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Open Access Article

1 - Knowledge Translation Model From Research to Industry Case Study: Defense Industries Research Center
Yousef Naeimaei Hossein Ali Hasan pour Mahdi Moghan Jahanbakhsh Mambini Soheyl Emamian

Knowledge Translation (KT) is the meeting ground between two fundamentally different processes: research and action. It knits them with communicative relationships. Knowledge translation is a dynamic and interactive process that includes synthesis, dissemination, exchan More

Knowledge Translation (KT) is the meeting ground between two fundamentally different processes: research and action. It knits them with communicative relationships. Knowledge translation is a dynamic and interactive process that includes synthesis, dissemination, exchange and ethically sound application of knowledge to provide more effective services and products and strengthen system. This is done through a complex system of researchers and knowledge users. Knowledge translation is catalyst for knowledge cycle in knowledge to action process. Utilization of observation and decision-making appropriate with field conditions that is proposed with knowledge translation is very useful in industrial researches. This research proposes a model for knowledge translation from research to industry (case study: A Defense Industry Research Center). By extending the concept of knowledge translation several models and structures are proposed that each one has a strategy to overcome the gap between what we know and what actually happens in practice. In this research we studied some of them and try to find an appropriate model. The proposed model has seven processes: research needs assessment, input to research, research processes, primary outputs from research, making a sample for taking customers endorsement, using product and final outcome. For data collection, interviews and questionnaires were used. The population is consisting of experts, managers and Defensive Research Centers researchers who are familiar with knowledge translation issues. Manuscript profile

Open Access Article

2 - Enhancing Efficiency and Organizational Knowledge in Assembly Lines Using Discrete-event Simulation Techniques
Moslem Fadaei Hadi Heydari Ghare Bagh Sedigh Reisi

10.7508/jstpi.2015.02.008

In today’s competitive market, companies must work closely with their customers and suppliers if they want to survive and improve their own performance and to provide a better response to market forces. In a typical supply chain, information flow is more important than More

In today’s competitive market, companies must work closely with their customers and suppliers if they want to survive and improve their own performance and to provide a better response to market forces. In a typical supply chain, information flow is more important than the other two involved flows including material flow and cash flow. It can be lead to enhance organizational knowledge. The main purpose of the research, is to identify, analyse and improve the performance of an assembly line using simulation techniques. Many factors, such as setup time, operating time, failure rate, repair rate, and production rate, can cause data to be non-stationary. Therefor, in order to analyse such complicated systems it is necessary to apply simulation techniques. The most important properties of an assembly line including bottlenecks, cycle time, buffers capacities, and the number of finished products in a given time period are investigated in the research. After data gathering, and building an appropriate simulation model, the simulation experiments were done with Enterprise Dynamic software. The simulation model is implemented and tested against real-world data and is demenostrated by a numerical example. Then, the bottlenecks and performance measures including throughput time and waiting time are identified and analysed in order to develop a new scenario in which opportunities for improvements are presented. The results show significant improvements in terms of reducing waiting time and increasing efficiencies. Manuscript profile

Open Access Article

3 - The Role of Knowledge Management on Improvement of Marketing Activities Case Study of Active Company in Medical Equipment
Peyman Akhavan Maryam dehghani

10.7508/jstpi.2015.01.004

Nowadays, Knowledge is considered as a competitive key factor in global economy. Marketing departments in each organization are the most important consumers of knowledge and generally, many effective insights in marketing are hidden in the characteristics of customers a More

Nowadays, Knowledge is considered as a competitive key factor in global economy. Marketing departments in each organization are the most important consumers of knowledge and generally, many effective insights in marketing are hidden in the characteristics of customers and their purchasing patterns. Therefore, development of knowledge management systems in businesses can improve decision making, enhance creativity, help compatibility with changes and cause the competitive advantage for businesses and marketing strategies. In this paper, using descriptive-survey method and questionnaire, applications of knowledge management in factors of marketing in Medical Equipment Company is considered. Evaluation is carried out through a random sampling. The quantity of the sample was determined by Kokaran formulation containing 98 individuals. Variables were normal according to kolmogorov-smirnov test. Therefore, community average test (t student) was used for data analysis. The result showed knowledge management has significant influence on most of factors in marketing. Therefore, due to increasing knowledge in organizations; managers should implement knowledge management in organization especially in marketing. But, there isn’t any relationship between knowledge management and pricing policy improved, market offering standardized, common product development and common strategy of business expansion. Manuscript profile

