Knowledge Management Elements in the IRI’s Ministry of Defense

Document Type : Original Article

Authors

1 Graduated Doctor of Strategic Management at the National Defense University

2 Master of Strategic Management at Malek Ashtar University of Technology

Abstract

The defensive power of a society cant be Summarized in
its military power. The
Given the regional-global equations, the Islamic
Republic of Iran (IRI) is on the verge of enter into knowledge-based structure
in her development route, the necessity which has many times explicitly and
implicitly been stressed in the speeches of the supreme leader (ph), the
20-year Vision and other development plans. In the same vein, it is required that
the national scientific and socio-cultural frameworks equipped with
research-poeration platforms be taken into consideration. Accordingly, the
IRI's Minisrty of Defense (IRIMOD) as a knowledge-based organization is in need
to diverse methods and models for knowledge management in varied strategic
operational levels and in its subsets such as headquarter, organizations and
defense industries. Meanwhile, this paper, an apllied-developmental research,
mainly aims at developing a knowledge management model for the IRIMOD upon
case-based and mixed method (quality & quantity) with Thematic and Content
Analysis. Consequently, the outcome of the study suggests that the model for
knowledge management in the IRIMOD comprises five principal elements as:1)
strategic knowledge management infrastructure; 2) strategic knowledge
management processes; 3) strategic domians of knowledge; 4) creation of value
for beneficiaries; 5) creation of deterrence power and defensive competency

Keywords


Imam Khomeini, 2008, Sahifeh Nour, Volume II. Imam Khamenei; (2011); Enlightenment; Islamic Revolution Publishing House; Tehran. Imam Khamenei, statements of 1/1/1391 Hooman, Heidarali (2007), Knowledge of the scientific method in behavioral science, First edition, Tehran: Publication of the position
 
Bhatt , Ganesh; (2001); " knowledge Management in organizations: Examining the interaction Between Technologies , Techniques , and People " , " Journal of Knowledge Management " ,VoL.5 , No.1.PP .98 - 75
Davenport, T & Prusak, L; (1998); Working knowledge: How organizations manage what they know, 2nd ed., Harvard Business School Press, Cambridge, MA. P. 5
Davenport T., David W. De Long and Michael C. Beers; (1998);  “Successful Knowledge Management Projects”, Sloan Management Review , vol. 39, no. 2, pp.43-54
Nahapiet J., Ghoshal S.; (1998);  Social capital, intellectual capital, And the organizational advantage; Academy of Management Review, Vol. 23, No. 2; 242-266
Nunaka I.، and Takeuchi، H.; (1995); The Knowledge-Creation company; How Japanese Companies Create the Dynamics of Innovation. London: Oxford University Press، VIII pp.
Nonaka, I.; (1994); "A Dynamic Theory of Organizational Knowledge Creation “Organization Science, pp. 14-37.
Nonaka، I.، and Takeuchi، H.; (1995); The Knowledge-Creation company; How Japanese Companies Create the Dynamics of Innovation. London: Oxford University Press.
Smith, D.; (2006); Exploring innovation. London: McGraw-Hill Education.
Yang J.; (2009);  The impact of knowledge sharing on organizational learning and effectiveness; JOURNAL OF KNOWLEDGE MANAGEMENT; VOL.11, NO.2; 83-90
Zack, M. H.; (1999); Managing Codified Knowledge. Sloan Management Review.
Mohammad Reza Farzin, 2013, Mohammad Safari Kahrehb*, Mostafa Hesanc,Ali Khaloueid, A survey of Critical Success Factors for Strategic Knowledge Management implementation: applications for Service Sector, 2ndWorld Conference On Business, Economics And Management-WCBEM.
Carsten Held, A Strategic Knowledge Management Model for the Financial Services Industry, Australia,2010.
Salleh, K., Ahmad,S., and Ikhsan, S., (2008) Knowledge Management in a Malaysia Public Sector Accounting Organization: An integrated KM Framework. Proceeding of the 9th European Conference in Knowledge Management (ECKM 2008) in Southampton Solent University, UK, aci, 763-74
Davenport, T. H. and L. Prusak (1998). knowledge: How organizationsmanage what they know. Boston, Massachusetts, Harvard Business School Press
Nonaka and Takeuchi, 1995] Nonaka, I., Takeuchi, H.: “The Oxford University Press / New York
Yang J.; (2009);  The impact of knowledge sharing on organizational learning and effectiveness; JOURNAL OF KNOWLEDGE MANAGEMENT; VOL.11, NO.2; 83-90
Zack, M. H.; (1999); Managing Codified Knowledge. Sloan Kettunen, J. and Kantola, I., (2005), Management information system based on the balanced scorecard, Campus Wide Information Systems
Kaplan, R. And Norton, D. (2008). Mastering the Management System. Harvard Business Review.www.hbrreprints.org Jones,P.H,(2000), ” Knowledge strategy: Aligning knowledge programs to business strategy”, Knowledge