Siroos ghanbari; Mohsen Ahmadi
Abstract
Abstract
The purpose of this research is to investigate the role of individual citizenship behavior in the organizational innovation of schools with the mediation of knowledge sharing in elementary school teachers. The current research is developmental and applicable in terms of its purpose, and descriptive-correlative ...
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Abstract
The purpose of this research is to investigate the role of individual citizenship behavior in the organizational innovation of schools with the mediation of knowledge sharing in elementary school teachers. The current research is developmental and applicable in terms of its purpose, and descriptive-correlative in terms of the nature and method of data collection. And it is specifically based on structural equation modeling. The statistical population of the present study is all primary school teachers in 2 districts of Kermanshah, which are 1150 people; And according to Morgan's table and stratified random sampling method, 291 people were selected as samples. In the present research, three questionnaires were used as collection tools, which include the standard questionnaire of individual citizenship behavior of Schwabsky (2014), knowledge sharing by Van den Hooff and Van Weenen (2004) and organizational innovation of schools by Amid et al. (2002). The findings of the research showed that individual citizenship behavior and knowledge sharing of teachers have a significant effect on the organizational innovation of schools at the level of 0.05. Individual citizenship behavior through knowledge sharing has a significant effect on schools' organizational innovation at the 0.05 level. Also individual citizenship behavior and knowledge sharing can explain 47% of the variance of schools' organizational innovation.
Extended Abstract
Introduction
Innovation is a key category for improving performance because it plays a fundamental role in organizational competition at all levels, including different national and international levels. In the dynamic and complex situation in which organizations are competing, the need for innovative organizations is constantly felt more (Battistelli, at al, 2019). Many thinkers have introduced innovation along with making a difference as an undeniable indicator, and believe that innovation is a complementary part of the organization's strategy (Le and Lei, 2019). Among the factors influencing the organizational innovation of schools is "individual citizenship behavior". In relation to individual citizenship behavior, the most recent research has used organizational citizen behavior with a scale change of "individual citizen behavior". Individual citizenship behavior is the description of voluntary behaviors on behalf of individuals that exceed official expectations and express their duties (Ribeiro, Duarte, Filipe, 2018). Individual citizenship behavior is a part of extra-role behaviors; individual citizenship behavior is a kind of valuable and useful behavior that includes various behaviors of employees such as accepting and assuming additional responsibilities, obeying the rules and procedures of the organization, developing a positive attitude and tolerating problems at work (Sun and Yoon, 2020). On the other hand, research has shown us that one of the factors influencing the innovation of schools is "knowledge sharing" (Delio and Cullar, 2021). Knowledge sharing will be and is one of the main processes in different structures known for knowledge management, and the motivation of people to share knowledge in organizations is one of the most important priorities of knowledge management activists and agents in the world (Ghanbari and Ahmadi, 2019). Knowledge sharing reflects the culture of social interaction, which includes the transfer of knowledge, experiences and skills of employees in the whole or part of the organization (Afsar, Masood, Umrani, 2019). Sharing knowledge will improve the professional and working skills of employees and create a social context for them so that they have the ability to produce valuable knowledge content that can cause the growth and development of the organization's intellectual capital (Attar, 2020).
According to the mentioned points, the researchers are trying to answer the main question of whether there is a significant relationship between individual citizenship behavior and organizational innovation of schools through the sharing of knowledge among primary teachers.
Theoretical framework
Organizational innovation of schools refers to new techniques of management, organization and strategies at the levels of organizations (Woodland, Douglas, Matuszczak, 2021). Organizational innovation of schools creates positive output and usable and valuable services in the organization. On the other hand, school organizational innovation is defined as a school's willingness to develop positive outputs and advanced and new services and present them to the market for success. In other words, organizational innovation at the school level is the key to survival in today's competitive education environment (Khan, at al, 2018). Knowledge sharing is the voluntary and enthusiastic transfer of acquired skills and experiences to other people and departments of the organization (Gupta, Mejia, Kajikawa, 2019). Knowledge sharing is also defined as information behavior that requires effort and preparation to be accountable and understand information knowledge sharing (Kurniawan, at al, 2020). Individual citizenship behavior by creating suitable platforms for working human factors makes teachers teach with a sense of responsibility and full commitment to issues in their organization and profession (Tufan, Elma, Çinkir, 2019). Individual citizenship behavior causes the success, efficiency and effectiveness of teachers in any type of educational system and should depend more on teachers who are willing to do things beyond the formal job requirements (Choi, Hwang, Kwon, 2019).
