The results showed that knowledge
sharing affects the formation of a strategic map of managers and employees
significantly and differently through each of the three categories of
organizational factors, personal factors,
and knowledge factors. This means that each of these knowledge sharing
approaches affects each of the eight mind maps with different quality and
quantity. Also, knowledge sharing is not a universal current among all managers
and employees; in addition, it is unclear that sharing of knowledge will
essentially boost more useful and functional mental maps, and perhaps, it would
act otherwise. Therefore, it is necessary to conduct the process of
knowledge-sharing to continuously integrate and improve mind maps of
decision-takers and decision-makers.
Keywords: Mental
(intellectual) map, Knowledge sharing, Organizational factors, Personal factors,
Knowledge factors
1. INTRODUCTION
Today's world is a world of upheavals and dramatic changes in technology that its
structure of thought is full of deepening and use of knowledge and attention to
its sharing as well as using knowledge-oriented manpower instead of functional
human resources. Hence, the management of any organization intends to use
knowledge and share it as a means to maintain the position and correct and
improve the mind (mental) map of its employees (JAAFARI;
GHOUCHANI, 2010).
Making short-term inconsistent and
contradictory decisions indicates the speed of overtaking of switched
situations to their realization by decision-takers and decision-makers.
Therefore, changes in the intellectual approach of managers and a strategic
thinking in their intellectual models play an important role in the management
of these inconsistencies
(JAAFARI;
GHOUCHANI, 2010).
In other words, having a prismatic
and multi-faceted attitude to an organization, and linking the past, present
and future to use the opportunities, thinking and analysis comprehensiveness, seeing systematic
change as a critical matter knowledge and encouraging to modernity and
creativity are as features of managers and employees with strategic thinking
models (RYDÉN; RINGBERG;
WILKE, 2015).
Intellectual models are the
representation of reality to give meaning to the received information signs (SULONG,
et al. 2013). These
models show that how interpreted information would affect the decision-making
process and limit the considered solutions (SULONG,
et al. 2013).
According to Senge et al. (1992), mind models or maps consist
of assumptions, generalizations or even images that influence the understanding
of managers and employees of the organization issues their operation. Therefore, the mind map forms the
most important basis of knowledge structure of individuals and is classified
and analyzed depending on the complexity, accuracy, precision and dynamics (CHOURNAZIDIS,
2013).
Organizations see knowledge as a
strategic resource to maintain their dynamics and survival during environmental
changes and developments and extensive advances; since, this important asset
can make organizations flexible more than ever so that they can realize their
strategic objectives in environmental challenging conditions.
With the substitution of knowledge
workers instead of manual workers (DRUCKER, 1993), the need for knowledge
management and its sharing has been widely considered (BANI-HASHEMI;
MAJDI, 2015); as
knowledge is not valued by itself in the organization and should be used by
people. Hence, it is necessary to focus on people who apply knowledge and
generate knowledge (LAI, et al. 2014).
Nonaka (1991) also believes that
successful organizations in this century are those constantly produce new knowledge
and disseminate is widely throughout the organization and present as new
technologies. In other words, when people share information, effective
activities, views, experiences and benefits with others, they improve productivity in different parts of the
organization. Its successful implementation within the organization leads to
sharing of intellectual capitals through which organizations can improve their
efficiency and reduce training costs and the risks of uncertainty (JOHANSSON;
MOEHLER; VAHIDI, 2013).
Today, with its innovative and
dynamic features, knowledge has quickly put aside the information society and
replaced it with the knowledge society, and thus, has emerged as a vital
resource for organizations in the field of competition and as a factor for
achieving sustainable competitive advantage (AKHAVAN,
et al. 2014).
Thus, the transfer and sharing of
knowledge in organizations seems to be necessary, as in the process of sharing knowledge, the employees share
their experiences
and skills in all parts of the organization (JOHANSSON;
MOEHLER; VAHIDI, 2013).
This can affect the formation of intellectual map of managers and employees,
and lead to making of correct and productive decisions by people.
