A Markov-based assessment of Knowledge Management Models at Universities

Document Type : Research Paper

Authors

1 Department of Information Technology Management, Faculty of Management and Accounting, Shahid Beheshti University, Tehran, Iran

2 Department of Industrial Engineering, College of Engineering, University of Tehran, Tehran, Iran

3 Department of Industrial Management, Faculty of Economics, Management, and Administrative Sciences, Semnan University, Semnan, Iran

Abstract

Purpose: There is a growing interest in knowledge management (KM) within academia and universities. Despite the high level of understanding and appreciation for Knowledge Management Models (KMMs) and their relevance to knowledge at universities, the role of KM models and approaches is rarely investigated. This study examines and ranks factors associated with KMM at universities in Tehran, Iran. Methodology: This study employs a mixed method approach, combining qualitative techniques (a three-phase Delphi method) and quantitative methods (Best-Worst method [BWM] and MARKOV). MARKOV is applied here as an integrated Machine Learning-Markov approach to enhance the performance of KM implementation at universities. The relevant factors are processed through a Markov-based model, enabling the identification of future KMM factors. BWM is utilized to determine first-stage weights, and the Markovian weighted average of KMM factors is considered the optimal result. A questionnaire with open-ended questions is employed to collect accurate data, with thirty experts selected to participate in the survey. Findings: Nine factors were extracted from the literature review and Delphi method. The Markov model is employed to trace the priorities of KMM factors, serving as a predictive tool for modeling KM factors. The final weights of the factors are closely ranked as follows: (1) Information Technology; (2) applying knowledge; (3) structure; (4) Measuring knowledge; (5) culture; (6) Sharing knowledge; (7) leadership style; (8) Maintaining knowledge; and (9) Collecting knowledge. Originality: To the best of the authors' knowledge, this is the first assessment and prediction of KMM factor usage at universities in Iran, an important country in the Middle East. The authors introduce new and customized factors for KMM. Predicting behaviors over time assists managers and university decision-makers in recognizing the fundamental dimensions of KM success. This study contributes by identifying and predicting the behaviors of KM context factors at universities in Iran.

Keywords

Main Subjects

References

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Appendix
Questionnaire
I am Ph.D. student in Shahid Beheshti University working on “KNOWLEDGE MANAGEMENT Models” at universities. I request you to please answer the open-ended questions.
In this study, we aim to collect, make, and combine a comprehensive and systematic review of KM and KMMs at universities. We attempt to confirm the important factors in the KMMs used at universities in Iran.
Introduction: researches indicate that knowledge Management and it's fundamental factors significantly impact a university’s academic research effectiveness.  This project is to find the KM Factors and KM models at universities in Tehran, Iran.
Initially, 33 factors were identified via literature review, and table below demonstrates these 33 factors along with their references.
 
References
Factor
No.
(Smith, 2001), (Miltiadis et al, 2003)
Collecting knowledge
1
(Castro et al, 2011), (Bigliardi et al, 2014) (Kianto et al, 2016), (Yusr et al, 2017)
Capturing knowledge
2
(Smith, 2001), (Bigliardi et al, 2014)
Organizing knowledge
3
(Smith, 2001), (Bigliardi et al, 2014)
Distributing knowledge
4
(Smith, 2001), (Miltiadis et al, 2003), (Du Plessis, 2007), (Wigg 1993), (Garcia-fernandez, 2015), (Obeidat et al, 2016), (Yusr et al, 2017), (Islam et al, 2013), (Ahmadi et al, 2019)
Applying knowledge
5
(Smith, 2001), (Bigliardi et al, 2014), (Kianto et al, 2016)
Maintaining knowledge
6
(Smith, 2001)
Accumulating knowledge
7
(Smith, 2001), (Lee et al, 2010), (Kianto et al, 2016)
Motivating employees
8
(Bigliardi et al, 2014)
Searching knowledge
90
(Miltiadis et al, 2003), (Bigliardi et al, 2014),
Transferring knowledge
10
(Lee et al, 2001), (Rivera, 2016)
Information technology
11
(Lee et al, 2001), (Do et al, 2018, 2020)
Strategy
12
(Lee et al, 2001), (Rivera, 2016), (Naser et al, 2016)
Leadership style
13
(Wigg, 1993), (Huang et al, 2009)
Providing knowledge
14
(Wigg, 1993), (Huang et al, 2009)
Synthesize knowledge
15
(Du Plessis, 2007), (Huang et al, 2009), (Nonaka& Takeuchi, 1995), (Wigg 1993),
Transform knowledge
16
(Wee &chua, 2013), (Garcia-fernandez, 2015)
Reusing knowledge
17
(Bigliardi et al, 2014)
Offering feedback
18
(Bigliardi et al, 2014)
Acquire knowledge
19
(Kianto et al, 2016)
Encrypt knowledge
20
(Garcia-fernandez, 2015)
Making knowledge tangible
21
(Garcia-fernandez, 2015), (Masadeh et al, 2017)
Enhancing knowledge intensity
22
(Wee &chua, 2013)
Building knowledge infrastructure
23
(Lee et al, 20), (Rivera, 2016), (Naser et al, 2016)
Culture
24
(Kianto et al, 2016), (Rivera, 2016)
Structure
25
(Wee &chua, 2013), (Rivera, 2016)
Human resources
26
(Wee &chua, 2013), (Rivera, 2016)
Knowledge measurement
27
(Wee &chua, 2013)
Knowledge processes
28
(Garcia-fernandez, 2015), (Rivera, 2016), (Naser et al, 2016)
Processes
29
(Garcia-fernandez, 2015)
Knowledge assessment
30
(Smith, 2001), (Castro et al, 2011), (Wee &chua, 2013)
(Bigliardi et al, 2014), (Garcia-fernandez, 2015), (Kianto et al, 2016), (Obeidat et al, 2016)
Sharing knowledge
31
(Smith, 2001), (Miltiadis et al, 2003)
Protecting knowledge
32
(Lee et al, 20), (Du Plessis, 2007), (Wigg 1993), (Castro et al, 2011), (Wee &chua, 2013), (Bigliardi et al, 2014), (Kianto et al, 2016), (Ahmadi et al, 2019)
Creating knowledge
33
 
Please, merge and shortlist the features based on the characteristics of Iranian universities, applicability, operationality and in accordance with the culture of Iranian universities.
Draw a circle around the desired factors and if you need to merge several items or suggest a new name, write it down in the section below.
If you have other factors than the ones suggested above, please let us know in the section below.
Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies)
Volume 16, Issue 3
July 2023
Pages 593-612

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