Open Access Article

4 - Development of an Assessment Model for Knowledge Management in Knowledge-based Organizations Study of University of Qom
Haniyeh Hoshmand Somayeh Mir Afzal jalal rezaeenour

Assessment of knowledge management (KM) helps knowledge-based organizations to establish their KM process effectively. So, it is necessary to define some measures to evaluate KM process of these organizations. These indicators can measure efficiency and effectiveness of More

Assessment of knowledge management (KM) helps knowledge-based organizations to establish their KM process effectively. So, it is necessary to define some measures to evaluate KM process of these organizations. These indicators can measure efficiency and effectiveness of KM process in knowledge-based organizations. The purpose of this paper development of an assessment model for KM process in knowledge-based companies. In this study, a model was developed based on four enabler factors of knowledge management including “human resources, information technology, education and culture”, and four KM sub-processes including “creating, storing, sharing and applying knowledge”. The statistical sample consists of staff and faculty members of University of Qom in which the developed model is evaluated as a case study. A descriptive-survey research method was conducted in this study based on a questionnaire. The results indicate that University of Qom has not focused enough on KM process. Also, the results of the Fridman test show that none of the studied factors and processes is in a desirable condition in the university; it has been pay less attention to “Organizational culture” and “knowledge creating”, whereas “education” and “knowledge applying” have received more attention. Manuscript profile

Open Access Article

5 - Knowledge Management in Knowledge-based Organizations, located in Isfahan Scientific and Technology Town (ISTT)
Seyed mohammad Mirkamali Zeynab Eizadian Hadi Mosadegh

In contemporary economics, knowledge is key element for organizational competitiveness. Therefore diverse organizations, especially small and medium-sized companies should have a clear position in their organizations current knowledge in order to survive and achieve ac More

In contemporary economics, knowledge is key element for organizational competitiveness. Therefore diverse organizations, especially small and medium-sized companies should have a clear position in their organizations current knowledge in order to survive and achieve accomplishment. The purpose of this study was to present a perspicuous condition of knowledge management strategies in firms, located in Isfahan science and technology town (ISTT). 98 firms were selected in a simple randomized sampling and their managers were requested to answer the questionnaire asking 47 questions about 4 different knowledge strategies, including knowledge application, knowledge transfer, organizational knowledge and producing knowledge. The type of this study is survey research. Data was analyzed by using descriptive statistics (frequency, mean and standard deviation). The results indicate that the dominant strategy of knowledge management in the town in applying knowledge is human-centered strategy, in field of knowledge transfer is social strategy, in the development and producing of knowledge is applied strategies in field of organizational knowledge is innovations strategy. This finding demonstrates that firms’ emphasis on hidden knowledge and their knowledge has more personal nature. It is proposed to modify the existing state that empirical knowledge of personals is written to be easily shared with others. Manuscript profile

Open Access Article

6 - Linkage between knowledge management and performance appraisal; an effective human resource system
Saeed hosein Rafuati

Knowledge Management and Human Resources Management are two significant fields in Organization Management. Despite the vast literature available on each of them, their putting into practice is indeed challenging. On the one hand, Knowledge Management is considered as an More

Knowledge Management and Human Resources Management are two significant fields in Organization Management. Despite the vast literature available on each of them, their putting into practice is indeed challenging. On the one hand, Knowledge Management is considered as an additional work procedure in some organizations mainly due to the intangibility of the value which it adds to the system in the short run. On the other hand, in some other organizations, Human Resources Management is reduced to personnel management and handling the employees official tasks. Therefore its principles such as employees' performance appraisal, leading in most cases to the achievement of organizational goals, are exploited as a means for either encouraging or punishing the employees. This research aims at defining a framework, through studying the different aspects of Knowledge Management and Human Resources Management, in which these two fields interactively produce a combinatory system which helps them effectively flourish and brings about their overlapping so that they can compensate for each field's deficiencies. Manuscript profile

Open Access Article

7 - Knowledge Management and Firm's Competitive Strategy:The Role of Strategic Reference Points (SRPs)
Omid Mahdiye

The best way to achieve competence in global market is through planning and upgrading core competencies. Not only will the knowledge economy change the experience of workers, but organizations and countries must also rethink their economic strategies. How well an indivi More

