Gholamreza Khoshsima; Ali Mehrabi; Hamid Sharifi; Fateme Shirvani; Mahbobe Kazemi
Volume 9, Issue 25 , July 2012, , Pages 109-132
Abstract
In this research, exploratory mixed research are used and implementedat two stages. At first stage, two questionnaires are designed. Based onCambridge University’s Model, responsiveness of Almas-e-Kavir andEhsan Industrial Group are surveyed and analyzed that are done bycomparative-theoretical ...
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In this research, exploratory mixed research are used and implementedat two stages. At first stage, two questionnaires are designed. Based onCambridge University’s Model, responsiveness of Almas-e-Kavir andEhsan Industrial Group are surveyed and analyzed that are done bycomparative-theoretical case study. A questionnaire is designedaccording to the comparative-theoretical case study that determinesresponsiveness’s degree of ceramic tile industry’s companies. At thesame time, literature reviews of knowledge management enablers aredone and a questionnaire is designed. At the second stage, twoquestionnaires are distributed and after gathering them, data areanalyzed. In this stage, questionnaire of knowledge managementenablers are validated by confirmatory factor analysis. Then, affect ofknowledge management enablers on responsiveness are analyzed bydiscriminate analysis. Responsiveness at manufacturing systems isability to achieving operational objective with internal and externaldisturbances. Results are shown that infrastructures of knowledgemanagement have more effect on responsiveness than people,strategy, and processes
Gholamreza Khoshsima
Volume 3, Issue 11 , December 2005, , Pages 115-143
Abstract
In this research, canonical correlation analysis has been done between agility, competitive advantage and organizational performance at manufacturing organizations. ...
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In this research, canonical correlation analysis has been done between agility, competitive advantage and organizational performance at manufacturing organizations. For reduction of variables, factor analysis was used. For achieving this purpose, at first. latent variables include agility, competitive advantage, and organizational performance was tested with using factor analysis. In our research model. agility latent variables are included enriching customer, mastering change and uncertainty. cooperate to enhance competitiveness, and leveraging impact of people and information. Competitive advantage is included time to market. price/cost. quality, product innovation, and reliability of delivery. Organizational performance also is included market performance and financial performance. Each of them (latent variables) are measuring with own indicators. Then canonical correlation analysis was used to relationship between agility with competitive advantage and organizational performance. Results reveals a statistically significant relationships between agility variables with strategic performance of manufacturing organizations. SAS version 9.1 and Lisrel version 8.54 are used for computation.
Gholamreza Khoshsima; Mehdi Ebrahiminejad; Hamidreza Fallah Lajimi
Volume 3, Issue 10 , September 2005, , Pages 25-46
Abstract
In this research at first knowledge management processes and knowledge management effectiveness are surveyed witch use of confirmatory factor analysis then knowledge management processes (from Nonaka's perspective: internalization, externalization, socialization and combination) and knowledge management ...
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In this research at first knowledge management processes and knowledge management effectiveness are surveyed witch use of confirmatory factor analysis then knowledge management processes (from Nonaka's perspective: internalization, externalization, socialization and combination) and knowledge management effectiveness are measured. Then relationships between them are examined by multivariate regression (stepwise) and partial correlation. Results have indicated that only internalization is accomplished at universities of Rafsanjan and three of knowledge management processes include internalization externalization and socialization are implemented and three of knowledge management processes include internalization externalization and combination are affected on knowledge management effectiveness.
G. Khoshsima; C. Lucas; M. Haji Bagheri
Volume 2, Issue 5 , June 2004, , Pages 127-145
Abstract
In today’s dynamic and uncertain environment responsiveness is one of the most important priorities and characteristics of manufacturing organizations. Responsiveness is a multidimensional concept and vague notion. For this reason we are often facing many problems when assessing it.
Thus, in this ...
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In today’s dynamic and uncertain environment responsiveness is one of the most important priorities and characteristics of manufacturing organizations. Responsiveness is a multidimensional concept and vague notion. For this reason we are often facing many problems when assessing it.
Thus, in this paper we explain a knowledge-based methodology for the measurement and assessment of organizational responsiveness. At first, we explain responsiveness dimensions (Strategic Alignment, People, Process and Technology). In the next stage we will use the knowledge that is presented via "IF {fuzzy antecedents} THEN {fuzzy consequents} rules", to assess organizational responsiveness.
