Knowledge Sharing (KS), as a serious part of promoting the organization’s success, is a process of swapping knowledge among families, people, and organizations. Therefore, this paper tries to study the impact of organisational factors on the effectiveness of the KS, via four important variables. We presented a project plan that contains four research hypotheses, with the effectiveness of the KS as a dependent construct. Data were collected by questionnaires. The size of the sample for structural equations has come to be 247 via the utilization of the sample measurement procedure. A case study was carried out in 247 employees of the East Azerbaijan Customs organizations in Iran include: Customs of Tabriz, Nurduz, Jolfa, Sahlan, and Maragheh. In our investigation, Smart PLS 2.0 has been utilised for the measurement assess. Besides, the structural equation modelling (SEM) procedure has been utilised for testing the validity and reliability of the supplied model’s measurement. The results showed that organisational culture is the most important factor in the effectiveness of KS. Furthermore, information technology (IT) acceptance, attitude toward KS, organisational climate, and attitude to KS play an important role in the effectiveness of the KS. As a general result, organization managers must implement KS in their organizations to improve organisational performance, reduce costs, enhance organisational innovation, and reduce repetitive work, through which international trade facilitates and helps the country’s economy. Also, the managers may arrange rules for the efficiency of rewards; moreover, they should maintain an open and conducive environment for new ideas and criticism. Managers of organizations should make the culture of teamwork pervasive through actions such as education of teamwork and identification benefits of working in teams. In this way, they can improve the attitude of staff to KS and information and reach behaviors accompanied by KS.
Background: The pharmaceutical industry has a significant impact on the promotion of health and safety indicators in society. In this knowledge-based industry, the development of companies in complex environments is a function of innovative research, investment, and government regulation to maintain and survive. Given the technical knowledge and specific supportive laws (e.g., patents), being active in such an industry is one of the important criteria in developing countries. Therefore, the generic plan was implemented in Iran with the prospect of taking practical steps toward achieving drug self-sufficiency and acquiring the rank of manufactured pharmaceutical raw materials and branded drugs. Objectives: This study, therefore, aimed to investigate factors affecting innovation performance in establishing a generic plan in the pharmaceutical industry of developing countries. Methods: The statistical population in this descriptive survey consisted of PhD experts involved in the Iranian pharmaceutical industry. To this end, 42 standard questionnaires were distributed based on the conceptual model of the research. Next, the effects of the research variables were analyzed using partial least squares (PLS) structural equations. Results: According to the results, research and development (R&D), product innovation, process innovation, and organization size significantly positively affected innovation performance. In comparison, knowledge management did not substantially affect innovation performance in the Iranian pharmaceutical industry. Conclusions: Due to the introspective developmental approach and the lack of effective communication, a major failure of the generic plan is witnessed within the pharmaceutical industry.
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