It can be then claimed that Iran
Transfo is an organization that desperately needs knowledge and sharing it to
benefit from correct mind map among its employees and managers. According to
the atmosphere prevailing the business environment, the need for achieving
framework to improve and modify the mind map of mangers is inevitable, as an
mind map includes
inner cognitive structures made by managers and staff explicitly or implicitly
to depict the subject area and achieve a correct understanding and
interpretation of the environment surrounding their working scope (AKHAVAN,
et al. 2014).
Mind map (model) is an inner image
of an outer reality. Johnson-Laird (1983) has described the mental map "as a
psychological representation of actual, perceived or assumed situations in the mind. Peter Senge (1992) has defined the mind map as highly
deposited assumptions in the mind and generalizing the images and imaginations.
Norman (1998) and Olson and Finn (1993) described the mind map as a knowledge
that the user has on the operation of the system, its various parts, processes, components interactions and their
impact on each other (CALVO-MORA; NAVARRO-GARCÍA;
PERIAÑEZ-CRISTOBAL, 2015).
Nowadays, knowledge sharing is of
utmost importance due to creation of competitive advantage, innovation,
increased efficiency and cost reduction and is considered as one of the main
components in the knowledge management cycle for organizations to achieve
success. On the other hand, a mind map is a diagram to display the words, ideas
or elements arranged orderly around an idea or a keyword.
Intellectual or mental maps are used
to generate, visualize and categorize the ideas as well as tools to organize,
study and manage projects and solve the problems. One of the first objectives
of mind maps is helping in education to organize knowledge in a structured
form. Research shows that the structure recognition of knowledge in learning
with mind map is better compared to the traditional methods (GARRIDO-MORENOA;
LOCKETTB; GARCÍA-MORALES, 2014).
2. THEORETICAL FOUNDATIONS
Today, knowledge is a prerequisite
for any progress in various aspects of our lives. The growth of knowledge has
been very rapid in recent years, and on the other hand, knowledge is seen as a
valuable and strategic resource and that can create competitive advantage and provide
products and services with appropriate quality, which is the only way to
survive in competitive and always changing world of today's economy.
Hence, it appears essential to
identify the prerequisites for knowledge management in the organization and paving
the route for creation, transfer and application of knowledge. In the
information age, knowledge is the most important factor for long-term success
of an individual and an organization.
Peter Senge believes that the only
source of competitive advantage in the future would be the knowledge owned by
an organization, which will improve an organization's ability to learn faster.
The growth of knowledge has been very fast in recent times, so that 80% of
technology and knowledge findings as well as 90% of all the knowledge and
technical information in the world has been generated in the twentieth century.
Every five and a half years, the
volume of knowledge doubles, while its average lifetime lasts less than four
years. Thus, such a change has created a new attitude in business management
called as "knowledge management" (ABEDINPOUR,
2012).
·
Definition of knowledge sharing
Knowledge sharing has been described
as "sending and distribution activities of knowledge by a person, a group
or an organization to an individual, a group or other organizations".
Knowledge sharing will not happen unless the staff and working groups of the
organization would have a high level of cooperative behaviors (AFRASYABI;
ETEBARIAN, 2016).
·
Importance of knowledge sharing
Knowledge sharing leads to reduced
costs, improved performances, improved customers' service providing, reduced
new product development time, reduced time delay in the delivery of goods, and
ultimately reduced cost of access to valuable types of knowledge in the organization (AMOZAD; ABBARIN, 2015).
Sharing and donation of knowledge
means communicating with others to transfer own knowledge and intellectual
capital to them, while knowledge gathering includes communicating with others
to achieve knowledge and participating in their intellectual capital. Both
currents are active processes and both are actively associated with the fact
that how much others have knowledge and awareness, how actively they consulted
with others so that they can acquire knowledge and learn (AMOZAD; ABBARIN, 2015).
·
Barriers to sharing knowledge
Since reduction in information
reflects reducing in power, transfer of knowledge for learning organizations is
seen as a basic element. Knowledge should be distributed conveniently and fast.
However, the following three conditions trouble the effective transfer of
knowledge:
1. Critical
business processes are accessible only to a few people.
2. Knowledge
would not be accessible in the right place or time.
3. Transfer
and restructuring would increase the security coefficient of knowledge.
