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Abstract
Modern organizations need intangible assets such as organizational knowledge and human resources to gain competitive advantage in the market. Organizations can provide opportunities for behavioral maturity of managers to establish knowledge management. This study tries to develop a behavioral maturity model for managements to examine effectiveness of knowledge management. The study is conducted in Iran Insurance Company as an empirical case study. Twenty academic and organizational experts are selected for the study. Employees and managers of Iran Insurance Company are used to measure and test conceptual model (behavioral maturity of managers to establish knowledge management). Both interview and questionnaire tools are used to collect data. Fuzzy AHP and PLS methods are used to analyze the collected data. Fuzzy AHP results show that transformational leadership, human and social skills, knowledge orientation, emotional intelligence, trustful climate are identified as highly effective priorities.
Highlights
Knowledge organization is considered one of the organizational capitals
Fuzzy Analytic Hierarchy Process (AHP) results show that transformational leadership, human and social skills, knowledge orientation, emotional intelligence, trustful climate are identified as highly effective priorities
Three steps were used to identify the effective factors on behavioral maturity of managers in establishing knowledge management
Summary
Knowledge organization is considered one of the organizational capitals. Organizational knowledge means choosing the right science in the appropriate time and conditions [1]. Intelligent management is to use knowledge to face and deal with uncertainty factors, maintain opportunities and innovate to expand competition [3] This requires organizations to value and prioritize knowledge management and related steps as an essential requirement for pioneering in the competition [4]. Despite strong reasons for strategic use of knowledge management to improve organizational performance, there are various obstacles in implementing knowledge management in organizations [7]. These obstacles can be summarized as: 1) unfamiliarity of managers with knowledge management (senior and middle managers are not fully familiar with knowledge management and do not understand its advantages for the organization); 2) employees consider knowledge as a source of power (employees do not tend to share their knowledge) [7]
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