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Jurnal UMP Social Sciences and Technology Management
Vol. 3, Issue. 1,2015
The effect of organization factors (organizational
structure) on deploying knowledge management
(Case study: bank Mellat)
Marzieh Behbood,
Department of Public Management, Sciences and Research Branch, Islamic Azad University,Tehran, Iran
Hassan Givarian
Department of Management, Center Tehran Branch, Islamic Azad University, Tehran, Iran
Author for Correspondence
Abstract
The present era is the era of development and changes in technology. The era that it's
thought structure is full of giving depth to information and also attention to the innovative,
creativity and knowledgably human resources cooperation instead of attention to the human
resources performance. Today, knowledge is considered as a valuable and strategic asset as
well as an important property and so knowledge management is a key approach toward
solving the business problems such as competing –reduce in having market shareproductivity paradox, additional information and needs to creativity to meet with different
organizations and companies, so by considering the importance of above subject, the main
objective of this study is investigating effect of organizational factors (organizational
structure) on deploying knowledge management in Mellat Bank (regional branch
management in regional 1). In this study the organizational structure is independent variable
(organizational complexity, organizational formality and organizational focusing) and
knowledge management (knowledge creation, knowledge dissemination, storage of
knowledge and using knowledge) is dependent variable. To gather information a standard
questionnaire 20 questions from Robbins by three above factors and a knowledge
management standard questionnaire 16 questions was used. The research population were all
the bank Mellat employees in regional bank management that at least were high school
graduates (about 600 people) that by using simple random sampling in a systematic formula
and by using Chocrane formula from among them, 185 samples were selected. Also for
investigating the effect of organizational structure on deploying knowledge management at
first the normality test to determine the kind of statistical test and then Pearson correlation
and Regression test was used and at the end by considering the research hypothesis the
adversity effect and the meaning of organizational structure on deploying knowledge
management was confirmed.
Introduction
Appropriate structures are so effective in achieving to the aims and organization strategies
that Nadler and Toman, consider the organization structure as in important source for
reaching to competitive advantage through effective variability, flexibility and adaptation
power. Dynamic and complex environment and extensive developments especially in the
context of Information Technology has made inevitable changes in organizational structures.
In order to meet and conformity with environment requirements new organizational forms
have been created that as well as reinforcing the horizontal cooperation and creation of simple
organizational processes providing satisfaction for both internal and external costumers. In fact
vertical structures of organizations make the professional job more inefficiency and complex.
These vertical structures that has remained from industrial age for professional job are
inappropriate, although the experts in all over the organization horizontally cooperate with
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each other. The obligation of be in existing vertical structures, means process of thinking, but
doing their duty force them for finding knowledge and appropriate cooperation and gain
cooperation, they seek with poor communication in organizations. So in order to improve the
productivity of knowledge workers, organizations and large companies need to change their
organizations basically and fundamentally (3).
Problem statement
Today, knowledge is considered as a valuable and strategic source as well as a property. In
facing with rapid changes for maintaining competitive advantage, organizations should up to
date their knowledge. Draker (1999) states that if in the twenty century the most valuable
property of organizations was their product equipment in twenty one century the
knowledgeable employee and their productivity are the most valuable and important property.
Nowadays, the world economy from a productive economy has changed to an economy based
on knowledge and services where the main product is knowledge and information so that the
vital subject in today world economy, is the effective management of intellectual and
knowledge capital. With globalization, the economy of organizations are facing with increasing
pressure to manage their intellectual capital. But the large hierarchical organizations in terms
of their physical facilities and technological infrastructure that someday were impregnable,
today in responding to the unstable markets and also meeting the customer needs in terms of
rapid providing of goods and services are facing with problems. So according to the Bank
Mellat manager's point of view for survival in complex and dynamic environments it is
necessary that the organizations to have enough agility and flexibility and in managing the
knowledge perform in practical form (5).
However, most of managers in understanding practical aspects of knowledge management
face with problems. On the other hand the paradigm management in several clear steps has
been completed and changed. One of the central factors during of this change is organizational
structure. The organizational structure is the major power of change, because it is the
foundation and framework for all the decisions and organizational processes (4).
