Effect of organizational factors on knowledge management in education: A case study in Mazandaran Province, Departments of Education

Culture influences all the organizations activities. On the other hand, due to the role and importance of knowledge management in obtaining competitive advantages, understanding the amount of support of organizational culture, especially dominant dimension of culture, is among strategies of knowledge management which are so much important and critical. For this purpose the current study has been conducted on managers and staff of West Mazandaran province Departments of Education. Based on Cochrane relationship, 385 managers and staff of the mentioned departments have been selected randomly. The type of research is applied and is descriptive and survey from the point of view of data collection manner. The measuring tool is standard questionnaire of organizational culture factors and standard questionnaire of knowledge management which validity have been confirmed through content analysis by experts and their reliability have been confirmed with the use of Cronbach's alpha. The results of structural models fit between the dimensions of knowledge management and organizational culture indicate that there is a significant relationship between organizational culture dimensions and knowledge management in West Mazandaran province Departments of Education and hence the effectiveness of organizational culture on knowledge management is accepted. Also three dimensions of innovation, job challenge and communications among all the organizational culture dimensions have the most effect on knowledge management process, which indicates the importance of these elements. Finally, with determining the effective factors on knowledge management the necessary recommendations in line with knowledge management process implementation have been provided

Effect of organizational factors on knowledge management in education: A case study in Mazandaran Province, Departments of Education

Culture influences all the organizations activities. On the other hand, due to the role and importance of knowledge management in obtaining competitive advantages, understanding the amount of support of organizational culture, especially dominant dimension of culture, is among strategies of knowledge management which are so much important and critical. For this purpose the current study has been conducted on managers and staff of West Mazandaran province Departments of Education. Based on Cochrane relationship, 385 managers and staff of the mentioned departments have been selected randomly. The type of research is applied and is descriptive and survey from the point of view of data collection manner. The measuring tool is standard questionnaire of organizational culture factors and standard questionnaire of knowledge management which validity have been confirmed through content analysis by experts and their reliability have been confirmed with the use of Cronbach's alpha. The results of structural models fit between the dimensions of knowledge management and organizational culture indicate that there is a significant relationship between organizational culture dimensions and knowledge management in West Mazandaran province Departments of Education and hence the effectiveness of organizational culture on knowledge management is accepted. Also three dimensions of innovation, job challenge and communications among all the organizational culture dimensions have the most effect on knowledge management process, which indicates the importance of these elements. Finally, with determining the effective factors on knowledge management the necessary recommendations in line with knowledge management process implementation have been provided

Effect of Managerial Capability and Organizational Capability on Digital Innovation Among Organizations in Sri Lanka

Despite the growing importance of digital innovation to achieve better performance, empirical studies examining different factors that affect digital innovation within organizations are scarce. Further, the findings of existing studies are inconsistent, leading to a knowledge gap within the context. Thus, this research focused on identifying the critical success factors affecting digital innovation from managerial and organizational perspectives. The literature review revealed four factors affecting digital innovation. A new conceptual framework was designed to test the relationships identified, and it was tested using survey data collected from 135 managerial-level employees of organizations that are engaged in digital innovation processes in Sri Lanka. Data were analyzed using the PLS-SEM approach. The findings revealed that top management support and organizational learning had a positive and significant effect on digital innovation. Since there is a dearth of research in the context of digital innovation, the conceptual framework introduced and the findings of the study will encourage organizations to understand and leverage the determinants necessary to foster digital innovation within organizations

Blockchain and Organizational Characteristics : Towards Business Model Innovation

Blockchain seems to challenge the current business models by providing opportunities for new value creation. However, several research gaps remain in literature in evaluating how firms can leverage new approaches to innovation management and opportunities created by blockchain. Supporting organizational characteristics affecting digital innovation management process also need attention in order to challenge the traditional theories while developing unique fundamental assumptions between innovation processes and outcomes. Thus, blockchain and organizational characteristics need to be understood as an encompassing, overarching and interrelated ecosystem in digital innovation management. Grounding on digitalization and innovation management, this research conceptualizes how blockchain technology and supporting organizational characteristics (i.e., R&D investment, strategic alignment, cultural support, top management knowledge and involvement, insights from customers and end-users) can be integrated for business model innovation. This research develops a conceptual framework involving multi-disciplinary collaborative actions that strengthen and empower business model innovation.©2020 Springer. This is a post-peer-review, pre-copyedit version of an article published in Advances in Creativity, Innovation, Entrepreneurship and Communication of Design: Proceedings of the AHFE 2020 Virtual Conferences on Creativity, Innovation and Entrepreneurship, and Human Factors in Communication of Design, July 16-20, 2020, USA. The final authenticated version is available online at: http://dx.doi.org/10.1007/978-3-030-51626-0_9.fi=vertaisarvioitu|en=peerReviewed

The Factors Affecting Innovative Behavior: An Employee Assessment System Based on Knowledge Creation

