تأثیر جانشین‌پروری بر انتقال دانش در آموزش عالی با نقش میانجی رهبری تحول‌آفرین (مورد مطالعه: دانشگاه خوارزمی)
محورهای موضوعی :
1 - دانشگاه خوارزمي
کلید واژه: آموزش عالی, انتقال دانش, رهبری تحول¬, آفرین, جانشین¬, پروری, مدیران دانشگاهی,
چکیده مقاله :
هدف پژوهش حاضر بررسی تأثیر جانشین پروری بر انتقال دانش در آموزش عالی با نقش میانجی رهبری تحول آفرین بود. روش پژوهش توصیفی از نوع همبستگی بود. جامعه آماری این پژوهش شامل همه مدیران (تعداد 200 نفر) دانشگاه خوارزمی بود که با استفاده از روش نمونه گیری در دسترس تعداد ۱۲۰ نفر به عنوان نمونه پژوهش انتخاب شدند. برای گردآوری داده های پژوهش از سه ابزار پرسشنامه جانشین پروری(کیم، 2006)، رهبری تحول آفرین باس و اولیو (2004) و انتقال دانش نوناکا و تاکینچی(1995) استفاده شد. تجزیه و تحلیل داده ها با روش مدل یابی معادلات ساختاری در نرم افزارهای AMOS و Spss22 انجام شد. نتایج مدل یابی معادلات ساختاری نشان داد که مدل مفهومی پژوهش با داده های تجربی برازش مطلوبی دارد و رهبری تحول آفرین نقش میانجی در رابطه بین جانشین-پروری و انتقال دانش دارد. بر این اساس رابطه متغیر جانشین پروری با انتقال دانش از طریق رهبری تحول آفرین در قالب تحلیل مسیر مورد تأیید قرار گرفت. بدین شرح که متغیر رهبری تحول آفرین نقش تسهیل کننده را در رابطه بین جانشین پروری با انتقال دانش در مدیران نشان داد. همچنین متغیر پیش بین جانشین پروری اثر مستقیم و مثبت بر انتقال دانش داشت. بر اساس نتایج پژوهش می توان نتیجه گرفت که مدیران دانشگاه ها با استقرار نظام جانشین پروری و اجرای رهبری تحول آفرین در دانشگاه ها و موسسات آموزش عالی می توانند بستر مناسبی را برای نهادینه سازی انتقال دانش در درون و بیرون دانشگاه فراهم نمایند. مدیران دانشگاهی در فضای رقابتی کنونی با پرورش مدیران با دانش، اهداف متعالی و رسالت های دانشگاه را تحقق بخشیده و از این طریق رشد، توسعه و مزیت رقابتی دانشگاه را تضمین خواهند نمود.
The aim of the present study was to investigate the effect of succession planning on the knowledge transfer in higher education with the mediating role of transformational leadership. The research method was descriptive correlational. The statistical population of this study included all administrators (200 people) of Kharazmi University were selected by convenience sampling method. For data collection were used the three Questionnaire of succession planning (Kim, 2006), Bass & Avolio (2004) transformational leadership, and knowledge transfer (Nonaka & Takeuchi, 1995). Data analysis was done by using structural equation modeling in AMOS And Spss-22 software. The results of structural equation modeling showed that the conceptual model of research with experimental data fits well and transformational leadership plays the role of a complete mediator in the relationship between succession planning and knowledge transfer. Accordingly, the variable relationship between succession planning and knowledge transfer through transformational leadership was confirmed in the form of path analysis. Thus, the variable of transformational leadership showed a facilitating role in the relationship between and succession planning and knowledge transfer. Also, the leading variable of succession planning had a direct and positive effect on the knowledge transfer. Based on the results of the research, it can be concluded that university administrators can provide a good platform By establishing a succession planning system in universities and higher education institutions, for institutionalizing knowledge transfer inside and outside the university. In the current competitive environment, university administrators will achieve the lofty goals and missions of the university by cultivating knowledgeable managers, and thus ensure the growth, development and competitive advantage of the university
1. Millar CC, Chen S, Waller L. Leadership, knowledge and people in knowledge-intensive organisations: implications for HRM theory and practice.2017.
2. Tiwari SR. Knowledge integration in government–industry project network. Knowledge and Process Management. 2015; 22(1):11-21.