Among the policies that have helped in creating substructures and supporting the
knowledge processes we can point to the below terms:
 The human resources management design based on maintaining and keeping the talents
 An appropriate organizational culture open the way for new ideas and the make learning possible
 Technological policy that can gather and publish the knowledge
 Strategic approach toward knowledge and organizational design that can make the interaction and
communication easier.
Bank Mellat as one of the largest Iran`s banks in facing with rapid changes for maintaining
competitive advantage in attracting customers to increase resources, to decrease costs and at
the end achieving to the profitably needs to have an economy based on knowledge, which
means having a share from knowledge forces that actually are the most valuable property and
capital of each bank. For maintaining competitive advantage we need to have employees that
be knowledgeable, compassionate and responsible because the competitive advantage that
gained thorough this way cannot be copied and is stable and permanent. So by considering this
matter, designing an appropriate structure is necessary because the previous hierarchical order
structure cannot respond to this needs. In this study by investigating the structural factors
(centralization-formality-complexity) on deploying knowledge management we will study the
movement of organizations from traditional form to modern one which is necessary for
increasing profitably and using of knowledge management (12).
1. Importance of this research
Today knowledge is considered as a valuable and strategic resource and also a property and
providing products and services with high quality and economically without management and
correct use of this valuable resource is difficult and sometime impossible. On the other hand
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Vol. 3, Issue. 1,2015
paying attention to the knowledge management without supportive and appropriate structure
is not possible. Bank Mellat that is under investigate in this study should accept a structure
that allow it to create and transfer more knowledge. Organizational structure will effect on the
information progress, the environment and nature of human interactions and lead to creation
of competitive advantage in knowledge economy (8).
Gold, Malhoter Orsgaza (2005) in the investigation of knowledge management from
organizational abilities states that knowledge infrastructures such as technology, structure and
culture are background of business process, convert, use and maintaining of the knowledge.
Leovieve (2010) in addition to the 431 researches in American and European institution
shows that resistance against the creation of knowledge management has different reasons
including lack of imaginary culture from cumulative strategies in organization, limitation of
information and communication technology, lack of motivating system and working
environment conditions. This research states that 25 percent of times inappropriate
organizational structure is the main obstacle in deploying knowledge management. So sever
and consistence environment changes, make it necessary to pay attention to the knowledge
management and on the other hand without an appropriate structure that support this process
deploying knowledge management is not possible (9).
2. Literature review
Several researches have been done inside and outside of the country that we will point to
some of them.
2-1 inside the country researches
The result of Hossein Rahman Seresht research, Seyed Ghader Radmorad, Mohammad
Galvani in the 1390 with the subject of "the relationship between organizational structure and
knowledge management" that was done in office of production of pressing parts in Iran Khoro
Co on 67 people showed that there is a reversed and meaningful relationship between
organizational structure and knowledge management that between them the most mean and
rank was related to centralized index and the least mean and rank was related to complexity
index (11).In a research with the subject of the investigation between organizational structure
and knowledge management that was done in technical private banks in Sanandaj including
Tose Saderat, Tose Taavon, Sanaat va Madan, Keshavarzi and Maskan bank in 1391 by Amir Ali
Mansouri showed that there is a reversed and meaningful relationship between organizational
structure and knowledge management which means with the improvement of organizational
structure, the knowledge management in the organization will improved, among this the
formality had the most mean and rank and complexity had the least mean and rank (10).
In Maryam Mohammadi research in 1390 with subject of the investigation of effect of
organizational factors (organizational structure) on creating knowledge among the Saipa Co
employee that was done between 380 samples, it was shown than there is a reverse and
meaningful relationship between these two variables. The centralization had the most effect
and formality had the least one but the complexity factor was natural.
2-2 Outside researches
In Chen and et al research in 2011 with the subject of "the effect of organizational structure
on knowledge management and employee desires to share knowledge in governmental offices
that was done in Taiwan one 950 people it was found that there is a reverse relationship
between organizational structure and knowledge management. Centralization, formality.