Organizations thrive on the innovative behavior of their personnel, but the specific factors that influence such behavior are not widely established, especially in the Thai context. An examination of the literature reveals that the knowledge management (KM) process, which has its basis in the process of knowledge creation known as the SECI process, serves to promote innovative behavior and is a key driver of competitive advantage within innovative organizations. This research study sought to determine which factors account for success in innovation, and to establish an assessment system to evaluate employee innovation. The study sample comprised 500 employees from companies operating in the technology sector. Confirmatory factor analysis (CFA) was carried out, and an eight-factor model was formulated on the basis of the available data. The eight factors in the model were determined to have a significant influence on the success of innovative behavior observed in Thai companies. The relevant factors comprised Sharing of knowledge (SK), Self-efficacy (SE), Problem solving skills (PS), Collaboration ability (CA), Culture of innovation (CI), Organizational support (OS), Culture of learning (CL), and Executive leadership (EL). Within the organizational context, the findings reveal the statistically significant contribution of Sharing of knowledge, Culture of innovation, Organizational support, and Self-efficacy in the promotion of innovative behavior. The study results may prove helpful for organizations wishing to assess the innovative capabilities of their staff, while the success factors may be implemented within organizations through the practical application of an assessment system. Also, by filling a research gap in the literature review, this work will be beneficial to academics and researchers in order to better promote innovative behavior. Doi: 10.28991/HIJ-2023-04-01-012 Full Text: PD

Factors affecting innovation management at Mazinoor lighting Ind. In Iran

The purpose of this study was to identify what factors affecting innovation management and investigate the relationship between those factors and innovation management. A survey has been done to explore innovation management being practiced in Mazinoor Company, an Iranian Company that manufactures lighting products. The respondents in the survey were selected from the personnel of Mazinoor Co. who were involved in innovation activities and the questionnaires were sent to them for collection of data for analysis. The findings demonstrated that five factors top management support, team working, communication and knowledge sharing, organizational culture and leadership have statistically significant positive correlation with innovation management. The results also indicated that among those factors, top management support had the most significant influence on performance of innovation management in Mazinoor Co., followed by team working, leadership and communication. The findings of this study are expected to enhance the existing literature on innovation management in Iran and it also provides managers of Mazinoor Co. with the necessary information regarding the level of managing innovation in that company

The Antecedents and Consequences of RFID Technology Adoption for China’s Logistics Companies

With the fast growth in China’s economy, the logistics industry in China is set to take off, and more and more logistics companies begin to adopt innovative logistics technologies. RFID technology has been regarded as an important innovative application in logistics operations and supply chain management. This paper aims to study the antecedents and consequences of RFID technology adoption from the perspective of technological innovation by conducting a questionnaire survey on China’s logistics companies. The factors influencing RFID technology adoption consist of organizational and environmental dimensions. Research findings reveal that organizational encouragement for innovation, quality of human capital, organizational accumulation of related knowledge, perceived environmental uncertainty, and governmental support exhibit significant influences on the willingness to adopt RFID technology. Logistics companies with higher levels of willingness to adopt RFID technology will be associated with better supply chain performance

Characterization of Best Practices for Customer/Supplier Collaboration in Co-innovation Projects

High market competitiveness and a lack of internal resources and knowledge make companies increasingly interested in open innovation, being the collaborative innovation projects with suppliers one of the most widely used initiatives. However, the collaborative process is difficult to manage given the diversity of factors to consider when mixing different organizational cultures, resources, competencies, and experiences. One way to support the process is through the management of related good practices. Therefore, based on a review of the literature and international standards on open innovation or collaboration, this document identifies five dimensions and 18 practices of the customer-suppliercollaborative innovation process. The identification of these good practices allows the characterization of the customer/supplier collaboration process in innovation projects and allows the establishment of a reference framework for the creation of an evaluation mode

The organizational dynamics enabling patient portal impacts upon organizational performance and patient health: a qualitative study of Kaiser Permanente.

BackgroundPatient portals may lead to enhanced disease management, health plan retention, changes in channel utilization, and lower environmental waste. However, despite growing research on patient portals and their effects, our understanding of the organizational dynamics that explain how effects come about is limited.MethodsThis paper uses qualitative methods to advance our understanding of the organizational dynamics that influence the impact of a patient portal on organizational performance and patient health. The study setting is Kaiser Permanente, the world's largest not-for-profit integrated delivery system, which has been using a portal for over ten years. We interviewed eighteen physician leaders and executives particularly knowledgeable about the portal to learn about how they believe the patient portal works and what organizational factors affect its workings. Our analytical framework centered on two research questions. (1) How does the patient portal impact care delivery to produce the documented effects?; and (2) What are the important organizational factors that influence the patient portal's development?ResultsWe identify five ways in which the patient portal may impact care delivery to produce reported effects. First, the portal's ability to ease access to services improves some patients' satisfaction as well as changes the way patients seek care. Second, the transparency and activation of information enable some patients to better manage their care. Third, care management may also be improved through augmented patient-physician interaction. This augmented interaction may also increase the 'stickiness' of some patients to their providers. Forth, a similar effect may be triggered by a closer connection between Kaiser Permanente and patients, which may reduce the likelihood that patients will switch health plans. Finally, the portal may induce efficiencies in physician workflow and administrative tasks, stimulating certain operational savings and deeper involvement of patients in medical decisions. Moreover, our analysis illuminated seven organizational factors of particular importance to the portal's development--and thereby ability to impact care delivery: alignment with financial incentives, synergy with existing IT infrastructure and operations, physician-led governance, inclusive decision making and knowledge sharing, regional flexibility to implementation, continuous innovation, and emphasis on patient-centered design.ConclusionsThese findings show how organizational dynamics enable the patient portal to affect care delivery by summoning organization-wide support for and use of a portal that meets patient needs