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شناسایی و تبیین سازوکار تسهیم دانش ضمنی کارکنان دانشگاه تهران در توسعه جانشینان | ||
| مدیریت راهبردی دانش سازمانی | ||
| مقاله 5، دوره 8، شماره 2 - شماره پیاپی 29، تیر 1404، صفحه 105-133 اصل مقاله (1.72 M) | ||
| نوع مقاله: مقاله پژوهشی با اصالت | ||
| شناسه دیجیتال (DOI): 10.47176/smok.2025.1881 | ||
| نویسندگان | ||
| امید آریانی* 1؛ حمیدرضا یزدانی2؛ مجید رمضان2 | ||
| 1دانشجوی دکتری مدیریت دولتی گرایش مدیریت منابع انسانی، پردیس بین المللی ارس، دانشگاه تهران، تهران، ایران | ||
| 2دانشیار گروه مدیریت، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران | ||
| تاریخ دریافت: 23 بهمن 1403، تاریخ بازنگری: 21 فروردین 1404، تاریخ پذیرش: 03 تیر 1404 | ||
| چکیده | ||
| هدف: مقاله حاضر با هدف پیشنهادی شناسایی و تبیین سازوکار تسهیم دانش ضمنی کارکنان دانشگاه تهران در توسعه جانشینان انجام شد. این پژوهش، یک پژوهش کاربردی-توسعه‌ای است زیرا درصدد شناسایی و تبیین سازوکارهای تسهیم دانش ضمنی به کارکنان در حوزه توسعه جانشینان در دانشگاه تهران می‌باشد. روش پژوهش: این پژوهش از نوع آمیخته متوالی اکتشافی می‌باشد. جامعه پژوهش در بخش کیفی مدیران و معاونین روسای ادارات و کارکنان دانشگاه تهران می باشد که با روش نمونه‌گیری هدفمند (گلوله برفی) انتخاب شدند و انجام مصاحبه تا اشباع نظری ادامه یافت. این پژوهش با استفاده از روش تحقیق کیفی داده‌بنیاد یا گراندد تئوری بر مبنای رویکرد استراوس و کوربین و با استفاده از نرم افزار 2020 MAXQDA انجام شد. الگوی پارادایمی پژوهش با استفاده از نرم افزار PLS Smartاعتبارسنجی شد. یافته‌ها: یافته های پژوهش نشان داد مدل پارادایمی مشتمل بر شرایط علی، پدیده محوری، عوامل پیشبرنده یا محرک، عوامل بازدارنده (مقاومت نرم در اشتراک‌گذاری دانش ضمنی و مقاومت سخت در اشتراک‌گذاری دانش ضمنی، راهبردها و پیامدها است. اعتبار الگوی پارادایمی پژوهش تایید شد و مدل از برازش مطلوبی برخوردار است. نتیجه‌گیری: توجه و به کارگیری الگوی احصا شده در این پژوهش می تواند به سیاست گذاران، مدیران ارشد و میانی و تصمیم گیران کمک کند تا بتوانند تبادل دانش ضمنی بطور مستمر در محیط داخلی و خارجی سازمان را انجام دهند که باعث افزایش دانش کارکنان، استفاده بهینه از تکنولوژی و تغییر رویکرد فرهنگ سازمانی، عدالت محوری و نهایتا منجر به اثربخشی و کارآیی می گردد. اصالت/ارزش: به دلیل عدم استفاده مطالعات گذشته از روش نظریه داده بنیاد، اجزای کلی هیچ یک از مدلهای تسهیم دانش ضمنی به کارکنان دانشگاه تهران در حوزه توسعه جانشینان با اجزای این مدل تطبیق ندارد، ولی به لحاظ مفهومی می‌توان روابط و مقایسه‌هایی بین آنها انجام داد. استفاده از رویکرد آمیخته نظریه داده بنیاد در فاز اول و روشهای کمی در فاز دوم پژوهش، یکی از نوآوری های این پژوهش است. | ||
| کلیدواژه‌ها | ||
| تسهیم دانش؛ جانشین پروری؛ دانش ضمنی؛ گراندد تئوری؛ مدیریت دانش | ||
| عنوان مقاله [English] | ||
| Identifying and explaining the mechanism of tacit knowledge sharing among University of Tehran employees in the development of successors | ||
| نویسندگان [English] | ||
| Omid Aryani1؛ Hamidreza Yazdani2؛ Majid Ramezan2 | ||
| 1PhD student in Public Administration, Human Resource Management, Aras International Campus, University of Tehran, Tehran, Iran | ||
| 2Associate Professor, Department of Management, Faculty of Management, University of Tehran, Tehran, Iran | ||
| چکیده [English] | ||
| Purpose: This article was done with the aim of Identifying and explaining the mechanism of tacit knowledge sharing among University of Tehran employees in the development of successors. .This research is an applied-developmental research because it seeks to identify and explain the mechanisms of sharing tacit knowledge to employees in the field of successor development at the University of Tehran. The University of Tehran has had many administrative and research experiences, but the use and utilization of these experiences has become an important concern of the university. On the one hand, the university has benefited from experienced and knowledgeable specialists over a period of time, and after a period of time, it has lost them for reasons such as retirement, being project workers, etc., and on the other hand, it has not prepared documentation and lessons learned from previous projects in a systematic manner. Therefore, in order to reduce the negative effects of the university's knowledge workers leaving and also extracting lessons learned from administrative projects, mechanizing the sharing of tacit knowledge seemed necessary. In mechanization, the effort is to document the sharing of tacit knowledge, experiences, and knowledge of individuals in understandable ways and make them available to other university managers and employees. In this case, even without the presence of knowledgeable individuals in the organization, their knowledge can be transferred. Also, realizing the mission of the University of Tehran to advance the overall goals of a leading university at the level of the Islamic Revolution requires identifying, mechanizing, and streamlining the sharing of tacit knowledge to its managers and employees. Methodology: This research is a mixed-method, sequential, exploratory study. The research population in the qualitative section is managers, deputy heads of departments, and employees of the University of Tehran. Purposeful sampling and snowball sampling techniques were used, and interviews continued until theoretical saturation, and accordingly, 22 people participated in the interview. This research was conducted using the qualitative data-based research method or grounded theory based