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The Social Sciences
Year: 2016  |  Volume: 11  |  Issue: 6  |  Page No.: 922 - 927

The Relationship Between Knowledge Management with Creativity and Innovation

Mehdi Shahraki and Abdolali Keshtegar    

Abstract: Knowledge management was raised as the most important principle in business success and competitive advantage for organizations. Today, >80% of the world’ major businesses clearly benefit from knowledge management. The aim of this study is to investigate the relationship between knowledge management process and performance of employees of Imam Khomeini Relief Committee (IKRC) Zahedan concerning creativity and innovation as mediator variables. Regarding the purpose, the research is applied and in terms of data collection, it is survey. The assessment tool of research variables is questionnaire that was distributed among 173 employees. In order to analyze information and evaluate the relationships between the variables of the research, structural equation-modeling approach and Amos 22 Software were used. The results showed that there is a significant relationship between knowledge management and employee performance. The results showed that there is a significant positive relationship between knowledge management and innovation. Knowledge management processes have a positive and significant relationship with the decision-making processes in the organization. Moreover, there is a significant relationship between creativity, innovation, decision-making process with employee performance. Finally, mediator variables (creativity, innovation and decision-making process) have a positive mediating role between independent and dependent variables. In examining the relationship between knowledge management and employees’ performance, it was shown that there is a positive relationship between five dimensions of knowledge management including absorbing, storing, organizing, distribution and deployment and performance of employees. However, no relationship was not found between knowledge and practice entrepreneurship.

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