E-learning in knowledge management was examined in this study, specifically on how it assists organizations in improving knowledge transfer and e-learning management, to increase performance and employee knowledge management. In this study, e-learning and knowledge management systems and technology were jointly implemented, and its impact on organizational performance was examined. Organizational management was also explored. The present study investigated the relationship between knowledge management (KM) and innovation performance (IP). The mediating effect of knowledge Management was deeply explored. Randomly selected managers from 57 Jordanian manufacturing companies were the study samples, and there were 470 managers involved in this study, from strategic, tactical, and operational levels. Questionnaires were used to gather data, and the questionnaire items covered the constructs of knowledge management, organizational learning (OL), knowledge-oriented leadership (KOL) and IP. A research model was proposed and was tested using structural equation modeling (SEM). The findings were as follows: KOL positively affected KM; KOL positively affected IP; OL negatively affected IP; KOL positively affected KM; OL positively affected KM; KM positively affected IP and KM mediated the relationship between KOL, OL and IP.

Universities are an integral part of the skills and innovation supply chain for businesses that are multidimensional, sustainable, quality, and enduring in the long term. In pursuing this role, universities are encouraged to establish a university-industry cooperation (UIC) context that supports faculty and students to engage in business activities. Collaboration is very important for universities, because universities are not only research universities, but must reach the level of learning colleges. The results of the research found that implementing UIC regulations affected the performance of university academic innovation, it also found that the knowledge management mechanism was an important factor to improve the performance of university academic innovation, and the implementation of regulations also played a role in developing knowledge management and performance of university academic innovation.

Nowadays, the increase in competition has increased the relative importance of innovation for most firms and many managers believe a good innovation must be knowledge oriented. This paper has tried to determine different methods for creating knowledge in project oriented organizations. The study designs a questionnaire in Likert scale and distributes it among 32 experts who were well informed about different methods of knowledge creation and lessons learned. Cronbach alphas for all components of the survey were well above the desirable level. The study has detected 11 methods for knowledge creation and lessons learned. In terms of preliminary assessment, business transactions has received the highest impact while knowledge team has received the highest effect in terms of necessary assessment. The results of this survey have indicated that although there are several methods for detecting knowledge within organizations, in most cases, it is not easy to gain value added knowledge within an organization, quickly. The people who participated in our survey have indicated that organizational commitment, brainstorming, Delphi and storytelling also have played important role for creation of knowledge. The results have also shown that brainstorming, knowledge brokers, map knowledge and work experience were easier to use for knowledge creation and lessons learned compared with other forms of knowledge creation.

Knowledge management strategies are considered as the foundation of learning organizations. One of the problems of Iranian organizations is the assessment of knowledge management processes. The purpose of the present study is to present an applied organized model for the assessment of knowledge management performance in six dimensions, i.e., the financial dimension, stakeholders, local processes, growth and learning, employee satisfaction, and environment and community; identifying and investigating the correlation among the criteria; mapping network relations; weighing the indices using DEMATEL Technique; ranking assessment dimensions of knowledge management using ORESTE Technique; drawing strategic map; and designing Balanced Scorecard for improved performance of knowledge management. The population and sample of the study included 25 petrochemical Tehran managers and senior experts in information technology section. The results of this study provides a comprehensive view for the decision makers of Iran Petrochemical Industries for an improved performance in knowledge management.

This paper examines the effect of different factors on customer knowledge management development for a custom organization in Bandar Abbas, Iran. The statistical population of this research includes all 440 managers and employees in different levels where 205 people are randomly selected for this survey. Using t-student as well as Friedman tests, the study has confirmed that organizational culture, training, strategy, information and organizational infrastructure, top management commitment, organizational conflict, standardization, employee performance, communication, budget support and necessary skills could influence positively on knowledge management development. In our survey, training is also believed to be the most influential factor.

The purpose of this study is to examine the role of knowledge management practices in enhancing performance of universities, specifically in the context of Pakistan. A convenient sample of 450 employees from the universities all over the Pakistan was taken for the study. Exploratory factor analysis was performed to identify the elements of knowledge management and linear regression analysis was performed to test the hypotheses presented in the study. This study measures the moderating role of technology in the knowledge management framework. Furthermore, it relied on R & D, employee commitment and industry linkages to construct universities’ performance. The results revealed that knowledge management process and knowledge management infrastructure (HR and culture) are significant predictors of the performance of universities. It was also found that technology moderates the relationship of knowledge management dimensions and universities’ performance. The study highlighted that with proper attention towards knowledge management infrastructure, knowledge management processes and technology, universities can outperform their competitors.

This study sought to investigate the role of organizational capabilities on e-business successful implementation. The proposed conceptual framework was tested on a sample of 16 Jordanian companies with an online involvement, and a total of 263 valid returns were obtained in a questionnaire based survey. The results provide quite a strong support for the hypothesized relations: organizational capabilities, namely learning organizational capabilities and IT capabilities have significant impact on e-business implementation success. However, no statistical support was found for the significant impact of the knowledge management capabilities on e-business successful implementation. This study implies that the policy-makers should focus on formulating policies and targeting appropriate organizational capabilities to ensure effective e-business implementation, which will eventually yield positive results for the company as a whole. An organization needs a well-designed IT infrastructure to create and maintain the organizational knowledge deriving from organizational learning capabilities and enabling IT assimilation. In light of these results, the research presented many recommendations for future research and a set of limitations.

For many centuries, knowledge has been acting as the backbone of the progress of mankind but very recently it has been supplemented with the concept of management. Yet, the term knowledge management (KM) is being coined very recently and it has gained very huge popularity. Today, organizations have recognized the importance of knowledge management and are continuously working with it. The research paper is dedicated to different aspects of knowledge management and focuses on different views of the researchers on knowledge, knowledge management, KM processes, objectives, benefits, myths and errors.

This paper presents a survey on relationship between social capital and knowledge management for knowledge based organizations. This research is of descriptive-correlation one and the sample includes 100 faculty members of non-governmental institutes of Babol city. The instrument was questionnaire and the analysis performed using SPSS17 and Lisrel 8.8 software. Pearson correlation test, multiple regression analysis route analysis, and structural equations modeling were used as statistical tests. The research showed that social capital had direct and significant effect on knowledge management in 99% confidence interval. Among the dimensions of social capital, trust and social norms with knowledge application; trust with knowledge acquisition; trust and social norms with knowledge transfer; trust and networks association with knowledge creation; and trust, social norms and networks association with knowledge record had significant and positive effects in 95% confidence interval. Social capital was effective on knowledge management and knowledge based organizations could promote knowledge creation, acquisition, record, application and transfer process by improving social capitals.

This paper presents an exploratory factor analysis on knowledge management and organizational innovation items influencing on organizational strategy. The study designs a questionnaire in Likert scale and distributes it among 210 employees in an insurance firm named Dana located in Iran. Cronbach alpha has been well above 0.90, which confirms the validity of the overall survey. Using principle component analysis, the study extracts six critical success factors influencing on knowledge management including knowledge management processes, organizational culture, organizational structure, human resources, information technology, top management support and three factors of innovation including product innovation, process innovation, and organizational performance.