The Impact of Knowledge Management on Organizational Culture and Self-Efficacy Mediated by the Social Networks of Senior Education Managers in Sari County
Keywords:
Knowledge management, organizational culture, self-efficacy, social networks, educationAbstract
This study aims to examine the impact of knowledge management on organizational culture and self-efficacy with the mediating role of social networks among senior education managers in Sari County. This applied research used a descriptive-survey method and field-based data collection. The statistical population included 440 senior education managers in Sari County in 2021, of which 205 were selected using stratified random sampling based on gender and Morgan’s table. Data were gathered using four standardized questionnaires: Knowledge Management (Fazeli, 2011), Organizational Culture (Denison & Fey, 2007), Self-Efficacy (Sherer & Maddux, 1982), and Social Networks (Mojaradi et al., 2014). Data analysis was performed using SPSS and LISREL software, applying Kolmogorov-Smirnov tests, confirmatory factor analysis, and structural equation modeling. The Kolmogorov-Smirnov test confirmed the normality of all variables. Model fit indices indicated an acceptable fit, with χ²/df = 1.667, RMSEA = 0.075, and acceptable values for CFI, NFI, and GFI. The indirect effect of knowledge management on organizational culture through social networks was 5.78, and on self-efficacy was 10.68—both exceeding the critical threshold of 1.96—indicating statistical significance at the 95% confidence level and supporting the study’s hypotheses. The findings demonstrate that knowledge management significantly enhances organizational culture and self-efficacy through the mediating role of social networks. Informal communication channels play a vital role in facilitating knowledge processes and improving organizational psychological conditions in educational settings.
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