Unfortunately, there are many
obstacles lying ahead of knowledge current in the organization that senior and
middle managers of the organization must act to fix them. These obstacles can
be divided into three categories: Organizational (structural), individual
(human) and technological
Identifying barriers to knowledge
sharing within an organization plays an important role in the success of a
knowledge management strategy (SHAHRAM; JAMALI, 2015).
·
Mind mapping (Based on its initial
concept)
Tony Buzan, the breeder and
developer of mind map ideas once said: "An ordinary employee has
officially spent between 1000 and 10,000 hours to learn economics, history,
language, literature, mathematics and political science, but the same employee
spends less than 10 hours for learning the art of using mind creativity".
This belief led him to nurture and
develop the mind map, which is one of the most effective skills in the process
of creativity. The mind freely pours out its contents so that as the
information are transmitted from the mind onto the paper, they would be set as
separate clusters.
Recent studies show that the
"duration of mind focus" on one issue is between 5 and 7 minutes.
This difference is related to the rate of the audience interest. Man acts his
best between these 5 to 7 minutes intervals. The mind mapping has the advantage
of using the power of excellent and intense activities during these short
periods, allowing the individual to transfer all thoughts and mind contents to
the paper in just a few limited minutes (JAAFARI; GHOUCHANI,
2010).
·
Process of creating a mind
(intellectual) map
o
Starting
from the middle of the page
This is the property of brain to
focus on the center of the page. Thus, it is better to start your work by
writing a word or putting a relevant figure in the center of the page.
o
Failure
to deal seriously with the issue
Write the first thing that comes to
your mind, even the ridiculous and irrelevant points.
o
Do
not limit your mind
The mind map is not supposed to be
the ultimate solution for an issue that you are thinking about. Relate whatever
comes to your mind to the central theme.
o
Expanding
the branches
Add a sub- directory for every issue
connected to the center and write a short description. The subjects related to
each branch can be connected to each branch to expand the map.
o
Thinking
fast
Usually in such a situation, your
mind becomes full of different ideas. In this case, turn all the ideas quickly
to words or images, and put them on paper.
o
There
are no limits
As already said, there are no limits
to create a mind map, and you can use any type of writing instruments. Signs,
lines and branches can have any color.
o
Avoiding
premature judgments
At the time of mind map creation,
you are always in terms of brainstorming. Thus, do not stop your mind to verify
whether something you've written is true or false. Unrelated things that you
have written would may be used later.
o
Do
not stop
Try your hand move on paper. If
nothing comes to your mind, draw bare branches until mind will find new ideas.
You can even change colors to energize your mind or attach your paper to the
wall to have a new physical conditions for thinking.
o
Add
the relationships and branches
Sometimes, ideas and items related
to them appear quickly by starting to think. Always try to first connect all
items to the central core on the page. Do not consider any limitations in
connecting what subject to which branch. Organizing and classification can be
done later. Even in presence of common aspects between different
branches, connect them together with a line. Compliance with these steps help
you to creatively foster whatever you're looking for (CHOURNAZIDIS,
2013).
3. MIND MAP MODELS
·
Intellectual map of
nested circles
The circular map is only two
concentric circles. Put your key ideas in the middle of the circle and put
anything else about those ideas outside the circle. This is like a basket that
collects words or ideas that are not necessarily related (JAAFARI;
GHOUCHANI, 2010).
·
Bubble intellectual map
The bubble map can seem like a network or cluster, but this
is not the case. Bubble Map is just to describe things and can be effectively
used in combination with other maps.
·
Double bubbles map
A double bubbles map represents a
kind of thinking containing two comparisons and showing similar and different
quality of things. In the double bubbles map, similarities are in the center,
while the differences are outside the center.
·
Tree map
The basic process of thinking for
tree map includes categorizing and organizing, and this is just a general plan.
The tree map contains the entire problem, the main idea and details, and helps
in seeing the text understanding text structures.
·
Brace map
Brace map helps to define the
relationships of the whole and components and is used for objective things,
which can be separated to parts or subsidiary mind maps. A Brace map differs
from the tree map, since you separate things physically with a Brace map, while
the tree map indicates the categorization of components in which you will put
the main ideas and details. However, the Brace map shows the entire mind maps.
·
Flow map
If you want to work with successive
events, the flow map would be useful. First of all, you can use the circular
map to list things; for example, what you want to do today. Then, you can
prioritize them and order them.
