Designing and Evaluation the Trihedral Model of Knowledge Management Feasibility

Organizational culture could considerably cause the development or hindrance to success of knowledge management practices, but however, there is only a little acquaintance regarding participation or prohibition of organizational culture in executing knowledge management. Hence, this investigation is aimed to identify appropriate cultural and social bases in deployment of an effective knowledge management system in in National Iranian drilling Company, intending the empirical examination of conceptual framework for evaluating the relation between organizational culture, knowledge creation process and organizational effectiveness. A questionnaire and also statistical analysis methods are used through SPSS.18 and LISREL.8/5 software programs, for investigating the relations between the variables. The analytical results of the questionnaire showed that different organizational cultures have positive and significant relations with knowledge creation and organizational effectiveness, and the knowledge conversion process (SECI= socialization, externalization combination, internalization) is totally intermediating the organizational culture and effectiveness. Moreover, the research results showed that adhocracy culture has the greatest role in developing and improving an effective knowledge management system, and existence of an innovating and entrepreneurial culture is essential for knowledge conversion and creating a new science.

Culture, organizational knowledge creation, knowledge conversion (SECI), organizational effectiveness, National Iranian Drilling Company