مدیریت ارتباطات در رسانه های ورزشی

با همکاری مشترک دانشگاه پیام نور و انجمن علمی مدیریت ورزشی ایران

شماره جاری

بر اساس شماره‌های نشریه

بر اساس نویسندگان

بر اساس موضوعات

نمایه نویسندگان

نمایه کلیدواژه ها

درباره نشریه

اهداف و چشم انداز

اعضای هیات تحریریه

اصول اخلاقی انتشار مقاله

بانک ها و نمایه نامه ها

پیوندهای مفید

پرسش‌های متداول

فرایند پذیرش مقالات

اطلاعات آماری نشریه

اخبار و اعلانات

نقش فرآیندهای مدیریت دانش نوین در راهبرد مزیت رقابتی پایدار (مورد مطالعه، کارکنان رسانه‌های ورزشی در استان اصفهان)

نوع مقاله : مقاله پژوهشی

نویسندگان

1 دانشجوی دکترای مدیریت منابع انسانی، دانشگاه سیستان و بلوچستان،زاهدان، ایران

2 دانشیار گروه مدیریت دولتی، دانشگاه سیستان و بلوچستان، زاهدان، ایران.

3 استاد گروه مدیریت دولتی، دانشگاه سیستان وبلوچستان، زاهدان، ایران.

چکیده

هدف از انجام این پژوهش بررسی نقش فرایندهای مدیریت دانش نوین در راهبرد مزیت رقابتی پایدار در بین کارکنان رسانه‌های ورزشی در استان اصفهان است. برای بررسی این مهم یک فرضیه اصلی و شش فرضیه جزئی شکل‌گرفته است که فرضیه اصلی به بررسی نقش فرایندهای مدیریت دانش نوین در مزیت رقابتی پایدار می‌پردازد؛ و فرضیات جزئی به نقش ابعاد فرایندهای مدیریت دانش نوین (شناسایی دانش- اهداف دانش شناختی- تولید دانش- ذخیره‌سازی دانش- اشتراک دانش- کاربرد دانش) در مزیت رقابتی پایدار می‌پردازد. تمامی فرضیات تائید شدند و میزان آن‌ها برای فرضیه اصلی و فرضیات فرعی به ترتیب برابر با 0.34 و 0.38، 0.41، 0.41، 0.38، 0.33، 0.40 است. پژوهش حاضر ازنظر هدف، از نوع کاربردی و برحسب نحوۀ گردآوری داده‌ها از نوع توصیفی- پیمایشی است. جامعۀ آماری این پژوهش کارکنان رسانه‌های ورزشی در استان اصفهان که حجم جامعه 580 نفر است. روش نمونه‌گیری تصادفی ساده است. حجم نمونه بر اساس جدول مورگان برابر با 231 نفر است. با افزایش یک واحدی در فرایندهای مدیریت دانش، مزیت رقابتی پایدار به میزان 0.34 واحد افزایش می‌یابد. اگر در سازمان نیاز به دانش احساس شود و متناسب با نیازهای جامعه و صنعت، دانش مورد نیاز شناسایی شود و در این زمینه هدفگیری شود و متناسب با آن استراتژی مناسب اتخاذ شود و دانش موردنیازتولید شود، سپس این دانش در حافظه سازمانی ذخیره شود و در معرض نیازمندان به آن دانش قرار گیرد و در نظر و عمل به کار بسته شود، اینگونه میتوان سازمان رسانه ای پیشرو داشت که در عرضه رقابت با سایر سازمان رسان های کشور دارای مزیت رقابتی باشد. هر سازمان متناسب با قرارگیریخود در بخش بومی باید بر روی سایر قسمتهای علمی،بر روی دانش بومی و منطقه ای خود تمرکز داشته باشد. دانش و استفاده مؤثر از آن و کسب سریع و استفاده از دانش جدید، تنها منبع منافع رقابتی پایدار است.

کلیدواژه‌ها

عنوان مقاله [English]

The Role of Modern Knowledge Management Processes in the Strategy of Sustainable Competitive Advantage (Case Study: Sports Media Staff of Isfahan Province)

نویسندگان [English]

  • Ehsan Namdar Joyami 1
  • Seyed Aligholi Rowshan 2
  • Noor Mohammad Yaghoubi 3

1 Ph. D. Student in Human Resources, Department of Public Administration, Sistan and Baluchestan University, Zahedan, Iran.

