Volume 7, Issue 2 (11-2023)
JSBCH 2023, 7(2): 1095-1106 |
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Kouravand N, Motaghi M. Relationship between Strategic Knowledge Management and Self-Management and Organizational Development regarding Managers of Social Security Hospitals in Isfahan, 2022. JSBCH 2023; 7 (2) :1095-1106
URL: http://sbrh.ssu.ac.ir/article-1-220-en.html
URL: http://sbrh.ssu.ac.ir/article-1-220-en.html
1- Department of Health, Shahrekord Branch, Islamic Azad University, Shahrekord, Iran
2- Department of Health, Shahrekord Branch, Islamic Azad University, Shahrekord, Iran , monika3005@yahoo.co.uk
2- Department of Health, Shahrekord Branch, Islamic Azad University, Shahrekord, Iran , monika3005@yahoo.co.uk
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Introduction
Methods
Results
Conclusion
Acknowledgments
The researchers would like to thank all the managers and officials in healthcare management sector of Tamin-e Ejtema’i Organization in Isfahan Province, and Dr. Ali Shariati Hospital, and Dr. Gharazi Hospital in Isfahan for their cooperation.
Conflict of interest
Is the authors declared no conflict of interest.
Funding
This article was not financed from anywhere and the expenses were paid only by the researchers
Ethical Considerations
All ethical considerations were observed by the researcher. This study underwent a critical review at Islamic Azad University, Shahrekord Branch.
Code of Ethics
IR.IAU.SHK.REC.1401.035
Authors' contributions
This article was extracted from a master’s thesis in the field of healthcare management under the guidance of the respected professor M. M, in Tamin-e Ejtema’i Hospitals of the city of Isfahan in 2022. All the authors read and approved the final paper and are responsible for any questions related to the paper.
Open Access Policy
The contents of this article should be made available to all people around the world
References
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Relationship between Strategic Knowledge Management and Self-Management and Organizational
a Department of Health, Shahrekord Branch, Islamic Azad University, Shahrekord, Iran.
Introduction
Information and knowledge management have evolved into indispensable pillars for survival and growth of dynamic and innovative organizations; even the ability to compete effectively in today’s markets and business landscapes hinges on the organization’s capacity to acquire, cultivate, and continuously update both individual and organizational knowledge.
In their renowned book “The Knowledge-Creating Company” Nonaka and Takeuchi categorized human knowledge into two fundamental types. The first type is “Explicit Knowledge,” which can be articulated in formal language, such as grammatical sentences, mathematical expressions, signs, symbols, and instructions. This type of knowledge is readily and formally transferable to other individuals. However, the most vital form of knowledge is “Tacit Knowledge” which defies expression in formal language. Tacit knowledge possesses an individualistic dimension, rooted in personal experiences, encompassing intangible elements such as personal opinion, individual characteristics, and value systems (Nonaka, I., & Takeuchi, H., 1995). Knowledge management stems from the utilization and enhancement of knowledge assets and an organization’s orientation toward learning.The purpose is to achieve the organization’s objectives systematically, with a structured approach to manage creating, sharing, collecting, and disseminating knowledge as organizational assets. (Norouzzadeh, A., et al. 2019).
In a study conducted by Moomivand et al. (2022), researchers found a significant relationship between various dimensions of knowledge management including acquisition, creation, application, transfer, and preservation of knowledge, innovation in knowledge management and documentation of its results, and organizational development (Moomivand, H., et al. 2021).
Based on Bismo et al.'s research (2021), strategies for managing knowledge exert a secondary impact on the overall company's performance, underscoring the fact that knowledge management is a crucial factor for innovation in companies. The effect of knowledge management strategy on company's performance through accelerating the company’s innovation capacity is also acceptable. The result was consistent with a study by Santoro et al. (Bismo, A., et al. 2021).
In a study conducted by Moomivand et al. (2022), researchers found a significant relationship between various dimensions of knowledge management including acquisition, creation, application, transfer, and preservation of knowledge, innovation in knowledge management and documentation of its results, and organizational development (Moomivand, H., et al. 2021).
Based on Bismo et al.'s research (2021), strategies for managing knowledge exert a secondary impact on the overall company's performance, underscoring the fact that knowledge management is a crucial factor for innovation in companies. The effect of knowledge management strategy on company's performance through accelerating the company’s innovation capacity is also acceptable. The result was consistent with a study by Santoro et al. (Bismo, A., et al. 2021).
Therefore, successful organizations continually assess generation, dissemination, the amount of production, publication, exchange, and utilization of knowledge among their employees through diverse methods. Moreover, in the context of organizational success, self-management skills of managers play a key role in the organization. (Hamidizadeh, M., et al. 2017). Self-management spans both the domains of behavioral science (recognizing and cultivating positive mental and spiritual aspects and traits, while identifying and mitigating negative spiritual and psychological aspects and traits of individuals) and the management area (correctly identifying abilities and talents and trying to nurture and flourish them) (Saeidi., 2010). Individuals equipped with self-management skills achieve personal growth and maturity, can make informed decisions when confronted with life’s issues and challenges, assume and accept responsibility for their actions, and as a result, attain a sense of control and efficacy in life (Ghorbani., 2019).
