This study investigates organizational structure, culture, and information technology as knowledge management (KM) infrastructural capabilities, and compares their significance and status quo in five medical research centers in Tehran, Iran. Objectives of this research were pursued by employing two statistical methods, regression analysis and Friedman test. Included in the study were 135 people (researchers and support staff) from five medical and healthcare research centers of Tehran. A survey questionnaire including 23 questions was utilized to examine organizational structure, culture and information technology indicators. And another 12 questions examined KM effectiveness. The Friedman test indicated that in terms of their status quo, the three studied KM enablers are at different conditions, with organizational culture having the best (mean rank=1.79) and IT the worst (mean rank=2.14) status. Moreover, it was revealed by regression analysis that organizational structure is believed to have the most significant impact (Beta= 0.397) on the effectiveness of knowledge management initiatives, while information technology gained the least perceived impact (Beta= 0.176).

Organizational culture plays an important role on increasing organization excellence and there are many evidences through different studies on this relationship. In this paper, we re-examine this relation between organizational culture and six other important factors including quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes and methods of assessment. The study was held among 70 employees of one of distance learning universities located in province of Esfahan, Iran. The study uses Pearson correlation ratio as well as linear regression technique to investigate the relationships. The results confirmed that there are positive and meaningful relationship between organizational culture and quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes but it does not find any meaningful relationship between organizational culture and methods of assessment.

The aim of this study is to study the relationship between organizational culture and organizational citizenship behavior (OCB) with employees’ empowerment. Empowering employee’s breeds success by providing a suitable framework to utilize the necessary skills in an attempt to realize organizational goals. In this paper, four dimensions of employees’ empowerment including meaningfulness, choice, competence and impact are investigated. We also identify four dimensions for organizational culture including adaptability, consistency, involvement and mission. The paper also specifies five basic dimensions of OCB, which consists of altruism, conscientiousness, sportsmanship, courtesy and civic virtue. These basic dimensions of both independent and dependent variables construct the research conceptual model and the required data is gathered from the Tehran Municipality. This proposed study considers 180 employees who participated in our survey. The investigation of the proposed model is also performed based on the Structural Equation Modeling (SEM).

This paper presents an empirical study to identify factors influenced on knowledge sharing of employees in organization. With wide literature review in knowledge management, we identify important factors in sharing knowledge including trust, culture, organizational structure, employee & apos; s attitude to share knowledge, and motivation method. The survey is based on a questionnaire consists of 25 items to measure the impact of important factors. Research population is selected from state and private bank & apos; s employees. The preliminary results show that only organizational structure has not significant impact on knowledge sharing.

There used to be an assumption that any conflict has negative and destructive influences and we must remove it from the system. However, recent studies indicate that conflict is the result of interaction with different people having various personalities, social and cultural behaviors and this is an unavoidable issue. The existence of conflict is not necessarily a bad thing; in fact, there are many evidences, which show that organizations with no conflict may fail. In other words, people who work for business units with no conflict are most likely so disparate that they cannot fit themselves to environmental conditions. In this paper, we discuss how to handle a conflict in any organization and lead the business units to organizations that are more productive.