·
Multi-flow map
The multi-stream maps are a strong
type of maps showing the cause and effect, and events are in the middle of the
flow.
·
Bridge map
The bridge map is used to show comparisons
and parallels. It is useful to show the relationship of something concrete or
abstract (JOHANSSON; MOEHLER; VAHIDI, 2013).
·
Research background
Ogiela (2015) conducted a study
titled as "Advanced techniques of knowledge management and access to strategic
information", which discussed advanced techniques of knowledge management
based on information sharing and sharing algorithms for strategic information
series.
Advanced techniques of knowledge
management will be discussed by using an example of the application of
encryption-graphical algorithms in the information management processes and
access to them. Limited access to enterprise strategic information means that
this type of data should be stored securely and should not be disclosed to
unauthorized persons. Encryption algorithms to share strategic information keep
such information confidential and private and ensure no unauthorized access to
them.
Donate and de Pablo
(2015) provided a study entitled as "Knowledge-based leadership in
knowledge and innovation management practices". The aim of this study was
to test the role of a certain type of knowledge-based organizational leadership
in knowledge management (KM) of initiatives, which is seeking to achieve
innovation and invention.
This article provides the
experimental development of mediating effect of KM practices in the
relationship between knowledge-based leadership and innovative performance. In
line with previous scientific studies, the results show that although KM
approaches are themselves important in innovation goals, the presence of this
type of leadership stimulates and develops the use of exploration,
identification and exploiting approaches.
The main inference indicates that as
a result of the development and application of methods KM, companies would be
able to improve their performance and efficiency in the product innovation.
Calvo-Mora et al. (2015) conducted a
study entitled as "A project to improve knowledge management and key
occupational results through EFQM Top Model". The aim of this study was to
analyze potential of EFQM top model for designing and implementation of a
knowledge management project (KMP) that improves key occupational results.
The results show that how the EFQM
top model can provide a valid framework for the implementation of KMP. The use
of process and the participation of suppliers and partners' method is as key
factors for KMP, and causes the KMP to have a significant impact on key
occupational outcomes.
Fidel et al. (2015) provided a study
entitled as "The Impact of collaborative innovation on customer knowledge
management and its performance". This article examines and tests a model
to see how both variables act as primary or former elements of CKM. This model
also of suggests the impact of common cooperation of customer and CKM on
marketing results. The findings of this study show that collaborating with
customers and orientation towards innovation are the necessary primary elements
for effectiveness of CKM and marketing.
·
Methodology: Conceptual Model
The
research conceptual model is as follows:
Figure 1: Research conceptual model
4. RESEARCH TYPE AND METHODOLOGY
This study was an applied one
regarding the result; since, the research results would be used in Iran-Transfo
Company and would be available to the managers of other similar companies as
well. Based on objective, it was a descriptive-explanatory research, while it
could be seen as surveying one according to data collection approach and a
correlational one based on the relationship between variables and
cross-sectional according to time.
·
Target population
The study target population included
all managers and employees are working in Iran Transfo Company estimated as 578
subjects.
·
Sample size
The members of the sample were
calculated as 237 subjects as follows:
n: Sample size
N: Population size
δ: SD of the initial 30-memebr sample
for questionnaire = 0.484
ε: Permitted error rate = 0.05
Z: Single normal variable corresponding
to confidence level of 95% (Zα / 2 = 1.96)
The
sample size was calculated for the population through Cochran's formula as
follows:
5. SAMPLING METHOD
The
sampling method was a stratified randomized approach proportional to population
size. In this study, the population consisted of two classes of managers (20
leaderboards and 6 deputies, totaling 26 people) and staff (150 staff experts,
187 operational experts and 215 ordinary employees, a total of 552 people)
working in Zanjan, Iran Transfo Company. The sample size in each class than to
the population was obtained from the following formula:
·
Number of samples per class: = (Nh / N)
× n
·
Nh: Number of people in that class: (26
÷ 578) × 237 = 10.66 = 11 = Number of samples for the managers class
·
N: Total number of the population: (552
÷ 578) × 237 = 226.34 = 226 = Number of samples for the staff class
·
n: Sample size
According
to stratified randomized sampling method, the study statistical sample included
11 managers and deputies and 226 staff and operating experts and ordinary
employees. Based on the calculated sample size, 237 questionnaires were
required. In this regard, 237 questionnaires were distributed among the
organization managers and staff by stratified randomized sampling method.
