Journal of Administrative Management, Education and Training (JAMET) Citation:

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1 Journal of Administrative Management, Education and Training (JAMET) ISSN: Volume (12), Special Issue (5), 2016, Available online at Citation: M. Salami, N. Nobahar, G. Roudi, Use of knowledge management based on Hissig in national banks, Journal of Administrative Management, Education and Training, Volume (12), Special Issue (5), 2016, pp

2 Use of Management based on Hissig in National Banks M. Salami, N. Nobahar, G. Roudi ABSTRACT The present study as the realization of knowledge management based on a survey Hissig in national banks - is an applied descriptive. For example, national banks selected for this study were Amol. A questionnaire was used for data collection methods that are available to all employees of the National Bank of the 100 patients was based on 81 questionnaires were received Morgan. The questionnaire consisted of 33 closed questions based on four components Hissig model in knowledge management (business creation, capture, sharing and applying knowledge) was developed to analyze the data obtained from descriptive statistics such as frequency tables, bar charts central indices were calculated as the mean of spss statistical software was used in this way. The data showed that business knowledge is of the highest level and the average rate recorded variables and sharing and applying knowledge was average and the only variable is the acquisition of knowledge is higher than average. The degree to record a significant and positive correlation was established knowledge that no matter how much knowledge is recorded higher education. According to the table above positive correlation between the degrees of knowledge based on business component Pearson correlation coefficient was created. Keywords: Management - Hissig model, Mali Bank Introduction We begin the word with a question has been raised in Quran. «Are those who know and those who not know the same?» certainly, the question dimensions and scope are wide and broad, but it might be concluded that individuals and organizations which engaged in the business world, are one of the grouping examples. Some of them with little knowledge or not applying knowledge and more importantly, no awareness of what they know or do not know, work and do manufacturing and service activities. So, maybe answering to the question is not too difficult for the both groups and predicting their success or failure. It means that, in the business world the difference in the development and survival of organizations, is due to the importance has been given to knowledge value and consequently the use of this important resource in production and service provision and doing job affairs. Today, many pioneer organizations have found the importance and the role of knowledge, therefore, they have started greater efforts with a fundamental change in their organizational attitudes and strategies to be prepared for passing 277

3 Journal of Administrative Management, Education and Training (JAMET) through the industrial age to the knowledge age and thereby systematically can use and manage knowledge in all aspects of their work and organizational dimensions. On this basis in recent years, new discussions called «knowledge management» has appeared in the world of management and organizations in which scholars have started extensive efforts to show scientifically the requirements to convert a society to a knowledge-based organization ( Afrazeh, 2008). Philosophy of knowledge management is the framework that integrates people, processes and technology to create, develop, share and promote knowledge. In this view, knowledge is both existence and process, it is existence because can be identified in two forms of implicit and explicit and it is process because includes steps for creating, retrieving, developing and sharing. management provides a background according to knowledge importance in individuals' mind to transfer knowledge easily to all organizational arteries. In this way, processes and technology help them; processes are designed to prepare a background for creating, developing and transferring knowledge. Also, technology provides access possibility, retrieval, transferring and saving knowledge by facilitating knowledge processing (Ansari and et.al, 2010). In the middle of 1980s, knowledge importance was known as a competitive asset among organizations. While classic economic was still deficient in relation of management methods and today, it is neglected by some organizations. Simultaneously, development of knowledge idea as a strategic resource in the last century was considered as an important competitive advantage in pioneer organizations. Now the biggest companies in the world have obtained their main superiority in their knowledge of processes not in their assets accumulated from factories and even a large market. So recently many scientists of management and organization science have began efforts to systematize the use of knowledge in an organization through creating a new chapter in management entitled by knowledge management. management, human resource management and information system management are supporting units creating value in organizations. Today, economy is formed based on knowledge so that it is known as knowledge- based economy. Of course in many organizations, knowledge management is observed as a secondary business procedure that is primarily due to intangible added value of knowledge management in short term. Computer technology and electronic caused information work heavily and with abundance in recent years which it creates remarkable variety in technology domain, so the technology is a part of solution for management formation. management system proposed as a prerequisite means. management has been known as an important competitive resource for organizations and it is expanding in all organizations around the world (Seifuddin, 2006, p.77). Discussion In the two recent decades, scientists have stated that the basis of competition was changing and organizations' success is related to their emphasis and consideration to knowledge. Due to this issue, many advanced organizations managed knowledge in their organization and used it as best as possible. Also, more emphasis on human resource, as the producers and carriers of knowledge, especially for knowledge sharing and organizational culture, which formed knowledge flow within the organization, financially was interested (Afresh, 2008). Today, the 278

