标题：Studying the Relationship between the Process of Knowledge Sharing and Organizational Agility among personnel of Agriculture- Jahad Organization in Share-Kord
期刊名称：International Journal of Academic Research in Business and Social Sciences
电子版ISSN：2222-6990
出版年度：2013
卷号：3
期号：5
页码：324-336
出版社：Human Resource Management Academic Research Society
摘要：The purpose of present research was to examine the relationship between organizational agility and process of knowledge sharing among personnel of Agriculture ¨C Jahad Organization in Share- kord. The study has been of Descriptive-correlation method. In order to collect data a self- made questionnaire for Agility and knowledge sharing questionnaire that both questionnaire had superficial and construct validity.Their reliability were calculated through Chronbach's Alfa that organizational agility questionnaire and process of knowledge sharing,obtained 0/95 and 0/93 respectively. Research population included all of the staff, assistants, managers and senior experts at Jehad - Keshavarzi in Shahre- Kord in 2012, that 150 of them were selected as research sample through Morgan table. Results showed that with 95% confidence, there is a positive relationship between organizational agility and process of knowledge sharing. Also findings showed that there is a positive relationship between adaptable organization design and process of knowledge sharing , and leadership and Identity and process of knowledge sharing, that their amount respectively equal to 50% and 56%
关键词：Adaptable organization design ; Organizational agility ;Process of knowledge sharing; ;Robust strategy; ; Shared leadership and Identity. ; var currentpos;timer; function initialize() { timer=setInterval("scrollwindow()";10);} function sc(){clearInterval(timer); }function scrollwindow() { currentpos=document.body.scrollTop; window.scroll(0;++currentpos); if (currentpos != document.body.scrollTop) sc();} document.onmousedown=scdocument.ondblclick=initialize;International Journal of Academic Research in Business and Social Sciences ;May 2013; Vol. 3; No. 5 ;ISSN: 2222-6990 ;325 ;www.hrmars.com/journals ;Introduction ;Competition in uncertain; unpredictable; aggressive environment is characteristics of today's ;dynamic environment. To develop the skills; competencies; knowledge; abilities and actions to ;meet business changes; organizations have to achieve and maintain competitive advantages ;faster than their competitors (Porter; 1985(. ;Organization design is a cornerstone of a firm's competitive advantage and performance. ;Research is clear that even the most cunning strategy will not reach its potential if an ;organization's structures; processes; and systems do not support it. ;The ''new normal'' requires organizations to have an amazing amount of agility just to survive; ;let alone thrive. Agility is a dynamic organization design capability that can sense the need for ;change from both internal and external sources; carry out those changes routinely; and sustain ;above-average performance. The final characteristic ¨C sustained above-average performance ¨C ;is the sine qua non of agility. Many firms are able to push their performance to above average ;in the short run; the real issue is dynamically aligning structures; processes; and systems to ;sustain it. ;The change is of the most important characteristics of the organizations and institutes in terms ;of competitiveness. Agility is the organization's ability to the change that can use its ;opportunities. An agile organization is a firm that changes itself and also adapts itself with ;environmental changes as a successful strategy. The concept of agility was presented in the ;report of "the strategy of productive businesses in the 21;th;: perspective of the industrial ;experts" by research institute of Yakota in University of Lehigh. Later; Peter Dracker introduced ;the concept of agile organization for the first time. ;In the nowadays world; knowledge is considered as an integral component of the organizations. ;On the other hand; because the intellectual capital and intangible assets are the most ;important factors for organizations; so knowledge has critical role in the nowadays ;organizations. Therefore; the organizations must provide a climate for sharing; transferring; and ;exchanging knowledge among members and also educate them. The organizational managers ;also must pave grounds for recognizing the effective factors on the knowledge management ;implementation (Nonaka and Takeuchi; 1995). ;Because the manpower is considered as the main organizational resource and has the most ;important role in achieving competitive advantage for organizations; so human resources ;should have necessary skills and expertise. It is obvious that the knowledge and information are ;the most important instrument and resource of power in the organizations. On the other hand; ;it is should be remembered that the individuals own information is not sufficient. Therefore; ;transmitting; sharing; and changing the knowledge is considered as an important presumption ;for organizations.
