Document Type : Research Paper

Authors

1 Master Degree of Sport Management, Islamic Azad University, Mobarakeh Branch, Department Physical Education, Mobarakeh, Isfahan, Iran

2 Assistant Professor in Islamic Azad University, Mobarakeh Branch, Department Physical Education, Mobarakeh, Isfahan, Iran

Abstract

The general purpose of this research is to explain the relationship between organizational intelligence and ambidexterity staff with the role of mediating of knowledge management process of sports and youth department of chaharmahal and bakhtiari province.The present research is applied in terms of the nature of the correlation type and in terms of the method surveying is collected. The statistical population of this research is the staff of the sports and youth department of chaharmahal and bakhtiari province, which includes 108 people. A sample of 83 people was selected randomly from morgan's table. The instrument of this research is Ambidexterity questionnaire by Janssen (2005), a knowledge management questionnaire by Noaka and Takuchi (1995), and Alberhtan's Intelligence Inventory (2003). In a preliminary study, the reliability of the questionnaires was 0.72, 0.83 and 0.89, respectively, through cronbach's alpha test. Descriptive statistics analysis was used by spss19 software to model the variables of research and analysis of research hypotheses using Smart PLS3 software. The findings show that organizational intelligence has a positive and significant effect on Ambidexterity and knowledge management acts as a mediator variable in relation to organizational intelligence and Ambidexterity. This finding means that the emphasis on organizational intelligence and the process of knowledge management and its observance by organizations can lead to ambidexterity in the organization's staff.

