بررسى عوامل تأثیرگذار بر موفقیت پیاده سازى سیستم هاى مدیریت دانش (مطالعه ى موردى شرکت مشاور مدیریت و خدمات ماشینى تأمین)

نوع مقاله: مقاله پژوهشی

نویسندگان

1 کارشناسی ارشد مهندسی فناوری اطلاعات دانشگاه شیراز

2 کارشناس ارشد مهندسی فناوری اطلاعات دانشگاه شیراز

3 عضو هیات علمی دانشگاه خواجه نصیرالدین طوسی

چکیده

در این تحقیق، ابتدا با مطالع هى منابع مختلف فاکتورهاى مؤثر بر موفقیت پیاد هسازى سیست مهاى
مدیریت دانش شناسایى شد هاند. پس از آن با استفاده از آزمو نهاى آمارى و ب هکارگیرى نر مافزار
ا سپ ىا ساس وضعیت این فاکتورهاى در شرکت مشاور مدیریت و خدمات ماشینی تأمین بررسى شد
تا از این طریق تعیین شود که شرکت یا دشده آمادگى لازم ب همنظور پیاد هسازى این سیستم را دارد
یا خیر. نتایج ب هدس تآمده نشان م ىدهد که شرکت آمادگى لازم ب همنظور پیاد هسازى این سیستم را
نداشته و باید قبل از پیاد هسازى اقداماتى براى برطر فسازى نبود آمادگى انجام دهد. از این میان عامل
فرهنگ و فناورى اطلاعات و ارتباطات ب هترتیب بیشترین و کمترین اولویت براى انجام اصلاحات را
دارند.

کلیدواژه‌ها


عنوان مقاله [English]

Effective factors of successful implementation of knowledge management systems

نویسندگان [English]

  • Naghmeh alvandi 1
  • Rahmat Mirzaei 2
  • Mohammad jafar tarokh 3
1 Master in IT engineering, Shiraz university
2 Master in IT engineering, Shiraz university
3 Associate Prof. Industrial Engineering Department, K.N.Toosi University of Technology
چکیده [English]

In this study, first by study different sources, effective factors of successful
implementation of knowledge management systems have been identified.
Then, by means of statistical analysis and SPSS software status of
each factor in the Tamin Company was evaluated in order to determine
is the company ready to implement this system, or not. The results show
that company is not ready to implement this system so it is necessary for
the company to improve its situation before implementing such system.
Among those factors, culture, information and communication technology,
have respectively the highest and lowest priorities to make correction.

کلیدواژه‌ها [English]

