organizational knowledge

Organizational knowledge architecture is one of the most important tools for any organization to achieve progress and productivity. Therefore, the aim of the current research is to systematically review organizational knowledge architecture researches with a meta-composite method.

The current research is applied in terms of purpose and qualitative in terms of the nature of the data. In order to search and select suitable articles, 131 researches were found and 46 of them had defects or overlapped with each other. After removing the mentioned items, in total, 85 studies were selected, most of which were dedicated to articles.

All the articles and reports were screened using filter based on title, filter based on abstract and filter based on full text. CASP tool was used to perform this screening. The findings of the research indicate that competition is a stable advantage, agile organization, learning organization and leading organization are the four main consequences of organizational knowledge architecture.

For this aim, according to the findings, it can be acknowledged that the quality and speed of response, adaptability, continuous increase of people's ability, promoting systemic thinking, the ability to transfer knowledge in the organization, uniqueness, creating value for the customer, sharing goals or employees and The high morale of organizational employees is one of the most important consequences of organizational knowledge architecture that organizations can have by implementing organizational knowledge architecture.

Constant changes in today's business environment have made organizations recognize knowledge as their key asset. In fact, knowledge has become a key resource in any organization. In a collaborative process and to achieve common goals in the organization, people must share their knowledge with each other so that they can more easily and quickly achieve the common goals of themselves and the organization. To achieve this, it is necessary for people to know the factors that cause knowledge hoarding in the organization so that they can strengthen the culture of knowledge sharing in the organization by avoiding them. Therefore, in this research, at first, the factors affecting knowledge hoarding are identified, and then the most important factors are identified using the fuzzy mapping method (FCM). The current research is a descriptive research from the point of view of the result type of applied research and from the point of view of the purpose of the research. The method of data collection is mixed in this way that first the data was collected using the library method and studying the previous literature, and in a quantitative method, the relevant calculations were done using the stages of the fuzzy mapping method. The results showed that the lack of a reward system for shared knowledge is the most important factor affecting organizational knowledge hoarding, followed by workplace violence, indifference towards the organization, and lack of trust between employees, respectively, as other important factors. Were identified.

Organizational knowledge is the ability of members of the organization to differentiate in the process of doing their job, especially specific areas, which depends on the presentation of a set of generalities, the application of which to evolved collective understanding; Refers.

The present study aimed to investigate the effect of pluralistic ignorance on organizational knowledge management.

The research method was meta-combined. In this research, first, the literature of related researches was reviewed, then the dimensions and components related to the growth of knowledge management and the relationships between them were identified and approved with the consultation and agreement of all experts.

The findings show that; Increasing knowledge sharing, organizational knowledge, individual knowledge, knowledge transfer in expert associations, development and sharing of best practices, interaction between individuals and teams, increases the level of organizational knowledge management.

The results showed that; The studied categories include human and organizational dimensions that contribute to the development and establishment of knowledge management within the organization and have a positive effect on increasing the level of organizational knowledge management.

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Today knowledge is recognized as one of the valuable organizational assets and the main source of competitive advantage, transferring and applying knowledge is of crucial importance. But what is often neglected is the social nature of required context on which the mentioned processes must be accomplished. Social capital as an organizational resource helps in providing such a context. In the paper, knowledge is the context of organization will be introduced and different dimensions and elements of knowledge management as a strategy to achieve competitive advantage will be explained. Furthermore, different type of social capital, its main dimensions and its role in knowledge management will be described. Social relations enable the organizations to access to valuable knowledge bases. Social capital makes it possible to create intellectual capital through impacting the conditions needed to acquire (capture) and transfer knowledge. Finally, the role of social capital in providing the suitable conditions to access knowledge sharing and promotion in the organizations will be discussed.