4 structure of knowledge environment in which organizations need to act, is impressed by knowledge environment trends such as the explosion of knowledge, exercising affairs, globalization of knowledge. Due to the impact of these trends, knowledge management has been suggested as an effort for adapting to environmental changes. D. Miata & Oder believed that the root of knowledge management has been made of two fundamental changes, «minimization» and «technology development». In the 80s, downsizing as an appropriate strategy to reduce costs and increase profits, led to loss of important knowledge, because employees took the knowledge had accumulated over the years as they left the organization. Over time, organizations realized that they have lost valuable information and experience for many years and were determined to protect themselves for repetition of loss. So management adopted knowledge management strategy in order to ensure the company future and try to maintain personnel (Qolizade Azari, Asadi, p.28). Many models have been proposed about knowledge management which had different processes. Models' classification was in two types; one was in terms of an attitude that underlies the models and the other one has offered with respect to the process steps of models. Hissig model has been composed of four processes: Create: It is about the ability to learn and communicate. In development of the ability, knowledge sharing experience, linking the ideas and making crossover relations with other topics includes key importance. Store: it is as the second necessary element for knowledge management by which it is possible an organized storage that enables quick searching of information, access to information for other employees and effective sharing of knowledge. The system should easily save all necessary knowledge's for everyone. Transpire: it helps to develop a team spirit in which individuals as colleagues have a sense of coherence together and dependant to each other in their activities in order to pursue their common goals. Apply: the fourth process comes from the idea that knowledge creation is possible mostly by a new objective apply of knowledge. This element completes central process of unified knowledge management. Today, the banking industry and its development are considered as one of the important indicators in economy. According to the nature of banking services, knowledge management is a highly efficient tool which can be useful in this context. Many factors are involved in development of the banking industry. One of the major factors and the main condition for the banking industry success is customer. In general, experts of management and marketing have taken into account the knowledge identification and using it in processes as the main condition of success. Due to the nature of banking services, knowledge management is a highly efficient tool which can be useful in relation to the services. In order to be more effective, banks must go to implement knowledge management, identify, create, confirm, present, distribute and apply customer knowledge. management benefits must be used in banks to apply information and experience systematically, so that, invention, innovation, competence, efficiency and resposibility will be improved in an organization ( Afrazeh, A, Basiri, 2005). Providing fast and accurate services and making the customer feel safe is one of important factors in banks success. Due to the nature of banking services, knowledge management is one of highly efficient tools that can be useful in this context. Many factors are involved in the banking industry development. management is one the major factors and the main condition for success in banking industry. management includes two phases in business world which is assessed based on qualitative and quantitative indicators. Several factors can be identified and determined to assess 279

5 Journal of Administrative Management, Education and Training (JAMET) knowledge management and turn it into quantitative and qualitative values which will have its own characteristics in each businesses. Also, banking is not an exception in this issue because of its very strong relation with knowledge category (Akavan, p, Hehdari, 2006).Ali Rabiei & Mahshad Norouzi, in their article entitled by " a model and an algorithm to improve the process of knowledge management implementation" have examined four areas including organizational structure, information technology, human resource and organizational culture in Eqtesad Novin Bank,due to the bank superior properties, based on Hissig model. The results showed that the bank is not desirable in two areas of organizational structure and organizational culture, and by using Freedman Test to prioritize areas, human resources, information technology, organizational structure and organizational culture have high importance respectively to improve their knowledge management process. Then, a model is presented to prioritize challenges for knowledge management implementation and to improve the process efficiency. The authors believe that the proposed algorithm can have the ability to generalize in similar organizations, and can be applied in any organization with similar method of measurement used in this article to improve knowledge management implementation. Barzin pour, Akavan and Zaremoqadam in their article entitled by " conceptual framework factors and components of customer knowledge management in Meli bank studied about the necessity and importance of customer knowledge management in organizations and acknowledged that an effective customer knowledge management should be an appropriate combination of knowledge management technology and relationship management of customer which is examined based on Hissig model. According to the results of the study, the model can be a suitable strategy for knowledge acquisition and the best and most effective way to offer knowledge in banks. A standard questionnaire which was designed based on Liker scale was used for data collection tools in this study. The population has been 100 administrative staff of Meli Bank branches in Amol that 81 questionnaire were received from the banks. The least of sample was selected based on Morgan Table. Content and formal validity have been done by subjective experts and the tools measurement reliability can be observed in the table below that is based on Cronbach alpha. management components Cronbach alpha coefficient Table1. Tools measurement reliability acquisition and creation record sharing application 0/916 0/927 0/930 0/932 The main purpose of the study is to know the role of Meli bank staff in knowledge management based on Hissig model coefficient. Data analysis Data analysis has been determined below through the questionnaire: 280

