Universities are traditionally considered as knowledge base organizations, but in many universities, knowledge management (KM) processes has not been officially designed and implemented yet. Therefore, a key question is that the extent to which the KM strategies improve KM processes in universities. In this paper, a model for understanding the influence of KM strategies on knowledge acquisition, creation and sharing in universities is presented. A questionnaire was designed for collecting quantitative data. The statistical population was all faculty members of engineering departments in Iranian governmental universities. The relationships between the variables was analyzed using Structural Equation Modeling. The results showed that human oriented strategies influenced KM processes. Knowledge sharing mediated the relationship between human oriented strategy and knowledge creation . In
addition, it was found that improving informal relationship and interaction between faculty members could improve the KM processes in universities.
Akhavan,A. and Saleh Owlia,M. (2013). The impacts of knowledge management strategy on knowledge management processes in Iranian governmental universities. Iranian journal of management sciences, 8(31), 87-104.
MLA
Akhavan,A. , and Saleh Owlia,M. . "The impacts of knowledge management strategy on knowledge management processes in Iranian governmental universities", Iranian journal of management sciences, 8, 31, 2013, 87-104.
HARVARD
Akhavan A., Saleh Owlia M. (2013). 'The impacts of knowledge management strategy on knowledge management processes in Iranian governmental universities', Iranian journal of management sciences, 8(31), pp. 87-104.
CHICAGO
A. Akhavan and M. Saleh Owlia, "The impacts of knowledge management strategy on knowledge management processes in Iranian governmental universities," Iranian journal of management sciences, 8 31 (2013): 87-104,
VANCOUVER
Akhavan A., Saleh Owlia M. The impacts of knowledge management strategy on knowledge management processes in Iranian governmental universities. Iranian journal of management sciences, 2013; 8(31): 87-104.
