نشریه مدیریت دانش سازمانی
پیاپی 19 (زمستان 1401)

Knowledge map, as one of the most vital tools and approaches of knowledge management, plays a significant role in the correct establishment of related processes. Also, compiling the knowledge map in a short and appropriate period of time solves the challenge of implementing knowledge management in the organization and provides tangible and easily achievable outputs, which provides the necessary motivation to continue the time-consuming process. It will provide knowledge management. Due to the high importance of the knowledge map, the native standard model for implementation in Iranian organizations has not been presented. Based on this, in the upcoming research, the research team, with the aim of presenting a local model of organizational knowledge map development, has used a comprehensive and detailed study in the field of knowledge map subject literature based on the use of systematic review technique, and while extracting various components and dimensions of knowledge map, He combined the experience of implementing this approach in more than 20 Iranian organizations and finally based on the Interpretive Structural Modeling (ISM) method and using Smart PLS software and holding interview sessions and completing the matrix with 5 academic and business experts specializing in The field of knowledge management develops a suitable model for Iranian organizations to explain and design the organizational knowledge map. In this obtained model, the main components affecting the process of explaining the organizational knowledge map have been classified and separated in the form of 18 final components and 7 distinct levels.

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.

The present study examines the impact of knowledge management and knowledge sharing on the performance and loyalty of employees with the moderating role of innovation in Tabriz Petrochemical Company. This research is applied in terms of purpose and descriptive-survey in terms of nature. The statistical population of the present research consists of employees of Tabriz Petrochemical Company, under the ownership of National Iranian Petrochemical Industries Company, which has 941 official employees; Out of this number, about 160 people responded to the questionnaire items as a sample based on Cochran's formula and using the available sampling method. The data collection tool was a researcher-made questionnaire taken from researchers' studies. In order to measure the validity of the questionnaire from face validity using experts' opinions and its content validity with relative content validity index, relying on the opinions of 10 experts who are knowledgeable about the research topic and its reliability or validity with the help of Cronbach's alpha coefficient test and composite reliability. is placed Data were analyzed using spss software and partial least squares method and Smart PLS software. were analyzed. Examining the results of this research showed that knowledge management has a significant effect on employee performance with a coefficient of 20.206 and on employee loyalty with a coefficient of 19.807; In addition to this, innovation as a moderator has been able to moderate the relationship between knowledge management and employee performance with a coefficient of 3.936 and with a coefficient of 2.468 the relationship between knowledge management and employee loyalty. Therefore, the results showed that knowledge management has a major role in the performance and loyalty of employees and innovation is able to moderate this relationship. Therefore, in this regard, it is suggested that managers prepare the ground for increasing the loyalty of employees and help improve the performance of the organization by managing knowledge and facilitating its sharing and using innovative methods in the organization.

With the increase of social capital, the business of companies is prosperous. Otherwise, many challenges will be placed on the way of companies' success to retain customers, including solutions for organizations to gain competitive advantage, create and increase processes of knowledge absorption capacity in the organization, knowledge absorption capacity is the basis for increasing organizational knowledge. It is also attracting new knowledge in order to achieve organizational goals and also providing creative solutions to solve organizational problems. Therefore, in this research, the mediating role of knowledge management in the effect of social capital and absorption capacity on the company's financial performance is investigated. This research is descriptive-correlation type. The statistical population of this research consists of managers and employees of financial companies; 150 members of the sample were randomly selected and the questionnaires were completed. The data were analyzed using spss software and partial least squares method and SmartPLS software. were analyzed. Examining the results of this research showed that social capital has an effect on knowledge management and absorption capacity and does not affect the company's performance, also absorption capacity has a significant effect on knowledge management and company performance, and knowledge management also has a significant effect on company performance; In addition, knowledge management was able to mediate the relationship between social capital, absorptive capacity and company performance.

 The aim of the study is to investigate the effect of intellectual capital dimensions on innovative performance and role of strategic knowledge management moderator in the dairy industry. This study is applied research in terms of purpose and it is descriptive-correlation research in terms of method and nature. The statistical population of the study includes operating companies in the dairy industry. Research questionnaires were distributed among 98 senior executives of 61 companies by convenience sampling. Analyzing by smart-PLS software showed that the reliability and validity of measurement tool and the capability of model were acceptable. Results of hypotheses test based on the structural equation method (SEM) indicate that dimensions of intellectual capital have a positive effect on innovative performance and innovative performance can help improve market performance and financial performance. Also, the role of strategic knowledge management moderator in the relationship between two dimensions of intellectual capital (human capital and relational capital) with innovative performance was confirmed. The results of this study could help to better understand the complexities of intellectual capital and provides a good attitude to improve the performance of dairy companies.

Nowadays, due to the increase in crises and destructive events at all levels of organizations and companies, creating flexibility has become the first priority of many organizations. Therefore, considering that the petrochemical industry is one of the industries that is very sensitive to disturbances and is associated with rapid technological changes and uncertainty, this research aims to investigate the mediating role of organizational agility in the relationship between social capital and knowledge management on organizational resilience was carried out in Asalouyeh Petrochemical Company. The research method is applied in terms of purpose and descriptive-survey in terms of data collection. The statistical population of the research was the employees of Asalouyeh Petrochemical Company, whose number was 430. For this purpose, 203 people were selected as a statistical sample using a simple random sampling method and using Cochran's formula. The research data collection tools include three questionnaires by Nonaka and Takeuchi (1998) to evaluate knowledge management, Al-Omoush et al. (2020) questionnaire to evaluate social capital and organizational agility, and Prayak et al. (2018) questionnaire to evaluate organizational resilience. The face validity of the questionnaire was confirmed through the comments of 10 academic experts. Also, construct validity (convergent and divergent validity) was checked and confirmed based on the extracted average variance criterion and composite reliability. To calculate the reliability of the questionnaires, Cronbach's alpha coefficient was used (knowledge management: 0.802, social capital: 0.807, organizational resilience: 0.796, organizational agility: 0.821) and all coefficients were higher at 0.7, which indicates the used measurement tool has acceptable reliability. SPSS software was used to analyze demographic variables and descriptive statistics, and AMOS software was used to analyze inferential statistics and structural equation methods. The results showed that there is a positive and significant relationship between the variables of social capital and knowledge management with the variables of organizational agility and organizational resilience. So the value of t-statistic is higher than 1.96 on all routes, which indicates significance at the 95% level. Also, the mediating role of organizational agility with a total effect of 0.643 on the path between knowledge management and organizational resilience is greater than the path between social capital and organizational resilience with a total effect of 0.120. In other words, the influence of organizational agility on the relationship between knowledge management and organizational resilience is greater than the relationship between social capital and organizational resilience. Based on the obtained results, it can be said that one of the best ways to deal with environmental changes and achieve a resilient organization is to lead the organization towards being agile. Organizational agility also requires the ability and knowledge management as one of the most important competitive advantages and the development of social capital to achieve organizational goals.