on the Strauss and Corbin approach through 3 types of coding, open coding, axial coding and selective coding. The grounded theory method is a method for determining, analyzing and expressing the main categories of the phenomenon under study. This method organizes qualitative data and describes it in detail. For analysis The qualitative part used MAXQDA software. The reliability of the qualitative part was determined using the Holst coefficient (poa = 0.712). In the quantitative part, the statistical population includes managers and employees of the University of Tehran. For the validation of the model in the quantitative part, the sample size was estimated to be 140 people using the Cohen power analysis rule (1992) and G*Power software. A semi-structured interview and a questionnaire extracted from the qualitative part were used to collect data. The paradigmatic model of the research was validated using PLS SMART software. Findings: The research findings showed that the presented paradigmatic model includes causal conditions (organizational knowledge management, organizational justice, organizational policy-making, and organizational structure), a central phenomenon (sharing tacit knowledge with employees), driving factors (organizational culture and values, organizational leadership), inhibiting factors (human resource resistance to knowledge sharing (soft factors) and resistance in processes and technologies to knowledge sharing (hard factors)), strategies (human resource empowerment), and consequences (development of successors and growth and sustainability of the university). The validity of the research paradigmatic model was confirmed using SMART PLS software, and the model has a good fit. In the quantitative part, the statistical population includes managers and employees of the University of Tehran. For the validation of the model in the quantitative part, the sample size was estimated to be 140 people using the Cohen power analysis rule (1992) and G*Power software. A semi-structured interview and a questionnaire extracted from the qualitative part were used to collect data. The paradigmatic model of the research was validated using SMART PLS software. Conclusion: Paying attention to and applying the model identified in this study can help policymakers, senior and middle managers, and decision makers to routinely conduct continuous knowledge exchange in the internal and external environment of the organization, which increases employee knowledge, optimizes the use of technology, and changes the organizational culture approach, is justice-oriented, and ultimately leads to effectiveness and efficiency. Research limitations/implications: Undoubtedly, every research is faced with limitations and problems along the way, and this research is no exception, some of which are mentioned below. In collecting research data, in addition to using interviews as suggested in the data-driven strategy, attention was also paid to direct observations and studying documents. In this study, it was not possible to study all the organization's documents and observe the behavior of employees for a long period of time. It can be expected that observing the phenomenon of sharing tacit knowledge with employees in the context of research and over a longer period of time will provide deeper insight into this phenomenon. According to experts, the results obtained from the data-driven theory method can only be generalized to theoretical propositions, not analytical generalization and the possibility of generalization to the entire society (statistical generalization) is not available. The subjective nature of the code definitions in data coding in the qualitative data analysis section requires qualified and motivated individuals who, unfortunately, like many internal studies, were faced with a lack of real experts and the opportunity to interact and benefit from their opinions. Some individuals who, in the researcher's view, could have added to the richness of the research materials refused to cooperate in the study, and those who agreed to cooperate did not have the appropriate opportunity for in-depth discussion and analysis as the researcher intended due to their busy schedules. Like most studies based on data-driven theory, the findings of this study were obtained by relying on the views and experiences of a relatively limited number of individuals, and this inadequacy can limit the theoretical generalizability of the research findings. Originality/value: Due to the lack of use of the grounded theory method in previous studies, the general components of none of the models of tacit knowledge sharing to employees of the University of Tehran in the field of successor development are compatible with the components of this model, but conceptually, relationships and comparisons can be made between them. Using a mixed approach of grounded theory in the first phase and quantitative methods in the second phase of the research is one of the innovations of this study. | ||
| کلیدواژه‌ها [English] | ||
| Knowledge sharing, Succession planning, Tacit knowledge, Grounded theory, Knowledge management | ||
| مراجع | ||
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آمار تعداد مشاهده مقاله: 59 تعداد دریافت فایل اصل مقاله: 47 |
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