Analyzing the influence of employee values on knowledge management in sport organizations

Abstract

Purpose The purpose of this study is to investigate the relationship between employee values and knowledge management (KM) in sport organizations. Design/methodology/approach Data (N = 234) were collected online through a structured questionnaire from employees of 33 sport organizations in Iran. To test the hypotheses, Pearson correlation test and a regression analysis was conducted. Findings The results from the study revealed that there were significant relationships between employee values and KM. Both instrumental and terminal values significantly influenced KM. Research limitations/implications One limitation of this study is related to the generalizability of the results. Therefore, the current study is required to be replicated with other sport organizations in various sectors (public or private) to improve external validity of the results. Practical implications Based on this study, employees of sport organizations in developing countries tend to store knowledge more than sharing and applying it. The findings can be used by human resources and KM practitioners who are interested in developing organizational knowledge through employees’ values. Originality/value Through this study, the positive roles of employee instrumental and terminal values, as the key drivers in determining intangible assets in organizations, were found.

The impact of unlearning context on organizational performance through knowledge management: A case of community sport clubs in Iran

“…This study contributes to the literature of individual and organizational unlearning, where most of the studies were built on the specific contexts with little contextual generalization (e.g., Leal-Rodríguez et al, 2015;Tsang, 2017), and some theoretically explored the relationship between individual unlearning and KM (e.g., Zhao et al, 2013). Furthermore, to our knowledge, this is the first study that tests the unlearning context in NPSOs, thus it enriches the recent trend in the literature, calling for unlearning context as a strategy to leverage KM in sport organizations (Delshab & Sadeghi Boroujerdi, 2018;Delshab et al, 2019). According to Nonaka and Takeuchi (1995), "organizational knowledge creation is a spiral process, starting at the individual level and moving up through expanding communities of interaction, that crosses sectional, departmental, divisional, and organizational boundaries" (p. 72).…”

“…About a half of the clubs (n = 162; 51 %) had paid staff, and only 67 (41.5 %) of those had a paid administrator; the remainder had paid coaching, officiating, or food and beverage staff. The samples were deemed representative of the population with respect to gender, age, and educational levels in comparison to other nationwide surveys using similar populations (Allameh, Khazaei Pool, Jaberi, & Mazloomi Soveini, 2014;Delshab et al, 2019). In addition, other demographic characteristics of the sample (e.g., club size) were similar to those found in research that summarizes CSCs in general (e.g., .…”

“…A recent case study analysis of KM by Delshab, Winand, Sadeghi Boroujerdi, Pyun, and Mahmoudian (2019) highlighted the propensity of sport managers to maintain knowledge at an implicit and individual level aiming to keep their powerful position within their organizations. Particularly, knowledge included in the sections of administrative, managerial, fundraising, public relations and marketing is often encountered at an individual level in non-profit organizations (Lettieri, Borga, & Savoldelli, 2004).…”

“…Particularly, knowledge included in the sections of administrative, managerial, fundraising, public relations and marketing is often encountered at an individual level in non-profit organizations (Lettieri, Borga, & Savoldelli, 2004). In this way, NPSOs need to create an unlearning context to align individual's values with organizational values and stimulate members' willingness to apply KM (Delshab et al, 2019). Delshab and Sadeghi Boroujerdi (2018) revealed the impacts of organizational unlearning and its dimensions (managing unlearning and avoiding bad habit) on KM in NPSOs.…”

Management by Values: A Case Study of a Recruitment Company

“…The coherence between the values held by the company and the individual values of its employees leads to optimal use of human resources (Zavyalova, 2009). When individual goals and values become aligned with corporate goals and values, this configuration accelerates the use of the organization by individuals and their readiness to engage in social interactions within the company, positively influencing its functioning, e.g., through better use of knowledge (Delshab et al, 2019).…”