Institutionalization of organizational knowledge management program in the Shiraz Municipality

Author Name(s): Mohammad Reza Zandiy
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Abstract

This article investigated the institutionalization of knowledge management program in a unique global engineering organization, the Flor Company. Although many initiatives have failed in the field of knowledge management, the Flora Co. has established a dynamic program that has proven its increasing legitimacy but has been considered an unimportant operation through the time. This article examines the process of institutionalization in two ways: qualitatively by the analysis of variable application of the program through examples, and numerically with the possibility of delineating participation in the program over time. In addition, factors were identified through literature review that help ongoing application and replacement of the program in the management of Flora Co. These factors include: program alignment with the Flora Company’s culture, continuous maintenance and easy application of the program, social impact, and exterior changes, all of which develop the knowledge management program turning it into a program used well all over the world, is of high attention, and serves more successful. This case study is a rare opportunity to scrutinize the knowledge management program, which has been implemented for almost a decade in the AEC. It also offers insights and recommendations to companies that are seeking to implement knowledge management programs in the industry today.

KeyWords

Institutionalizing organizational knowledge, delegation of authority, Employee involvement, centralized management, information technology.

Introduction

It is obvious that in the process of activities at all organizations, organizational knowledge is inevitably produced, which should be managed and provided to all employees to be reused. However, the fundamental difference between knowledge-based or knowledge-oriented organizations and other organizations is that in the former, knowledge production is considered as a primary mission and, thus, knowledge management methods and mechanisms designed and implemented in these organizations to operationalize knowledge management strategies will be different from other organizations that apply specific patterns of management according to their missions. Development, implementation, and application of knowledge require specific strategies aligned with those in a company (Abu Zeid, 2003: 156).

Conclusion

Evaluation of previous studies indicates that the starting point of knowledge management process is to understand organizational learning as a complex, unplanned, conscious and targeted, interactive and dynamic process affected by the foundation of knowledge or cultural resources used by individuals in an organization. Based on the research findings, empowering is positively correlated with knowledge, hence, an organization can identify capable employees who are able to afford the delegated tasks and provide the background for learning other staff, and also build work teams consisting of experienced and skilled people to facilitate knowledge transfer, as Zaraga et al. (2006) accounted that work team to be a key factor for the establishment of knowledge management. Building a platform of software and hardware facilities for faster transfer of information between employees at all levels of an organization will bring about the staff become aware of new knowledge generated in their work field, can easily continue their activities, and  be motivated to work. This is consistent with the results of Saeedi et al. (2009) and Nisi et al. (2009) who explain fundamental factors such as learning processes and loops, organizational resources, and innovative use of information technology to implement knowledge management. A management supporting staff to gain necessary knowledge and skills can also act as a contributing factor in the institutionalization of knowledge, which agrees with the results of Hassanzadeh (2008) who shows that top managers are effective factors on the establishment of knowledge management. In a research by Saykojis (2000), managers have been studied in three organizational levels in terms of affecting knowledge management; the research findings show that middle managers are more important in this regard. Involving employees to solve problems in an organization can act as a motivating factor leading to the exchange of information between employees and their understanding of learning rquirements so that they will seek the knowledge needed; this is not in line with the results of Daneshfard et al. (2010), however, it corroborates the results of Nisi et al. (2009) and Will (2008).

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