Complexity with sharing the knowledge in governmental offices have a reverse and meaningful
relationship. In this research the formality and centralization had the most and complexity had
the least effect (15). Gold, Malhato & Osgarez in 2010 in the investigation of effectiveness of
knowledge management from organizational abilities states that infrastructure knowledge
including technology, structure and culture are the backgronds gain process activities, convert,
and use and maintaining of the knowledge and from among them organizational structure is
the most effectiveness factor. Between the structure indices (formality, complexity and
centralization) , formality have the most and the complexity have the least effect (14).In Sonhi
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The effect of organization factors…
Kim and Hayngsoli study named "effective structural factors on sharing knowledge ability in
Electronic government in 2008 these two researches have investigated the how of effectiveness
of organizational structure, culture and information technology on the ability to sharing the
knowledge in governmental organizations. The structural variables in this study were
concentration, formality and rewarding systems based on performance, cultural aspects, goals
and perspective, trust and Facebook networks and information technology variables in this
study were the amount of using of information technology and concentration on end user. The
results of this research shows that between the formality and knowledge sharing and
concentration and knowledge sharing is a reverse and meaningful relationship that means to
increase the organizational knowledge sharing, the amount of formality and concentration to
decrease.Leovieve (2010) in addition to the 431 researches in American and European
institution shows that resistance against the creation of knowledge management has different
reasons including lack of imaginary culture from cumulative strategies in organization,
limitation of information and communication technology, lack of motivation system and
working environment conditions. This research states that 25 percent of times inappropriate
organizational structure is the main obstacle in deploying knowledge management. So sever
and consistence environment changes, make it necessary to pay attention to the knowledge
management and on the other hand without an appropriate structure that support this process
deploying knowledge management is not possible (17).In another research that was done by
Chen and Hang in 2009 named "how the atmosphere and organizational structure effects on
knowledge management", the effect of atmosphere and organizational structure from society
interaction point of view was investigate. The structural variables that these two researchers
investigate are formality, complexity and organizational atmosphere variables, the existence of
cooperation and innovative environment. The result of this research by analyzing the date
proved the research hypothesis that means existence of reverse and meaningful relationship
among formality, society interaction and also concentration and society interaction (18).
Table -1:shows the effective factors on knowledge management from different aspects and
point of views.
Aspect
Individual
factors
Factors
People credit
Creation of
loyalty in
employees
Job safety
Trust
Appropriate
incentive
rewards
Human group
factors
Cooperation of
employees in the
tasks
Educating
employees
Team working
Empowering staff
333
Description
The ability of employees to meet the
knowledge management process
Moral and material support from the
employees for creation of a sense of
belonging and commitment towards the
organization
Create a safe and secure work
environment
Trust in sharing knowledge by reducing
the fear of losing the uniqueness of the
individual and the increasing of desire to
document knowledge
Incentives have two major roles in the
management and knowledge transfer: a
kind of reward for the successful transfer
of knowledge.
Sharing the practicality, information and
knowledge in organization.
How much the employees can contribute
effectively to achieve organization goals.
The degree to which employee share the
information and knowledge in the
organization
Appropriate and right training of
employees
Foster a spirit of team working based on
trust of the basic factors of success in
implementing knowledge managment
Through empowerment of employees,
Source
Lucas& ogilvie
Nayir,et al
Byrne,Nayir,Bartol
Krogh,Nayir
Wong,yahya,Bartol,
Davenport,liebowitz,Akhavan
Chong&Choi,Ryan
Davenport, Wong, Chong
Yahya, Ryan,jefary
Davenport, Chong
Jurnal UMP Social Sciences and Technology Management
Infrastructure
s
Technical
infrastructure
Knowledge
infrastructure
Culture factor
Infrastructure
financial
Culture
Strategic and
Management
factors
Strategy and goal
in knowledge
management
Modeling
Support and
leadership of
senior
management
Senior manager
of knowledge
Human resource
management
Structures and
organization
processes
Knowledge
transferring
channels
Organizational
structure
Organizational
learning
Systematic
processes and
activities of
knowledge
Organization
free space
Measuring
performance
employers can value their employee's
skills and help them by creating ways to
capture and share knowledge, transfer
their knowledge.
Infrastructure that facilitates and support
employees
Knowledge can be created in the group
level or organization. Useful, updated and
reliable knowledge can be achieved by
sharing with other groups and clients.