  • knowledge management systems
  • Critical Success Factors
  • Knowledge Management
􀃊􀂇􀁿􀁚􀂧 􀂞􀁝􀁚􀃀􀂻
.1386 􀀬􀂀􀃌􀁞􀂯􀂀􀃌􀂻􀁙 􀃃􀁚􀂴􀂌􀂿􀁙􀁻 􀁣􀁙􀁿􀁚􀂌􀁦􀂿􀁙 􀀬􀂊􀂿􀁙􀁻 􀁤􀃋􀂀􀃋􀁼􀂻 􀀬􀂾􀃌􀂈􀁵 􀁼􀃌􀂇 􀀬􀃊􀁶􀂘􀁝􀁙 [1]
􀀬 􀁤 􀀯􀃌􀂬􀂧􀃂􀂻 􀃉􀁼􀀯􀃌􀂸􀂯 􀂶􀀯􀂻􀁙􀃂􀂟 􀂀􀀯􀁝 􀃊􀀯􀃀􀁦􀁞􀂻 􀂊􀂿􀁙􀁻 􀁤􀃋􀂀􀃋􀁼􀂻 􀃊􀃋􀁚􀃀􀂠􀂻 􀃉 􀃄􀂰􀁞􀂋 􀃉 􀃄􀂠􀂇􀃂􀁥 􀀬􀂽􀁚􀂼􀃌􀁡 􀀬􀂽􀁙􀃂􀁹􀁙 [2]
􀀃 .1386 􀀬􀁤􀂠􀃀􀂏 􀃁 􀂺􀂸􀂟 􀃃􀁚􀂴􀂌􀂿􀁙􀁻 􀀬􀂞􀃋􀁚􀃀􀂏 􀃉 􀃃􀁼􀂰􀂌􀂿􀁙􀁻 􀀬􀃉􀂀􀁦􀂯􀁻 􀃉 􀃄􀂷􀁚􀂇􀁿
􀂞􀃋􀁚􀃀􀀯􀂏 􀁿􀁻 􀂊􀀯􀂿􀁙􀁻 􀁤􀃋􀂀􀃋􀁼􀀯􀂻 (􀃉􀂁􀁚􀂇 􀃃􀁻􀁚􀃌􀁡) 􀃉􀁙􀂀􀁭􀁙 􀂞􀂿􀁙􀃂􀂻 􀃊􀃋􀁚􀂇􀁚􀃀􀂋 􀃁 􀃊􀂇􀁿􀂀􀁝 􀀬􀁚􀂓􀁿􀁼􀃌􀂼􀁵 􀀬􀃉􀁼􀂼􀁶􀂻 [3]
􀁼􀀯􀁵􀁙􀃁 􀀬 􀁻􀁙􀂁􀁍 􀃃􀁚􀂴􀀯􀂌􀂿􀁙􀁻 􀀬􀁼􀀯􀂋􀁿􀁙 􀃊􀀯􀂇􀁚􀃀􀂋􀁿􀁚􀂯 􀃉 􀃄􀂷􀁚􀀯􀂇􀁿 􀀬􀂽􀁙􀂀􀃆􀁥 􀂀􀃆􀂋 􀃉􀃁􀁿􀁻􀃂􀁹 􀂁􀁚􀂇􀃄 􀂠􀂘􀂫 􀂖􀂇􀃂􀁦􀂻 􀃁 􀂮􀁱􀃂􀂯
.1387 􀀬􀁛􀃂􀃀􀁭 􀂽􀁙􀂀􀃆􀁥
:􀂾􀃌􀁥􀃓 􀂞􀁝􀁚􀃀􀂻
[4] Akhavan. P, Hosnavi. R, Movement of Iranian academic research centers towards
knowledge management: an exploration of KM critical factors, International
Conference on Information Management and Engineering, IEEE, 2009.􀀃
[5] Bozbura. F, Knowledge management practices in Turkish SMEs, Journal of
Enterprise Information Management, 2007, 20, 2, 209-221.
[6] Carneiro. A, how dose knowledge management influence innovation and
competitiveness, Journal of knowledge management, 2000,4,2, 87-98.
[7] Chase, R.L, The knowledge-based organization: an international survey, Journal of
Knowledge Management, 1997, 1, 1, 38-49.
[8] Choi, Y.S. An empirical study of factors affecting successful implementation of
knowledge management. Unpublished academic dissertation. University of
Nebraska, 2000.
[9] Chong. SC, Critical factors in the successful implementation of knowledge
management, Journal of knowledge management practice, 2005, ,4, 2, 140- 151
[10] Chong. SC, KM critical success factors: a comparison of precieved importance
versus implementation in malaysian ICT companies, Journal of Learning
Organization, Emerald Group Publishing Limited, 2006, 13, 3, 230-256.
[11] Chourides, P., Longbottom, D. and Murphy, W, Excellence in knowledge
management:an empirical study to identify critical factors and performance
measures, Measuring Business Excellence, 2003,7, 2, 29-45.
[12] Davenport, T.H., De Long, D.W. and Beers, M.C, Successful knowledge
management projects, Sloan Management Review, 1998,39,2, 43-57.
[13] Davenport, T.H. and Volpel, S.C, The rise of knowledge towards attention
management, Journal of Knowledge Management, 2001,5, 3,212-21
[14] Friedman. M, The use of ranks to avoid the assumption of normality implicit in the
analysis of variance, Journal of American statistical association, 1937, 32, 200, 675-
701.
[15] Friedman. M, A correction: the use of ranks to avoid the assumption of normality
126 مطالعات مدیریت صنعتی، سال یازدهم، شماره 30 ، پاییز 1392
implicit in the analysis of variance, Journal of American statistical association, 1939,
34, 205, 109.
[16] Gai, S and Xu, C, Research of critical success factors for implementing knowledge
management in China, International Conference on Information Management,
Innovation Management and Industrial Engineering, IEEE, 2009.
[17] Goh, S.C, Managing effective knowledge transfer: an integrative framework and
some practice implications, Journal of Knowledge Management, 2002, 6, 1, 23-30.
[18] Hasanali, F, Critical success factors of knowledge management, 2002, available at:
www.kmadvantage.com/docs/km_articles/Critical_Success_Factors_of_KM.pdf.
[19] Ho. C, The relationship between knowledge management enablers and
performance, Industrial management & Data systems, 2009, 109, 1, 98-117.
[20] Holsapple, C.W. and Joshi, K.D, “An investigation of factors that influence the
management of knowledge in organizations”, Journal of Strategic Information
Systems, 2000,9, 2/3, 235-61.
[21] Holsapple CW, Joshi KD. Knowledge management: a threefold framework.
Information Society, 2002, 18, 1, 47–64.
[22] Horak, B.J, Dealing with human factors and managing change in knowledge
management: a phased approach, Topics in Health Information Management,
2001,21,3, 8-17.
[23] Jafari. M et al, Knowledge management in Iran aerospace industries: a study on
critical factors, Aircraft Engineering and Aerospace Technology, 2007, 79, 4, 375-
389.
[24] Liebowitz, J, Key ingredients to the success of an organization’s knowledge
management strategy, Knowledge and Process Management, 1999, 6,1, 37-40.
[25] Mabrouk. KA, critical success factors affecting km adoption: a review of the
literature, IEEE Computer Society Press, 2006.
[26] Migdadi. M, knowledge management enablers & outcomes in the small & medium
sized enterprises, Journal of Industrial Management & Data Systems, Emerald
Group Publishing Limited, 2009, 109, 6, 840-858.
[27] Plessis. M, Knowledge management: what makes complex implementations
successful?, Journal of knowledge management, 2007, 11, 2, 91-101.
[28] Pukkila, J, Critical Success and Failure Factors of Knowledge Management
Implementation in a Large Multinational Company, Department of Industrial
Management, Lappeenranta University of Technology.
[29] Rockart, J.F, Chief executives define their own data needs, Harvard Business
Review, 1979, 57,2, 81-93.
[30] Rubenstein-Montano B, Liebowitz J, Buchwalter J, McCaw D, Newman B, Rebeck
K, The Knowledge Management Methodology Team. A systems thinking
framework for knowledge management. Decision Support Systems, 2001, 31, 1, 5–
16.
[31] Saraph, J.V., Benson, P.G. and Schroeder, R.G, An instrument for measuring the
critical factors of quality management, Decision Sciences, 1989,20, 4, 810-29.
[32] Skyrme, D. and Amidon, D, The knowledge agenda, Journal of