Finally, 202 questionnaires were returned and used.
·
Data collection tools and methods
The
measurement tool of variables was a researcher-made questionnaire consisting of
36 multiple-choice and open-ended questions. The questionnaire included three
parts:
·
In the first section of the first part,
the purpose of data collection by questionnaire and the need for cooperation of
respondents in providing the required data were described. For this purpose,
the value of data obtained from questionnaires were emphasized so that the
respondents would answer the questions appropriately. It was also mentioned
that the data would be confidential and would not be used for something other
than scientific applications.
·
The second part of the questionnaire
included demographic questions, which encompassed general and demographic
information of respondents such as gender, age, level of education,
organizational position and job experience.
·
The third part section contained
questions to measure the variables.
·
Knowledge sharing analysis method
(Dependent variable)
The
indicators of operational measurement of knowledge sharing were extracted as
independent variable from Yang and Chen Model (2007), consisting of three
components of organizational factors, personal factors and knowledge factors,
which were measured with 18 question items.
·
Measurement method of independent
variable (Intellectual pattern)
Independent
variable, "strategic mind map", was also extracted from Charles
Addams model (1970), including maps of nested circles, bubble, doubled bubbles,
Brace, tree, stream and multi-stream, which were measured in the form of 18
question items (11 quantitative and 7 qualitative questions).
·
Data analysis
·
Data analysis with descriptive
statistical techniques
In
this study, demographic questions of the questionnaire related to the community
of managers and employees working in Iran-Transfo Company were in five areas of
gender, age, education level, organizational post and work experience, which
were answered in 202 questionnaires completed by managers and employees working
in the company.
·
Data analysis with inferential
statistics techniques
The
inferential statistics was used to test the hypotheses of the study, make
conclusions and ensure the integrity of generalizing the results to the
community. For this purpose, some tests were used in this study:
·
Kolmogorov-Smirnov test: To assess the
normal distribution of data
·
Structural equation modeling: To
investigate the research hypotheses
Accessory tests:
Kolmogorov-Smirnov test: For assessment of knowledge sharing status and
strategic intellectual map of employees and managers of Iran-Transfo Company
·
Correlation test
Due
to non-normal distribution of data, the Spearman correlation test was used to
examine the relationship between intellectual maps and knowledge sharing (Table
1).
Table
1. Spearman test
6. THE CORRELATION TEST RESULTS REVEAL THAT:
1. There
is a significant relationship at 95% confidence level between individual factor
of knowledge sharing and bubble, tree and Brace intellectual maps. Also, there
is a significant relationship at 99% confidence level between individual factor
of knowledge sharing and doubled bubble intellectual map. However, there is no
significant relationship between individual factor of knowledge sharing and the
rest of the intellectual maps.
2. There
is a significant relationship at 95% confidence level between organizational
factor of knowledge sharing and tree intellectual map. Also, there is a
significant relationship at 99% confidence level between organizational factor
of knowledge sharing and doubled bubble intellectual map. However, there is no
significant relationship between organizational factor of knowledge sharing and
the rest of the intellectual maps.
3. There
is a significant relationship at 95% confidence level between knowledge factor
of knowledge sharing and bubble and nested circles intellectual maps. Also,
there is a significant relationship at 99% confidence level between knowledge
factor of knowledge sharing and doubled bubble, tree, Brace and multi-stream
intellectual maps. However, there is no significant relationship between
knowledge factor of knowledge sharing and the rest of the intellectual maps.
·
Testing the research hypotheses
The
research hypotheses were tested with structural equation modeling technique.
Therefore, after developing model for each of the hypotheses, the designed
model was tested by using LISREL 8.8 software as below.
A.
Main hypothesis
Knowledge
sharing has an impact on strategic intellectual map of managers and employees.
B.
Sub-main hypothesis
o Organizational
factors of knowledge sharing have an impact on strategic intellectual map of
managers and employees.
o Individual
factors of knowledge sharing have an impact on strategic intellectual map of
managers and employees.
o Knowledge
factors of knowledge sharing have an impact on strategic intellectual map of
managers and employees.