Keywords

[1] Albrecht K. The power of minds at work: Organizational intelligence in action. AMACOM Div American Mgmt Assn; 2003.
[2] Alexia Mary Tzortzaki. Athanassios Mihiotis. “A Review of Knowledge Management Theory and Future Directions”. Knowledge and Process Management,2014. 21(1).PP: 29–41.
[3] Ashrafi, N. Xu, P. Kuilboer, J-P. and Koehler, W. Boosting Enterprise Agility via IT Knowledge Management Capabilities. Proceedings of the 39th Hawaii International Conference on System Sciences.2006
[4] Baron RM, Kenny DA. The moderator–mediator variable distinction in social psychological research: Conceptual, strategic, and statistical considerations. Journal of personality and social psychology. 1986 Dec;51(6):1173.
[5] Benner MJ, Tushman ML. Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of management review. 2003 Apr 1;28(2):238-56.
[6] Birkinshaw, J., Gibson, C. Building Ambidexterity into an Organization Topic: Leadership and Organizational Studies. Reprint 45408. 2004(4):47-55.
[7] Bushehri, Alireza, Bagheri, Abolfazl, Tabayeian, Kamal, Namvar, Kaveh. The role of absorption capacity in promoting Ambidexterity of innovation (exploratory and operational). Quarterly of Technology Development Management, 2017; 3 (4): 77-96.[persian]
[8] Caniëls MC, Neghina C, Schaetsaert N. Ambidexterity of employees: the role of empowerment and knowledge sharing. Journal of Knowledge Management. 2017 Sep 11;21(5):1098-119.
[9] Cristina Villar. Joaquín Alegre, José Pla-Barber. “Exploring the role of knowledgemanagement practices on exports: A dynamic capabilities view”. International Business.2014. 23(1). pp: 38–4.
[10] Duncan RB. The ambidextrous organization: Designing dual structures for innovation. The management of organization. 1976;1:167-88.
[11] Gupta, A. K. Smith, K. E. and Shalley, C. E. "The interplay between exploration and exploitation". Academy of Management Journal. 2006, 49, 693–706.
[12] Holmqvist M. Experiential learning processes of exploitation and exploration within and between organizations: An empirical study of product development. Organization science. 2004 Feb;15(1):70-81.
[13] Jansen JJ. Ambidextrous organizations: a multiple-level study of absorptive capacity, exploratory and exploitative innovation and performance. Erasmus Research Institute of Management (ERIM); 2005 Apr 29.
[14] Junni, P, Sarala, R, & Taras, V. Tarba, S. Organizational Ambidexterity an Performance: A Meta- Analysis. Academy of Management Perspectives,2013. 27(4), 299-312.
[15] Khodadadi, Mohammad Rasool, Kashif, Mir Mohammad, Seyed Ameri, Mir Hasan, Alaami Kashki, Masoumeh. The Relationship between Components of Organizational Intelligence and Organizational Culture in General and Physical Education Institutions of East Azarbaijan. Sports Management Journal, 2013;Vol 5, (3):175-189.[persian]
[16] Mokhtari Dinani, Maryam, Kojchian, Hashem, Nazariand Madvani, Abbas. The Relationship between Organizational Intelligence and the Effectiveness of Leadership in Sport Managers. New Approaches to Sport Management. Summer 2015, Vol 3, (9), pp. 41-31. [Persian]
[17] Mombini,Yaqub, Ebrahimpour, Mostafa, Moradi, Mahmoud. Study of the ambiguities and typology of enterprise Ambidexterity in technology-based organizations. Quarterly of Industrial Technology Development, 2014 Apr; Vol 12,(23): 59-72. [persian]
[18] Mombini, Yaqub, Ebrahimpour, Mostafa, Moradi, Mahmoud. Explaining organizational Ambidexterity as a new concept in the management of knowledge-based organizations. Quarterly Journal of  Technology Growth, 2014; Vol 10, (40); 27-18. [persian]
[19] Nonaka I, Takeuchi H. The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford university press; 1995 May 18.
[20] O_Reilly, C. A ; Tushman, M. L. “Organizational ambidexterity: Past, present and future”, The Academy of Management Perspectives (in press).2013. Vol 27, No 4. 324-338.
[21] Riege A. Actions to overcome knowledge transfer barriers in MNCs. Journal of knowledge management. 2007 Feb 27;11(1):48-67.
[22] Sadiqi, Ummal-Banin, Mehdi Khani, Rasoul, Nazem, Fattah, Nazem, Amir Hossein. The Mediating Role of Knowledge Management on The Relationship Between Organizational Intelligence And Effectiveness at Ports And Maritime Organization of Tehran Province. Journal of Marine Science Education, 2016 Dec 20; 3 (6): 52-64. [persian]
[23] Shahverdiyani, shadi. Investigating the Impact of Environmental Factors on the Creation and Development of Centers of Growth of Universities: A New Approach to the University of Entrepreneurs and the Relationship between Industry and University, Journal of Industrial and University, 2010; 3, No 7 & 8, pp. 56-45.[persian]
[24] Shohani, M, H., Mohammadi, S, & Noorbakhsh, P. Role of Organizational Culture and Knowledge Management in Organizational Intelligence of Youth and Sport Ministry Staffs. Sport Management Studies ;2016. No 8 (39): 51-72. [Persian]
[25] Smith KG, Collins CJ, Clark KD. Existing knowledge, knowledge creation capability, and the rate of new product introduction in high-technology firms. Academy of management Journal. 2005 Apr 1;48(2):346-57.
[26] Vakili, Yousef, Shahriari, Soltan Ali. The Effects of Knowledge Sharing on Organizational Ambidexterity: Explanation of Mediating Role of Absorptive Capacity (Case: Pharmaceutical Companies). Journal of Entrepreneurship Development, 2016 Nov21; 9 (3), 573-591.[persian]
[27] Van den Hooff B, De Ridder JA. Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing. Journal of knowledge management. 2004 Dec 1;8(6):117-30.
[28] Wang CL, Rafiq M. Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high‐tech firms. British Journal of management. 2014 Jan 1;25(1):58-76.
[29] Wang S, Noe RA. Knowledge sharing: A review and directions for future research. Human resource management review. 2010 Jun 1;20(2):115-31.