In a research study conducted by Mirsafian et al. (2022), it was revealed that training in communication skills had a significant impact on enhancing self-management behaviors, conflict management, and their related components among wrestling coaches; this effect persisted for 12 weeks after the educational intervention concluded (Mirsafian, H., et al. 2021).
These skills play a crucial role in the improvement and advancement of the organization (Kohandej, M.A & Tajdini, Sh., 2016). Organizational development represents systematic application of knowledge and behavioral science across various levels, including groups and inter-group communications and the organization as a whole, to make planned changes (Rahmani, 2018). Anna Witek-Crabb (2014) conducted a research in the field of organizational development and found that larger companies are more advanced in organizational development, and display greater integration, a systemic approach, and consistency in the execution of strategic management (Witek-Crabb., 2014). In a study by Mkheimer et al. (2020), significant relationships were observed between employees' engagement factors and organizational development. These findings had important implications for management, especially underscored the importance of managing human resources and motivating employees, all for the purpose of organizational development (Mkheimer, I., & Mjlae, S. A., 2020).
In a research study conducted by Mirsafian et al. (2022), it was revealed that training in communication skills had a significant impact on enhancing self-management behaviors, conflict management, and their related components among wrestling coaches; this effect persisted for 12 weeks after the educational intervention concluded (Mirsafian, H., et al. 2021).
These skills play a crucial role in the improvement and advancement of the organization (Kohandej, M.A & Tajdini, Sh., 2016). Organizational development represents systematic application of knowledge and behavioral science across various levels, including groups and inter-group communications and the organization as a whole, to make planned changes (Rahmani, 2018). Anna Witek-Crabb (2014) conducted a research in the field of organizational development and found that larger companies are more advanced in organizational development, and display greater integration, a systemic approach, and consistency in the execution of strategic management (Witek-Crabb., 2014). In a study by Mkheimer et al. (2020), significant relationships were observed between employees' engagement factors and organizational development. These findings had important implications for management, especially underscored the importance of managing human resources and motivating employees, all for the purpose of organizational development (Mkheimer, I., & Mjlae, S. A., 2020).
Consequently, it is of great importance to evaluate the status of knowledge management in healthcare organizations, particularly hospitals. As Tamin-e Ejtemae’i Hospitals are looking to embark on a journey of substantial transformation at their level, the findings from such investigations can serve as a foundation for implementing and enhancing operational excellence and fostering organizational development within these healthcare establishments. With a deeper understanding of their hospital’s knowledge management status, managers can also try to proactively address any deficiencies and make preparations for improvement, transformation, and successful initiatives.
Methods
This was a cross-sectional, applied, and survey-based research. Its method was descriptive and categorized as a field study. In this study, the relationship between strategic knowledge management and self-management and organizational development among the managers of Social Security (Tamin-e Ejtemae’i) Hospitals was examined in the city of Isfahan (Dr. Ali Shariati Hospital and Dr. Gharazi Hospital) during 2022.
The statistical population consisted of 120 managers at Tamin-e Ejtemae’i Hospitals (including senior, middle, and operational managers in both hospitals). 3 managers declined to participate in the questionnaire due to scheduling constraints. Considering the size of statistical population, the study was conducted as a census, questionnaires were distributed to 117 participants, and responses were collected. Inclusion criteria included individuals with a minimum of five years of hospital work experience, having a managerial position, and voluntary participation in the research. Exclusion criteria consisted of unwillingness for participation and incomplete questionnaires
The statistical population consisted of 120 managers at Tamin-e Ejtemae’i Hospitals (including senior, middle, and operational managers in both hospitals). 3 managers declined to participate in the questionnaire due to scheduling constraints. Considering the size of statistical population, the study was conducted as a census, questionnaires were distributed to 117 participants, and responses were collected. Inclusion criteria included individuals with a minimum of five years of hospital work experience, having a managerial position, and voluntary participation in the research. Exclusion criteria consisted of unwillingness for participation and incomplete questionnaires
To assess self-management skills, a questionnaire developed by Houghton and Neck in 2002 was used (Houghton and Neck, 2002). This questionnaire consists of 34 five-choice questions based on the five-point Likert scale. It encompasses nine subscales, has been validated as reliable, and its Cronbach’s alpha coefficient was calculated at 0.782 by Iremloo et al. (Iremloo., 2015).
To evaluate the knowledge management strategy, López-Nicolás and Meroño-Cerdán questionnaire (2011) was employed (López-Nicolás and Meroño-Cerdán, 2011). This questionnaire comprises eight items with two strategies of explicit knowledge management and tacit knowledge management. The reliability of this questionnaire was established using Cronbach’s alpha method by Vazifehdoost et al. in 2014. The obtained scores for explicit knowledge management and tacit knowledge management were 0.739 and 0.734, respectively (Vazifehdust, H., et al. 2013).
To assess organizational development, Lok and Crawford’s standard organizational development questionnaire designed in 2000 was utilized. This questionnaire comprises 34 questions distributed across eight dimensions. Its reliability was calculated and confirmed using Cronbach’s alpha test, resulting in a reliability score above 70%, which was acceptable. Furthermore, in a research study by Milani et al. (2018), Lok and Crawford’s questionnaire was utilized, and its reliability was established at a coefficient of 0.95 (Milani, O., et al. 2019).