Mesgarian, et al (2021) showed that there is a significant relationship between knowledge sharing and organizational innovation. Rajabi Farjad, Mirsepasi, Naderi Mehrbani (2021) showed that there is a significant relationship between knowledge management processes and organizational innovation. Mazari and Thabet (2019) showed that there is a significant relationship between organizational citizenship behavior and knowledge sharing.
Methodology
In terms of the objective, the current research is of the type of applicable and developmental research, and in terms of the method used, it is a descriptive-correlative research. The statistical population of the present study is all primary school teachers in two districts of Kermanshah, which are 1150 people; and according to Morgan's table, 291 people were selected as samples. Stratified random sampling method was used in this research. In order to collect data related to the variable of organizational innovation of schools, the questionnaire of standard organizational innovation of schools (Amid et al, 2002), individual citizenship behavior questionnaire (Shuibeski, 2014), and knowledge sharing questionnaire (Vanden Huff & Van Vinen, 2004) was used.
Research findings
In order to investigate the hypothesis of the research, the modeling of structural equations, the method of structural equation modeling with the help of spss software, and inferential statistics was used to test the hypotheses. Then, regression was used to test the hypotheses with LISREL software, confirmatory and content factor analysis, as well as the effect of factors; and the descriptive indices and correlation matrix of the research variables showed that the variables of individual citizenship behavior (0.698) and knowledge sharing (0.447) have a positive and significant relationship with the variable of organizational innovation of schools at the level of 0.05. The individual citizenship behavior variable has a positive and significant relationship with the knowledge sharing variable (0.645) at the 0.05 level. The results of the first hypothesis showed that the variable of individual citizenship behavior with the path coefficient (0.51) and the t value (7.15) has a positive and significant effect on the variable of organizational innovation of schools at the level of 0.05, and as a result, the null hypothesis is rejected while the opposite hypothesis is confirmed, so the first hypothesis is confirmed. The results of the second hypothesis showed that the knowledge sharing variable with path coefficient (0.41) and t value (5.36) has a positive and significant effect on the organizational innovation variable of schools at the level of 0.05, and as a result, the null hypothesis is rejected and the opposite hypothesis is confirmed, so the second hypothesis is confirmed. The results of the third hypothesis showed that the individual citizenship behavior variable with path coefficient (0.54) and t value (6.73) has a positive and significant effect on the knowledge sharing variable at the level of 0.05, and as a result, the null hypothesis is rejected and the opposite hypothesis is confirmed, so the third hypothesis is confirmed. And the results of the fourth hypothesis showed that the variable of individual citizenship behavior through knowledge sharing with the path coefficient (0.2214) and the t value (4.16) has a positive and significant effect on the variable of organizational innovation at the level of 0.05, and as a result, the null hypothesis is rejected and the opposite hypothesis is confirmed, so the fourth hypothesis is confirmed.
Conclusion
The present research was conducted with the aim of investigating the role of individual citizenship behavior in the organizational innovation of schools with the mediation of knowledge sharing among primary school teachers. These results are consistent with the findings of researchers such as Mesgarian, et al (2021), Akbari (2019), Azeem, et al (2021), Shujahat et al (2019) and Koch, et al (2015). In explaining this finding, it can be said that teachers who are constantly donating knowledge and gathering knowledge and developing their knowledge and skills through this sharing of knowledge; bring new information into the organization through this behaviour, which leads to organizational innovation. Also, teachers who have high citizenship behavior develop their curricular and non-curricular, knowledge and information, and share their information with other colleagues on their demand. This can be effective in improving organizational innovation. According to the results of the research, it is suggested that teachers' performance evaluation systems be aligned with the dimensions of supporting innovations, and teachers' satisfaction with innovation should be measured and evaluated, which is done through changing employee performance evaluation policies; education managers should use appropriate systems and methods and support creativity and innovation, which is done through teachers' job independence, providing an environment for the learning organization, and welcoming their new ideas; and also to raise the level of organizational innovation of teachers, it is suggested to the policy makers, planners, and administrators of education to hold face-to-face or virtual training workshops about factors affecting innovation, including individual citizenship behavior and knowledge sharing.