7. TESTING THE MAIN HYPOTHESIS
Knowledge
sharing has an impact on strategic intellectual map of managers and employees
in Iran-Transfo Company.
Two
statistical hypotheses of the test are as follows:
H0: Knowledge sharing has no impact on
strategic intellectual map of managers and employees in Iran-Transfo Company.
H1: Knowledge sharing has an impact on
strategic intellectual map of managers and employees in Iran-Transfo Company.
The
final structural equation model of the main hypotheses is shown in Figure 2,
which represents a high impact coefficient on the relationship between the
variables of "knowledge sharing" and "employees' strategic
intellectual map".
Figure
2: Chart of coefficients obtained from the computations of SEM of the main
hypothesis
When
a model is appropriately determined and the data are entered correctly, the
model fitting to the assumed model needs to be evaluated. A number of
indicators are used to assess that how much the model can describe the
relationships seen between the measurable variables.
These
indicators are named in different groups that the absolute and comparative
indicators are the most important ones. Absolute indices are those allocated
merely to calculate X2, X2 / df and model coefficient of determination. The
most important indicators are X2 and X2 / df, which are indicators for
assessing the suitability of the model fitting. Two other absolute indicators
of fitting are as follows:
·
Standardized root mean square residual
(RMR), which is the mean of differences between observed and expected
correlations among the estimate of all parameters
·
Root mean square error of approximation
(RMSEA), which adjusts the simplicity of the model
Also,
the findings regarding the relationship between knowledge sharing and strategic
mind map components of managers and employees in the studied company (according
to standardized coefficients calculated for indirect effect between variables)
show that the sharing of knowledge has had a positive and significant indirect
effect on improving the components of strategic mind map of managers and
employees. In the figure below, the value of T is given for the main
hypothesis:
Figure
3: Value of T for the relationship between knowledge sharing and intellectual
map
As
can be seen in the figure above, the value of T indicates that there is a
significant relationship at 95% confidence level between knowledge sharing and
intellectual map. The omission of the nested circles intellectual map in the
calculation of T is due to the amount of error calculated for this type of mind
map, which is shown in Figure 2 and is quite distinct with a very pale line.
·
Testing sub-hypothesis 1
Organizational
factors of knowledge sharing have an impact on strategic intellectual map of
managers and employees in Iran-Transfo Company.
H0: Organizational factors of knowledge
sharing have no impact on strategic intellectual map of managers and employees
in Iran-Transfo Company.
H1: Organizational factors of knowledge
sharing have an impact on strategic intellectual map of managers and employees
in Iran-Transfo Company.
The
final structural equation model of the sub-hypotheses 1 is shown in Figure 4,
which represents a high impact coefficient on the relationship between the
variables of "organizational factors of knowledge sharing" and
"employees' strategic intellectual map".
Figure
4: Chart of coefficients obtained from the computations of SEM of the
sub-hypothesis 1
The
general indices of measurement model fit related to sub-hypothesis 1 (Figure 4)
indicate that the measurement model had a good fit. In the figure below, the
value of T is given for the relationship between organizational factors of
knowledge sharing and intellectual map:
Figure
5: Value of T for the relationship between organizational factors of knowledge
sharing and intellectual map
As
can be seen in the figure above, the T value in all relationships is higher
than 1.96. Then, there is a significant relationship between organizational
factors and mind map, and a strong relationship is established between the mind
maps of each of the two variables as well.
·
Testing sub-hypothesis 2
Individual
factors of knowledge sharing have an impact on strategic intellectual map of
managers and employees in Iran-Transfo Company.
The
sub-hypothesis 2 was tested by using structural equation modeling approach. The
final structural equation model of the sub-hypotheses 2 is shown in Figure 6,
which represents a high impact coefficient on the relationship between the
variables of "individual factors of knowledge sharing" and
"employees' strategic intellectual map".
Figure
6: Chart of coefficients obtained from the computations of SEM of the
sub-hypothesis 2
The
general indices of measurement model fit related to sub-hypothesis 2 shown in
the Figure above indicate that the measurement model had a good fit. In other
words, these indicators confirm that the data supports the model well. The
findings show that individual factors of knowledge sharing have a direct
significant and positive impact on intellectual map of managers and employees
in the Iran Transfo Company.
