Dariush Mehrzadian; Hamid Reza Yazdani; Meysam Shahbazi; Hasan Zarei Matin
Abstract
This study aimed to design a comprehensive model for intelligent organizational knowledge mapping with a hyper-hybrid approach based on meta-ethnography. In this article, various sources and theories about the knowledge map have been examined and analyzed using the meta-combined and meta-ethnography ...
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This study aimed to design a comprehensive model for intelligent organizational knowledge mapping with a hyper-hybrid approach based on meta-ethnography. In this article, various sources and theories about the knowledge map have been examined and analyzed using the meta-combined and meta-ethnography methods. Using the results of the work, a comprehensive model of knowledge map has been developed. Based on the qualitative approach in this research, the meta-hybrid method based on meta-ethnography has been used. The tool used has been articles related to mapping knowledge for smart organizations. A total of 34 pieces of research were found with the keywords related to designing and developing the knowledge map in the title field. Finally, after 4 stages of refinement, out of 34 studies, 8 were excluded and 26 studies were selected for data analysis. In this article, by examining and analyzing various patterns of knowledge map development, finally, an 11-step model was developed. The proposed model of eleven basic steps, respectively, includes: determining the knowledge objectives of these centers by developing knowledge maps and identifying users of knowledge maps, identifying definitions and terminology of knowledge centers, identifying the basic processes of these centers, and drawing and analyzing its process maps, Knowledge extraction from the activities in the processes of smart organizations according to the process map, creating a profile for the extracted knowledge, creating knowledge connections and relationships and integrating these connections into an illustrated interface, and finally validating the developed knowledge map.
Fazel Zamani; Mashallah Valikhani; Alireza Shirvani
Abstract
Purpose: The purpose of this study is to improve the organizational adequacy model for the digital maturity of Iranian offices with a data-based approach.Methodology: This research was conducted with a qualitative-inductive approach and the Strauss-Corbin contextual theory method. The research tool (data ...
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Purpose: The purpose of this study is to improve the organizational adequacy model for the digital maturity of Iranian offices with a data-based approach.Methodology: This research was conducted with a qualitative-inductive approach and the Strauss-Corbin contextual theory method. The research tool (data collection) was a semi-structured interview, which means that by analyzing qualitative data, it identifies the unknown aspects of the research variables. Using the grounded theory method, the data obtained from interviews with 10 elites and qualified specialists of the Telecommunication Organization were analyzed in three stages of open, axial and selective coding.Results: 14 general categories were presented in the form of a paradigm model that these factors include causal conditions (law and regulations, organizational culture, organizational structure, need for organizational adequacy, customer relationship management) central phenomenon (promotion of organizational adequacy in the Iranian administrative system), underlying conditions (Organizational development method), intervening conditions (effectiveness of human resources, organizational principles, and criteria, organizational adequacy thinking) and strategies (growth and development of administrative culture, development of basic criteria of organizational adequacy, organizational excellence strategy) and consequences (achievement of organizational goals, achievement of master goals Reference).Conclusion: Human resources are most valuable factor of production and most important capital and main source of competitive advantage and the creation of basic capabilities and real estate wealth in the areas of talent recognition, monitoring of any organization is considered, so performance capital It is necessary to improve it. Telecommunication organization with knowledge developments can continuously improve organizational adequacy to achieve digital maturity.
