تبيين زيرساخت هاي مديريت دانش با استفاده از مدل هاي فرهنگ و رهبري سازماني

The Explanation ofknowledge management infrastructures using leadership and organizational culture models

The ever increasing importance of knowledge capitals and their conversion to a resource of organizationʹs competitive advantage highlights the need for further study on effective factors in knowledge management processes. In the present age of ideas with the specification of uncertainty, knowledge management counts for an effective tool in the application of human capital and accountability to strategic uncertainties. In this direction, effective knowledge management initiatives need a culture that values sharing knowledge among individuals as well as the creation and application of it. On the other hand, much of the literature emphasizes the fundamental role of managers and leaders in shaping an appropriate culture that facilitates knowledge management processes. Hence, in this article, the value perspective (Denison and Quinn) and the behavioral perspective of organizational culture, and transformational, transactional and laissez- faire leadership styles also their role in developing four key knowledge management activities (creation, storage, transfer and application) will be analyzed. As part ofthis analysis, a set of hypothesizes will be provided in order to explain the organizational culture fostering each of knowledge management processes also the compatible leadership style for developing and shaping the underlying culture. Finally the article concludes by considering fruitful areas for further research.