The analysis of the effects of knowledge sharing infrastructures on improving the quality of crisis management operation via organizational learning (case study: Isfahan Red Crescent Society)

Introduction: Crises are part of the business environment and it is impossible to eliminate all the crises that threaten the organization. Crisis management operations enable the organization to eliminate some of the crises and manage others effectively and to provide the tools needed to complete and rapid learning from the crises that have occurred. Crisis management conveys the implicit message that crisis is the important and principle that no system is in a state of stable and long-term equilibrium. Thus, although organizations are not able to accurately predict or plan for the future they must be prepared to overcome many known and unknown threats. This readiness can only be achieved through using and sharing the valuable experience of others and the dissemination of these valuable experiences, and more importantly, the learning of these experiences and their application. Therefore, in this study, the effect of knowledge sharing infrastructure on improving the quality of crisis management operations is analyzed through organizational learning among Red Crescent Society relief workers in Isfahan province. Method: In this descriptive-correlational study, all relief workers of Red Crescent society’ bases in ۲۴ cities of Isfahan province (about ۳۰۸۲ ones) were studied and finally ۳۶۰ persons were selected by stratified sampling. By using the self-administrated questionnaire, the validity and reliability were examined based on Cronbach's alpha coefficient. Data were analyzed using SPSS-۲۰ and SmartPLS software. Findings: The findings are as follows: the factor loading for strategy, culture, structure and information technology in knowledge sharing infrastructure are ۰.۸۶۷, ۰.۸۴۲, ۰.۸۲۴, and ۰.۸۲۸ respectively. The factor loading for organizational learning with dimensions of consistency, single loop, double loop and triple loop including ۰.۸۳۷, ۰.۸۶۴, ۰.۸۴۷, and ۰.۸۷۶. The dimensions of crisis management (prevention, preparedness, reaction, review) estimated to be ۰.۸۰۴, ۰.۸۴۰, ۰.۸۸۱, and ۰.۷۸۳ respectively. Effectiveness of knowledge sharing on organizational learning and crisis management are such as ۸۱% and ۲۴%; and effectiveness of organizational learning on crisis management estimated ۵۸%. The results of t- test show that there is a meaningful relation between knowledge sharing and organizational learning (t=۳۷.۸۷, p<۰.۰۰۰۱), knowledge sharing and crisis management (t=۴.۳۶, p<۰.۰۰۰۱) and also organizational learning and crisis management. Conclusion: According to the results, changing strategies seems essential to provide the motivational incentives and to have a friendly atmosphere for sharing knowledge and experiences. In addition, it seems necessary to perform various maneuvers and further constructive and group reviews and adopt a new educational system, as well as documenting the lessons learned from various missions in electronic repositories.

Keywords:

knowledge sharing , organizational learning , crisis management , تسهیم دانش , یادگیری سازمانی , مدیریت بحران.