation of KM in the Tehran business environment. The most research of KM merely pays attention to its relation with dimensions of the organizations especially contextual dimensions. Design/methodology/approach A new exploration based on research experiences of the KM is formalized as an extension of the model by Daft. The present article reports the empirical findings of a survey conducted among managers and experts in Tehran. In this survey we give them a questionnaire that contains some questions related to the mentioned dimensions and asked about relations of them and KM critical success factors for better implementation based on factor analysis. The questionnaire reflects insights gained from a mix of individual choice models developed by various researchers and Delphi technique. Findings This research finds seven critical success factors, Collaboration and knowledge workers, Technology Deployment, Learning Culture, Flat Structures, Supply Chain Integration, Comprehensive strategies and Flexible Organizations, which related to the conceptual Dimensions of organizations and also drivers and constraints of KM implementation. Research limitations/implications This framework reflects the interactions between contextual dimensions and KM. It may need further research to be used for structural dimensions of the organizations. Originality/value Using this research, organizations interested in implementing KM may be familiar with the impacts of KM implementation and contextual dimensions on each other for achieving the desirable outcomes.

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References

1995The Knowledge-Creating Company 1994A Dynamic Theory of Organizational Knowledge Creation 1996Toward a knowledge‐based theory of the firm 1998The Knowledge-Creating Company 1992Core capabilities and core rigidities: A paradox in managing new product development 2012Post-Capitalist Society 1992The resource‐based view within the conversation of strategic management 1992Corporate Culture and Performance

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