Proceedings of the 12th European Conference on Knowledge ...

Manouchehr Ansari et al
organizations in knowledge management projects. The study <strong>of</strong> <strong>the</strong>se criteria shows that, <strong>the</strong>
organizational culture is considered as <strong>the</strong> fundamental indicator <strong>of</strong> success measurement in
organizations (Davenport & Pursak 2000).
2.2 Organizational Structure
The rate <strong>of</strong> increased competition and rapid technological changes requires appropriate knowledge
transfer between functional boundaries <strong>of</strong> organizations (Gopalakrishnau and Sontoro 2004, Walczak
2005). Gold and o<strong>the</strong>rs (Gold et al, 2001) discuss that <strong>the</strong> organizational structure is a critical factor
in applying new technologies. Structure can be defined as a set <strong>of</strong> solutions in which individuals are
divided into different tasks and describe how to coordinate <strong>the</strong>se tasks (Andersson and Westterlind,
2000; Mintzberg 1983). Organizational structure determines <strong>the</strong> ways <strong>of</strong> decision-making and also
determines responsibilities for <strong>the</strong> processes <strong>of</strong> material, resources and human resources.
Organizational structure should be flexible to increase spreading <strong>of</strong> knowledge and cooperation
between organization's traditional boundaries towards <strong>the</strong> creative frontiers <strong>of</strong> knowledge (Walczak
2005). Studies have shown that formalization factors and lack <strong>of</strong> focus have great influence on
coordination and cooperation within <strong>the</strong> company and also on <strong>the</strong> creation and separation <strong>of</strong>
knowledge. (Adenfelt and Lagerstro 2005; Andersson and Westterlind 2000; Lee and Choi 2003).
Centralized structure prevents communications between units, distribution <strong>of</strong> ideas and also due to
time consuming communicational channels, it causes deviation and discontinuity <strong>of</strong> ideas (Lee and
Choi 2003). In order to be sure <strong>of</strong> proper knowledge distribution, it is necessary to have flowing
communicational channels (Gupta 2000).
2.3 Human Resources
People in organizations enable implementation <strong>of</strong> knowledge management and social instruments. So
<strong>the</strong>y are named as <strong>the</strong> main creators and distributors <strong>of</strong> knowledge (Adenfelt and Lagerstro 2005).
McDermott (1999) emphasized on <strong>the</strong> importance <strong>of</strong> people role in <strong>the</strong> processes <strong>of</strong> sharing
knowledge that should be raised to be involved in an activity. It needs additional time and is
threatened to lose <strong>the</strong>ir position <strong>of</strong> power (Porter 1985). People are important because any changes
or entry <strong>of</strong> new technology has effects on <strong>the</strong> labors inside <strong>the</strong> organization; so it is necessary to
evaluate <strong>the</strong> organizational culture and individual readiness for adoption <strong>of</strong> innovative and new
technology (Ruikar et al. 2005). In general, people in <strong>the</strong> organization perform <strong>the</strong> human skills which
include: knowledge, motivation and self-reaction, streng<strong>the</strong>ning, learning networks, social contacts,
coordination and creativity (M<strong>of</strong>fett et al. 2002). Individuals are knowledge innovators in <strong>the</strong>
organizations and <strong>the</strong> significant part <strong>of</strong> organizational knowledge exist in <strong>the</strong>ir mind. For this reason,
small mutations in work places can make major effect on overall performance (ESCFWA 2003).
Ruggles states that around 50% focus <strong>of</strong> time and knowledge management budget should be on
people (Ruggles 1998). Changes in organizational culture require a change in attitudes and traditions,
so inside <strong>the</strong> organizational changes that have stem from organizational knowledge management
implementation, human issues should be considered as a main factor. This kind <strong>of</strong> considerations in
<strong>the</strong> organizations will raise <strong>the</strong> topic <strong>of</strong> knowledge workers (ESCFWA, 2003).
2.4 Information Technology Infrastructure
Information technology includes a wide range <strong>of</strong> inventions and <strong>the</strong> communicational media that
connect information systems and people to each o<strong>the</strong>r and includes: voice posts, emails, audio
conferences, video conferences, Internet, S<strong>of</strong>tware, Hardware and <strong>the</strong> like. Information systems and
information technologies are <strong>of</strong>ten too complex and usually, <strong>the</strong> term <strong>of</strong> information technology refers
to all technologies (Tsang 2002). Knowledge management is a method ra<strong>the</strong>r than a product or
technology, which is used for business activities. However, information technology is critical for
successful knowledge management systems (Turban et al. 2006).
In fact, <strong>the</strong> role <strong>of</strong> information technology is for supporting knowledge management, repository <strong>of</strong>
knowledge, increasing access to and transfers <strong>of</strong> knowledge and can be provide individual, group and
organizational interactions. The information technology empowers processes <strong>of</strong> knowledge creation in
academic environments (Tian et al. 2009). Information technology and knowledge management are
mixed with each o<strong>the</strong>r, because both contribute to <strong>the</strong> promotion <strong>of</strong> structured knowledge (Alavi and
Leidner, 2001). Although <strong>the</strong> information technology provides a ground for powerful knowledge
management, it should serve <strong>the</strong> people too. Therefore, it should be simple and usable and
employees been able to take advantages <strong>of</strong> it without help <strong>of</strong> pr<strong>of</strong>essionals.
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