Shahin Nouri, Dr. Masoud Ghahremani * Department of Public Administration, Mahabad Branch, Islamic Azad University, Mahabad, Iran

Transcription

1 International Research Journal of Applied and Basic Sciences 2016 Available online at ISSN X / Vol, 10 (4): Science Explorer Publications The Relationship between Knowledge-Based Information System Management and Creativity As well As Organizational Learning (Case Study: West Azerbaijan Province Salamat Insurance Administration) Shahin Nouri, Dr. Masoud Ghahremani * Department of Public Administration, Mahabad Branch, Islamic Azad University, Mahabad, Iran *Corresponding author mhd472002@yahoo.com ABSTRACT: It is critical for organisational success to enjoy the knowledge as an asset which is liable to be transferred among people. Knowledge management will be capable of developing the organizational learning which creates corresponding knowledge. The informed organizations understand that the knowledge is an intellect asset and it is the only asset that changes over time and in case it is controlled effectively it can preserve the creativity and competitive state. Knowledge management is a process which assists the organizations in identifying, choosing, organizing, distributing and transferring the important information and which are regarded as important building blocks of organizations. The environmental conditions as well as the gaming rules, extreme and insecure competition lead to the fact that other organizations cannot ensure their long-term success through relying solely on surface changes such as the methods, systems, structure, technology, and etc. Also, they cannot overcome the barriers dealing with smaller organizations in terms of the limited number of creative individuals or implementation of entrepreneurship-based designs. They are suggested to offer situations in which all employees enjoy the motif o using knowledge management and can implement their organizational activities in a facilitated, continuous, individually or groupbased. Such an affair necessitates that important notions such as knowledge management are employed. The aim of the present study is to examine the relationship between between knowledgebased information system management and creativity as well as organizational learning in West Azerbaijan Salamat Insurance. The statistical population comprised of employees working in West Azerbaijan Salamat Insurance and 77 subjects were chosen using random sampling method. The questionnaire was used to collect the required data. The results indicated that there was in relationship between knowledge-based information system management and creativity as well as organizational learning. Keywords: knowledge-based management, creativity, West Azerbaijan Salamat Insurance Administration INTRODUCTION The science develops gradually over time. One can mention the advent of knowledge-based information systems. Organizational creativity and organizational learning in the field of management as the fundamental changes. The quality of resolving the issues can be obtained, thus the information management system can develop the organizational learning which results in increasing of corresponding knowledge. Thus, organizations * Corresponding author, : mhd472002@yahoo.com

2 are aware of the fact that knowledge is the only intellectual asset which changes over time and in case it is controlled effectively, it can result in creativity. The use of total intellectual resources can accompany considerable financial advantages (Sohaninejad, 2006). Knowledge-based information system management is the process which assist the organizations in identifying, choosing, organizing, distributing and transferring the important information which are regarded as important building blocks of organizations. The key factors are executional support and evaluation; however, technology-based issues are not of great importance compared to corresponding factors. There are critical factors when it comes to implementing the knowledge-based information system. Despite the long-term history of creativity within the human life, the organizations have identified that one of the important factors in the completive advantage and persistence of organizational creativity. The organizational creativity assess the remaining of organization in a way that when it comes to the creativity of employees, these subjects will be able to employ the novel idea dealing with products, performance, services or organizational procedures. The change to creative organization was the first step towards the competitiveness in dynamic commercial climate. The main focus of new paradigms is the learning. Thus, organizations are successful when they learn the items in a rapid pace compared to their rivals and they demonstrate these learning things in their vocational processes. Simon defines the organizational learning as the development of thoughts and reconstructing the organizational issues by the individuals whose results are reflected in organization (Simon, 1991). In order to develop the learning capabilities, organization should complement the processes of knowledge-based information system management. The organization is not able to expand the group-based or individual capabilities without enjoying the management of knowledge-based information system. Significance of the study In recent years, the organizations and administrations have joined the knowledge trend and. New concepts, namely, knowledge-based job, management of knowledge-based system, learning and creative organizations report the development of such a trend. Darker concludes that new organizations have been established where the mind power rules the affairs. Based on this assumption, future communities can expect the progression which enjoy much more knowledge. Hence, enjoying the natural resources cannot be taken as important as the knowledge. Knowledge-based organization an each the capabilities which is able to make large out of less (Abtahi & Salavati, 2006). These types of organization face new challenges. Toda, the competitive climate of organizations are much more complicated. Such a climate changes rapidly so that such a speed is much more than that of their responding power. Continuous changes of knowledge have results new inconsistent conditions for organizations. Eternal trend of knowledge-based organizations has changed the markets towards the continuous change which enforce the organizations to experience continuous changes (Moshabaki & Zarei, 2003). In such a condition, knowledge is considered as a strategic resource. In case intense competing conditions are added to the afore-said factors, then the importance of knowledge-based and communications s well as creativity and organizational learning gets double. It becomes clear that knowledge-based information system management can be used effectively in organizations and private departments which have similar cultural conditions with state organizations. It has been attempted n the present study to examine and determine the key factors dealing with managing the knowledgebase information systems in order to increase the creativity and organizational learning. The current study is believed to be novice in that few similar studies have bee conducted in this field. REVIEW OF LITERATURE Managing the knowledge-based information systems: it is a process which assist the organization to choose, distribute and transfer the important skills and required information for doing their tasks (Hupta, 2002). Organizational culture: culture is the set of key values which are adopted by the members of organization. Culture is the motive, feel of belonging, confidence and respect to the organization so that the employees demonstrate new ideas and that they show their experience to other people so that the learning of employees increase in this way (Weerawardena, 2002). Knowledge-based sharing: the skills and occupational experiences are transferred among the employee through sharing the knowledge which results in increase of learning among people. Thus, knowledge-based sharing is considered as the key component of knowledge-based information system management. Also, creative 343