Masoud Ramrodi; moslem mihan doust; Mansour Bakht
Abstract
Abstract
The purpose of this study was to investigate the effect of job security on organizational maturity through knowledge sharing mediation. The research method was descriptive-correlative. The statistical population of the study was all faculty members of University of Kurdistan in the academic ...
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Abstract
The purpose of this study was to investigate the effect of job security on organizational maturity through knowledge sharing mediation. The research method was descriptive-correlative. The statistical population of the study was all faculty members of University of Kurdistan in the academic year of 2020-2021 that 190 faculty members were studied by stratified random sampling through questionnaires of job security (Neysi, 2002), organizational maturity (Spides, 2007) and knowledge sharing (Bohlool, 2013). For data analysis the Pearson correlation coefficient and structural equation modeling were used with SPSS21 and Smart PLS softwares. Results showed that job security has a positive and significant effect on organizational maturity; job security has a positive and significant effect on knowledge sharing; knowledge sharing has a positive and significant effect on organizational maturity; and job security has a positive and significant effect on organizational maturity mediated by knowledge sharing. Therefore, it can be concluded that when faculty members feel a good job security, they share their knowledge with others, which results in the desired organizational maturity of the university.
Extended Abstract
Introduction
Organizational growth in universities and institutions of higher education under the influence of changes and developments, such as the introduction of advanced information and communication technologies in higher education, rapid growth of knowledge and the resulting changes, the need for universities to be accountable to society, financial constraints of higher education systems, public and global Higher education, the competition of higher education institutions, has become particularly important. Senior managers of higher education have found that if universities and institutions of higher education and their faculty members have a good level of growth and development, then we can expect that the other university resources will be used well, and continuous quality improvement in various activities will take place. In fact, addressing the issue of organizational maturity has evolved from a choice to an obligation for universities, because in this way, the professional growth of faculty members happens better and faster, and organizational growth has increasingly become a key mechanism for the improvement and development of the university (Gharouneh, Mirkamali, Bazargan Kharazi, 2014). Therefore, proper management of organizational growth is a vital and mandatory issue for all universities and institutions of higher education, including the University of Kurdistan, and identifying the factors affecting its organizational growth will be very important. According to the mission of Kurdistan University, its faculty members are considered as the expert force and the core of the university in performing professional responsibilities. Considering the competitive environment of domestic universities in attracting students and introducing their capabilities, the relatively new organizational structure of Kurdistan University, and the composition of young people in the organizational structure of that university, it is necessary to study the factors affecting organizational growth. Job security of faculty members of Kurdistan University can be related to the organizational growth of that university, but since this relationship is not completely linear and direct, other factors may play a mediating role in this regard. In this study, the mediating role of knowledge sharing is discussed. Therefore, the main issue of the research is whether job security has a positive and significant effect on the organizational growth of Kurdistan University with the mediating role of knowledge sharing?
Theoretical framework
The term organizational maturity was first used in 1957 by Robert Blake and Jane Mouton in the group's Psychoanalysis Magazine, and today many organizations have used organizational maturity to increase the efficiency, productivity, and health of their organization (Seyedi & Latifi, 2016). Organizational growth is a process in which the performance of employee's organization is improved and is basically based on the process of training and changing the values and attitudes of managers and employees of the organization (Jukić, Pluchinotta, Hržica & Vrbek, 2022). Organizational maturity can be considered at the micro and macro levels: At the micro level, organizational maturity contains information about people and personal interactions within the organization; at the macro level, it focuses on productivity information about strategy development, workforce coordination, and external factors (Karakaya & Yilmaz, 2013). In 2007, Spiders identified the dimensions of organizational maturity, including openness and transparency of the system, trust in others, feedback from within and without, partnership with others, cultivating and adopting, and a low level of organizational structure (Nikpour, 2019).