To evaluate the knowledge management strategy, López-Nicolás and Meroño-Cerdán questionnaire (2011) was employed (López-Nicolás and Meroño-Cerdán, 2011). This questionnaire comprises eight items with two strategies of explicit knowledge management and tacit knowledge management. The reliability of this questionnaire was established using Cronbach’s alpha method by Vazifehdoost et al. in 2014. The obtained scores for explicit knowledge management and tacit knowledge management were 0.739 and 0.734, respectively (Vazifehdust, H., et al. 2013).
To assess organizational development, Lok and Crawford’s standard organizational development questionnaire designed in 2000 was utilized. This questionnaire comprises 34 questions distributed across eight dimensions. Its reliability was calculated and confirmed using Cronbach’s alpha test, resulting in a reliability score above 70%, which was acceptable. Furthermore, in a research study by Milani et al. (2018), Lok and Crawford’s questionnaire was utilized, and its reliability was established at a coefficient of 0.95 (Milani, O., et al. 2019).
The reliability of all three questionnaires was reconfirmed separately. The self-management questionnaire yielded a Cronbach's alpha coefficient of 0.912, the strategic knowledge management questionnaire, achieved a coefficient of 0.848, and the organizational development questionnaire obtained a coefficient of 0.959, indicating the reliability of these questionnaires. Additionally, face and content validity of the questionnaires were verified by experts in this field.
Data analysis involved descriptive statistical methods (frequency, graph, percentage, mean, standard deviation, and variance) as well as Spearman’s rank correlation tests (due to the rank classification of items in the questionnaires), the Kolmogorov-Smirnov test (to ascertain normality or abnormality of the questionnaires), parametric tests of one-way analysis of variance and independent t-tests (to apply the normality of all three questionnaires), Tukey’s test (to address non-normality and inequality in service history), regression analysis (to examine the dimensions of self-management and organizational development questionnaire in accordance with Durbin-Watson statistic) using SPSS 26 software.
All ethical considerations were observed by the researcher. This study underwent a critical review at Islamic Azad University, Shahrekord Branch, and received approval with the ethical code IR.IAU.SHK.REC.1401.035. Informed consent to complete the questionnaire was obtained from the managers who volunteered to participate in the research, and detailed explanations and preliminary information regarding the questionnaire were provided to ensure that they had a clear understanding of the research's objectives and methodology. Moreover, assurances of strict confidentiality were extended to the subjects, guaranteeing that their personal information would remain undisclosed.
Data analysis involved descriptive statistical methods (frequency, graph, percentage, mean, standard deviation, and variance) as well as Spearman’s rank correlation tests (due to the rank classification of items in the questionnaires), the Kolmogorov-Smirnov test (to ascertain normality or abnormality of the questionnaires), parametric tests of one-way analysis of variance and independent t-tests (to apply the normality of all three questionnaires), Tukey’s test (to address non-normality and inequality in service history), regression analysis (to examine the dimensions of self-management and organizational development questionnaire in accordance with Durbin-Watson statistic) using SPSS 26 software.
All ethical considerations were observed by the researcher. This study underwent a critical review at Islamic Azad University, Shahrekord Branch, and received approval with the ethical code IR.IAU.SHK.REC.1401.035. Informed consent to complete the questionnaire was obtained from the managers who volunteered to participate in the research, and detailed explanations and preliminary information regarding the questionnaire were provided to ensure that they had a clear understanding of the research's objectives and methodology. Moreover, assurances of strict confidentiality were extended to the subjects, guaranteeing that their personal information would remain undisclosed.
Results
The key findings regarding all senior, middle, and operational managers of Tamin-e Ejtema’i Hospitals in the city of Isfahan are as follows:
Gender distribution among the participants consisted of 61.5% males (72 subjects). Regarding work experience, 75.2% (88 participants) had 21 to 30 years of experience, 17.9% (21 subjects); 10 to 20 years of experience, and 4.3% (4 subjects) had less than 10 years of experience. Age distribution revealed that 60.7% (71 people) were between 41 to 50 years old, 24.8% (29 people) were over 50 years old, 10.3% (12 people) were between 30 to 40 years old, and 0.9% (1 person) was under 30 years old. Also, 89.7% (105 people) were married, while 10.3% (12 people) were single.
If the average score of strategic knowledge management is between 6 and 13, strategic knowledge management is weak, if it is between 13 and 21, it is at an average level, and if it is more than 21, strategic knowledge management is very good.
In this study, the average score of strategic knowledge management was 40.4825, indicating an optimal and very good level of strategic knowledge management.
Gender distribution among the participants consisted of 61.5% males (72 subjects). Regarding work experience, 75.2% (88 participants) had 21 to 30 years of experience, 17.9% (21 subjects); 10 to 20 years of experience, and 4.3% (4 subjects) had less than 10 years of experience. Age distribution revealed that 60.7% (71 people) were between 41 to 50 years old, 24.8% (29 people) were over 50 years old, 10.3% (12 people) were between 30 to 40 years old, and 0.9% (1 person) was under 30 years old. Also, 89.7% (105 people) were married, while 10.3% (12 people) were single.
