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ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS JANURAY 2011 VOL 2, NO 9 Herman, D., 2000, ―Introducing Short-term Brands: A New Branding Tool for a New Consumer Reality,‖ The Journal of Brand Management 7, 5: 330–40. Ittner, C.D., and D.F. Larcker, 1998a, ―Are Non-financial Measures Leading Indicators of Financial Performance? An Analysis of Customer Satisfaction,‖ Journal of Accounting Research 36, 3: 1–35. Ittner, C.D., and D.F. Larcker, 1998b, ―Innovations in Performance Measurement: Trends and Research Implications,‖ Journal of Management Accounting Research 10: 205–38. Ittner, C.D., and D.F. Larcker, 2003, ―Coming up Short on Non-financial Performance Measurement,‖ Harvard Business Review81, 11: 88–95. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 320
ijcrb.webs.com INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS Effect of Organizational culture on Success of Knowledge Management system's implementation (Case Study: Saderat bank in Isfahan province) Seyed Mohsen Allame Assistant Professor and Member of Scientific Board of Management Team in Isfahan University. Bagher Asgarnejad Nouri PhD Student in Business Management Major (Marketing Trend) Isfahan University Seyed Yasin Tavakoli M.A Student in Business Management Major (Financial Trend), Isfahan University Sayed Ahmad R Shokrani MA of Industrial Management from Imam Sadeq University JANURAY 2011 VOL 2, NO 9 Abstract The purpose of this research is to test intermediatory effect of organizational culture model in relation between knowledge management and organizational benefits and also to study the positive relation between knowledge management and organizational benefits. This subject is related to strategic issues of the organization like sharing of knowledge and creating of new capacities for taking action through learning process. Organizational culture has been recognized as one of the main factors in knowledge management success and is the original source of competitive benefit for the organization, so it could gain its purposes through this way. The newest substantial change in business shows that managers should have cooperation and information sharing instead of knowledge saving. The model's changing of direction towards knowledge management has guided many organizations to the direction to resort to knowledge management as a competitive benefit in order to gain their purposes. The required data has been collected by distributing of questionnaires among ninety-eight (98) employees from various branches of Saderat bank in Isfahan province who have been selected by simple random sampling method. We have used two questionnaires in this research: organizational culture assessment instrument (OCAI) of Cameron and Quinn (1999) that measures four types of organizational culture (clan, adhocracy, market and hierarchy) and Lawson's knowledge management assessment instrument (KMAI) (2002) which measures knowledge management (creating, acquiring, organizing, saving, disseminating and implementing of knowledge) and organizational benefits (growth, innovation and competitive benefit). Obtained results of this research demonstrate that knowledge management and organizational benefits have a high positive mutual correlation with each other. Also we have reached to the conclusion that organizational culture does not have an intermediatory effect on the relation between knowledge management and organizational benefits. Key words: Organizational Culture, Knowledge Management, Organizational Benefits, Organizational Culture Assessment Instrument of Cameron and Quinn, Lawson's knowledge Management Assessment Instrument. COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 321 Listed in ULRICH’S
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