Knowledge Management Model in both ‘Vice-Presidency for Strategic Planning and Supervision’ and ‘Vice-Presidency for Management and Human Capital Development’ (in Persian)

This study tries to pinpoint the knowledge elements and present an appropriate knowledge management (KM) application model for ‘Vice-Presidency for Strategic Planning and Supervision’ and ‘Vice-Presidency for Management and Human Capital Development ‘ (the staff body of former Management and Planning Organization) in Iran. The dependent and independent variables of the research were defined according to the theoretical bases and the conceptual model. The dependent variables were knowledge management (KM) cycle elements including knowledge acquisition, creation and development knowledge sharing and transfer knowledge storing and application. The independent variables were composed of the factors influencing successful establishment of KM cycle including organizational culture, technology, information communication process, documents transparency, organizational structure, human resources, and training. The research population, consisting of managers and experts of both deputies, was 1200 and the sample size according to Morgan and Krejcei table amounted to 291. The instrument of data gathering was a questionnaire with 88 questions, the reliability of which was calculated to be 0.88, based on Cronbach's Alpha test. Finally, 266 questionnaires were collected and subsequently analyzed. Meanwhile, a number of experts were interviewed in order to improve the quality of the research. Structural equations and LISREL software were employed for the statistical method of the research. According to the findings of the study, there was significant difference between the present and desired situations regarding all the four variables of knowledge management cycle. The average scores for the four variables of knowledge management cycle were as follows: knowledge acquisition, creation and development: 3.04 knowledge sharing and transfer: 2.66 knowledge storing: 2.80 and knowledge application 2.77. These findings indicate that they were not in good condition except for the first item, i.e., knowledge acquisition, creation and development. From among the independent variables, only human resources (0.49), culture (0.30), and training (0.17) had significant impact on knowledge management cycle. At the end of the research, some recommendations were presented for improving the variables of the study.