The role of intellectual capital in facilitating knowledge management in the technical and professional organization of Sistan and Baluchistan province

Master's Thesis in Public Administration, Human Resources Orientation

Abstract

           The purpose of this research is to examine the role of intellectual capital in facilitating knowledge management in technical and professional organization of Sistan and Baluchistan province. The statistical population includes all managers and experts of the technical and professional organization of Sistan and Baluchistan province, which is 280 people, which is a random-stratified sampling method. To estimate the sample size, the Karjesi-Morgan table was used, which is 280 people for the statistical population. 152 people have been mentioned. Also, the tool for collecting information is a researcher-made questionnaire with 24 questions, 5 options on a Likert scale, and its content validity and reliability were estimated using Cronbach's alpha coefficient of 0.83. One-sample t-test was used to analyze the data, and the findings indicated that intellectual capital, organizational capital, and human capital played a relatively large role in facilitating knowledge management in the technical and professional organization of Sistan and Baluchistan province.

Key words: intellectual capital, human capital, organizational capital, knowledge management, technical and professional organization. 

Chapter 1

General research

1-1- Introduction

The special economic conditions governing active companies have made the competitive advantage of these companies no longer based on their tangible assets. What makes these companies competitive today in the current economic scene is their intangible assets, in other words, their intellectual capital. Such companies have been able to achieve this by establishing proper communication with customers and gaining the necessary experience in this direction and by relying on their knowledge, organizational techniques and specialized skills. Today, sustainable profits are obtained when organizations first learn how to acquire knowledge, and secondly, manage this knowledge and turn it into knowledge management with the help of processes in intellectual capital. When companies move from the industrial economy to the knowledge economy, they face great challenges such as dynamism, uncertainty and complexity. In such a business environment, the need to know more about intellectual capitals and their control increases. The great importance of this issue has led companies to make more efforts to identify their intangible assets and manage them properly.

One of the undeniable issues in today's organizations is that knowledge is increasingly considered as an important asset and is managed in the private and public sectors to create a competitive advantage. But how governments implement knowledge management projects and how governments use knowledge management activities in the organization's operational processes is still not very clear. In recent years, many experts have paid attention to the fact that governments can achieve better managerial efficiency through knowledge management activities and convey correct and timely information to people, as well as increase managerial satisfaction levels. The success of organizations is increasingly dependent on how effectively the organization can collect, store and retrieve knowledge among employees at different levels of the organization (Mom Ford, Likonan [1], 2004). If an organization can identify and control these environmental factors, it can better continue its life and survival. But today, the environment of organizations is becoming more unstable and complex in terms of scientific and technological developments, and it threatens the life of the organization. In such a situation, organizations are successful and successful that, while gaining knowledge and wide awareness of environmental factors, maintain their survival and vitality, improve and improve the field of growth and dynamism and increase the performance of the organization. One of the ways to realize this is the category of "knowledge management" (Namdari, 2016). This orientation adoption requires related planning consisting of organizational technical tools, intelligent agents, knowledge processing requirements, and knowledge management strategy. In this database, the assessment of organizational readiness is basically dependent on the organization. Knowledge management creates a framework to guide major efforts in how to match its global supply with identified needs of the global market (Johnson and S. Choles, 1999, Ganji, 2013).

- Statement of the problem

The current period of human life is associated with amazing developments and transformations. Organizations, as a subset of human life, must prepare themselves to face these huge changes, otherwise they will be out of the competitive world. The meaning of this preparation is not just technological and equipment preparation, but organizations should prepare their employees, that is, their main and valuable human capital. (Grandson of Ibrahim, 1385: 11). In this changing, competitive, turbulent and knowledge-based world, the traditional principles of management and organization such as bureaucracy, command and control, etc. It has been invaded and renewed. Strategies based on close control, i.e. the mere application of rules and regulations, instructions in a knowledge-based economy, do not have much efficiency and will not bring much benefit to the organization, and in such conditions, human resources, as the most central element in the field of management, which has always received special attention from management scientists in different ages, do not have enough motivation to show their talent, decent behavior and creativity. On the other hand, the organization will lose the opportunity to fully and adequately use the potential of its human capital.

A knowledge-based economy is an economy in which the production, distribution and use of knowledge is the main source of growth and wealth creation. Today's knowledge-based economy has created extensive changes in the economic, social and technological conditions of societies. It is certain that organizations are not immune to the impact of such developments and have undergone fundamental changes. The growing importance of knowledge as a determining factor for the success and competitiveness of organizations has led to the fact that knowledge management is considered a vital task and organizations try to become a learning organization through the creation, preservation, transfer and use of knowledge to modify and improve their activities and performance. (Lee and Choi[2], 2003)

Knowledge management is a new way of thinking about the organization and sharing the intellectual and creative resources of the organization. Knowledge management refers to the efforts that are systematically made to find, organize, and make accessible the organization's intellectual capital and strengthen the culture of continuous learning and knowledge sharing in the organization. Many organizations, focusing on knowledge management and extensive investments, are looking for access to its benefits and are trying to improve their performance by implementing knowledge management (Rastuji [3], 2000). Faced with these conditions, the first wave Efforts to achieve organizational productivity and effectiveness were based on installing hardware and using modern and up-to-date technologies and equipment technologies, and parallel to the fact that human and social factors attracted increasing attention, efforts were made to integrate software and brainware with the aforementioned. Despite Davenport and Prusak (2000), most organizations have taken the initial technological and equipment steps needed to improve the level of organizational productivity, but they have reached a steady state that no longer creates added value for them. Changing this situation requires major changes and focusing on key aspects such as the culture, structure and other social areas of the organization such as the use of organizational capital (Davenport[4] and Pressak[5], 2000: 101).

What should be considered here is that gaining competitive advantages and sustainable productivity in the knowledge economy requires changing the behavior of all members of the company at different levels, and this also requires changing the beliefs and attitudes of people. It should not be forgotten that behavior change cannot be achieved by simple steps such as buying advanced technology, essentials and tools, nor by changing the names of traditional phenomena to new names and pretending to follow pioneering companies. The best description of this concept can be expressed by paying attention to the words "intellectual capital" of the organization. And since the technical and professional organization is always facing extensive and continuous changes due to the type of activity, therefore the managers and experts of the technical and professional organization of Sistan and Baluchistan province realized the necessity and use of new methods including the correct implementation of knowledge management and identifying the effective factors in facilitating knowledge management in their organization and tried to implement it. Therefore, the present research was not conducted to study and investigate the role of intellectual capital in facilitating knowledge management in the technical and professional organization of Sistan and Baluchistan province.