3 people suggest innovative ideas for solving the problems through assisting one another in knowledge-based fashion (Akhavan & Jafari, 2006). Assigning reward for employees: one can say that considering financial and spiritual reward for employees who devote their knowledge and skill to other employees leads to the motivation of corresponding employees. In addition, rewarding the creative employees results in more tendency towards creative and innovative works. Reward systems are among the important instruments through the use of which the employees get much more motivated toward the goal. Knowledge-based strategies and policies: all knowledge-based strategies should be in line with one another so as to both implement the knowledge-based information system and implement the organizational learning systems which result in increase of organizational effectiveness. Also, the organizational policies should be developed in a way to offer conditions for employees creativity. Supporting the top management: it is essential to support the top management both financially and spiritually to conduct the affairs in a successful way. The obtaining, collecting and transferring of knowledge get much more facilitated through supporting the topo management with respect to the knowledge-based information management system. Also, such an affair leads to the fact that learning is accomplished effectively. Managing the human resources: these resources are taken into consideration as important aspect, the management of which leads to more cooperation among the employees in the field of knowledge, required skill in organization and finding the creative individuals. Human resource management means the identifying, choosing, employing and treating the human forces to attain the goals. Using the information system: most of the factors discussed so far are reachable through the integration of information technology. The existence of knowledge-based centers, group-makers, electronic mail systems, and pertinent tools assist the employees to develop he knowledge within the organization which results in facilitated learning in organization. In addition, the employees are enabled o demonstrate their creative ideas in a much more liberalized ay without the fear of management reactions. Information technology is critical for the success of information management systems. Through offering organizational structure, the information technology enables the development of knowledge-based information system management so that the knowledge existing in organization is collected, stored and distributed in a constructed way. It is worth noting that these factors are affected differently in diverse conditions and organizations. Conducted studies Betticy Malekshhai (2009) examined the role of learning organization on management of knowledge-based information system among the managers of Amol Senior High Schools. It was concluded that there was a relationship between learning organization and management of knowledge-based information systems in terms of the personal sill, intellectual paradigms, similar perspective, systemic learning and systematic thought. In a similar study, Niazazari et al. (2009) investigated the role of knowledge-based information system management on creativity of managers across Golestan Senior High Schools. The descriptive and correlational designs was adopted or the study. The results indicated that there was a relationship between knowledge-based information system management, knowledge-based clarification, knowledge-based organizing, knowledge-based application and knowledge-based expansion and creativity of managers. Also, the effect of knowledge-based information systems was different among males and females. Bates et al. (2005) explored the association between organizational learning, he learning climate and innovation observation. The study aimed at evaluating the capability of organizational culture for assessing the deviations in exchanging the learning and aspects of organizational innovations so as to examine the role of organizational culture as the intervening variable between the learning climate and innovation. Cong and Pandya (2003) perceived that the organizational knowledge- base should be preserved properly. In this line, the technology should be chosen so that the knowledge base is suggested to the people. MATERIALS AND METHODS Since the goal of the present study is to examine the relationship between management of knowledgebased information system and creativity as well as organizational learning, the study is that of applied. The statistical population comprises of 40 employees working in different section of West Azerbaijan Salamat Insurance 344

4 Administration. The sectors are distinguished by organizational affairs development, human capitals and resources development, development, repair and equipment. The sample size was determined as 77 using Cochran formulas. The results were analyzed through the use of SPSS software. To assess the reliability of questionnaire, Cronbach alpha coefficient was employed and the results are shown below. Table 1. The reliability of questionnaires Index Resource Cronbach alpha Subscales Management of knowledge-based information system Organizational creativity Organizational learning Total questionnaire The results show that the questionnaires are of acceptable reliability. Main hypotheses RESULTS First hypothesis: There is a significant relationship between management of knowledge-based information system and organizational learning in Table 2. Testing the relationship between management of knowledge-based information system and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, managing the knowledge-based information system and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. Second hypothesis: there is a significant relationship between management of knowledge-based information system and organizational creativity in Table 3. Testing the relationship between management of knowledge-based information system and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, managing the knowledge-based information system and organizational creativity are not significant at 0.05 level. Thus, there is no relationship between the two variables. 345