The best way to achieve competence in global market is through planning and upgrading core competencies. Not only will the knowledge economy change the experience of workers, but organizations and countries must also rethink their economic strategies. How well an individual, an organization, an industry, a country does in acquiring and applying knowledge will become the key competitive factor. An organization with a good sense of KM has the potential to create significant value, but only if it is linked to its overall strategy and strategic decisions. Knowledge management (KM) is the latest strategy in increasing organizational competitiveness. The concept of treating organizational knowledge as a valuable strategic asset has recently become extremely common. KM efforts have been primarily focused on developing new applications of information technology, complemented to a lesser degree with implementing new organizational forms. The link between knowledge and business strategy has basically been overlooked. Thus KM has unfortunately developed into a matter of information technology primarily, followed by one of organizational behavior with business strategy generally not even considered. The purpose of present paper is to identify the relationship between KM and the firm's competitive advantage. In the first section the pertinent literature related to knowledge management and its impact on the competitive advantage of the firm was examined. Then the Porter's (1979) five forces model and Wernerfelt's (1984) Resource-based view of the firm were reviewed. In the next section the link between KM and strategy formulation by drawing on the resource-based view of the firm is addressed. In the last section the strategic reference points (SRPs) theory has been introduced and applied for classifying the KM strategies. Manuscript profile

Open Access Article

8 - Identification of Traditional Tools & Solutions of Knowledge Management in Low-Tech Enterprises
Saeed hosein Rafuati

Management experts have considered knowledge management, in the course of the past several years, as a managerial solution and have recommended, to the managers, the application of its tools for increasing the enterprise efficiency. This point should be also mentioned More

Management experts have considered knowledge management, in the course of the past several years, as a managerial solution and have recommended, to the managers, the application of its tools for increasing the enterprise efficiency. This point should be also mentioned that prior to the current development of knowledge management literature, knowledge management existed in enterprises in traditional ways. Definitely the effective development of new knowledge management tools in these enterprises must be firstly based on the same traditional tools, in order to improve them, and secondly these tools must conform to the enterprises' structure- and also the elements of this structure. One of the most crucial elements of this structure is technology level; however, it is needless to mention that knowledge management tools for low-tech enterprises are different from those for high-tech enterprises. Throughout the article, based on a statistical research carried out in small and medium enterprises in the area of metal industry- with low technology level- traditional knowledge management tools in-use are determined and defined. Manuscript profile

Open Access Article

9 - Knowledge Management Establishment In Tehran Municipality And Presenting Application Model
Ali Rabiei Zeynab Khajavi

Knowledge management is a critical success factor in today's enterprises. The efficacy of a knowledge management (KM) project depends heavily on a successful coordination of issues such as corporate culture, organizational processes, human resource management and inform More

Knowledge management is a critical success factor in today's enterprises. The efficacy of a knowledge management (KM) project depends heavily on a successful coordination of issues such as corporate culture, organizational processes, human resource management and information technology. This research has been conducted with an applied purpose and a descriptive method. Reviewing the status of indicators, structure, culture, technology, human resources, knowledge process and leadership in Tehran municipality for the establishment of knowledge management have been obtained from questionnaires through analyzing data. Then based on the highest mean encountering test(Friedman test) priorities have been classified. The statistics in this research include senior managers, middle managers, supervisors and experts of Tehran municipality which makes 1057 people all together. Among them, 285 were studied as samples. The analysis proved the appropriateness of establishing Knowledge Management in the organization. Human resources indicators, structure, knowledge processes, technology and culture are the next priorities. Manuscript profile

Open Access Article

10 - Knowledge Management Approaches and Knowledge Gaps in Technology Era
Hosein Rahman seresht Nastaran Simar asl

s that the first step to enter the world of knowledge management is analyzing different knowledge management (KM) approaches. Then it would be essential to identify knowledge management gaps, because organizations weakness at identifying and bridging these gaps before i More

s that the first step to enter the world of knowledge management is analyzing different knowledge management (KM) approaches. Then it would be essential to identify knowledge management gaps, because organizations weakness at identifying and bridging these gaps before implementing knowledge management plans will obviously lead to unreasonable effects. In this paper, at first, a summary of knowledge management concept and the necessity of its implementation in organizations are presented. Also, a comparison has been made between R&D expenditure and revenue and profitability of the global leading companies. In the next section, the knowledge production rank of Iran among 16 countries is presented in order to demonstrate Irans position according to knowledge growth. Then KM approaches including mechanistic, systemic, core competencies and behavioral-cultural and two models of knowledge management gaps including Pierce and Lovrichs (1984) and Lins (2005) model are discussed. In conclusion, the priority of adopting systematic, behavioral/cultural & core competencies approaches in contrast to traditional mechanistic approach is discussed. It is also mentioned that the 1st model is appropriate to be applied in macro level where as it will be appropriate to apply the 2nd model in micro level. Manuscript profile