The issue of job security as one of the necessities of work dates back to the early 19th century, which became binding after the efforts of trade unions and finally with the passage of government laws employing employees with regard to job security and pre-determined criteria regarding the amount of work of individuals. During the 1970s and early 1980s, concerns were raised about the devaluation of labor. In the early 1990s, the trade union applied the idea of employment security in its reports, and finally the Security Flexibility Act was adopted with the aim of providing a higher level of employment security, especially for temporary agency workers. Also, from the beginning of the twentieth century, a new thinking about the nature of work was formed by considering the concept of job security, which was more emphasis on empowering employees in organizations (Keikha, Shahraki & Keykha, 2018). In the new concept of job security, organizations must become dependent on individuals; That is, organizations must provide the necessary conditions for empowering their employees in the professional dimensions, practical courage, experience, job satisfaction, behavioral, communication, thinking and work conscience so that employees can meet the professional and social expectations of the organization and have job stability in this regard (Babaei, Rasuli & Tagizadeh, 2015).
Although knowledge is a key capability and a vital resource, it is not enough to just have knowledge in the organization, but knowledge must be exchangeable. Attempting to share knowledge with others is a voluntary behavior (Hosseini Sarkhosh et al., 2016). Knowledge sharing is a process that involves both bringing and receiving knowledge (Entezari et al., 2016). In early studies, knowledge sharing was seen as a process of knowledge management. The benefits of knowledge sharing are achieved at both individual and organizational levels. At the individual level, knowledge sharing enables employees to improve their skills and experiences by working with others and sharing their knowledge and learning from each other, and to achieve professional growth. At the organizational level, it also has benefits such as creating a competitive advantage, optimal communication with customers, improving the performance of the organization by increasing efficiency, productivity, quality and innovation (Tavakoli et al., 2013).
Methodology
The research method is descriptive-correlative. The statistical population of the study includes all faculty members of Kurdistan University in the academic year 1401-1400 with a volume of 373 people (342 males and 31 females) by random-stratified sampling (by gender), and 190 Scientific faculty members (174 men and 16 women) were selected as the sample, based on Cochran's sampling formula. Three questionnaires of job security (Neysi, 2002), organizational maturity, and knowledge sharing (Bohlool, 2013) were used to collect information. Descriptive statistics (mean, standard deviation) and inferential statistics of structural equation model were used to analyze the data using Smart PLS software.
Discussion and Results
Based on the descriptive findings, the mean and standard deviation of the research variables were as follows: Job security 3.76 ± 0.41, organizational maturity 3.45 ± 0.59 and knowledge sharing 3.89 ± 0.39. In examining the research hypotheses, it was found that: Hypothesis 1: Job security has a positive and significant effect on organizational growth. According to the findings, the value of job security β coefficient on organizational maturity is 0.47. Given that the value of T obtained is 13.57 and is greater than the standard value of 1.96, the research hypothesis is confirmed.
Hypothesis 2: Job security has a positive and significant effect on knowledge sharing. According to the findings, the value of job security β coefficient on knowledge sharing is 0.63.Given that the value of T obtained is 21.02 and is greater than the standard value of 1.96, the research hypothesis is confirmed.
Hypothesis 3: Knowledge sharing has a positive and significant effect on organizational growth. According to the findings, the value of knowledge sharing coefficient β on organizational maturity is 0.41. Given that the value of T obtained is equal to 11.57 and is greater than the standard value of 1.96, the research hypothesis is confirmed.
Hypothesis 4: Job security has a positive and significant effect on organizational growth with the mediating role of knowledge sharing. The Sobel test was used to test the hypothesis. According to the value of the indicators a) the value of the path coefficient of the independent variable on the mediator variable a = 0.63, b) the value of the path coefficient of the mediator variable on the dependent variable b = 0.41, c) the standard error of the path of the independent variable and the mediator Sa = 0.056, D) The standard error of the mediator and dependent variable path is Sb = 0.080, the value of z was equal to 4.66. Since this value of z was greater than the value of 2.58, the indirect effect of job security on organizational maturity mediated by knowledge sharing (β = 0.25) at a level less than 0.01 is significant.
