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Purpose -The main purpose of this study is examining the relationship between organizational change capacity (OCC) and organizational performance (OP). Design/methodology/approach -After extensive researches in organizational literature about change and performance, the OCC model from Judge and Douglas consists of eight dimensions (trustworthy leadership, involved mid-management, capable champions, innovative culture, trusting followers, systems thinking, accountable culture, and effective communication), and the OP model from Lee consists of six dimensions (stakeholders' satisfaction, organizational communication, organizational growth, strategic performance, knowledge management, and team collaboration); were considered. In order to test the hypothesis, a series of 130 qualified employees in a knowledge-based organization were questioned. The measurement tool was a two-part questionnaire (OCC and OP). Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach's a was showed the very high reliability. Findings -Moreover, the results of regression analysis showed that regression line ascribes changes in dependent variable (OP) to independent variable (OCC). It means that high percentage of change in OP (77.3 percent) will be explainable and predictable with OCC. Then, with utilizing of parametric and non-parametric tests, the relationship between OCC and OP; and between components of OCC and OP was investigated. Finally, Pearson and Spearman correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OCC and OP. Originality/value -As not many studies have been done about the impact of organizational change on OP, the paper's findings will be useful to assess the adaptation ability of organization with changing environment and the impact of this adaptation on OP.

PurposeIn recent decades, many managers have conceived the radical role of knowledge in acquiring a competitive advantage and pursuing organizational strategic goals. Therefore, knowledge management is now a competitive requirement in organizations. However, if proper infrastructures and necessary prerequisites are not provided for executing such a process, the result will be nothing except failure and resource waste. Therefore, it is necessary that organizations identify effective factors for their readiness in executing knowledge management. The purpose of this study is identifying and prioritizing of effective constructs in readiness of knowledge management implementation by using fuzzy analytic hierarchy process (AHP).Design/methodology/approachIn the present study, the relevant literature is initially reviewed and then seven factors and 19 affecting indicators on knowledge management readiness are identified by using a questionnaire for knowledge management elites which also constitute the research conceptual model. Finally, the weight of each factor is determined by fuzzy analytical hierarchy process and the readiness priority and preference of each factor are discussed.FindingsThe results of fuzzy analytic hierarchy process show that the management factor is recognized as the most effective factor in knowledge management execution readiness.Research limitations/implicationsThe model proposed in this study is applicable to the academic culture. Modification of the proposed model may be needed in applying this model to other environments.Originality/valueAs limited studies have been carried out on identifying and prioritizing of effective constructs in readiness of knowledge management implementation by using fuzzy analytic hierarchy process, the findings of this study will be useful in identifying and assessing the main components in readiness of knowledge management implementation in the research and training centers.

Purpose – This research proposes to investigate the relationship between ethics, knowledge creation and organizational performance. Design/methodology/approach – In order to run this study, as suggested by the experts, Nonaka and Takeuchi model was selected for knowledge creation process and Yokel model was used for organizational performance. In addition, Akhavan et al.'s research was applied for organizational ethics dimensions. A conceptual model was designed based on literature review, and in order to analyze it, employees of a knowledge-based organization were asked to answer the questions of a valid questionnaire. Structural equation modeling was used for studying the relationships between research variables. Findings – Research results imply that there is a positive and strong correlation between ethics and organizational performance. The relationship between ethics and knowledge creation processes is also positive and significant but no significant relationship is observed between knowledge creation processes and organizational performance. Research limitations/implications – The main limitation of this research is little research and literature about ethical issues in the knowledge management area. Originality/value – Although numerous studies have been conducted with regard to organizational performance and knowledge creation, the literature is severely deficient considering observance of ethics in all dimensions of organizational performance and knowledge creation process, and in terms of analysis of their mutual interactions and relationships.

Purpose The purpose of this paper is to investigate the impact of organizational culture (OC) on social capital (SC) between experts of research-based industrial organizations who were aware of the subject of research. Design/methodology/approach The tools in this study were the native and modified questionnaire of Denison OC model with 33 items and Abili’s developed questionnaire based on Nahapiet and Ghoshal model for SC with 24 items. Validity of questionnaire well approved based on face validity method by experts, specialists and professors of management. Using the results of pre-test, Cronbach’s alpha was showed the very high reliability. Because of the low number of experts, we did not sampling and decided to distribute questionnaires among all of them. In all, 120 completely filled questionnaires were returned out of the 134 distributed. For examining the main hypothesis and sub-hypothesis of this study simple linear regression and multiple regression analysis were used. Findings The results of regression analysis showed that regression line ascribes changes in dependent variable (SC) to independent variable (OC). It means that in research-based industrial organizations, OC has a significant positive impact on SC and cultural traits with internal focus have more impact on SC than those with external focus. Then, with the use of parametric tests, the relationship between OC and SC and between components of OC and SC was investigated. Finally, Pearson correlation tests results confirmed the significant relationships. Overall, the results of this study show the significant, positive, strong relationship between OC and SC. Originality/value As there are not many studies about the impact of OC on SC, this paper’s findings will be useful to assess and improve the cultural situation for increasing the SC in organization.