Including useful knowledge , human and
financial resources
Creation of a culture that encourage to
share knowledge and not hiding
knowledge
Knowledge management is a kind of
strategic tool so knowledge management
strategy in organization with moral and
material supports of senior management
to be created
Modeling determines that how leading
organizations had achieved to desired
levels
Senior manager not only have a key role in
implementation of the knowledge
management but plays it throughout of
the entire project
Senior manager of knowledge is a designer
to map skills for employees and a
knowledge probe in the organization
The continuity of four areas of human
resources (education, decision making,
performance evaluation, reward and
punishment with knowledge management
and perspective change and aligning of
these activities with them
Knowledge through several channels that
reinforce each other transferred and each
channels has different value.
Removing limitation and complexities and
high formality in organization
Learning in all levels of organization in a
constant form.
Framework and processes for identifying
and disseminating of knowledge are in
structured form
An enterprise architecture that be more
social, freer and more flexible to
individuals
Gathering information about performance
of individuals, groups and bigger
organization units.
Vol. 3, Issue. 1,2015
Liebowitz,lai,chourides,
Davenport,ryan,skyrne,probst,yang,wo
ng
Davenport, Chong
Wong , holsapple
Wong , holsapple, skyrne,
Davenport,liebowits
Wong , skyrne, chourides
Davenport, Chong
, holsapple,
Davenport,&long&beers,probst,
skyrne, Ryan,Hassnali,chong
Liebowits
Wong , yahya, chourides
Davenport,
Akhavan. Lin. Hassnali,
Chong&Choi,wong
Davenport, skyrne
, holsapple, Wong , skyrne
Ryan, Krogh,lang
, holsapple Davenport&
long&Beers,probst,
Hassnali,yahya,chong&choi
3. The conceptual model of research
In this study for deploying the knowledge management the Heising model that in which the
knowledge management is formed from four processes creating knowledge-saving knowledgedevelop knowledge as well as Robins`s organizational structure model that is formed from
three factors formality-complexity and centralization, were used.
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The effect of organization factors…
Formality
Dependent variable
Independent variable
Organizational factors
(organization structure)
1. Knowledge management
2. Knowledge creation
3. Knowledge storing
4. Knowledge development
Knowledge use
Concentration
Complexity
4. Research hypothesis
4-1 Main hypothesis
Organizational factors (organizational structure) have effects on deploying knowledge
management.
4-2 Secondary hypothesis
1. Organizational complexity has effect on deploying knowledge management.
2. Organizational formality has effect on deploying knowledge management.
3. Organizational centralization has effect on deploying knowledge management.
5. Research findings
In this research population were all the bank Mellat employees in regional bank
management that at least were high school graduates (about 600 people) that by using simple
random sampling in a systematic formula and by using Chocrane formula from among them
185 samples were selected. Also for investigating the effect of organizational structure on
deploying knowledge management at first the normality test to determine the kind of
statistical test and then Pearson correlation and Regression test has been used.
5-1 Descriptive statistics
In this research according to the demographic variable statistics gender: 48.9 percent were
women and 51.5 percent were men and about the age between the 20 to 30 years old was 11.7
percent, between 31-40 years old was 48.9 percent, between 41-50 years old was 22.8 percent
and more than 50 years old was 16.4 percent and about the education : associated degree was 15
percent, bachelor was 52.6 and Master and higher was 31.9 percent and about the job
experience : less than 10 years was 18.6 percent, between 10 to 15 years was 35.6 percent,
between 15 to 20 years was 31.6 percent and more than 20 years was 18.2 percent.
