| ORIGINAL ARTICLE |
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| Year : 2018 | Volume
: 4
| Issue : 2 | Page : 84-88 |
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Examining the relationship between organizational culture and knowledge management components among University staffs in 2011
Ali Safdarian1, Azadeh Alavi2, Kianoush Kasiri1, Hamideh Moayyedfar2
1 Health Management and Economic Research Center, Isfahan University of Medical Sciences, Isfahan, Iran
2 Hasht Behesht University, Isfahan, Iran
Correspondence Address:
Dr. Azadeh Alavi
Management and Health Economy Research Center, Isfahan University of Medical Sciences, Isfahan
Iran
 Source of Support: None, Conflict of Interest: None  | Check |
DOI: 10.4103/2395-2296.237294
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INTRODUCTION: Knowledge management (KM) helps organizations to find, select, organize, and publish important information. On the other hand, organizational culture is considered as a major player in KM scene. Organizational culture is a common and relatively stable pattern of values, beliefs, and fundamental belief in an organization. The current hospital structure is a structure that provides a proper balance between hospital management and medical staff.
METHODOLOGY: The current research is a descriptive correlational. Based on Cochran formula, the sample size was 200 people. Data analysis was performed using SPSS (version 16). The instruments used in this study were a standard organizational culture questionnaire with 56 questions with reliability was 0.8 and a standard KM questionnaire including 33 main questions based on Likert scale with reliability of 0.89.
RESULTS: In the analysis, the relationship between organizational culture and KM relationship was compared. For comparison and determining the relations, Pearson's correlation coefficient (ρ) was used. In accordance with the tables regardless of the size of each of the variables, the relationship between variables was direct and strong and statistically it was highly significant (P > 0.5).
DISCUSSION AND CONCLUSION: Average scores of KM have been close to mean. The application, use, and reservation of the knowledge had higher mean values than others did. So perhaps, we can say employees better managed to use, store, and maintain knowledge. In contrast, they were weak at distribution and sharing of knowledge.
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