Figure
7: The value of T for the relationship between individual factors and mind map
·
Testing sub-hypothesis 3
Knowledge
factors of knowledge sharing have an impact on strategic intellectual map of
managers and employees in Iran-Transfo Company.
H0: Knowledge factors of knowledge
sharing have no impact on strategic intellectual map of managers and employees
in Iran-Transfo Company.
H1: Knowledge factors of knowledge
sharing have an impact on strategic intellectual map of managers and employees
in Iran-Transfo Company.
The
final structural equation model of the sub-hypotheses 3 is shown in Figure 8.
Figure
8: Chart of coefficients obtained from the computations of SEM of the
sub-hypothesis 3
According
to Figure 8, the measurement model has a good fit. The findings confirm the
significant positive and direct effect of "knowledge factors of knowledge
sharing" on the "mind map of employees".
Figure
9: The T for the relationship between the knowledge factors and intellectual
map
8. RESULTS & FINDINGS
The
following results were obtained from testing the hypotheses and data analysis:
·
Result 1: Quantity of knowledge sharing
In
the target population (Iran Transfo Complex), individuals share 60% (three of
five) of their expertise. The members of the target population think they share
78% of their knowledge, information and skills with their colleagues.
Line
forces (specialized and production line staff) share 60% of their knowledge
(knowledge, skills, experience) with other company personnel, while the staff
and support human resources (managers, bosses, administrators and staff) share
56% of their knowledge (knowledge, skills, experience) at the disposal of
others.
·
Result 2: Belief in sharing knowledge
Two-thirds
(67%) of managers and employees consider knowledge sharing as a wise and
valuable measure. This means the culture of knowledge sharing has been
institutionalized as 67%.
·
Result 3: Knowledge sharing channels
Nearly
half of the sessions (48%), meetings and committees are held to share knowledge
(knowledge sharing). The workforce receive 54% of the provided knowledge
(information, skills, experience) and share with other people. At the request
of colleagues, the personnel share by 63% "Knowing from where" or
"knowing from whom" with them. In the target population, the
information systems and supporting tools exist at a rate of 51% for knowledge
sharing of staff in the company. In the target population, 58% of the indoor work
reports and official documents of the unit and 56% of outdoor work reports and
official documents the unit are shared with other members.
In
59% of the target population, there are manuals, methods and models that are
shared among the members, and 56% of staff have been able to store their
knowledge (knowledge, skills, experience) as printed sources and documents
(article, book, printed pamphlet, ...). According to personnel in the target
population, 55% of the personnel have saved and stored their knowledge
(knowledge, skills, experience) as electronic resources (CD, articles,
websites, blogs, ...).
·
Result 4: Knowledge sharing facilities
In
the target population, 47% of sponsors support knowledge sharing. For 59% of
the staff, necessary location for communication and knowledge sharing
activities are available, and 55% of the target population staff have the
required time for communications and knowledge sharing activities. For 52% of
personnel, specific training has been provided in relation to knowledge
sharing.
·
Result 5: Mind maps of managers and
employees
In
the target population, Iran-Transfo Company, 59% of personnel think of
Iran-Transfo Company as "a set of nested circles" for better
understanding and analysis. If the nested circles model can be used to draw the
organizational map, respectively, "management (42 items)", production
"(38 items)" and "sale (15 items)" are considered in the
center of the circle.
·
Result 6: Status and importance of
Company's units in the nested mind map
The
status and positions of different units are not the same from the perspective
of owners of nested circles mind maps. Three units of the Company complex have
met the central circle (i.e., central role): Management (42%), Production (38%)
and Sales (15%)
In
the target population, 57% of personnel are convinced that if Iran Transfo can
be imagined as nested circle, the importance of the units would be the same.
·
Result 7: Status and importance of
Company's units in the bubble mind map
For
better understanding and analysis, 61% of staff consider Iran-Transfo Company
as a bubble model. Three units of the Company complex have met the central
circle (i.e., central role): Management (43 items), Production (41 items) and
Sales (20 items). If the bubble model can be used to draw the organizational
map, respectively, "management (43 items)", production "(41
items)" and "sale (20 items)" would be considered in the center
of the circle.