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5-2 Inferential statistics
At first the normality of questionnaire indices by using Kolomgrof-Esmirnof test was
investigated. The results show that for all the indices as the meaningful level is higher than
0.05, the zero hypothesis in meaningful level of 0.05 is acceptable and as a result we can say
that these indices have normal distribution. So distribution of data in research population is
normal and for analyzing the data a series of parametric statistics will be used. Normal test
results are summarized as follows:
Test result
Significant level
Variables and indexes
Accepting zero
hypothesis
Accepting zero
hypothesis
Accepting zero
hypothesis
Accepting zero
hypothesis
Accepting zero
hypothesis
0.533
Deploying knowledge
management
Organizational
structure
Organizational
complexities
Organizational
formality
Organizational
concentration
0.087
0.241
0.141
0.093
In this research, according to the normality of data that we had forced to use from
parametric tests first for investigation of being meaningful between the independent variable
(organizational structure) and its aspects with dependent variables (deploying knowledge
management) from Pearson correlation method ( parametric test) was used that the results are
as followed :
Test result
Sig
Pearson r
Confirming the relation
00000
-0.875
Confirming the relation
00000
-0.552
Confirming the relation
00000
-0.597
Confirming the relation
00000
0.959-
Table -2: Pearson correlation coefficientResearch
variables
The relationship between organizational structure
and deploying knowledge management
The relationship between organizational
complexity and deploying knowledge
management
The relationship between organizational formality
and deploying knowledge management
The relationship between organizational
concentration and deploying knowledge
management
Table -3: Regression
Test result
Confirming the effect
Confirming the effect
Confirming the effect
Confirming the effect
Determinatio
n Factor
.616
.305
.356
.920
Sig
00000
Standard Factor of
Beta
-0.785
00000
-0.552
00000
-0.597
00000
0.959-
Research variables
The effect of organizational structure on
deploying knowledge management
The effect of organizational complexity on
deploying knowledge management
The effect of organizational formality on
deploying knowledge management
The effect of organizational concentration on
deploying knowledge management
5-3 hypothesis results
Main hypothesis: organizational structure has effect on deploying knowledge
management.
Correlation coefficient results:
The Sig was less than 0.05 so in the confidence level of 95 % , the zero hypothesis will be
rejected and the correlation coefficient was between two variables in the error level of (0.05)
and even (0.01). Also the correlation coefficient index shows that there is a negative
relationship between two variables. So we can say that between the two variables
organizational structure and deploying of knowledge management there is a significant
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relationship. So after investigating the meaningful relationship between these two variables in
this part, for investigating the effect of independent variable (organizational structure) and
dependent variable (knowledge management deployment) the regression test was used.
Regression test results:
The index of model determination is equal to 0,616 and the F value is zero that means 61.6 %
of variable changes in deploying knowledge management will be clear and explained by
organizational structure dependent variable, Watson statistic is equal to 2.155 and in the range
of (1.5 to 2.5), so the results show that the model errors in this test are ‫ همبسته‬and by considering
regression table we will understand that the amount of effect of organizational structure on
deploying knowledge management is 0.785 that shows there is a reverse effect of organization
structure variable on deploying knowledge which means changing in the organization
structure will lead to improve in deploying knowledge management system.
First secondary hypothesis:
Organizational complexity has effect on deploying knowledge management.
Correlation coefficient results:
The Sig was less than 0.05 so in the confidence level of 95 %, the zero hypothesis will be
rejected and the correlation coefficient was between two variables in the error level of (0.05)
and even (0.01). Also the correlation coefficient index shows that there is a negative
relationship between two variables. So we can say that between the two variables of
organizational complexity and deploying of knowledge management there is a significant
relationship
Regression test results:
The index of model determination is equal to 0,305 and the F value is zero that means 30.5
% of variable changes in deploying knowledge management will be clear and explained by
organizational complexity dependent variable, Watson statistic is equal to 2.155 and in the
range of (1.5 to 2.5), so the results show that the model errors in this test are ‫ همبسته‬and by
considering regression table we will understand that the amount of effect of organizational
complexity on deploying knowledge management is -0.552 that shows there is a reverse effect
of organizational complexity variable on deploying knowledge which means decreasing in
complexity lead to improve in deploying knowledge management system.
Second secondary hypothesis:
Organizational formality has effect on deploying knowledge management.
Correlation coefficient results:
The Sig was less than 0.05 so in the level of confident of 95 %, the zero hypothesis will be
rejected and the correlation coefficient was between two variables in the error level of (0.05)
and even (0.01). Also the correlation coefficient index shows that there is a negative
relationship between two variables. So we can say that between the two variables of
organizational formality and deploying of knowledge management there is a significant
negative relationship.
