Role of e‐Government in the Realization of Knowledge Management at Universities
Fattah Nazem and Anahita Madankar Department of Education, Roudehen Branch, Islamic Azad University, Roudehen, Iran nazem @ riau. ac. ir anahitamadankar @ ymail. com
Abstract: An emerging concept of information technology is electronic government( Oberer & Erkollar, 2011). Knowledge management is an important consideration in e‐Government portals( Goh, et al, 2008). In addition, universities are social systems which have been known as the centers of knowledge and information, as well as, the thinking base for leading societies. In many countries, universities are centrally run and their budgets are provided by government. Therefore, the government directly interferes in the universities ' affairs. In today’ s complex, competitive world, knowledge management is considered as a competitive advantage for universities. Therefore, in order to realize the knowledge management at universities, it should be first measured through a valid instrument. Consequently, necessary managerial actions should be taken. The purpose of the present study is to validate a scale for measuring the knowledge management of universities. The population of the study included all the employed staff members in all the branches of Islamic Azad University in Iran( i. e., 420 branches and educational centers). The research sample comprised 1906 staff members randomly selected from 86 branches and educational centers using stratified and cluster random sampling methods. The research instrument was Sallis and Jones’ s( 2002) knowledge management questionnaire which consisted of 42 items with ten underlying constructs of vision and mission, strategy, organizational culture, intellectual capital, learning organization, leadership and management, teamwork and learning communities, sharing knowledge, knowledge creation and digital sophistication with Cronbach ' s Alpha of 0.97. The results of factor analysis and principal components analysis, using a varimax rotation, showed that building blocks of knowledge management include vision and mission( Items 24, 25, 26, 27, 28, 29, and 30), learning organization( Items 38, 39, 40, 41, and 42), teamwork and learning communities( Items 5, 6, 7, and 8), sharing knowledge( Items 11,12,13, and 14), organizational culture( Items 31, 32, and 33), digital sophistication( Items 18,19, and 20), intellectual capital( Items 35, and 36), strategy( Items 24, 25, 26, 27, 28, 29, and 30), and leadership and management( Items 1, and 3). Strategy index has the highest level of contribution to the formation of knowledge management in universities.
Keywords: e‐government, knowledge management, universities, varimax rotation
1. Introduction and purpose of the study
Governments around the world usually try to follow their ambitious strategies to become, or stay, competitive( Oberer and Erkollar, 2011). E‐Government is a great opportunity for every country to improve the efficiency of public administration and to gain a competitive edge( Seres and Horvat, 2011). There is much literature on e‐ Government portals and knowledge management, with topics such as the importance of knowledge management in e‐Government( Djurickovic, 2012; Jain, 2009; Zaharova & Zelmene, 2004; Harman & Brelade, 2001), and knowledge management strategies for the public sector( Misra et al, 2003). In a rapidly changing business environment marked by globalization, hyper‐competitiveness, restructuring, and downsizing, organizations are challenged to leverage the full knowledge and capabilities of their employees in order to create a sustainable competitive advantage. In an interconnected world, where information is abundant and flowing, management practices that determined success in the Industrial Age no longer apply( Skyrme, 2002). Instead of the stability evidenced in the Industrial Age, the Knowledge Age represents an economy where risk, uncertainty, and constant change are the norm rather than an exception( Williams, 2003). Knowledge, vital to an organization because of the actions and consequences to which it leads, is a fundamental key to maintaining and gaining competitive advantage( Davenport & Prusak, 1998). Increasingly, knowledge has been conceptualized as a potential source of competitive advantage for an organization( Davenport & Prusak, 1998; Leonard‐Barton, 1995; Prahalad & Hamel, 1990; Schiuma & Lerro, 2008). According to Teece( 1998), the importance of knowledge is emphasized as a strategic asset in order to secure the competitive power of organizations. Recognized as a valuable corporate resource, knowledge has been cited as the most valuable resource in creating a sustainable and lasting competitive advantage in the marketplace( Nonaka, et al., 2000).
In today’ s knowledge economy, tangible assets are clearly transient as they rarely provide a distinct competitive advantage( Frappaolo, 2006; Marr, 2003). Knowledge has become a crucial strategic resource in most organizations as it plays a more important role than tangible assets. Companies are now competing on their ability to create and utilize knowledge( Kipley, et al., 2008; Leonard‐Barton, 1995; O’ Dell & Grayson,
363