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Abstract  Trust leads to the development and improvement of group morale, through creation of cooperation and connection among group members. It directly and indirectly affects the group output, and eventually on organizational performance. Knowledge sharing in organizations leads to faster individual and organizational learning; increases creativity, and causes improvement in individual and organizational performance. Therefore, organizations nurture knowledge sharing and encourage their employees to act upon it. Trust building in organization and recognizing its relationship with knowledge sharing is especially important for the creation of competitive advantage. This research is carried out, aiming the “identification of the relationship between interpersonal trust and knowledge sharing in the Iranian National Gas Company headquarter”. The data related to trust and knowledge sharing are collected and analyzed by correlation analysis. Research findings confirm the positive and significant relationship between interpersonal trust and knowledge sharing and their factors.

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Nowadays, knowledge is one of the most important organizational assets; therefore effective management and employing of this asset has vital role in the organizational success. The present research identifies knowledge sharing barriers in the Isfahan Oil Refining Company and analyzes these barriers to create a suitable context for the implementation of knowledge management and to facilitate movement of the organization into the learning organization. This study is applied and qualitative-phenomenology. The research population includes official employees of Isfahan Oil Refining Company’s operational unit with at least one year of work experience.The data are collected by semi-structured Interview with 24 of the employees who have been selected by purposeful sampling. Also, the Colizzi’s seven- step method for information analysis is employed. Results indicate that the knowledge sharing barriers include individual, organizational, cultural and technologic barriers .Finally solutions for removing these barriers to the managers of the organization are presented.

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The main goal of this study was designing and fiting a model of relationships among the components of intellectual capital and innovative behavior, with the Intervention role of knowledge sharing. So, the study was descriptive-applicant that followed correlation strategy. The populations for this study were line employees of Tehran’s hospitals; and due to the wide dispersion, 8 hospitals were chosen as key clusters. The research data were collected using standard questionnaires. The data were analyzed using structural equations. The findings of research show that intellectual capital doesn’t affect innovative behavior directly, but interventioan of knowledge sharing increases the correlation coefficient between them. On the other hand, the findings show that intellectual capital does not have direct relations with knowledge sharing. Besides the attitudes and subjective norms of employees affect the intention of to knowledge sharing; and this help to improve the relationship amonge intellectual capital and innovative behavior.

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In recent years, Transmit and distribute organizational knowledge among employees which leads to functional synergistic in organizations, has found particular importance. Managers also have shown further interest in this subject, so more research has been leaning to the field. Reviewing literature showed that most research has been done on the subject of knowledge-sharing in organizations and there is no research has been done in Iran with the approach of knowledge hiding. Therefore the main issues of this study are factors causing the phenomenon of knowledge hidingin in organizations based on solutions. Software companies and professionals formed the research population. Grounded theory used based on 17 categories which formed a conceptual model which is presented in the paper.

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With the outbreak of the Covid-19 virus and the critical business environment for both organizations and employees, the issue of organizational support and social organizational behaviors has become increasingly important. Therefore, this study examines the relationship between perceived organizational support and employees' organizational social behaviors during the Covid-19 virus outbreak and also examines intermediate relationships of affective commitment and knowledge sharing behavior. This research is applied in terms of purpose, and in terms of method, it is descriptive-survey and correlational. A questionnaire was used to collect data. After confirming the validity and reliability of the questionnaire, data were collected by selecting 675 samples. The statistical sample was selected by convenience sampling method from the employees of Refah chain store companies and the data were analyzed using structural equation modeling using Smart PLS software. Findings showed that the Covid 19 virus epidemic has led to more organizations paying attention to employees and employees' higher understanding of organizational support. Also, a positive and significant relationship between perceived organizational support and knowledge sharing on affective commitment was confirmed. affective commitment also had a significant and positive relationship with civic virtue and innovative behavior, but not a significant relationship with altruism. Finally, mediating roles and reinforcing affective commitment and knowledge sharing were endorsed. The results and suggestions of this research are used in recognizing and optimizing human resource management for managers.

