The Effect of Knowledge Management on Employee Productivity at Islamic Azad University, Bonab Branch
Keywords:
Knowledge management, socialization of organizational knowledge, externalization of organizational knowledge, linking and connecting organizational knowledge, internalization of organizational knowledgeAbstract
The present study aimed to investigate the effect of knowledge management and its dimensions, including socialization, externalization, combination, and internalization of organizational knowledge, on employee productivity at the Islamic Azad University, Bonab Branch. This study was applied in terms of purpose and descriptive-survey in terms of methodology. The statistical population consisted of all official, contractual, and probationary employees of Islamic Azad University, Bonab Branch (N=89), all of whom were selected through the census method. Data were collected using a researcher-made questionnaire based on the Nonaka and Takeuchi knowledge management model and an employee productivity questionnaire. Face validity was confirmed by experts, and reliability was assessed using Cronbach’s alpha, yielding a coefficient of 0.92 for both instruments. Data were analyzed using descriptive statistics as well as inferential statistics, including Pearson correlation coefficient and bivariate regression analysis. The findings indicated that knowledge management had a positive and significant effect on employee productivity (r=0.868, p<0.001), explaining approximately 75.4% of the variance in productivity. Furthermore, the dimensions of knowledge socialization (R²=0.595), knowledge externalization (R²=0.536), knowledge combination (R²=0.617), and knowledge internalization (R²=0.709) all showed significant positive effects on employee productivity. Among the dimensions, knowledge internalization demonstrated the highest explanatory power for predicting employee productivity. Regression coefficients also revealed that increases in each dimension of knowledge management significantly enhanced employee productivity. The results demonstrated that knowledge management, as one of the most important intangible organizational assets, plays a critical role in enhancing employee productivity in academic environments. Establishing appropriate mechanisms for knowledge sharing, documenting organizational experiences, strengthening internal communication, and encouraging creativity and learning among employees can significantly improve organizational performance and productivity. Therefore, university administrators should prioritize the implementation of effective knowledge management systems and the promotion of a learning-oriented organizational culture to achieve sustainable competitive advantage and higher organizational effectiveness.
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