If the average score of strategic knowledge management is between 6 and 13, strategic knowledge management is weak, if it is between 13 and 21, it is at an average level, and if it is more than 21, strategic knowledge management is very good.
In this study, the average score of strategic knowledge management was 40.4825, indicating an optimal and very good level of strategic knowledge management.
If the average score of self-management is between 28 and 54, self-management is weak, if it is between 54 and 90, self-management is at an average level, and if it is over 90, self-management is at a very good level.
In this study, the average score for self-management was 123.1667, indicating a very good level of self-management.
If the average score of organizational development is between 28 and 54, organizational development is weak, if it is between 54 and 90, organizational development is at an average level, and if it is more than 90, organizational development is at a very good level.
In this study, the average score for organizational development was 129.4220, signifying a very good level of organizational development.
Following ranking of the items in both questionnaires, respondents answered each question based on their satisfaction level, and Spearman’s correlation coefficient was considered the best correlation coefficient for ranking states. Therefore, this coefficient was used as indicated in Table 1 (correlation matrix of the average score of strategic knowledge management with average score of self-management).
Likewise, in Table 1, correlation matrix of the average score of strategic knowledge management with the average score of organizational development, and in Table 1 also, correlation matrix of the average score of self-management with the average score of organizational development are presented using Spearman’s rank correlation coefficient. There was a significant relationship between strategic knowledge management and self-management, strategic knowledge management and organizational development, and self-management and organizational development.
In this study, the average score for self-management was 123.1667, indicating a very good level of self-management.
If the average score of organizational development is between 28 and 54, organizational development is weak, if it is between 54 and 90, organizational development is at an average level, and if it is more than 90, organizational development is at a very good level.
In this study, the average score for organizational development was 129.4220, signifying a very good level of organizational development.
Following ranking of the items in both questionnaires, respondents answered each question based on their satisfaction level, and Spearman’s correlation coefficient was considered the best correlation coefficient for ranking states. Therefore, this coefficient was used as indicated in Table 1 (correlation matrix of the average score of strategic knowledge management with average score of self-management).
Likewise, in Table 1, correlation matrix of the average score of strategic knowledge management with the average score of organizational development, and in Table 1 also, correlation matrix of the average score of self-management with the average score of organizational development are presented using Spearman’s rank correlation coefficient. There was a significant relationship between strategic knowledge management and self-management, strategic knowledge management and organizational development, and self-management and organizational development.
| Table 1. Correlation matrix of the average score of strategic knowledge management with the average score of other variables | |||||
| Average score of strategic knowledge management |
Average score of self-management |
Average score of organizational development |
|||
| Spearman | Average score of strategic knowledge management | Correlation coefficient | 1.000 | 0.216 | 0.534 |
| Significance level | - | 0.027 | 0.000 | ||
| Number | 114 | 105 | 106 | ||
| Average self-management score | Correlation coefficient | 0.216 | 1.000 | 0.343 | |
| Significance level | 0.027 | - | 0.000 | ||
| Number | 105 | 107 | 101 | ||
| Average score of organizational development | Correlation coefficient | 0.534 | 0.343 | 1.000 | |
| Level of significance | 000/0 | 0.000 | - | ||
| Number | 106 | 101 | 109 | ||
The relationship between the average scores of strategic knowledge management, self-management, and organizational development and certain demographic variables (gender, marital status, and work experience) were explored. The findings are summarized as follows:
To check the impact of gender on average scores of research variables, P-values of all three variables were greater than 0.05; this implied that there was not significant association between average scores of strategic knowledge management, self-management, and organizational development. The scores remained consistent for both males and females.
To check the impact of gender on average scores of research variables, P-values of all three variables were greater than 0.05; this implied that there was not significant association between average scores of strategic knowledge management, self-management, and organizational development. The scores remained consistent for both males and females.
It can be implied that the average scores of strategic knowledge management, self-management, and organizational development did not vary between single and married groups of managers.
Furthermore, the average score of strategic knowledge management changed according to the work experience among managers. Significant differences were observed between those with 10 to 20 and 21 to 30 years of working experience. The results of the analysis of homogeneity of variances and Tukey’s test are demonstrated in Tables 4 and 5, respectively.
Similarly, to explore the relationship between the average scores of self-managements and work experience, and given the normality of self-management questionnaire, a parametric test was applied. Due to the multi-level nature of the work experience, one-way analysis of variance was performed. As shown in Table 2, the average score of self-management among managers regarding their work history did not change.
Furthermore, the average score of strategic knowledge management changed according to the work experience among managers. Significant differences were observed between those with 10 to 20 and 21 to 30 years of working experience. The results of the analysis of homogeneity of variances and Tukey’s test are demonstrated in Tables 4 and 5, respectively.
