Developing a Model of Knowledge Networks in Organizations－Case Study: Petroleum Industry of I.R.Iran

Abstract

This research is done with the purpose of examining the necessities in managing knowledge and knowledge network creation in the petroleum industry of Iran. This research on the base of its goal is a developing research, and the research methodology is quantitative and survey research. Needed information in this study is gathered from document analysis and semi-directed interview and analyzed by content analysis method consequently. The results of this research reveal that because of special properties which exist in large industries like petroleum industry(including geographical expansion area, wide variety of technical knowledge fields, many specialists and experts, etc.), knowledge management is so important that knowledge networks are the most efficient and effectiveness way for managing knowledge. These knowledge networks are designed in order to cause innovation and create and share knowledge amongst individuals and different knowledge bases. Also different kinds of knowledge and their application in the industry especially in petroleum industry, different ideas about a framework for knowledge network and finally designing a basic model for developing knowledge networks in organizations will be presented.

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“…Knowledge creation and transfer can occur at different real (e.g., in the office, with clients), virtual (e.g., distributed team rooms) or mental (e.g., common values, ideas, ideals) places [Seufert et al, 1999]. The major function of knowledge networks is to acquire and share inter-and intra-organizational knowledge and make it accessible thus raising the efficiency of knowledge management [Swan et al, 1999;Lewis-Pryde, Evans, 2016;Tavallaee et al, 2012]. According to [Easton, 1992], one approach to networks is to consider them series of communication units.…”

Interpretive structural modeling of knowledge network in car industry’ R&D centers

“…Formal structures of Iran's car industry do not present real flow of the knowledge. Besides formal organizational structures knowledge, informal networks are sharing and circulating knowledge; this has directed attentions of some managers to provide necessary guideline and planning for using this potential in order to increase knowledge flow rate and knowledge sharing (TAVALLAEE et al, 2012).…”

“…http://www.ijmp.jor.br v. 9, n. 2, April -June 2018 ISSN: 2236-269X DOI: 10.14807/ijmp.v9i2.693 Main function of knowledge network is to acquire and share knowledge and makes it accessible inside and outside the organization (TAVALLAEE et al, 2012).…”

Modeling the Factors that Affect the Implementation of Knowledge Networks

“…Knowledge creation and transfer can occur at different real (e.g., in the office, with clients), virtual (e.g., distributed team rooms) or mental (e.g., common values, ideas, ideals) places [Seufert et al, 1999]. The major function of knowledge networks is to acquire and share inter-and intra-organizational knowledge and make it accessible thus raising the efficiency of knowledge management [Swan et al, 1999;Lewis-Pryde, Evans, 2016;Tavallaee et al, 2012]. According to [Easton, 1992], one approach to networks is to consider them series of communication units.…”