Assessing Impact of Organizational Culture and Organizational Structure on Organizational Effectiveness Through Knowledge Management Case Study: Mashhad's Science and Technology Park

One of the issues that have long been discussed within organizational theory literature is organizational effectiveness. When an organization attempts to achieve its proposed objectives, the lack of internal stability and environment threats may delay the process, or even worse destruct it unleashed. Several studies have been conducted in order to examine the underlying factors affecting the effectiveness of the organization, but as we are living in the age of knowledge and knowledge management today is the origin of any pursuit of competitive advantage, organizations have left with no choice but to identify factors influencing managing of their organizational knowledge. In fact, in an environment that supports and encourages knowledge creation, knowledge sharing, learning, structural development as well as applying knowledge in order to a benefit the organization and its customers, implementation of knowledge management sounds effective. In other words, knowledge management plays a role as a mean to overcome destructive components. This study mainly aims to investigate the relationship of organizational culture and organizational structure with organizational effectiveness, by taking an interest in examining the knowledge management as a moderating variable. For this purpose 131 company managers from Mashhad's Science and Technology Park were surveyed via a questionnaire with a Cronbach's alpha reliability measure equals to 0.93. In order to examine the proposed research hypotheses, Spearman Correlations, Multiple Linear Regression and Soble Test have been conducted. The findings suggest a significant relationship between organizational culture and organizational structure as well as organizational culture and effectiveness. Moreover, the moderating role of knowledge management in these relationships was supported by the research data.