Similarly, to explore the relationship between the average scores of self-managements and work experience, and given the normality of self-management questionnaire, a parametric test was applied. Due to the multi-level nature of the work experience, one-way analysis of variance was performed. As shown in Table 2, the average score of self-management among managers regarding their work history did not change.
| Table 2. One-way variance analysis between strategic knowledge management score and service history and the average score of self-management and work history | ||||||
| Sum of squares |
Degree of freedom |
Mean square |
Fisher distribution |
Significance level |
||
| Strategic knowledge management | Between groups | 4.530 | 2 | 2.265 | 3.945 | .022 |
| Within groups | 59.131 | 103 | .574 | - | - | |
| Total | 63.661 | 105 | - | - | - | |
| Average score of self-management | Between groups | 0.562 | 2 | 0.281 | - | - |
| Within groups | 19.464 | 101 | 0.193 | 1.457 | 0.238 | |
| Total | 20.026 | 103 | - | - | - | |
Further investigation into the relationship between the average score of organizational development and work history, with respect to the normality of the organizational development questionnaire, also involved a parametric test and one-way analysis of variance was performed again. The average score of organizational development in relation to the work history differed among managers. The differences were identified by using the homogeneity of variances test and its acceptance and then Tukey’s test to detect the inequalities in the average scores, the disparity was observed within the tenure brackets of 10 to 20 years and 21 to 30 years, as shown in Table 3.
| Table 3. Tukey’s test results regarding the average score of strategic knowledge management and work history and the average score of organizational development and work history | |||||||
| Years of work experience (I) |
work experience (J) |
Significant difference (I-J) |
Standard error |
Level of significance |
95% confidence interval | ||
| Lower limit | Upper limit | ||||||
| Strategic knowledge management | Less than 10 years | 10 to 20 years | -0.20625 | 0.48023 | 0.903 | -1.3476 | 0.9351 |
| 21 to 30 years | -0.73238 | 0.44847 | 0.238 | -1.7963 | 0.3355 | ||
| 10 to 20 years | Less than 10 years | 0.20625 | 0.48023 | 0.903 | -0.9351 | 1.3476 | |
| 21 to 30 years | -0.52413* | 0.21766 | 0.046 | -1.0415 | -0.0068 | ||
| 21 to 30 years | Less than 10 years | 0.73238 | 0.44847 | 0.238 | -0.3355 | 1.7963 | |
| 10 to 20 years | 0.52413* | 0.21766 | 0.046 | 0.0068 | 1.0415 | ||
| Organizational development | Less than 10 years | 10 to 20 years | 0.19000 | 0.41500 | 0.891 | -1.1769 | 0.7969 |
| 21 to 30 years | -0.64597 | 0.38797 | 0.224 | -1.5683 | 0.2770 | ||
| 10 to 20 years | Less than 10 years | 0.19000 | 0.41500 | 0.891 | -0.7969 | 1.1769 | |
| 21 to 30 years | -0.45567* | 0.18896 | 0.046 | -0.9050 | -0.0063 | ||
| 21 to 30 years | Less than 10 years | 0.64567 | 0.38797 | 0.224 | -0.2772 | 1.5683 | |
| 10 to 20 years | -0.45567 | 0.18896 | 0.046 | 0.0063 | 0.9050 | ||
The analysis of the dimensions (subscales) of the questionnaires was also conducted.
Regression analysis was employed using Enter method to examine the dimensions of organizational development. The results of regression analysis for organizational development dimensions are presented in Table 4. Notably, all dimensions (subscales) of organizational development exhibited positive beta values. The reward component displayed the highest beta value (0.235), while the goal component exhibited the lowest beta value (0.130).
Table 4 outlines the results of the regression analysis for the dimensions of self-management, All dimensions (subscales) of self-management displayed positive beta values, with conceptualizing successful performance having the highest beta value (0.245) and evaluating beliefs and assumptions having the lowest beta value (0.068).
Regression analysis was employed using Enter method to examine the dimensions of organizational development. The results of regression analysis for organizational development dimensions are presented in Table 4. Notably, all dimensions (subscales) of organizational development exhibited positive beta values. The reward component displayed the highest beta value (0.235), while the goal component exhibited the lowest beta value (0.130).
Table 4 outlines the results of the regression analysis for the dimensions of self-management, All dimensions (subscales) of self-management displayed positive beta values, with conceptualizing successful performance having the highest beta value (0.245) and evaluating beliefs and assumptions having the lowest beta value (0.068).