Regression test results:
The index of model determination is equal to 0,305 and the F value is zero that means 30.5
% of variable changes in deploying knowledge management will be clear and explained by
organizational complexity dependent variable, Watson statistic is equal to 2.155 and in the
range of (1.5 to 2.5), so the results show that the model errors in this test are ‫ همبسته‬and by
considering regression table we will understand that the amount of effect of organizational
formality on deploying knowledge management is - 0.597 that shows there is a reverse effect of
organizational formality variable on deploying knowledge which means decreasing in formality
lead to improve in deploying knowledge management system.
Third secondary hypothesis:
Organizational concentration has effect on deploying knowledge management.
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Correlation coefficient results:
The Sig was less than 0.05 so in the confidence level of 95 %, the zero hypothesis will be
rejected and the correlation coefficient was between two variables in the error of (0.05) and
even (0.01). Also the correlation coefficient index shows that there is a negative relationship
between two variables. So we can say that between the two variables of organizational
concentration and deploying of knowledge management there is a significant negative
relationship.
Regression test results:
The index of model determination is equal to 0,920 and the F value is zero that means 92 %
of variable changes in deploying knowledge management will be clear and explained by
organizational concentration dependent variable, Watson statisitic is equal to 2.155 and in the
range of (1.5 to 2.5), so the results show that the model errors in this test are correlated and by
considering regression table we will understand that the amount of effect of organizational
formality on deploying knowledge management is -0.959 that shows there is a reverse effect of
organizational concentration variable on deploying knowledge which means decreasing in
concentration lead to improve in deploying knowledge management system.
The results of this research are in conformity with previous researches that has been done
about the reverse and meaningful effect of organizational structure on deploying knowledge
management system including foreign studies Chen et al (2008), Gold Malhoter Osgarez
(2001), Sonhi Kim and Hayangsoli (2004), Leovio (2010) and research in 431 American and
European institution (2010), Chen and Hang (2007) and inside researches including Hossein
Rahman Seresht, Ghadere Radmorad, Mohammad Gelvani (1390), Amir Ali Mansouri (1391) and
Maryam Mohammadi.
In the aspect of effect of organizational formality and organizational concentration on
deploying knowledge management system, the results are in conformity with above researches
and the reverse and meaningful effect of organizational formality and organizational
concentration is confirmed.
But in the aspect of organizational complexity in Maryam Mohammadi research (1390), this
factor doesn’t have any effect that is not in conformity with this study results0 Also ranking of
organizational structure aspects in the field of effect of deploying knowledge management is in
conformity with Hossein Rahman Seresht, Seyed Ghadere Radmorad, Mohammad Geldani
(1390), Chen et al (2008), Sonhi Kim and Hayangsoli (2004) but in the Amir Ali Mansouri (1391)
study the formality has the most and complexity has the least effect, in the Gold, Malhoter
Osgarez (2001) study formality has the most and complexity has the least rank and also in
Leovio research (2010) formality has the most and complexity has the least effect on deploying
knowledge management.
6. Study Recommendations
Organizational structure by passing the time and technological changes needs to change
that today is inevitable, the new created organizations by reliance on hardware and software
materials make it inevitable to have changes in organizational hieratical and duties, and in
other word new organizations create news structures. Improvement look on organizational
structure should be reliance on up to date realities and needed strategies in the organization.
Structure improvement in the organizations should be considered by reinforcing the principle
of responsibility in employees for revising organizational knowledge oriented methods and
freedom from hierarchies, attention to the performance and increase in production by
appropriate information infrastructure, specially the knowledge oriented organizations to
increase their production and interest should pay attention to the scientific principle in
conformity with innovation and creativity in a way that new and creative thoughts in these
organizations be used that lead to development and improvement of organization. In this study
according to the hypothesis, below recommendations offer:
6-1 Practical recommendations
 Holding workshops related to the new knowledge management and documentary management
subjects lead to promotion of technical knowledge of managers and familiarity of them with the best
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methods from physical and non-physical human resources. At the same time, these workshops have the
responsibility to develop and distribute information among the organizational managers.
 The design of documents management system make it possible for managers to benefit from a
mechanism system to store and restore the documents. New document management systems in software
form in a fast way make it possible to use a huge amount of documents in a scanned form.
 Forming multi-technical teams for doing projects. Forming of these teams make it possible that the
people with different expert knowledge to gather and due to variety of technics, skills and experience
non-official learning and foundation of new ideas be provided.
