Analysis of the process of establishing a knowledge management system in Tehran Municipality
Today, organizational knowledge is the most important asset of any organization that is openly or covertly available to human capital. Establishing knowledge management leads to organizational transformation and productivity increases dramatically. This issue is very important for municipalities, wh...
| Main Authors: | , |
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| Format: | Article |
| Language: | fas |
| Published: |
Allameh Tabataba'i University Press
2020-08-01
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| Series: | برنامهریزی توسعه شهری و منطقهای |
| Subjects: | |
| Online Access: | https://urdp.atu.ac.ir/article_13210_c260480ff6ed73a8966169d97a072a19.pdf |
| Summary: | Today, organizational knowledge is the most important asset of any organization that is openly or covertly available to human capital. Establishing knowledge management leads to organizational transformation and productivity increases dramatically. This issue is very important for municipalities, whose performance is directly related to increasing the welfare of citizens and the quality of urban life. This study tries to help the policymakers and implementers in the direction of knowledge management by analyzing the current situation of knowledge management and its establishment in Tehran Municipality. Along with this, 18 employees who are currently dealing with knowledge management in Tehran Municipality were interviewed semi-structured. The data were presented after implementation using the data theory strategy of the Analysis Foundation. The findings were presented within the framework of the Strauss and Corbin model. Findings indicate that despite the formation of the Knowledge Management Steering Committee in Tehran Municipality and the unified communication of regulations for the entire organization, lack of support from senior managers for the implementation of knowledge management, lack of macro-management in managers, high turnover rate, and the like, It has created challenges for the optimal deployment of knowledge management in this important organization with 65,000 manpower. In this regard, it is suggested that while confronting any kind of trial and error, the policy-making body be merged with the knowledge management implementation body in the municipality, and for some related organizational positions in different municipal units, the mission-related to knowledge management be defined. |
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| ISSN: | 2476-6402 2476-5864 |