6 Table2. Distribution of participants according to gender, age, education and job experience gender frequency Frequency percentage male female total age year old 28 34/ / Over /2 Total education Diploma 12 14/8 Associate degree 14 17/3 Bachelor degree 54 66/7 Master degree 1 1/2 total Job experience 1 to 3 years 1 1/2 4 to 6 years to 9 years 19 23/5 Over 9 years 44 54/3 total Data in table2 show that 64 individuals (79 percent) of participants were male and 17 (21 percent) were female. 28 individuals (34/6 percent) were year old, 39 (1/48 percent) were years old, 13 (16 percent) were 41 to 50 years old, 1 person (1/2 person) was over 50 years old. 12 individuals (14/8 percent) had dimploma, 14 individuals (17/3 percent) had associate degree, 54 individuals (66/7 percent) had bachelor degree and only one person had master degree. One person had job experience for 1-3years, 17 individuals (21 percent) had 4-6 years, and 19 participants (23/5 percent) had 9-7 job experience for 7-9 years and 44 individuals (54/3) for over 9 years. Table3. Central indicators and quantitative indicator distribution of knowledge management dimensions based on Hissig model variable numbers mean SD minimum maximum 80 3/24 0/95 1/64 4/91 acquisition and creation 78 2/96 0/93 1 4/89 record 75 2/82 1/02 1 4/5 sharing 78 3/69 1/ application management 73 2/97 0/95 1/42 4/45 According to table 3, it was observed that knowledge acquisition and creation variable, among knowledge management dimensions, had the highest mean rate in Hissig perspective and then variables of knowledge application, knowledge record and knowledge sharing had the highest mean respectively. Meanwhile, the mean rate of knowledge record, sharing and application variables have been average and only knowledge acquisition variable is higher than average. 281

7 Journal of Administrative Management, Education and Training (JAMET) Also, mean rate of knowledge management that is 97/2, obtained from scores 1 to 5, represents the average level of knowledge management for Melli bank staff in Amol. Diagram1. management dimensions based on Hissig model Table4. Normal and abnormal distribution of knowledge management dimensions based on Kolmogorov-Smirnov test variable numbers Significant positive negative k-s difference 80 0/101 0/101 0/99 0/905 acquisition and creation 78 0/195 0/195 0/151 1/725 record 75 0/163 0/163 0/099 1/411 sharing 78 0/157 0/157 0/154 1/383 application management 73 0/141 0/138 0/141 1/202 As it is observed in table 4, significant level in knowledge managment components is higher than alpha level (means more than α=0/05), so data distribution is normal. Theory There is significant relationship among four components of knowledge management based on Hissig model and education. The study of components normality via the Kolmogorov-Smirnov test: most of statistical tests have been done through normal distribution theory. In such a case, the test is valid when the theory of normal distribution of measured variables is not rejected. If it is rejected, the test will be done without normality theory. One of testing methods for fitting the probability distribution to a set of observations is the single-sample test by Kolmogorov- Smirnov (K-S in short). The test examines the theory of following observations in a certain probability distribution by comparing cumulative function of possible observations and cumulative results of the given probability distribution. In the following table the results of components normality theory have been shown: Table5. The results of components normality theory in this study by Kolmogorov-Smirnov test education acquisition record sharing application management numbers mean 3/24 2/96 2/82 3/69 2/97 K-S 0/278 0/268 0/171 0/117 0/296 Sig 0/013 0/018 0/143 0/309 0/011 (If alpha level is more than 0/05, son the distribution is normal and meaningful) 282

8 As it is observed in table5, because significant level is more than alpha level in all components (means more than 0/05) so data distribution is normal and because data are parametric normal based on K-S test, so Pierson correlation coefficient is used in order to examine the theories, and the results showed that the theory is accepted in this study. Conclusion management implementation is considered nesseray but not enough. It is just a beginning but not an ending. It can be said that knowledge management continuation in time is important and it is only possible through using general knowledge of management and especial knowledge of management such as concepts familiarity, knowledge management models, intangible properties management and also using other experiences of organizations in this area and matching (much more important of all) it to the related organization and a suitable selection of human, structure and technology. Three essential elements including human resources, processes and technology, and three basic factors including organizational strategies, organizational culture and financial provision of knowledge management plans must be considered to create infrastructures of knowledge management in government section. The results show that knowledge acquisition variable included the highest mean rate. So Melli bank staffs are mostly interested in acquiring information and applied knowledge in various areas of banking affairs and knowledge sharing components had the lowest mean rate. So it is necessary to persuade and encourage the staff to share knowledge that it can be implemented through different methods like encouragement or training staff. The results are different from the results obtained by Rabiei and Norouzi but it is similar to the results of the research by Barzin pour and et.al. According to the results, in order to implement knowledge management in banks, training knowledge management components to staff is needed to create knowledge and other components for improving effectiveness and efficiency. But what has been achieved in the study showed that the familiarity level of banks staff about knowledge management have been based on four components of Hissig in average level (2/97). Suggestions Holding training courses Holding conferences Regular meetings Speeches and scientific meetings Employees access to internet Encouragement system 283

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