Investigating the Relationship between Job Security and Knowledge Sharing Behavior influenced by Organizational Culture among Librarians of Government Academic Libraries in West Azarbaijan Province and East Azarbaijan Province

The purpose is investigate the relationship between job security and knowledge sharing behavior with the mediation of organizational culture among library librarians of governmental universities in West Azarbaijan and East Azarbaijan.

The research method is analytical survey method. The study population consisted of all librarians working in the libraries of public universities in West Azerbaijan and East Azerbaijan Province (155 persons) who were surveyed by census method. Questionnaire was used for data collection. Data were analyzed using descriptive and inferential statistics (by SPSS and LISREL) in the form of charts and graphs.

The results showed that there is a significant positive relationship between job security and knowledge sharing behavior (path coefficient 0.73). There is also a positive and significant relationship between job security and organizational culture (path coefficient 0.88). There is a positive significant relationship between knowledge sharing behavior and organizational culture (path coefficient 0.80). Also, considering the direct effect of job security on knowledge sharing behavior through the presence of organizational culture variable (path coefficient 0.79), it can be concluded that there is a significant relationship between job security, knowledge sharing and organizational culture. After modeling and estimating its parameters, the first fundamental question that arises is whether the measurement model is a suitable measurement model. Model fit is to what extent a model is consistent with the relevant data. When a model is precisely identified and has similar properties, it can be estimated and tested. Finally, structural equation indices (RMSEA, NFI, PGFI, etc.) were used to estimate the model fit.

Managing organizations must rely on superior knowledge to make more reasonable decisions on important issues and improve knowledge-based practices. Knowledge management is therefore more important than knowledge itself in organizations that seek to explain how to transform individual and organizational information and knowledge into individual and group knowledge and skills. The most important feature in a competitive world is change, and what will not change is change itself, relying on the people of the organization as the most important asset of the organization, giving them new insights, insights and ideas. And to encourage the scientific use of them in advancing the goals of the organization, this requires the creation of organizational culture as a constituent of the personality of the organization and the orientation of employee behavior. Therefore, it is only by exploring, changing, and creating an appropriate and flexible organizational culture that one can gradually change the pattern of interaction between individuals in the organization and use knowledge management as a competitive advantage and enhance the performance of organizations.