واکاوی الگوی رهبری دانش‌مدار در شرکت‌های دانش‌بنیان

هدف این پژوهش، واکاوی الگوی رهبری دانش‌مدار در شرکت‌های دانش‌بنیان اصفهان است. نوع پژوهش ازنظر هدف، کاربردی توسعه‌ای و ازنظر ماهیت داده‌ها، کیفی کمّی است. در مرحلۀ کیفی پژوهش براساس نظریۀ داده‌بنیاد با استفاده از مصاحبه‌های نیمه‌ساختاریافته به روش غیرتصادفی هدفمند در بین 17 نفر از مدیران شرکت‌های دانش‌بنیان و با معیار اشباع داده‌ها، ابعاد الگوی رهبری دانش‌مدار شناسایی شد. نتایج حاصل از بخش کیفی نشان می‌دهد ابعاد الگوی رهبری دانش‌مدار شامل عوامل علّی، پدیدۀ ‌محوری، عوامل زمینه‌ای، عوامل مداخله‌گر، راهبردها و پیامدهاست. در بخش کمّی پژوهش با بررسی نمونۀ220 نفره از متخصصان شرکت‌های دانش‌بنیان به روش طبقه‌ای تصادفی، نتایج بخش کیفی با استفاده از پرسش‌نامۀ محقق‌ساخته بررسی شد. روایی پرسش‌نامه با محاسبۀ نسبت و شاخص روایی محتوا تایید و درنهایت، داده‌ها با مدل‌سازی معادلات ساختاری و با نرم‌افزار amos 22 تجزیه‌وتحلیل شد. نتایج حاصل از بخش کمّی پژوهش نشان می‌دهد الگوی طراحی‌شده، برازش مناسبی دارد.

Analysis of the Knowledge-Oriented Leadership Model in Knowledge-Based Enterprises

IntroductionEmployees are the major capital of knowledgeoriented enterprises that have particular and distinct characteristics compared to ordinary employees. Thus, it is not easy to retain them in an enterprise. For this reason, a special leadership style is required. Moreover, specific characteristics of knowledgeoriented enterprises including knowledge centrality in all their activities require an appropriate leadership style. In this regard, the present study aims to investigate a leadership model for knowledgeoriented enterprises in Isfahan City.  Materials and MethodsThis applieddevelopmental study is exploratory and mixed research (qualitativequantitative). In the qualitative section, the grounded theory approach and Strauss and Corbin’s systematic GTM scheme were used. The statistical population in the qualitative section included managers of knowledgeoriented enterprises at Isfahan Science and Technology Town. Theoretical sampling was employed in this section. Semistructured interviews were utilized for data collection. The data were analyzed via a threephase coding process (open, axial, and selective) and finally, it was classified into six classes, that is, causal factors, central phenomenon, underlying factors, intervening factors, strategies, and consequences. In the quantitative section, inferential statistics were employed. The tool of data collection was a researchermade questionnaire extracted from the results of the qualitative section. The statistical population consisted of experts of knowledgeoriented enterprises in Isfahan City. Then, 220 questionnaires were distributed randomly. The validity of the questionnaire was confirmed through content validity and construct validity. The content validity was confirmed by the experts and construct validity was approved using the structural equation modeling with the help of Amos 22 software. Discussion of Results and Conclusions The interviews were examined thoroughly via the systematic method and conducting the threephase coding. The obtained open codes were 765. The classification of codes continued and they were reduced to 258 codes in the central phenomenon phase. Then, they were reduced to 33 codes in the selective phase. While confirming the validity by experts, one code was omitted and finally 32 codes were considered in six main categories. In the end, the goodness of fit of all components of the conceptual model was explored using the confirmatory factor analysis.The findings of the present study indicated that increased professionalism and specialization, reinforcement of competitive advantage, survival of the enterprise, knowledge nature of the enterprise, environmental dynamism, and capability of the knowledgeoriented enterprise were in accordance with environmental changes of causal variables of the knowledgeoriented leadership style. The dimensions identified for the central phenomenon of knowledgeoriented leadership were guiding of learning by a knowledgeoriented leader, role model as the leader of knowledgeoriented enterprises, creating knowledge space, and support of knowledgeoriented leadership from learning. In the knowledgeoriented enterprises, the dimensions included weak economic grounds and limitation of financial resources, technological ground and infrastructures, interactive and communicative grounds, structural and control grounds, knowledge ground, knowledge employees, and cultural ground. In addition, the identified intervening factors in the knowledgeoriented leadership model were the government and affiliated institutions, social and cultural factors, economic factors and the market, and legal factors.Likewise, given the underlying and intervening variables which were effective on knowledgeoriented enterprises, strategies for implementation of knowledgeoriented leadership in such enterprises were identified including motivationoriented strategies, educationoriented and cultural strategies, attraction and maintenance of competent labor force, financing based on the use of potential extraorganizational capacities, knowledge creation and knowledge acquisition, improving the atmosphere of participation and interaction, and infrastructureoriented strategies. Knowledgeoriented leadership could have some consequences such as improved performance and competitive advantage of the firm, enhanced quality of working life and job satisfaction of employees, increased organizational belonging and improved emotionalmental engagement of employees, continuous improvement and development of employees’ skills, retention of employees in the firm, and economic and social consequences.