The aim of this study is to investigate the relationship between critical success factors of knowledge management and organizational learning and knowledge management strategies to improve learning in organizations. The proposed study investigates the effects of seven factors including information technology, human resources management, senior management support, knowledge-based strategies and policies, allocated rewards for employees, sharing and knowledge dividing and organizational culture on organizational learning. The proposed model of this paper has implemented regression technique and realized that strategy and human resource management played essential role on organizational learning. In addition, we have repeated the results using structural equation modeling and the results were similar with what we have found earlier using regression technique. In other words, in addition to two factors, human resource management as well as strategy, the study detected that information technology could also influence organizational learning.

This study investigates the relationship between organizational culture and productivity in one of Iranian Gas distribution companies. The proposed study designs a questionnaire and distributes it among 78 out of 120 managers who worked for this organization. The study uses correlation ratio to examine the relationship between different components of the survey. The results of our survey indicate that there were positive and meaningful relationship between organizational culture and productivity where Spearman and Pearson correlations between these two components were 0.637 and 0.635 with P & LT; 0.01. In addition, the study has found some positive and meaningful relationship between different components of organizational culture and productivity; namely creativity, accepting risk, support, integration, control, identification and reward policy and communication.

The purpose of this study is to develop a model to depict favorite organizational culture. The research population consists of all Mapna’s executive managers and the research sample includes 19 managers. In order to depict favorite organizational culture, in the first step, three approaches are applied and then the results of these three approaches are compared. In the first approach, Cameron and Quinn (1999) framework [Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework. John Wiley & Sons] and success indexes are used to determine favorite organizational culture. In the second approach, benchmarking technique is applied by implementing the Denison organizational culture database. In the third approach, based on competitive value framework (CVF), a questionnaire is developed and distributed among managers and the result is applied to depict favorite organizational culture. In order to analyze data, descriptive statistics are applied and the results indicate that all of these three approaches maintain the same results. Regarding to these approaches, one or all of these approaches are applicable for depicting favorite culture. Finally, the rate of gap between status quo and favorite organizational culture can be assessed and we can develop and implement plans for improving organizational culture.

Investigating the behavior of members of an organization is a basic step in understanding the organization & apos; s culture. In fact, it is always necessary to consider organization culture when a new action is about to happen. In fact, by leveraging culture, it is getting easier to accomplish other tasks within organization. In this paper, we present an empirical investigation to find important factors influencing organizational culture in banking industry. The proposed study uses Denison’s standard questionnaire for diagnosing organizational culture. Cronbach alpha has been calculated as 0.927, which is well about the acceptable limit. The results indicate that dimensions of job involvement (2.961) and organizational mission (2.914) are in better position compared with dimensions of compatibility (2.724) and consistency (2.621). The study proposes a new comprehensive organizational framework, which helps building new strategies.

This paper presents an empirical investigation to find important factors influencing multi-dimensional organizational culture. The proposed study designs a questionnaire in Likert scale consists of 21 questions, distributes it among 300 people who worked for different business units and collects 283 filled ones. Cronbach alpha is calculated as 0.799. In addition, Kaiser-Meyer-Olkin Measure of Sampling Adequacy and Approx. Chi-Square are 0.821 and 1395.74, respectively. The study has implemented principal component analysis and the results have indicated that there were four factors influencing organizational culture including, diversity in culture, connection based culture, integrated culture and structure of culture. In terms of diversity in culture, sensitivity to quality data and cultural flexibility are the most influential sub-factors while connection based marketing and relational satisfaction are two important sub-factors associated with diversity in culture. The study discusses other issues.

During the past two decades, there has been a growing trend on knowledge-based organizations. Innovation, on the other hand, plays essential role on building competitive business units. In this paper, we present an exploratory study to identify critical factors of innovation culture in organizations. We detect important factors influencing innovation culture in construction industry based on the implementation of factor analysis. The proposed study designs a questionnaire and distributes it among 400 experts who are involved in construction industry. Cronbach alpha has been calculated as 0.779, which validates the overall questionnaire. The results of factor analysis have indicated that six factors of building cultural infrastructures, education, organizational vision, established culture, strategic culture and flexible culture are the most important items influencing innovation culture.

This paper presents a study to investigate the relationship between organizational culture and communication apprehension among some employees who worked for Iran broadcasting channel. The study has adopted two well-known questionnaires developed by Hofstede (1984) [Hofstede, G. (1984). Culture & apos; s Consequences: International Differences in Work-Related Values (2nd ed.). Beverly Hills CA: SAGE Publications. ISBN 0-8039-1444-X] for organizational culture and McCroskey et al. (1985) [McCroskey, J. C., Beatty, M. J., Kearney, P., & Plax, T. G. (1985). The content validity of the PRCA?24 as a measure of communication apprehension across communication contexts. Communication Quarterly, 33(3), 165-173.] for communication apprehension (CA). We have used Chi-Square test to verify different hypotheses of the survey and the results of the survey have indicated that while there was no relationship between CA and three components including cultures of masculinity, individualistic culture and ambiguity aversion, there was a significance relationship between CA and power distance. The results of our survey indicate that as the power distance increases we may expect a higher level on CA.

Knowledge plays an essential role on creating value added business units in today’s competitive environment. In this paper, we perform a study to investigate the relationship between knowledge management and organization culture in an Iranian PVC industry. The proposed study selects a sample of 65 people and distributes a questionnaire among them. The study investigates the relationship between knowledge management and four organizational cultures’ components including mission, consistency, involvement and adaptability. Using Denison model and implementation of Pearson correlation ratio as well as stepwise regression techniques, we analyze four hypotheses of the survey. The results of the study confirm that there are strong relationships between knowledge management from one side and mission, consistency, involvement and adaptability.

Culture is the soul of an organization, which can cause advance or retrogress of the organization. This paper investigates the role of organizational culture on improvement and effectiveness of organizations. We identify and recognize the role of important components of organizational culture in effectiveness of professional ethics within organizations. The results show that there was a meaningful relationship between organizational interest and commitment, enhancement of stability and compatibility, teamwork moral, giving identity to the staff and the quality of professional ethics. The results obtained from the data analysis also indicate that organizational culture deeply affects the employees & apos; behavior of an organization.

During the past few years, there have been tremendous efforts on leadership style and various aspects of different leadership style. Some firms can achieve effective business performance by developing strong organizational culture and effective leadership while many studies indicate that firms can achieve effective business performance by developing strong organizational culture and effective leadership. This paper reviews recent advances on leadership style and various aspects of organizational cultures completed during the past few years. The paper concentrates on recently published articles appeared in the world.