Conclusion
Overall, the findings of this study showed that job security of faculty members, both directly and indirectly and through the mediation of knowledge sharing has a positive and significant effect on organizational growth. Considering the positive effect of job security, it is suggested to the top managers of the university that by delegating authority and maintaining the job independence of faculty members, observing justice and non-discrimination, providing appropriate facilities for preventing occupational accidents, providing appropriate facilities for using insurance, retirement Empowering them through in-service training, using their constructive opinions, suggestions and beliefs in organizational decision-making, and accelerating the process of transforming formal-definitive employment status can enhance faculty members' sense of job security. Also, considering the positive effect of knowledge sharing on organizational growth, the following suggestions are made to university senior managers: Introducing individual and organizational benefits of knowledge sharing, expressing the need to promote the university and not lag behind other universities to faculty members through regular knowledge management meetings and Knowledge sharing, creating an atmosphere of trust in the university for the exchange of knowledge and personal information.
management
kamran nazari; Peyman Akbari
Abstract
Abstract
The present study dealt with the antecedents of knowledge concealment with the aim of meta-analysis. This research, in terms of purpose, is descriptive, and in terms of the type of practical use, and in terms of the type of data, it is quantitative research. The statistical population of this ...
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Abstract
The present study dealt with the antecedents of knowledge concealment with the aim of meta-analysis. This research, in terms of purpose, is descriptive, and in terms of the type of practical use, and in terms of the type of data, it is quantitative research. The statistical population of this research included domestic and foreign related individuals during the years 2016 to 2022, and 25 cases were included in the analysis process using a targeted non-random sampling method. Selected studies were analyzed using MAXQDA 20 software (to find effective factors) and CMA2 software (comprehensive meta-analysis software). Among the antecedents of knowledge hiding, 7 effect sizes are large (more than 0.5), 2 effect sizes are medium (between 0.3 and 0.5). In other words, leadership, organizational structure, knowledge ownership, technical knowledge, knowledge sharing perspective, psychological characteristics of employees, human resource management had the largest effect size. Also, among the antecedents of the relationship between knowledge concealment and competitive work environment, there were 5 large effect sizes, 2 medium effect sizes, and these factors including technology, organizational structure, micro factors, macro factors, and individual factors had the greatest effect. Also, among the antecedents of the relationship between knowledge concealment and organizational justice, there were 6 large effect sizes and 3 medium effect sizes, which include procedural justice, interactive justice, distributive justice, organizational commitment, challenges and diversity, open organizational systems. They had the most effect. In the end, it is suggested that the managers of the organizations provide the possibility of holding activities such as friendly gatherings outside the work environment, which leads to the increase of friendly relations and the reduction of interpersonal distrust.Extended AbstractIntroduction
Today, knowledge is the most important asset and the biggest competitive advantage of many organizations. However, in today's highly variable organizations, the biggest and most complex problem of organizations is collecting and storing, retrieving, searching, distributing and retrieving knowledge. Exploitation of knowledge and intellectual property is a subject that is currently of interest to scientists. In order to achieve its goals, every organization uses a collection of knowledge that has been accumulated by each individual and in their minds. If these knowledges are not used, we can expect the failure of the organization or the high costs caused by the repetition of some decision-making processes and the lack of optimal use of experience and decision-making records. For this reason, leading organizations collect latent knowledge from personnel and work groups, which is called knowledge capital. In recent years, various organizations and companies have started joining the knowledge process, and new concepts such as knowledge work, knowledge work, knowledge management, and knowledge organizations indicate the intensification of this process. A knowledge organization achieves capabilities that can make a great power out of a small force. Such organizations are facing new challenges. Today, the competitive environment of organizations has become more complicated and changing. Continuous changes in knowledge have also created a new imbalance situation for organizations. The endless flow of knowledge has put markets in a constant state of change, which requires organizations to make continuous changes (Rahmi, 2015). Today, the capital of an organization is not only the financial and physical capital, but the knowledge capital of people is more important than the two and has been noticed by managers. In other words, human resource management is a complex aspect of knowledge management. In these organizations, knowledge management is used to optimize communication between employees and between high levels of management. Knowledge management in these organizations helps to create a culture of knowledge sharing among employees. Although knowledge can be acquired by individuals, but for it to be useful, it is necessary for all members of the group to participate in it. Knowledge is a concept beyond data and information. Knowledge refers to the collection of information, the practical solutions related to it, the results of its application in various decisions, the training related to it, the attitude of people in jobs and various responsibilities related to it. Each person's knowledge, even in a specific case, may be different from others. Knowledge is the basis of each person's skill, experience and expertise (Babaei Meybodi and Alirezaei, 2020). In the organization, knowledge is defined as what people know about their customers, products, processes, mistakes and organizational successes. Knowledge can exist in information bases, administrative departments or other internal and external sources of the organization. By all means, organizational knowledge is acquired over time and enables the organization to achieve a deeper understanding and lead its organizational formations with cleverness and intelligence, which are the characteristics of intelligence.