3. Chinonye W. Talent Management and Succession planning: A Conceptual Assessment of Rivers State Owned Tertiary Institutions in Port Harcourt. London Journal of Research in Managment and Business. 2020; 19(1): 25-30.
4. Muñoz-Pascual L, Galende J, Curado C. Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach. Sustainability. 2019; 12(1):1-24.
5. Massingham PR. Measuring the impact of knowledge loss: a longitudinal study. Journal of Knowledge Management. 2018; 6(2):156-162.
6. Schmitz A, Teza P, Dandolini GA, de Souza JA. Universities as knowledge intensive business services–a systematic literature review and a case study of a research group. International Journal of Engineering and Innovative Technology. 2014; 3(7):40-7.
7. Mueller J. A specific knowledge culture: Cultural antecedents for knowledge sharing between project teams. European Management Journal. 2014; 32(2):190-202.
8. Kim TT, Lee G, Paek S, Lee S. Social capital, knowledge sharing and organizational performance. International Journal of Contemporary Hospitality Management. 2013.
9. Howell KE, Annansingh F. Knowledge generation and sharing in UK universities: A tale of two cultures?. International Journal of Information Management. 2013; 33(1):32-9.
10. Kidwell JJ, Vander Linde K, Johnson SL. Applying corporate knowledge management practices in higher education. Educause quarterly. 2000; 23(4):28-33.
11. Perkmann M, Tartari V, McKelvey M, Autio E, Broström A, D’Este P, Fini R, Geuna A, Grimaldi R, Hughes A, Krabel S. Academic engagement and commercialisation: A review of the literature on university–industry relations. Research policy. 2013; 42(2):423-42.
12. Vick TE, Robertson M. A systematic literature review of UK university–industry collaboration for knowledge transfer: A future research agenda. Science and Public Policy. 2018; 45(4):579-90.
13. Ramjeawon PV, Rowley J. Knowledge management in higher education institutions in Mauritius. International Journal of Educational Management. 2018.
14. Brown N. The implementation of succession planning in DOR. Colorado: Colorado Department of Revenue. 2009.
15. Peters MA. Greening the knowledge economy: Ecosophy, ecology and economy. Economics, Management, and Financial Markets. 2011; 6(2):11-38.
16. Von Krogh G, Nonaka I, Rechsteiner L. Leadership in organizational knowledge creation: A review and framework. Journal of management studies. 2012 ; 49(1):240-77.
17. Martínez AB, Galván RS, Palacios TM. An empirical study about knowledge transfer, entrepreneurial orientation and performance in family firms. European Journal of International Management. 2016; 10(5):534-57.
18. Boyd B, Royer S, Pei R, Zhang X. Knowledge transfer in family business successions. Journal of Family Business Management. 2015; 5(1) : 17–37.
19. Nonaka I, Takeuchi H. The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press; 1995.
20. Polanyi M. The Tacit Dimension Doubleday and Co. Garden City, NY. 1966.
21. Kuciapski M. A model of mobile technologies acceptance for knowledge transfer by employees. Journal of Knowledge Management. 2017.
22. Bednarska M, Olszewski M. Students’ attitudes towards career in the tourism industry–implications for tacit knowledge management. Journal of Entrepreneurship Management and Innovation (JEMI). 2013; 9(1):119-34.
23. Klenke K. Knowledge Transfer through Leadership Succession in Intergenerational Family Firms. International Leadership Journal. 2018;10(1).
24. Sondari MC, Akbar RM. Operationalizing internal knowledge transfer factors: An application for small and medium enterprises (SMEs). Pertanika Journal of Social Sciences & Humanities. 2016;1:203-14.
25. Joe C, Yoong P, Patel K. Knowledge loss when older experts leave knowledge-intensive organisations. Journal of Knowledge Management. 2013.
26. Tong C, Tak WI, Wong A. The impact of knowledge sharing on the relationship between organizational culture and job satisfaction: The perception of information communication and technology (ICT) practitioners in Hong Kong. International Journal of Human Resource Studies. 2013; 3(1): 9.
27. Malarz K, Paradowski K. Model of Knowledge Transfer Within an Organisation. Journal of Artificial Societies and Social Simulation. 2018;21(2).
28. Abbas A, Avdic A, Barker KC, Xiaobao P. Knowledge transfer from universities to industry through university technology transfer offices. 2018.
29. Ojo A. Knowledge management in Nigerian universities: A conceptual model. Interdisciplinary Journal of Information, Knowledge, and Management. 2016 ;11(2):331-45.
