نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری علم اطلاعات و دانش شناسی دانشگاه قم، قم، ایران.
2 استادیار گروه علم اطلاعات و دانش شناسی
3 دانشیار گروه علم اطلاعات ودانششناسی، دانشگاه قم، قم، ایران
چکیده
کلیدواژهها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Background and Objectives
Specialized libraries in strategic industries are vital for organizational knowledge management (KM). However, imbalanced strategic approaches (personalization vs. codification) and structural barriers often disrupt the knowledge cycle in highly bureaucratic organizations. This study aimed to explain the predictive role of organizational factors (culture, structure, IT, and resources) in KM processes (creation, sharing, storage, and application) and to compare the implementation of personalization (tacit knowledge) and codification (explicit knowledge) strategies within the specialized libraries of the Iraqi Ministry of Oil.
Methodology
This applied, quantitative, descriptive-survey study surveyed a sample of 199 employees and managers. Data were collected using standard, validated questionnaires designed to measure KM processes, organizational factors, and knowledge strategies. Data were analyzed using descriptive statistics, one-sample t-tests, Pearson correlation, multiple linear regression, and paired-samples t-tests.
Results
The respondents had a notably high occupational tenure, with 62.8% possessing over 16 years of experience. The overall means for KM processes and organizational strategies were significantly above average. "Knowledge creation" and "organizational culture" scored highest, while "knowledge sharing" scored lowest. Regression analysis revealed "organizational culture" as the strongest predictor for the overall KM process (β=0.42), specifically for creation, sharing, and storage. However, no statistically significant relationship existed between organizational factors and the "knowledge application" phase. Additionally, the personalization strategy (tacit knowledge, mean=3.94) was significantly more dominant than codification (explicit knowledge, mean=3.57) (t=15.32, P=0.0001).
Discussion and Conclusion
These findings challenge linear KM models. While the libraries' cultural context fosters knowledge creation and storage, the cycle bottlenecks at "knowledge application." This disconnect indicates that applying knowledge in practice clashes with bureaucratic hurdles, a lack of delegated authority, and rigid structures. Furthermore, the dominance of personalization poses a severe risk of organizational memory loss (knowledge attrition), given the aging workforce nearing retirement. To establish a sustainable KM cycle, managers must re-engineer and decentralize organizational structures to facilitate knowledge application, while simultaneously investing in IT infrastructures to systematically codify experiences and balance the two strategic orientations.
کلیدواژهها [English]
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