Open Access Article

11 - An Investigation of Failure Factors Influencing Knowledge Management in Organizations
Mona Golchin pour

Knowledge Management is somehow the corporations hidden assets. This process includes creation, achievement, storing, and distribution, sharing and finally applying the knowledge. Nowadays, in the rapid international market, the success will be not achieved by tradition More

Knowledge Management is somehow the corporations hidden assets. This process includes creation, achievement, storing, and distribution, sharing and finally applying the knowledge. Nowadays, in the rapid international market, the success will be not achieved by traditional work force, investment and the land, but it will stem from work forces ideas means knowledge - the vital new source. In this paper, by a case study, we try to find out right answers to these questions; whether establishing knowledge management is always successful and what are the main causes of failing knowledge management in corporations? Manuscript profile

Open Access Article

12 - Ranking Factors in Successful Implementation of Knowledge Management in Knowledge Based Companies
mahbobeh Haghi Morteza rasti bozorki Hamid Mahdavi

10.7508/jstpi.2015.01.007

Knowledge management is one of the appropriate solutions to earn utility and efficiency in organizations. Procedure of increasing the role of knowledge in the management of organizations has caused the concept of knowledge management to become the heart of the organizat More

Knowledge management is one of the appropriate solutions to earn utility and efficiency in organizations. Procedure of increasing the role of knowledge in the management of organizations has caused the concept of knowledge management to become the heart of the organization's strategic policies. Accordingly, paying special attention to knowledge management and understanding the most important effective factors in its successful implementation is necessary to achieve the organization goals. Having studied various articles, in this article, 30 sub-factors in the forms of 7 main factors including leadership, organizational culture, resources and human resources, information technology, evaluation and performance measurement, strategies, processes and activities have been recognized. These factors are the effective ones in successful implementation of knowledge management in knowledge based organizations. The factors have been ranked by managers of knowledge based companies located in Isfahan Science and Technology town. According to this the priorities of main factors in the successful implementation of knowledge management have been determined in the form of resources and manpower, leadership, strategies, organizational culture, processes and activities, information technology and evaluation and performance measurement, among the effective sub-factors in successful implementation of knowledge management. Hiring qualified personnel, having the same prospect , creating appropriate space and time for brain storming and having a clear long- and short-term goals for knowledge management have the highest importance for the successful implementation of knowledge management in knowledge based organization, respectively. Manuscript profile

Open Access Article

13 - Different points of view for Relation of Knowledge Management and Business Intelligence
hasan rangriz nasim afshari

10.7508/jstpi.2016.01.002

Nowadays, having the ability of foresight and decision-making is essential for any organization. Advanced and successful organizations have chosen knowledge-oriented strategy to survive in the competitive and rapidly changing environments. Handling of changes and good d More

Nowadays, having the ability of foresight and decision-making is essential for any organization. Advanced and successful organizations have chosen knowledge-oriented strategy to survive in the competitive and rapidly changing environments. Handling of changes and good decision making about them plays a central role in the future success or failure of organizations. Two important concepts that have important role in managers’ decision makings are Business Intelligence (BI) and Knowledge Management (KM). Business intelligence and knowledge management are relative concepts to each other .The relations between these concepts has not been yet offered clearly and determining the boundary of these two concepts is difficult for managers. Researchers have considered different links between them. In this paper, business intelligence and knowledge management will be defined and then different viewpoints about the type of relationship between these concepts will be expressed. In general, it is recognized that knowledge management and business intelligence both have common and same goal which is improving decision-making process and finally improving the business performance. Implementation and execution of these concepts would consider as organization's competitive advantage. However, knowledge management, including both explicit and tacit knowledge, and also considers unstructured data, while business intelligence generally focuses on explicit knowledge. Finally, concluded that, knowledge management and business intelligence should be integrated regardless of the type of relationship between them, because each has advantages and disadvantages. Manuscript profile

Open Access Article

14 - The Requirements to Shift from Close Innovation into Open Innovation
Manochehr Manteghi Parisa Hasan Abadi

10.7508/jstpi.2016.02.004

Open innovation represents an emergent paradigm, which organizations must become familiar with and apply it in practice sooner or later in order to survive and prevent their failure. Factors such as diffusion of knowledge, increasing costs and complexity of R&D, the sho More