2 Associate Professor, Department of Public Administration, Sistan and Baluchestan University, Zahedan, Iran.

3 Professor, Department of Public Administration, Sistan and Baluchestan University, Zahedan, Iran.

چکیده [English]

The purpose of this research is to investigate the role of modern knowledge management processes in the strategy of sustainable competitive advantage among sports media staffs in Isfahan province. To investigate this, a major hypothesis and six partial hypotheses have been developed. The main hypothesis deals with the role of modern knowledge management processes in sustaining competitive advantage; and partial assumptions about the role of the dimensions of modern knowledge management processes (knowledge identification - the goals of cognitive science-knowledge production- Knowledge storage - Knowledge sharing - Knowledge use) in a sustainable competitive advantage. All assumptions were confirmed and their rates for the main hypothesis and sub-hypotheses are 0.34 and 0.38, 0.41, 0.41, 0.38, 0.33, 0.40 respectively. The present study is a descriptive-survey based on the purpose of data collection. The statistical population of this research is the sports media staff in Isfahan province with a population of 580 people. The sampling method is simple random. The sample size is 231 according to Morgan's table. By increasing one unit in knowledge management processes, the sustained competitive advantage will increase 0.34 units. If the organization needs to be knowledgeable and appropriate to the needs of the community and industry, identify the knowledge needed and target it, and adapt to that appropriate strategy and produce the required knowledge, then this knowledge will be stored in the enterprise memory and be exposed to those who need that knowledge and practice, and this can be the leading media organization that has a competitive edge in offering competition with other media organizations in the country. Each organization, according to its location in the local sector, should focus on other areas of science on its indigenous and regional knowledge. Knowledge and effective use of it and quick acquisition and use of new knowledge are the only sources of sustainable competitive advantage.

کلیدواژه‌ها [English]