| Table 4. Regression analysis of organizational development and self-management dimensions | |||||||
| Model | Non-standard Coefficients |
Standard Coefficients |
T | Level of significance |
R2 Adjusted coefficient of determination |
||
| B | Standard error |
Beta | |||||
| Organizational development | Reward sum | 1.073 | 0.053 | 0.235 | 20.081 | 0.000 | 0.685 |
| Goal sum | 1.000 | 0.080 | 0.130 | 12.509 | 0.000 | 0.807 | |
| Leadership sum | 1.232 | 0.075 | 0.225 | 16.358 | 0.000 | 0.902 | |
| Attitude towards change sum | 1.122 | 0.069 | 0.205 | 16.233 | 0.000 | 0.956 | |
| Relationships sum | 1.252 | 0.090 | 0.180 | 13.832 | 0.000 | 0.977 | |
| Structure sum | 1.234 | 0.075 | 0.219 | 16.514 | 0.000 | 0.993 | |
| Self-management | Conceptualizing successful performance | 1.009 | 0.013 | 0.245 | 76.794 | 0.000 | |
| Personal goal setting | 0.982 | 0.020 | 0.185 | 48.137 | 0.000 | ||
| Self-talk | 1.018 | 0.014 | 0.224 | 74.127 | 0.000 | ||
| Self-encouragement | 0.996 | 0.017 | 0.184 | 57.335 | 0.000 | ||
| Self-punishment | 1.012 | 0.012 | 0.226 | 85.024 | 0.000 | ||
| Focus on natural rewards | 1.015 | 0.019 | 0.158 | 52.681 | 0.000 | ||
| Self-help | 1.044 | 0.033 | 0.122 | 31.300 | 0.000 | ||
| Evaluation of beliefs and assumptions | 0.594 | 0.036 | 0.068 | 16.292 | 0.000 | ||
| Self-reflection | 1.033 | 0.029 | 0.134 | 35.283 | 0.000 | ||
Based on Table 5, the highest score was 20.5172 attributed to relationships, while the lowest score was 16.1983 regarding rewards.
Furthermore, among the dimensions of self-management, the highest score was 20.1810 concerning personal goal setting, while the lowest score was 8.6923 concerning self-talks illustrated in Table 5. In the case of strategic knowledge management, the higher average score was 21.2632 related to explicit knowledge, while the lower average score was 19.2261, linked to tacit knowledge. These findings are illustrated in Table 5.
Furthermore, among the dimensions of self-management, the highest score was 20.1810 concerning personal goal setting, while the lowest score was 8.6923 concerning self-talks illustrated in Table 5. In the case of strategic knowledge management, the higher average score was 21.2632 related to explicit knowledge, while the lower average score was 19.2261, linked to tacit knowledge. These findings are illustrated in Table 5.
| Table 5. Average and standard deviation of dimensions of organizational development, self-management, and strategic knowledge | ||||
| Abundance | Average | Standard deviation | ||
| Organizational development | Goal | 117 | 16.4052 | 2.45296 |
| Leadership | 117 | 20.3552 | 3.42163 | |
| Attitude towards change | 117 | 18.0259 | 51509/3 | |
| Reward | 117 | 16.1983 | 4.17491 | |
| Relationships | 117 | 20.5172 | 2.71384 | |
| Structure | 117 | 18.9744 | 3.35657 | |
| Beneficial mechanisms | 117 | 19.1217 | 2.98578 | |
| Self-management | Conceptualizing successful performance | 117 | 18.0595 | 61580/3 |
| Personal goal-setting | 117 | 20.181 | 2.79627 | |
| Self-talk | 117 | 8.6928 | 3.35914 | |
| Self-encouragement | 117 | 10.9043 | 2.74972 | |
| Self-punishment | 117 | 11.9655 | 3.46142 | |
| Focus on natural rewards | 117 | 19.8421 | 2.77457 | |
| Self-help | 117 | 12.4383 | 2.72874 | |
| Evaluation of beliefs and assumptions | 117 | 12.9469 | 1.70525 | |
| Self-reflection | 117 | 45.5312 | 1.94458 | |
| Strategic knowledge management | 117 | 21.2632 | 3.80045 | 3.80045 |
| 117 | 19.2261 | 4.18448 | 4.18448 | |
Discussion
The results of this study were in line with the research conducted by Hamid Azadi Reikandeh et al. in 2022; there was a positive and significant relationship between knowledge management and organizational performance. Also, a significant relationship was observed between the dimensions of knowledge management and performance (Azadi., 2021). Golnar Shojaei Baghini's research in 2016 showed that there was a significant relationship between self-management and performance, and self-management improves performance in the organization. Besides, there was a significant relationship between all components of self-management and performance (Shojaei Baghini., 2012).
Another significant finding of this study reveals that strategic knowledge management among managers was related to organizational development. A research study by Dawood Karimzadegan et al. in 2021 confirmed the findings of the current research. Karimzadegan’s study indicated that information technology that information technology had an impact on sustainable organizational development and knowledge management, and knowledge management in turn impacted sustainable organizational development (Karimzadegan, D. & Shidaei, M., 2021).
The curent research revealed a significant relationship between self-management and organizational development. In this regard, a research by Puran Ghasemi Soltan Abadi et al. (2018) was conducted in the year 2017, which showed that self-management skills had a positive and significant effect on employees’ demonstration of courage (Ghasemi Soltan Abadi, P. & Beheshtifar, M., 2017).
The average score of organizational development indicated that within the statistical population of the research, organizational development was at a very good level. Considering that beta values of all dimensions (subscales) of organizational development were positive, the performance of all of them is the same as questionnaire, and as a result, all subscales were directly related to the organizational development questionnaire. The reward component had the greatest and strongest impact, while the goal component had the least impact on the organizational development questionnaire.
The curent research revealed a significant relationship between self-management and organizational development. In this regard, a research by Puran Ghasemi Soltan Abadi et al. (2018) was conducted in the year 2017, which showed that self-management skills had a positive and significant effect on employees’ demonstration of courage (Ghasemi Soltan Abadi, P. & Beheshtifar, M., 2017).
