<strong>Measuring</strong> <strong>Knowledge</strong> <strong>Management</strong> <strong>Cycle</strong>: <strong>Evidence</strong> <strong>from</strong> <strong>Iran</strong> 302research can be used for introducing knowledge management cycle, its loops, and benefits in othercompanies, it possesses applied functions as well.The novelty of research topic in <strong>Iran</strong>'s companies and the authors’ interests in the field ofknowledge management, led the author to performing the research.7. Research QuestionsStudy questions in this article concerning the expecting ends can be divided into two parts: firstestablishment of knowledge management through complete survey of population, and second the studyof research literature in order for getting acquaintance and then mastering with the new fields ofknowledge. The questions examined in the statistical society are as below:1. What is the status of knowledge creating loop at IMRE?2. What is the status of knowledge organizing loop at IMRE?3. What is the status of knowledge sharing loop at IMRE?4. What is the status of knowledge applying loop at IMRE?8. Research Analysis ModelConcepts should have empirical indicators to be applicable. Concepts are only tools for quickunderstanding of issues. They are abstract summaries of behaviors and attitudes. Conceptualization ismore than a mere definition or presenting some series of technical words. It's main objective is to makeunderstanding of a real object easier. Therefore in conceptualization, all aspects of reality are not takenfor consideration; instead the main and critical aspects are presented. The first step is determining itsconsisting dimensions. The next step is, defining indicators through which one can measure thedimensions of the concept. In most cases of social sciences, concepts and their dimensions are notmeasured by their observable signs (Hart, 2001). The analysis model of research is presented as table 1:
303 Hassan Danaee Fard and Minoo SelselehTable1:The analysis model of ResearchDimension<strong>Knowledge</strong> Creating<strong>Knowledge</strong>Organizing<strong>Knowledge</strong> SharingEnthusiasm to upgrade personalknowledge, enjoying monetarybenefits for acquiring moreknowledge, personal tendency forbenefiting learning opportunities,having a system for trainingemployees, personal tendenciestowards continuous learning,awareness of company about itsbest experts in each field,sensitivity towards attracting andpreserving knowledge-basedemployees, the consent ofknowledge- based employeesabout company's HRM policies,employees' personal investment onlearning, the degree of whichhigher management motivatesemployees for creatingknowledge.Continuous review of personalexperience (employees), thedegree of recording personalexperience, distinguishinginformation gaps, personalknowledge organizing, attempt forclassifying individual knowledge,the accessibility of people toknowledge resources.<strong>Management</strong> encouragementknowledge sharing, accordance ofinformation systems with rightknowledge sharing, strong culturefor knowledge sharing, in timeannouncement to employee aboutnew knowledge sources(on side oflibrarians), flow knowledgesharing among functionaldivisions, a powerful internetnetwork, the status of knowledgesharing <strong>from</strong> top to down(oforganization), the status ofknowledge sharing <strong>from</strong> down totop (of organization).Indicator makingHow much are you worry about upgrading your knowledgein the future? To what extent, more knowledge does meanmore monetary benefits in your organization? How muchare you personally inclined to benefit <strong>from</strong> learningopportunities? Is there any systematic trend for trainingemployees? How much do you exploit <strong>from</strong> learningcenters (seminars, conferences) for upgrading your dailylearning? How much is continuous learning a priority foryou? How much the management does know his bestexperts in the organization? How much is preservingknowledge-based employees a priority for the highermanagement? How much does the higher managementprovide learning opportunities for employees? Reflectingyour knowledge in the duties, how much does effect onyour receipts? How much are the holders of strategicknowledge satisfied in your organization? How much thebenefits of being knowledgeable motivate you to acquiremore knowledge? How much more knowledge in yourorganization does mean just more hard work? How muchmore benefits resulting <strong>from</strong> knowledge, motivates you toacquire more knowledge? How mush is preservingknowledge-based employees a priority and systematic inyour organization? How much do you invest on yourknowledge upgrade? To what extent you are proud ofyourself for presenting a scientific article? To what extentyou are proud of yourself for translating a scientific article<strong>from</strong> a foreign language to your mother tongue?To what extent can you precisely describe what you'velearnt? How much do you record whatever you haveacquired as knowledge? How much do you review yourexperiences for learning more? To what extent yourreceived information is incomplete? To what extent is yourinformation accessible to your colleagues? How much isinformation gaps known at your organization? How muchare you obliged to review a thick volume of information toreach your needed knowledge? To what extent do youconsider your duty to organize your knowledge? How muchis there any information system at your company fororganizing knowledge? To what extent do you receive yourneeded information exactly when you need? How much areaware about the knowledge resources at your company?When employees need information, to what extent do theyreceive it in time? How much the higher management doesmotivate employees to share knowledge? How muchautomation system is suitable for knowledge sharing? towhat extent is knowledge sharing admired by majority ofemployees? How much do librarians distribute neededinformation? To what extent does exist the continuous flowof knowledge sharing among functional divisions? Howmuch the flow of knowledge <strong>from</strong> top to down(management to employees) is appropriate? How much theflow of knowledge <strong>from</strong> down to top (employees tomanagement) is appropriate? To what extent neededinformation of an employees is available to him? Howmuch the internet status is appropriate for knowledgesharing? to what extent does the higher managementprovide the opportunity for others to make use <strong>from</strong> yourcreated knowledge?
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