  • Modern Knowledge Management Process
  • Sustainable Competitive Advantage
  • Leading Organization
  • Sports Media Staff
مراجع
  1.  Alavi, M. & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25 (1), 107–136. (Persian)
  2. Arouet, F. M. (2009).Competitive advantage and the new higher education regime. Especial education superior. 10.Especial education superior. 12–35.
  3. Asadi, A. & Rezaei Sufi, M. (2015).The role of advertising in the mass media on the purchase of sporting goods affecting weight loss: the point of view of physical education and non physical education girlsstudents. Journal of communicationmanagement in sports media. 2 (7), 49-54.(Persian)
  4. Azadi, R; Yousefi, B., & Eidy, H. (2014)."The role of media advertising to promotebrand equity in the sports apparel industry".Journal of Communication Management insports media. 2, (6), 66-75. (Persian)
  5. Barney, J. (1991). Firm resources andsustained competitive advantage. Journalof Management, 17 (1), 99–120.
  6. Barney, J., & Clark, D. (2007).Resource-based theory: Creating andsustaining competitive advantage (1st ed.).New York: OUP Oxford.
  7. Battisti, M., & Deakins, D. (2017). Therelationship between dynamic capabilities,the firm's resource base and performancein a post-disaster environment.International Small Business Journal, 35(1), 78–98.
  8. Bolisani, E., & Bratianu, C. (2017).Knowledge strategy planning: Anintegrated approach to manage uncertainty,turbulence, and dynamics. Journal of Knowledge Management, 21 (2), 233–253.
  9. Bontis, N., & Serenko, A. (2009). Acausal model of human capital antecedentsand consequents in the financial servicesindustry. Journal of Intellectual Capital, 10(1), 53–69.
  10. Braganza, A., Brooks, L., Nepelski, D.,Ali, M., & Moro, R. (2017). Resourcemanagement in big data initiatives:Processes and dynamic capabilities.Journal of Business Research, 70, 328–337.
  11. Chua, A. (2004). Knowledgemanagement system architecture: A bridgebetween KM consultants andtechnologists. International Journal ofInformation Management, 24 (1), 87–98.
  12. Coakes, E. (2003). Knowledgemanagement: Current issues and challenges. London: Idea Group Inc (IGI),IRM Press.
  13. Daud, S., Fadzilah, W., & Yusoff, W.(2010). Knowledge management and firmperformance in SMEs: The role of socialcapital as a mediating variable. AsianAcademy of Management Journal, 15 (2),135–155.
  14. Davenport, T. H., & Prusak, L. (1998).Working knowledge: How organizationsmanage what they know. Cambridge: MA:Harvard Business School Press.
  15. El Shafeey, T., & Trott, P. (2014).Resource-based competition: Threeschools of thought and thirteen criticisms.European Business Review, 26 (2), 122–148.
  16. Ferreira, J., & Fernandes, C. (2017).Resources and capabilities' effects on firmperformance: What are they? Journal ofKnowledge Management, 21 (5), 1202–1217.
  17. Gandhi, S. (2004). Knowledgemanagement and reference services. TheJournal of Academic Librarianship, 30 (5),368–381.
  18. Hafeez, K., Zhang, Y., & Malak, N.(2002). Core competence for sustainablecompetitive advantage: A structuredmethodology for identifying corecompetence. Engineering Management, 49(1), 28–35.
  19. Halawi, L. A., Aronson, J. E., &McCarthy, R. V. (2005). Resource-basedview of knowledge management forcompetitive advantage. Journal ofKnowledge Management, 3 (2), 75–86.
  20. Hitt, M. A., Haynes, K. T., & Serpa, O.(2010). Strategic leadership for the 21stcentury. Business Horizons, 53 (5), 437–444.
  21. Holsapple, C., & Singh, M. (2001). Theknowledge chain model: Activities forcompetitiveness. Expert Systems withApplications, 20 (1), 77–98.
  22. Holste, J., & Fields, D. (2010). Trustand tacit knowledge sharing and use.Journal of Knowledge Management, 14(1), 128–140.
  23. Hong, H., Kim, J., Kim, T., & Leem, B.(2008). The effect of knowledge on systemintegration project performance. IndustrialManagement & Data Systems, 108 (3),385–404.
  24. Kaba, A., & Ramaiah, C. K. (2017).Demographic differences in usingknowledge creation tools among facultymembers. Journal of KnowledgeManagement, 21 (4), 857–871.
  25. Karadsheh, L., Mansour, E., Alhawari,S., Azar, G., & Naser, E.-B. (2009). Atheoretical framework for knowledgemanagement process: Towards improvingknowledge performance. KnowledgeManagement, 7, 67–79.
  26. Lee, C., & Lu, H. (2010). A process-based knowledge management system forschools: A case study in Taiwan. TheTurkish Online Journal of EducationalTechnology, 9 (4), 10–21.
  27. Leibold, M., Probst, G. J. B., &Gibbert, M. (2007). Strategic managementin the knowledge economy: Newapproaches and business applications (2nded.). Germany:
  28. John Wiley & Sons.Leitch, B. J. M., & Rosen, P. W.(2001). Knowledge management, CKO,and CKM: The keys to competitiveadvantage. The Manchester Review, 6 (2& 3), 9–13.