The average score of organizational development indicated that within the statistical population of the research, organizational development was at a very good level. Considering that beta values of all dimensions (subscales) of organizational development were positive, the performance of all of them is the same as questionnaire, and as a result, all subscales were directly related to the organizational development questionnaire. The reward component had the greatest and strongest impact, while the goal component had the least impact on the organizational development questionnaire.
Rewarding is a behavioral component and includes providing concrete incentives and tangible recognition for effective performance, significant accomplishments, and valuable contributions by individuals. Thus, the strategic use of rewards proves to be effective in organizational development; considering the high beta value of rewards among managers, this component can play an effective role in fostering organizational development.
Among the components of organizational development, goal had less impact on organizational development due to lower beta value among managers. Moreover, the highest score was associated with relationships, indicating good relationships within the organization.
The findings of this part of research were consistent with a research by Saeeda Alimohamadi et al. (2016They discovered a significant linear relationship between predictor variables (leadership, goal, reward, and attitude towards change) and criterion variable (productivity). These findings were in line with the findings of the present study (Alimohamadi., 2015).
Among the components of organizational development, goal had less impact on organizational development due to lower beta value among managers. Moreover, the highest score was associated with relationships, indicating good relationships within the organization.
The findings of this part of research were consistent with a research by Saeeda Alimohamadi et al. (2016They discovered a significant linear relationship between predictor variables (leadership, goal, reward, and attitude towards change) and criterion variable (productivity). These findings were in line with the findings of the present study (Alimohamadi., 2015).
The average score of self-management suggested that in the statistical population of this research, self-management was at an optimal level. It is noteworthy that all dimensions (subscales) of self-management exhibited positive beta values; therefore, their performances were in line with the self-management questionnaire. As a result, all subscales were directly related to the self-management questionnaire. The component of conceptualizing successful performance had the most substantial and robust impact, whereas the component of evaluating beliefs and assumptions had the least impact on the self-management questionnaire. The highest score was attributed to personal goal setting, and the lowest score belonged to self-talk. Similarly, Khodayar Ebili et al. (2016) found that self-leadership, self-management, and human capital of employees were above average, and self-leadership and self-management of human capital of employees showed a positive and significant relationship (Ebili, K., et al. 2016).
The average score of strategic knowledge management indicated a high level of proficiency regarding the statistical population of this research. Among the dimensions of strategic knowledge management, explicit knowledge received a higher score, while tacit knowledge scored lower among the managers of both hospitals. This disparity necessitates more consideration.
There were some limitations regarding this research. Due to space and time constraints different results may emerge when choosing and studying other hospitals or conducting the study at different times. There were also inherent limitations of the questionnaire itself, indicating that the choice of alternative questionnaires may yield different results.
The average score of strategic knowledge management indicated a high level of proficiency regarding the statistical population of this research. Among the dimensions of strategic knowledge management, explicit knowledge received a higher score, while tacit knowledge scored lower among the managers of both hospitals. This disparity necessitates more consideration.
There were some limitations regarding this research. Due to space and time constraints different results may emerge when choosing and studying other hospitals or conducting the study at different times. There were also inherent limitations of the questionnaire itself, indicating that the choice of alternative questionnaires may yield different results.
Conclusion
Upon reviewing previous studies, this research was the first attempt to explore the relationship between strategic knowledge management, self-management, and organizational development among hospital managers of Tamin-e Ejtema’i Hospitals in the city of Isfahan. The insights gained from this research are of special value for healthcare staff, educators, researchers, organization managers, and institutions in the healthcare sector. Therefore, investing in strategic knowledge management within hospitals and prioritizing the enhancement of managers’ self-management can pave the way for the better function of the organization (hospital). Additionally, improving research and education unit of the hospital can provide vital support for individuals who seek new ideas and practices. This can be achieved through educational workshops and collection of innovative and creative opinions. Moreover, it is advisable to develop and empower managers by enhancing their self-management skills, taking into account their strengths and weaknesses identified in the research results. Finally, it is crucial to secure support from heads of the hospitals and the director of Tamin-e Ejtema’i Organization. Prioritizing the establishment of strategic knowledge management as a cornerstone for organizational excellence should be a fundamental component of the organization’s policies.
Acknowledgments
The researchers would like to thank all the managers and officials in healthcare management sector of Tamin-e Ejtema’i Organization in Isfahan Province, and Dr. Ali Shariati Hospital, and Dr. Gharazi Hospital in Isfahan for their cooperation.
Conflict of interest
Is the authors declared no conflict of interest.
Funding
This article was not financed from anywhere and the expenses were paid only by the researchers
Ethical Considerations
All ethical considerations were observed by the researcher. This study underwent a critical review at Islamic Azad University, Shahrekord Branch.
Code of Ethics
IR.IAU.SHK.REC.1401.035
Authors' contributions
This article was extracted from a master’s thesis in the field of healthcare management under the guidance of the respected professor M. M, in Tamin-e Ejtema’i Hospitals of the city of Isfahan in 2022. All the authors read and approved the final paper and are responsible for any questions related to the paper.
