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The effect of knowledge management on commitment to change through the quality of perceived communication of change and readiness to change

Document Type : Research Paper

Authors

1 Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

2 Ph.D. Student, Cultural Managementof Facuty Management. South Tehran Branch, Islamic Azad University, Tehran ,Iran

3 Ph.D. Student, Cultural Management of Facuty Management. Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran

Abstract

The aim of this study was to investigate the effect of knowledge management on commitment to change through the quality of communication perceived from change and readiness for change. The present study was applied in terms of purpose and in terms of how to collect descriptive information of the correlation type. The statistical population of the present study consisted of all 1000 employees of the Islamic Azad University of Isfahan (Khorasgan) who were selected through Cochran's sampling formula. For example, 287 people were selected through a class sampling method appropriate to the volume. 2003 (Standard Questionnaire Commitment to Changing Fedor et al. (2009), Standard Communication Questionnaire Understanding Changing Miller and Mang (1985), and Standard Standard Questionnaire on Challenging et al. (2007). Content validity was analyzed using expert opinion based on the views of a number of statistical and structural communities using factor analysis and after the necessary terminology, validity was confirmed. The sequence of knowledge management (0.93) and commitment commitment to change (0.81) and the perceived communication from change (0.85) and readiness readiness questionnaire (0.92) were estimated, respectively. Data were used at the inferential level to model structural equations Given that knowledge management has a positive and significant effect on the commitment to change through readiness to change, the coefficient of this effect is 0.55, but through the quality of the relationship on commitment to change does not have a significant effect on direct commitment to change has a positive and significant effect. The coefficient of this effect is 0.66.

Keywords

References
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Research on Educational Leadership and Management
Volume 5, Issue 17
July 2018
Pages 91-118
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