30. Aylsworth K. Building Bench Strength: succession planning Implementation.2011.
31. Berns KV, Klarner P. A review of the CEO succession literature and a future research program. Academy of Management Perspectives. 2017;31(2):83-108.
32. Ali Z, Mahmood B, Mehreen A. Linking succession planning to employee performance: The mediating roles of career development and performance appraisal. Australian Journal of Career Development. 2019 Jul;28(2):112-21.
33. Edwards JS. Knowledge sharing: At the heart of knowledge management. InManaging knowledge resources and records in modern organizations 2017; 1-14. IGI Global.
34. Hau YS, Kim B, Lee H, Kim YG. The effects of individual motivations and social capital on employees’ tacit and explicit knowledge sharing intentions. International Journal of Information Management. 2013;33(2):356-66.
35. Rothwell WJ, Jackson RD, Ressler CL, Jones MC, Brower M. Career Planning and Succession Management: Developing Your Organization's Talent—for Today and Tomorrow: Developing Your Organization’s Talent—for Today and Tomorrow. ABC-CLIO; 2015.
36. Fletcher S. Nurse education specialist utilizing career coaching to encourage lifelong learning. Journal of Nursing Education and Practice. 2016;6(6):71.
37. Fullan M. Sustainable leadership. Thousand Oaks, CA: Corwin Press.2005.
38. Ahmad RB, Mohamed AM, Manaf HB. The relationship between transformational leadership characteristic and succession planning program in the Malaysian public sector. International Journal of Asian Social Science. 2017;7(1):19-30.
39. Carpio Vázquez EP, Lysenko E. Succession planning as a business process of talent-management. Стратегии развития социальных общностей, институтов и территорий. Т. 1.—Екатеринбург, 2017. 2017;1(3):253-5.
40. Flynn M, Rutherford WJ. Strategic SME Succession Planning: Enhancing Value & Wealth Vis-À-Vis Organizational Diagnosis. Review of Business & Finance Studies. 2018;9(1):85-94.
41. Ready DA, Conger JA. Why leadership-development efforts fail. MIT sloan management review. 2003 May;44(3):83-8.
42. Van Velsor E, Hind P, Wilson A, Lenssen G. Developing leaders for sustainable business. Corporate Governance: The international journal of business in society. 2009; 9(1): 7-20.
43. Belias D, Koustelios A. Transformational leadership and job satisfaction in the banking sector: A review. International Review of Management and Marketing. 2014;4(3):187.
44. Johnson RD, Pepper D, Adkins J, Emejom AA. Succession planning for large and small organizations: A practical review of professional business corporations. InSuccession planning 2018; 23-40. Palgrave Macmillan, Cham.
45. Sumbal MS, Tsui E, See-to E, Barendrecht A. Knowledge retention and aging workforce in the oil and gas industry: a multi perspective study. Journal of Knowledge Management. 2017.
46. Amin W, Akram U, Shahzad F, Amir M. Impact of transformation leadership on affective employee’s commitment. European Online Journal of Natural and Social Sciences: Proceedings. 2018;7(1 (s)):36-48.
47. Thompson C, Gregory JB. Managing millennials: A framework for improving attraction, motivation, and retention. The Psychologist-Manager Journal. 2012;15(4):237-46.47.
48. Kariuki SN, Ochiri G. Strategic succession planning strategies on organizational productivity: A case of Githunguri Dairy Cooperative Society. International Academic Journal of Human Resource and Business Administration. 2017;2(3):179-200.
49. Braun M. Myths & mortals: Family business leadership and succession planning. Journal of Family Business Management. 2015.
50. Cheng EC. Knowledge transfer strategies and practices for higher education institutions. VINE Journal of Information and Knowledge Management Systems.2020.
51. Ejakpomewhe R. Influence of Succession Planning on Technical Knowledge Transfer. 2017. (Doctoral dissertation, Walden University).
52. Grossman CS. Succession planning and knowledge transfer in higher education. Northcentral University; 2014.
53. Lei H, Nguyen TT, Le PB. How knowledge sharing connects interpersonal trust and innovation capability. Chinese Management Studies. 2019.
55. Birasnav M, Albufalasa M, Bader Y. The role of transformational leadership and knowledge management processes on predicting product and process innovation: An empirical study developed in Kingdom of Bahrain. Tékhne. 2013;11(2):64-75.