Open Access Policy
The contents of this article should be made available to all people around the world
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Azadi, R. H. (2022). Analyzing and examining the dimensions of knowledge management and its relationship with the performance of the organization (case study: Kausar Economic Organization. The third international conference on innovation in business management and economics. [Persian]
Bismo, A., Halim, W., & Erwinta, M. A. (2021). Knowledge management strategy, innovation, and performance in small business enterprise in Indonesia. The Winners, 22(1), 67-73.
Ebili, K., Khabaze, K., Mazari, E., & Graile, B. (2016). The role of self-leadership and self-management on human capital in service public organizations (Case: Ministry of Cooperative, Labour and Social Welfare). Journal of Public Administration, 8(1), 93-112.
Ghasemi Soltan Abadi, P., Beheshtifar, M. (2017). Investigating the effect of self-management skills and critical thinking on the courage of the employees of executive bodies in Bam city. The fifth national conference of applied research in management and accounting. [Persian]
Ghorbani, M. (2019). Investigating the effectiveness of teaching self-management skills on the level of social adaptation, academic self-efficacy, and educational help-seeking of students with behavioral disorders (Master thesis, Ardabil Islamic Azad University). [Persian]
Hamidizadeh, M., Soltani, I., & Gholizadeh, M. (2017). Designing and Specifying the Indicators of Pattern Excellence in the Strategic Knowledge Management Excellence. Strategic Management Researches, 23(64), 49-72. [Persian]
Houghton, J. D., & Neck, C. P. (2002). The revised self‐leadership questionnaire: Testing a hierarchical factor structure for self‐leadership. Journal of Managerial psychology, 17(8), 672-691.
Iremloo, M. (2015). Relationship between job motivation and self-management skills and citizenship behavior of employees of sports and youth departments of West Azerbaijan province (Master thesis, Islamic Azad University, Science and Research Branch, East Azerbaijan).
Karimzadegan, D., Shidaei, M. (2021). The impact of information technology on sustainable organizational development with the mediating role of knowledge management; Subject of study: Tabriz Education Organization. 6th International Conference on Management, Accounting, Economics and Social Sciences, Hamadan. [Persian]
Kohandej, M. A., Tajdini, Sh. (2016). The Impact of Knowledge Management on Creativity and Innovation of Organizational Employees. Conference on Management Research and Humanities in Iran, Tehran, Modger Management Research Institute, University of Tehran. [Persian]
López-Nicolás, C., & Meroño-Cerdán, Á. L. (2011). Strategic knowledge management, innovation and performance. International journal of information management, 31(6), 502-509.
Milani, O., Fallah Framarzi, M., Bagheri Majd, R., & Tayari Fard, A. (2019). On the relationship between cooperative culture as well as knowledge management and their effects on organizational development. The Journal of Modern Thoughts in Education, 14(2), 25-36. [Persian]
Mirsafian, H., Amiri, E., & Asefi, A. (2023). Effec of Educational Intervention of Communicational Skills on Self-Management Behaviours and Conflict Management of Wrestling Coaches. Sport Management Journal, 15(2). [Persian]
Mkheimer, I., & Mjlae, S. A. (2020). Factors of employee engagement and organizational development: Are they Linked. International Journal of Recent Technology and Engineering (IJRTE), 8(5), 788-797.
Moomivand, H., Nouri, J., Eskandari, A., & Akhavan, P. (2021). Investigating the relationship between knowledge management and creativity and innovation in a military organization. Quarterly journal of Industrial Technology Development, 19(45), 49-60. [Persian]
o Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press.
Norouzzadeh, A., Iranzadeh, S., & Feghi Farahmand, N. (2019). Analysis of the Effect of Quantum Leadership Dimensions on Organizational Excellence with the Intermediate Role of Knowledge Management and Quantum Skills in Ardabil University of Medical Sciences. Journal of healthcare management, 10(3), 67-75. [Persian]
Rahmani, R. (2018). Investigating the impact of the implementation of the enterprise resource planning system (ERP) on the agility and organizational development of the employees of the housing foundation of Ardabil province (Master thesis, Islamic Azad University, Garmi branch). [Persian]
Saeidi, R. (2010). Investigating the views of directors and employees of social security organization in Tehran with regard to solving the organization problems. Social development and welfare planning, 1(1), 47-70. [Persian]
Shojaei Bghin, G. (2012). Investigating the relationship between self-management and employee performance (case study: Environmental Organization of Isfahan province). National conference on modern accounting and management research in the third millennium. [Persian]
Vazifehdust, H., Foroughnejad, H., & Khoshnood, M. (2013). Effects of Strategic knowledge management on innovation and performance of registered brokerage firms of Tehran Stock Exchange. Journal of Management Accounting and Auditing Knowledge, 2, 157-170. [Persian]
Witek-Crabb, A. (2014). Business growth versus organizational development reflected in strategic management of Polish small, medium and large enterprises. Procedia-Social and Behavioral Sciences, 150, 66-76
Type of Study: Original Article |
Subject:
Psychology
Received: 2023/07/2 | Accepted: 2023/07/25 | Published: 2023/11/20
Received: 2023/07/2 | Accepted: 2023/07/25 | Published: 2023/11/20
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