5 Secondary hypotheses First hypothesis: there is a significant relationship between organizational culture and organizational learning in Table 4. Testing the relationship between organizational culture and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, organizational culture and organizational learning are significant at 0.05 level. Thus, there is a relationship between the two variables. Second hypothesis: there is a significant relationship between organizational sharing and organizational learning in Table 5. Testing the relationship between organizational sharing and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, organizational sharing and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. Third hypothesis: there is a significant relationship between employee rewarding and organizational learning in Table 6. Testing the relationship between employee rewarding and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, employee rewarding and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. 346

6 Fourth hypothesis: there is a significant relationship between strategy as well as knowledge-based policies and organizational learning in Table 7. Testing the relationship between strategy as well as knowledge-based policies and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, strategy as well as knowledge-based policies and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. Fifth hypothesis: there is a significant relationship between top management support and organizational learning in Table 8. Testing the relationship between top management support and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, top management support and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. Sixth hypothesis: there is a significant relationship between human resource management and organizational learning in Table 9. Testing the relationship between human resource management and organizational learning Pearson correlation coefficient Level of significance

7 The correlation coefficient between the two variables is Hence, human resource management and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. Seventh hypothesis: there is a significant relationship between the use of information technology and organizational learning in Table 10. Testing the relationship between the use of information technology and organizational learning Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, the use of information technology and organizational learning are not significant at 0.05 level. Thus, there is no relationship between the two variables. Eighth hypothesis: there is a significant relationship between organizational culture and organizational creativity in Table 11. Testing the relationship between organizational culture and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, organizational culture and organizational creativity are significant at 0.05 level. Thus, there is a relationship between the two variables. Ninth hypothesis: there is a significant relationship between organizational sharing and organizational creativity in Table 12. Testing the relationship between organizational sharing and organizational creativity Pearson correlation coefficient Level of significance

8 The correlation coefficient between the two variables is Hence, organizational sharing and organizational creativity are not significant at 0.05 level. Thus, there is no relationship between the two variables. Tenth hypothesis: there is a significant relationship between employee rewarding and organizational creativity in Table 13. Testing the relationship between employee rewarding and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, employee rewarding and organizational creativity are significant at 0.05 level. Thus, there is a relationship between the two variables. Eleventh hypothesis: there is a significant relationship between strategy as well as knowledge-based policies and organizational creativity in Table 14. Testing the relationship between strategy as well as knowledge-based policies and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, strategy as well as knowledge-based policies and organizational creativity are not significant at 0.05 level. Thus, there is no relationship between the two variables. Twelfth hypothesis: there is a significant relationship between top management support and organizational creativity in Table 15. Testing the relationship between top management support and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, top management support and organizational creativity are not significant at 0.05 level. Thus, there is no relationship between the two variables. 349

9 Thirteenth hypothesis: there is a significant relationship between human resource management and organizational creativity in Table 16. Testing the relationship between human resource management and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, human resource management and organizational creativity are significant at 0.05 level. Thus, there is a relationship between the two variables. Fourteenth hypothesis: there is a significant relationship between the use of information technology and organizational creativity in Table 17. Testing the relationship between the use of information technology and organizational creativity Pearson correlation coefficient Level of significance The correlation coefficient between the two variables is Hence, the use of information technology and organizational creativity are not significant at 0.05 level. Thus, there is no relationship between the two variables. SUGGESTIONS FOR FURTHER STUDIES Based on the obtained results, following suggestions are given to the future researchers: There are different factors affecting the management of knowledge-based information systems; however, only seven factors were consider in the present study were possible dimensions. It is suggested that future researchers examine the effect of other factors on knowledge-based information systems management and organizational creativity as well as learning. Since the study was conducted in a state administration, one can infer different results from carrying out such studies through comparing he results which is liable to be addressed in future among the state and private administrations. It is recommended that the same research topic is regarded and the findings are compared with the ones reported in the present study. To carry out the research with the same topic is another field of investigation for future studies, the difference being another geographical area. REFERENCES Abtahi, H., Salavati, A Management of knowledge-based information system in organization. Tehran: Peivande No Publications, first edition. Akhavan, P. and Jafari, M. and Fathian, M., 2006, "Critical success factors of knowledge management systems: a multi-case analysis", Department of Industrial Engineering, vol. 18 No. 2, p

10 Betici. P., Malekshahi, A Examining the role of learning organization on management of knowledge-based information system among the mangers of Amol Senior High Schools. Journal of Educational Management. Gupta A., McDaniel J Creating competitive advantage by effectively Managing Knowledge: a framework for Knowledge management. Journal of Knowledge management practice, October.Available at: article39.htm. Moshabaki, A., Zarei, A Management of knowledge-based information system with innovation approach. Tehran, Journal of Management and Development, 4(16). Niazazari, K., Rimani, A., Hajigholikhani, B Examining the role of knowledge-based information system management on creativity among the managers of Senor High Schools. Journal of Management Studies, 8(21). Simon, H.A, 1991, Bounded rationality and organizational learning, Organizational Science, Vol. 2, No. 1, pp Sohaninejad, Mehdi Learning organization, Basteron Publications. Weerawardena, J., O Cass, A., & Julian, C., 2006, "Does industry matter? Examining the role of industry structure and organizational learning innovation and brand performance", Journal of Business Research, vol. 59(1),