  29. Ljungquist, U. (2008). Specification ofcore competence and associatedcomponents: A proposed model and a caseillustration. European Business Review, 20(1), 73–90.
  30. Lucas, L. M., & Ogilvie, D. (2006).Things are not always what they seem:How reputations, culture, and incentivesinfluence knowledge transfer. TheLearning Organization, 13 (1), 7–24.
  31. Mahdi, O. R., & Almsafir, M. K.(2014). The role of strategic leadership inbuilding sustainable competitive advantagein the academic environment. Procedia -Social and Behavioral Sciences, 129, 289–296.
  32. Mertins, K., Heisig, P., & Vorbeck, J.(2001). Knowledge management best practice in Europe (1st ed.). Berlin:Springer.
  33. Nonaka, I. (2007). The knowledge-creating company. Harvard BusinessReview, 26 (August), 598–600.
  34. Okunoye, A., & Bertaux, N. (2008).Addressing contextual issues in knowledgemanagement: A guiding framework. In I.M. Jennex (Ed.). Current issues inknowledge management, 12–33.
  35. Ong, J. W., & Ismail, H. B. (2008).Sustainable competitive advantage throughinformation technology competence:Resource-based view on small andmedium enterprises. Communications ofthe International Business InformationManagement Association IBIMA. 1.Communications of the InternationalBusiness Information ManagementAssociation IBIMA, 62–70.
  36. Porter, M. (1985). Competitiveadvantage: Creating and sustainingsuperior performance with a newintroduction. New York: Free Press.
  37. Porter, M. (1996). What is strategy?(Published November)74 (6), 61–78.
  38. Porter, M., & Kramer, M. R. (2006).Strategy and society the link betweencompetitive advantage and corporate socialresponsibility. Harvard Business Review,84 (12), 78–92.
  39. Porter, M., & Millar, V. (1985). Howinformation gives you competitiveadvantage. Harvard Business Review, 73(4 July–August), 149–160.
  40. Raduan, C., Jegak, U., Haslinda, A., &Alimin, I. (2009). A conceptual frameworkof the relationship between organizationalresources, capabilities, systems,competitive advantage and performance.Research Journal of International Studies,12 (12), 45–58.
  41. Rumelt, R. (2003). Towards a strategictheory of the firm. In N. J. Foss (Ed.).Resources, firms, and strategies: A readerin the resource-based perspective (pp.556–570). Englewood Cliffs: NJ: Prentice-Hall.
  42. Sandhawalia, B. S., & Dalcher, D. (2011).Developing knowledge managementcapabilities: A structured approach. Journal ofKnowledge Management, 15 (2), 313–328.
  43. Schiuma, G., Carlucci, D., & Lerro, A.(2012). Managing knowledge processesfor value creation. VINE Journal ofInformation and Knowledge ManagementSystems. 42 (1), 4–14.
  44. Sharma, N., & Goswami, S. (2009).The nuances of knowledge creation anddevelopment in Indian pharmaceuticalindustry. Journal of KnowledgeManagement, 13 (5), 319–330.
  45. Shin, M. (2004). A framework forevaluating economics of knowledgemanagement systems. InformationManagement, 42 (1), 179–196.
  46. Small, C. T., & Sage, A. P. (2006).Knowledge management and knowledgesharing: A review. KnowledgeManagement, 5, 153–169.
  47. Spender, J. C., & Grant, R. M. (1996).Knowledge and the firm, overview.Strategic Management Journal, 17 (WinterSpecial Issue), 5–9.
  48. Stewart, T. A. (1997). Intellectualcapital: The new wealth of organization(1st ed.). New York: Crown PublishingGroup.
  49. Sun, Z., & Hao, G. (2006). HSM: Ahierarchical spiral model for knowledgemanagement. The 2nd InternationalConference on Information Managementand Business 13–16 February (pp. 542–551). (Sydney Australia).
  50. Supyuenyong, V., Islam, N., &Kulkarni, U. (2009). Influence of SMEcharacteristics on knowledge managementprocesses: The case study of enterpriseresource planning service providers.Journal of Enterprise InformationManagement, 22 (1/2), 63–80.
  51. Taka, M. (2010). Paths of privatehigher education in Iraq for the next fiveyears (2010–2015). Journal of BaghdadCollege of Economic Sciences University,25, 1–15 technology. Organization Science, 3(3), 383–397.
  52. Teece, D. J., Pisano, G., & Shuen, A.(1997). Dynamic capabilities and strategicmanagement. Strategic ManagementJournal, 18 (7), 509–533.
  53. Wang, S., & Noe, R. A. (2010).Knowledge sharing: A review anddirections for future research. HumanResource Management Review, 20 (2),115–131.
  54. Wee, J. C. N., & Chua, A. Y. K.(2013). The peculiarities of knowledgemanagement processes in SMEs: The caseof Singapore. Journal of KnowledgeManagement, 17 (6), 958–972.
  55. Zack, M. H. (1999). Developing aknowledge strategy. CaliforniaManagement Review, 41 (3), 125–145
مدیریت ارتباطات در رسانه های ورزشی
دوره 7، شماره 4 - شماره پیاپی 28
تیر 1399
صفحه 79-98
فایل ها
سابقه مقاله
  • تاریخ دریافت: 16 آذر 1397
  • تاریخ بازنگری: 28 آذر 1397
  • تاریخ پذیرش: 07 دی 1397
هم رسانی
ارجاع به این مقاله
آمار