The
status and positions of different units are not the same from the perspective
of owners of bubble mind maps. In the target population, 58% of personnel are
convinced that if Iran Transfo can be imagined as bubble model, the importance
of the units would be the same.
·
Result 8: Status and importance of
Company's units in the doubled bubble mind map
For
better understanding and analysis, 50% of staff consider Iran-Transfo Company
as a doubled bubble model. From the perspective of owners of this type of mind
map, respectively, "sales and production (17 items)",
"production and management (9 items)" and "sales and trade (6
items)" are two sections of the company with further central and
interactive role with each other.
If
the doubled bubble model can be used to draw the organizational map,
respectively, "sales and production (17 items)", "production and
management (9 items)" and "sales and trade (6 items)" would be
parts of the company that have met the middle circles.
The
status and positions of different units are not the same from the perspective
of owners of doubled bubble mind maps, and the interactions between units are
different from each other. Two units of the Company's complex met the central
important circles are production and sales units.
·
Result 9: Status and importance of
Company's units in the tree mind map
For
better understanding and analysis, 71% of staff consider Iran-Transfo Company
as a tree map. Three units of "management (58 items)",
"production (26 items)" and "sales (22 items)" have met the
central role of the Company complex. If the tree model can be used to draw the
organizational map, respectively, "management (58 items)",
"production (41 items)" and "sales (20 items)" would be
considered as roots or cores. The status and positions of different units are
not the same from the perspective of owners of tree mind maps. At the target
population, 55% of owners of tree mind maps believe that all Company units (all
branches) are equally important.
·
Result 10: Status and importance of
Company's units in the Brace mind map
More
than half (54%) of the managers and employees believe that the company can be
imagined as a Brace model for better understanding and analysis. If the Brace
model can be used to draw the organizational map, respectively,
"management (50 items)" and "production (29 items)" would
be considered as roots or cores. The status and positions of different units
are not the same from the perspective of owners of Brace mind maps. At the
target population, 55% of personnel believe that all Company units (all
branches) are equally important.
·
Result 11: Status and importance of
Company's units in the stream mind map
In
the target population, 60% of personnel imagine Iran-Transfo Company as a
"Stream map" for better understanding and analysis. From the
perspective of owners of this mind map, respectively, "sales (57
items)", production "(29 items)" and "management (12
items)" are those units of the company that are more effective in the
organization success, and the future of organization depends on the activity of
these units. If the units of Iran-Transfo Company can be imagined as a stream,
this flow begins from the unit of "sales (57 items)", production
"(29 items)" and "management (12 items) and "other
items". The status and positions of different units are not the same from
the perspective of owners of stream mind maps and they believe that sales unit
is the most important unit to start.
·
Result 12: Status and importance of
Company's units in the multi-stream mind map
In
the target population, 55% of personnel imagine Iran-Transfo Company as a
"multi-stream map" for better understanding and analysis. If
Iran-Transfo Company could be imagined as a series of streams, three units of
sales, manufacture and purchase" would be the most frequent units, which
are in a mainstream. Also, these three units are interacting with each other.
9. Summary & Conclusion
Analysis
of results and findings show that most managers and employees have not a
certain and dominant mind map, but they have simultaneously several mind maps;
or one can say that they confirm at least a few mind maps for analysis. From
one perspective, this concept can reflect the flexibility of people; however,
from the opposite view, it could mean multiplicity, plurality and confusion
piles of mind maps.
In
a company that all these distinct, different and sometimes conflicting mind
models act at the same time in the minds of decision-makers and
decision-takers, the result may lead to non-functional disruption and conflict.
The results of testing the research
hypotheses showed that:
·
First, knowledge sharing is not a
universal process among all managers and employees.
·
Secondly, the impact of knowledge
sharing on each of the intellectual maps is not the same.
This
means it is unclear that knowledge sharing will boost more useful and more
functional intellectual maps, and it may act contradictory. Therefore, the
orientation of knowledge sharing process seems to be necessary for continuous
integration and improvement of mind maps of decision-makers and
decision-takers.
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