Theoretical foundations
In today's turbulent world, knowledge is the most important competitive advantage of organizations. This makes it necessary for organizations to take action to maintain and continue this competitive advantage. With the development of knowledge management and the increase of knowledge-based organizations, the change in the competitive environment of organizations has intensified and the environment of organizations is moving towards dynamism. Today, managers are eager to manage organizational knowledge so that they can benefit from its useful results. One of the necessary behaviors for knowledge management is the sharing of knowledge among the people of the organization, and this behavior occurs when a person has a desire to help others or learn from others in order to develop new capabilities in the organization. Since the organization cannot force its employees to share their knowledge with other employees and there is no compulsion, knowledge sharing will not happen until the individual wants to. The concept of hiding knowledge is as old as the topic of knowledge management itself. But it is a behavior that has been less researched. Identifying and explaining the effective factors on hiding knowledge is one of the solutions that can help the organization to move towards a knowledge-oriented and learning organization (Oliveira et al, 2018). According to the view of "knowledge is power", people usually hide knowledge so as not to lose their competitive advantage, and despite many researches in the field of knowledge sharing and the efforts of managers, organizations find it very difficult to achieve knowledge sharing. effective among their employees. Researchers have focused more on promoting the desired activities of the organization, especially knowledge sharing, and less attention has been paid to the reasons why people hide knowledge (Hosseinzadeh, and Miri, 2018).
Research Methodology
In terms of purpose, this research is applied, its nature is descriptive-analytical, and its method of implementation is meta-analysis, which is a systematic review and meta-analysis (Systematic Reviews and Meta-Analyses) that examines the meta-analysis of the antecedents of knowledge concealment. pay the statistical population of this research included domestic and foreign related individuals during the years 2016 to 2022, and 25 cases were entered into the analysis process using a non-random purposeful sampling method.
Research findings
The Q test was used to check the homogeneity of the studied studies and it can be claimed with 95% confidence that the null hypothesis that the studies are homogenous is rejected and the hypothesis of heterogeneity among the studies is confirmed. In order to avoid publication bias, the funnel diagram and safe N of error were used. The results showed that as the studies are drawn to the bottom of the funnel, their standard error will increase and their publication bias will increase. The results of linear regression show that at the 95% confidence level, the cut-off value is equal to 1.26935 and the test statistic is 0.58840. Since the value of p is one domain (p=0.42036) and two domains (p=0.81547), it means that the null hypothesis that the funnel plot is symmetrical and that there is no diffusion bias is confirmed. Rosenthal's safe-from-error (N) test shows the number of missing studies (with a mean effect equal to zero), which must be added to the analyzes to obtain statistical insignificance of the overall effect. Based on the results of the above table, it can be seen that 986 more studies need to be conducted and checked so that the p value of the two combined strains does not exceed 0.05, so 986 more studies must be done in order to reach the final results of calculations and analysis. If an error occurs, this indicates the high accuracy and accuracy of the information and results obtained in this research.
Conclusion and Discussion
The results of the meta-analysis of the reviewed studies showed that organizational justice, leadership style, organization design, competitive work environment and human resource management are effective on knowledge concealment in organizations, and this effect size in the reviewed studies is for combined effects. Fixed and random are equal to 0.629 and 0.603 respectively. The results of this research question, with the results of studies such as (Kamalipour et al, 2020), (Valikhani Dehaqani, and Mohammadi, 2022), (Babaei et al, 2020), (Manochehri et al, 2018), (Mehrabi Taleghani and Mohammadian Saravi, 2018), it is both side and straight. In explaining these findings, it can be said that hiding knowledge may be related to employees' fear of losing control and power over their knowledge. In addition, some employees try to protect their competitive advantage among colleagues, and since today knowledge is considered as a valuable asset and a strategic resource and capital, and providing services, quality and economic products without interest. Obtaining and managing this valuable resource is difficult and often impossible. Therefore, organizations need to be more productive from human capital, more efficient and effective learning of employees, satisfaction of customers and employees, prevention of repeating mistakes, reduction of rework, saving time, motivating creativity and innovation, etc. They should put knowledge in the center of their attention and manage it.
