عنوان مقاله [English]
Introduction: Today, knowledge is regarded as a valuable and strategic source for organizations. Without management and knowledge application, organizations are bound to lose the competition—practical application of knowledge results in economic, social, and cultural development. Knowledge management collects knowledge from inside and outside the organization, makes it into a strategy, applies it, and protects it. Knowledge management can also improve service quality by responding quicker to the services. Knowledge management is rapidly becoming a critical organizational capability in creating a competitive advantage in the construction industry. When implemented correctly, knowledge management can help the organization enrich individuals' talents, skills and qualifications for purposes and business innovation. Considering today's unsustainable competitive environment, knowledge management caught the attention of many prospective organizations. Effective implementation of knowledge management in organizations is a significant factor in improving efficiency, cutting costs, using organizational knowledge, developing strategic projects, and gaining competitive advantages. Due to the importance of implementing knowledge management in organizations, the demand for adopting coherent and understandable methods for managing and evaluating knowledge management has increased. To meet the mentioned demand, researchers and experts suggest a maturity model to formally describe the development process of knowledge management through assessing the definition, managing, controlling, and checking the efficiency of knowledge management. Situational awareness, planning, and goal setting are required to improve organizational knowledge management. They are identifying existing gaps in applied knowledge management results in taking critical approaches to improve the present situation. Accordingly, the current research has been conducted to evaluate the maturity of knowledge management with the importance-performance approach in Kayson company.
Methodology: This research is based on the purpose of an applied-developmental study. Based on the data collection method, it is a non-experimental (descriptive) study of the cross-sectional survey type. Also, this study used a mixed research method (qualitative-quantitative). The data collection tool in the qualitative part was a semi-structured interview, and the quantitative part was the Likert scale questionnaire. The Holstein coefficient was used to validate the qualitative aspect, and the quantitative component was validated with face validity and Cronbach's alpha calculation. The statistical population in the qualitative section includes the managers of Kayson Company, who were selected by the purposeful sampling method. Theoretical saturation was achieved with 19 interviews. The statistical population of the quantitative part includes the managers and experts of Kayson company. The sample size was calculated by Cochran's formula of 140 people. Sampling in the quantitative component was done by simple random method. To analyze the data in the qualitative aspect, the method of thematic analysis and MAXQDA software was used. Then, using gap analysis and importance-performance analysis, the status of maturity of knowledge management was evaluated.
Findings: Based on the findings of qualitative parts and semi-structured interviews with experts, 298 codes were identified. Using axial coding and content analysis, we classified the specified codes into seven major categories, including "managing knowledge management,” "processes,” "people,” "technology,” "knowledge orientation,” "learning and innovation," and "knowledge management results" as well as 42 basic concepts. Findings of classification of maturity components of knowledge management in Kayson company demonstrate that the scores of technologies, learning, and Innovation are higher than average. These components are two of the most influential factors in the knowledge management process in Kayson company. Other factors _managing knowledge management, strategy, people, knowledge processes, and knowledge management results_ are less critical. Based on the obtained scores, Kayson company is in a developed stage at an average level. Knowledge management results in Kayson company involve successful experiences in similar cases of knowledge management, the existence of indices for evaluating the level of knowledge orientation of the company, cases of improving processes through the application of knowledge, enhancing the company's efficiency, increasing customer satisfaction and interactions with them, improving quality and profitability and so on. Considering the results, Kayson company should implement knowledge management comprehensively. This company can reach knowledge management maturity by passing from the development stage to the refinement stage.
Conclusion: The approach of importance-performance in Kayson company shows that all the research indices are essential. Therefore, there is no matter of indifference or dissipation. Furthermore, there is a gap between importance and performance in all cases, and the understanding of individuals is less than their expectations. Therefore, the existing gap between the present situation and expectations is significant. In other words, a considerable gap exists between what it is and what it should be. Based on the findings, it is suggested that the managers of Kayson company establish coordination between key capabilities of knowledge management and strategies. Moreover, they can plan work systems and knowledge-oriented processes to reach technology orientation and implement knowledge in accomplishing methods. Also, they can continually evaluate and improve knowledge-based processes through systematic and knowledge-oriented organizing.