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The main purpose of this study was to investigate factors influencing knowledge sharing among the personnel of Agricultural Extension and Education Organization in the Iranian Ministry of Jihad-e Agriculture. A survey method was employed for the study, and 110 personnel randomly selected as a sample out of 140 who were busy working in the organization. Data was collected through a questionnaire employed as the tool of the study. The reliability of the questionnaire was determined as 0.93. The personnel were of the belief that knowledge sharing happened in their organization to a large extent. According to the study, there existed significant relationships between the factors of social trust, relational social capital and attitude toward knowledge sharing, and the dependent variable of knowledge sharing. A stepwise regression analysis indicated that relational social capital and attitude towards knowledge sharing could explain about 37 percent in the variations of knowledge sharing.

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  Knowledge sharing creates opportunities to maximize the organization’s ability to meet those needs and generates solutions and efficiencies that provide a business with a competitive advantage. Knowledge sharing can be defined as a social interaction culture, involving the exchange of employees knowledge, experiences and skills through the whole department or organization. The concept of innovation has been closely related to “knowledge creation and knowledge sharing”. Innovation is a process where the knowledge is acquired, shared and assimilated with the aim of creating new knowledge, which embodies products and services. Through exchange tacit knowledge and explicit knowledge with others, the capacity of people increases to be involved in new situation and solve new problems. It further helps to build new solution for the next issues. So different kinds of knowledge sharing are necessary to create new knowledge and innovation. A descriptive–correlation survey approach was used in this study, and the questionnaires were filled in by the staff (n=96) in Refahe Kargaran Bank. In the 95% confidence level, the results of the study revealed that there is a positive. relationship between knowledge sharing and innovation. Also it was found that there is similar relationship between serial transfer and innovation. In addition, the same result were observed for near transfer, far transfer, strategic transfer and expert transfer with innovation. Finally, the research limitations and suggestions for further researches are presented.   Keywords:

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The purpose of this paper is to study the relationship of knowledge sharing in organization on the success of talent management system with considering the social capital in petroleum industry. The main question in this article is "How can we implement TM and knowledge sharing by using their relationship"? The results showed that it happens via social capital. For this purpose, 3 questionnaires for evaluating TM, knowledge sharing and SC were distribute among 174 of human resource managers and experts in the staff divisions of Iranian National Petroleum Company and its affiliated branches located in Tehran by using randomized classification method. Finally, 62 people with sample formula were selected. Among them, 57 were returned (35% of the population). Analysis of data via structural equation model (SEM) supported the mediator role of SC on the relationship between TM and knowledge sharing variables. It means that focus on social capital and employing it in organizations can affect the success of implementing TM and knowledge sharing variables in organizations.    

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To have successful career, one must acquire the competencies relevant to his/her business field. In order to share the knowledge in a successful and effective manner, individuals need to have knowledge sharing competencies. These competencies could affect and enhance individual performance. The purpose of this study is to investigate the impact of knowledge sharing intention on knowledge sharing competencies and also the impact of those competencies and knowledge sharing intention on managers’ performance in project-based organizations. Data is collected from 50 participants including top, middle and executive managers and also senior engineers. Statistical estimation methods and path analysis were utilized to test the hypotheses. The findings indicates that knowledge sharing intention not only has a positive and significant, direct impact on knowledge sharing competencies but also has a positive and significant, indirect impact on managers’ individual performance via knowledge sharing competencies. This study suggests that due to knowledge sharing intention, one can enhance his/her individual performance by developing the methodological competencies.

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Knowledge sharing is one of the essential processes for implementing knowledge management and it would be accruing when helping others or learning for new capabilities. Nowadays, using organizational knowledge and sharing knowledge among knowledge-oriented organizations, employees has been considered to be a competitive advantage and along maintaining them. In order to achieve better situations and status, organizations and institutions follow some models and solutions to identify and simulate knowledge sharing motivational policies. Therefore this study was defined and presented to examine knowledge sharing motivational factors in organization. So, we aimed to examine knowledge sharing motivational factors using system dynamics method. At the beginning, we identified knowledge sharing motivational and non-motivational factors based on literature review and interviewing experts. Then, dynamic model was drawn based on dynamic systems methodology. After validating and verifying the model, research questions were answered in conclusion chapter.