Jalal Rezaeenour; Narges Aghakhani; Mohammadtaghi Taghavifard
Volume 19, Issue 3 , September 2015, , Pages 37-60
Abstract
Nowadays, organizations tend to aggregate and increase the knowledge resources of work groups. In this paper, we introduce a framework to classify knowledge-sharing mechanisms, especially in project-based organizations. Prior research concentrated on identifying dimensions of knowledge sharing mechanisms ...
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Nowadays, organizations tend to aggregate and increase the knowledge resources of work groups. In this paper, we introduce a framework to classify knowledge-sharing mechanisms, especially in project-based organizations. Prior research concentrated on identifying dimensions of knowledge sharing mechanisms such as personalization vs. codification, and individualization vs. institutionalization. Personalization strategy aims at encouraging individuals to share their knowledge directly. Information technology plays less important role, as it is only supposed to facilitate communication and knowledge sharing among the members of an organization. Codification mechanisms focus on collecting and storing codified knowledge in previously designed electronic databases to make it accessible to the organization. Individualization mechanisms facilitate the sharing of knowledge at individual level while institutionalization mechanisms facilitate knowledge sharing at group level. Taking these dimensions into account and based on an empirical study of MAPNA Corp, this paper presents a framework to utilize knowledge sharing mechanisms in organizations while they have different size, nature of work, and geographical dispersion.
Mostafa Jafari; Peyman Akhavan; Jalal Rezaee Noor
Volume 13, Issue 2 , June 2009, , Pages 23-64
Abstract
This research was designed to identify the critical success factors of business process reengineering in an Iranian defense industries case study based on multivariate data analysis. Through developing a business process reengineering model and implementing it on the case study, the business processes ...
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This research was designed to identify the critical success factors of business process reengineering in an Iranian defense industries case study based on multivariate data analysis. Through developing a business process reengineering model and implementing it on the case study, the business processes were be managed and then its success was be analyzed, by a questionnaire. This analysis initially, represents the success of applied changes, and then follows the critical success factors of process reengineering in three main factors.
Subsequently, by multiple regression tool, the business process reengineering success as dependent variable was estimated by the above three factors. The results, showed goodness and validity of the regression model. Accordingly, belief to change, change of infrastructures, participation of people in changing programs and decreasing of the resistance against the changes are the critical success factors of business process reengineering in the respective organization.
