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Rouhani F, Chenari A, Parsa Moein K. (2019). Providing a model for organizational empowerment based on the knowledge management model. Iranian Journal of Educational Sociology. 2(4), 10-23. doi:10.29252/ijes.2.4.10
URL: http://iase-idje.ir/article-1-656-en.html

Purpose: The purpose of this study was to present a model of organizational empowerment based on knowledge management among employees of Sepah Bank branches in Tehran.
Methodology: The present study was applied in terms of purpose, and in terms of data collection, it was a mixed research (qualitative and quantitative). The statistical population consisted of academic and organizational experts including senior managers of Sepah Bank in Tehran and the quantitative department included all employees of Sepah Bank in Tehran. Sample size was estimated in theoretical saturation (20) in qualitative section and 343 in quantitative section. Purposeful sampling and stratified random sampling were used for quantitative sampling. Data were collected through qualitative interviews and quantitative researcher-made questionnaires based on 5-point scale. The face and content validity of the questionnaire was confirmed by several experts, validity was calculated by means of variance mean and divergent validity was calculated by AVE. The reliability of the questionnaire was 0.968 through Cronbach's alpha. Data were analyzed using Cronbach's alpha, AVE, AVE root matrix, Kolmogorov-Smirnov test, confirmatory factor analysis, and one-sample t-test.
Findings: The results resulted in the identification of 17 components and 66 indicators, including 14 affective components including trust, motivation, commitment, emotional intelligence, participation, communication, structure, education, culture, leadership, technology and reward and 3 affective learning components. Organizational, organizational entrepreneurship and performance, a moderating variable (personality traits) and knowledge management as independent variables affect organizational empowerment based on knowledge management. Other results showed that the status of identified components in organizational empowerment based on knowledge management is desirable. In addition, mechanisms, facilitators, and barriers to organizational empowerment based on knowledge management were also presented. Finally, a research model consisting of influencing factors, content phenomena (constituents, facilitators, barriers, and effective mechanisms for organizational empowerment based on KM) was presented and the degree of fit was confirmed by experts with 95% confidence.
Conclusion: Choosing important and effective knowledge and capabilities in the organizational field and enhancing organizational skills is a very effective way of empowering organizational personnel that can lead to enhancing organizational efficiency and organizational integrity of an organization's personnel.