Analysis of the consequences knowledge inertia in knowledge-based companies

Purpose:The complexities of the new age have proven that knowledge is one of the most basic strategies for competition. In other words, the competitive world gives the chance of survival and survival to an organization that has a greater share of knowledge. Knowledge inertia refers to the use of previous procedures, knowledge or experience to solve new issues and problems. In other words, it considers the future as today. The present study was conducted with the aim of analyzing the consequences of knowledge inertia in knowledge-based companies.

Methodology: The current research is among mixed researches, which is qualitative and quantitative and in the inductive-deductive paradigm. It is also practical in terms of purpose and exploratory in terms of nature and method. It can be acknowledged that according to the nature of the research, the statistical population in the qualitative and quantitative part includes experts (managers of knowledge-based companies in Lorestan province and professors of the management department of Lorestan University) who, using the purposeful sampling method, 14 people They were selected as sample members. Therefore, based on the principle of theoretical adequacy, the required data were collected to the extent of saturation. It should be noted that in the qualitative part of the theme analysis approach, in addition to reading articles, books, magazines, etc., semi structured interviews were also used, the validity and reliability of which were measured using the CVR coefficient and the Kappa Cohen test, respectively Confirmed. Also, the data collection tool in the quantitative section is the Delphi questionnaire, whose validity and reliability were confirmed using content validity and inconsistency rate, respectively.

Results: Since the current research has a mixed approach, the results obtained in the qualitative part indicate the identification of the consequences of knowledge inertia in knowledge-based companies. The results of this section after data analysis show fifteen factors as consequences of knowledge inertia. Also, in the quantitative part, the results were prioritized using the fuzzy Delphi method, and the results show that the organization's strategies are revealed, the ability to predict the organization's movements is increased, stagnation and intellectual stagnation are increased, creativity and innovation are lost, resistance is increased. Against change and performance reduction are the most important consequences of knowledge inertia in knowledge based companies.

Conclusion: By reviewing the previous studies, it was found that most of the studies are quantitative and sometimes they have measured the relationship of knowledge inertia with related concepts. However, in the present research, with a mixed approach, the consequences of knowledge inertia in knowledge based companies were identified, which shows the innovation aspect of the research. No matter how much the organization has many resources, but it lacks modern knowledge and science, all its resources remain stagnant and it is practically unable to use them optimally. Knowledge and benefit from it can strengthen the path of growth and excellence of the organization and improve its position in the competitive environment. In other words, knowledge determines the efficient and effective use of other resources for the organization.