 Due to decrease in centralization in organization:
 The office and branch managers (middle and practical managers) in ascertaining of budgets under
control of themselves and giving financial rewards to employees will have more freedom and authority.
 Development of non-official relations to increase consent and motivation for transferring and other
knowledge management processes
 To increase trust among the employees for maintaining efficiency communication among the members
for sharing the ideas and thoughts among themselves.
 Creation and reinforcing of friendly and emotionally relations in the organization due to the role of
Synergistic of positive organizational emotions on creative cooperation and knowledge production and
organizational wisdom.
 Deploying ordering system of recommendations
 Development of technological infrastructure including networking, document management, search
engines and information restoring
6-2 Research recommendations
According to the meaningfulness, the main hypothesis which means organizational
structure has an effect on deploying knowledge management. And reverse and meaningful
effect of organizational structure on deploying knowledge management having the appropriate
organizational structure for deploying knowledge management is necessary. In other word to
have a successful knowledge management performance is related to the flexibility structure
and new control and supervising methods.
On the other hand, according to the meaningfulness of three secondary hypothesizes and
the complexity reverse and meaningful effect, formality and concentration based on T-test and
being in three indexes in inappropriate situation, below recommendations offers:
6-2-1 to decrease complexity in organization
 Decreasing hierarchies in organization and creation of flexibility structure in the organizational
responsibilities
 Removing horizontal borders to sharing knowledge and creation of knowledge infrastructures like
digital libraries, knowledge and information database and creation of interaction network
 Decreasing in job titles and use from knowledgeable teams
 Providing higher level of interaction with idea system management such as suggestions, think tank,
advisory council of the organization
 Enhancing transparency and avoiding from keeping the information confidential in order to increase
the possibility of sharing and developing knowledge
 Establishing more communication channels with customers for achieving to real knowledge
resources, experience and rapid transfer to the bank
6-2-2 to decrease formality in organization
 Decreasing in inflexible job titles, standards, waste approaches
 Developing knowledge teams, groups and assigning the whole project to the group instead of assigning
a part of job to an individual
 Increasing employee freedom in performing that this matter involves the people with high knowledge
and education that give initiation and correct judgment in the selection of right way.
6-2-3 to decrease in concentration in organization
 The office and branch managers (middle and practical managers) in ascertaining of budgets under
control of themselves and giving financial rewards to employees will have more freedom and authority.
 Development of non-official relations to increase consent and motivation for transferring and other
knowledge management processes
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 To increase trust among the employees for maintaining efficiency communication among the members
for sharing the ideas and thoughts among themselves.
 Creation and reinforcing of friendly and emotionally relations in the organization due to the role of
Synergistic of positive organizational emotions on creative cooperation and knowledge production and
organizational wisdom.
 Deploying ordering system of recommendations
 Development of technological infrastructure including networking, document management, search
engines and information restoring
6-2-4 to create knowledge in organization
 Production of new knowledge and idea will be more valuable and creation of organizational post
entitled " knowledge high manager" in organization for promotion of learning in organization
 Favorable environment will be provided for implementation of new theories and ideas.
 Designing some mechanisms to convert hidden knowledge to clear knowledge and designing
instructions for executive succession in banking system in the field of vision and specific strategies.
6-2-5 to develop knowledge in organization
 The amount of sharing knowledge and individual experiences will increase with colleagues in the
organization
 To enhance and sharing knowledge, the bonuses paid to the employees and be appreciated.
 Creation of knowledge infrastructures such as library, knowledge and information database, creation of
interactive network, designing virtual research centers, creation of communication with information,
knowledge distributers and strengthen team working
 Regular meetings for the exchange of information between departments, managers, branch managers
and employees and also creation appropriate processes for using knowledge
6-2-5 to store knowledge in organization
 Equip an organization to an electronic memory to record and register studies and valuable experiences
of employees
6-2-6 to apply knowledge in organization
 Appropriate decisions of organization with respect to the existing knowledge in the organization
 Using from individual knowledge to advance organizational goals.
 Knowing key personnel, keeping and recording their knowledge
333
The effect of organization factors…
www.jsstm-ump.org
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