Designing of Localized Four-Pillar Model of Knowledge Management Based on Continuous Change

  • Tahereh TashayoieNejad, Mohsen Ghadami , Mohammad Taghi Ziae Bigdeli, Hamideh Reshadat Joo, Maryam Khaliliaraghi


Knowledge management is a range of features that can lead an organization to perform more intelligently and uniquely. Accordingly, the purpose of this study is to present a localized four-pillar model of knowledge management based on the continuous change approach. The research method of the present study is qualitative and quantitative. In the qualitative part of the research, semi-structured interviews were conducted with 11 experts active in the Export Development Bank. In the quantitative part, the views of 140 managers and experts have been used. Then, a number of concepts of extraction and coding of indicators were performed using qualitative analysis of grounded theory. In the second step, a number of variables were removed using fuzzy Delphi technique in 3 rounds. Then, the final research model was presented using structural-interpretive modeling method. Finally, the proposed model was validated using a researcher-made questionnaire, partial least squares technique and smart pls software. The results showed that the categories of contextual conditions include a logical picture of the expected results, continuous improvement of mental images, development planning, and review of common goals; categories of causal conditions include cognitive psychology, organization, dissemination of knowledge, virtual organizational teams; categories of central phenomena include the creation, storage, sharing, application and maintenance of knowledge, improving human resource management processes; categories of strategies and actions include computer knowledge, computational tools in the network group, the ability to use technology and search tools; categories of interventional conditions include command and reflection skills, increased awareness of tendencies and perceptions, consideration of internal image; categories of outcomes include indicators of attention to common goals, development of a common image of the expected future, command of group interaction, and so on.