Open innovation represents an emergent paradigm, which organizations must become familiar with and apply it in practice sooner or later in order to survive and prevent their failure. Factors such as diffusion of knowledge, increasing costs and complexity of R&D, the shortening of the technology life cycles, the growth of venture capital and presence of knowledgeable suppliers and clients, have weakened the close innovation paradigm. So, self-sufficient, inward focus, monopoly of knowledge and capital investment on internal research, does not create competitive advantages for organizations any more. In open innovation era, organizations make use of both internal and external resource of knowledge to drive their innovation processes, also search different internal and external ways to develop their markets. With regard to inescapable deployment of open innovation, now the question is what items should be considered by organizations in the shift from close innovation to open innovation? In other words, what are the requirements for implementing open innovation approach in organizations? This paper will answer the question by review of pervious research to identify and describe dimensions which could lead organizations in order to implement open innovation. These dimensions which named “the requirements to shift from close innovation into open innovation” and presented in conceptual framework of paper, are: networking, open innovation processes, organizational structures and knowledge management systems. Organizations should notice these dimensions interact each other, so change along one dimension will impact on the others. Manuscript profile

Open Access Article

15 - Providing a Model for Evaluating Knowledge Management Systems Using Balanced Scorecard at Pars Khodro Company
Behzad Hasani ٌRocxana Fekri

10.52547/jstpi.21036.18.71.55

20.1001.1.17355486.1401.18.71.3.6

The purpose of this research is to identify and prioritize the criteria of knowledge management systems using BSC. The research method is descriptive-survey and the type of applied developmental research is Friedman and AHP ranking tracking method. Statistical populatio More

The purpose of this research is to identify and prioritize the criteria of knowledge management systems using BSC. The research method is descriptive-survey and the type of applied developmental research is Friedman and AHP ranking tracking method. Statistical population included all experts and top managers of Pars Khodro Company (157 people) and sample size was 111 people based on Cochran formula. Data were collected using a questionnaire designed by previous studies and expert opinions. Content validity index (CVR) was used to determine the validity of the questionnaire and Cranach’s alpha coefficient of 0.728 was used to determine its reliability. Data were analyzed using SPSS and EXPERT CHOICE statistical software. The results showed that: BSC's vision is financial, customer, growth and learning and internal processes respectively. From the financial point of view, the CEO's financial knowledge is the highest and avoidance of duplication of costs is the lowest, and from the customer's perspective, the highest priority is to improve the quality of customer service and the customer's least. And change in the system is the least important of the improvements, and lastly, the internal process view has the least degree of effectiveness of the system in achieving the most desirable organizational objectives and document size. Manuscript profile

Open Access Article

16 - Examining the role of influencing factors on value co-creation through technologies equipped with artificial intelligence and knowledge management in the tourism industry
Mohammad bashokouh Iman Ghasemi hamedani

10.61186/jstpi.40640.19.75.42

20.1001.1.17355486.1402.19.75.7.5

In the 21st century, the growth of new technologies, especially in tourism, is inevitable. The development of information and communication technology has also caused significant changes in tourism behavior. The current research is devoted to the analysis of the effecti More

In the 21st century, the growth of new technologies, especially in tourism, is inevitable. The development of information and communication technology has also caused significant changes in tourism behavior. The current research is devoted to the analysis of the effective factors on value co-creation through technologies equipped with artificial intelligence and knowledge management in the tourism industry. This research is descriptive-correlation type. The statistical population of the research consists of employees and experts of the tourism industry, and 190 sample members were randomly selected. Data were analyzed using spss software and partial least squares method and Smart PLS software. were analyzed. Customer-based factors with a coefficient of 0.364 on the effectiveness of value co-creation, technology equipped with artificial intelligence with a coefficient of 0.802 on customer-based factors and with a coefficient of 1.097 on the effectiveness of value co-creation, and finally knowledge management with a coefficient of 0.540 The effectiveness of value co-creation has a significant impact. And customer-based factors with a coefficient of 0.292 were able to mediate the relationship between technology equipped with artificial intelligence and the effectiveness of value co-creation. Examining the results of this research showed that the significant effect of customer-based factors, technologies equipped with artificial intelligence and knowledge management on the effectiveness of value co-creation was confirmed. And customer-based factors were able to mediate the relationship between AI-enabled technologies and value co-creation effectiveness. Finally, technologies equipped with artificial intelligence were able to mediate the relationship between customer-based factors and the effectiveness of value co-creation. Manuscript profile

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