عنوان مقاله [English]
Objective: Knowledge management is a concept of managing of knowledge in the company. The implementation of concept has different levels in each company. Organizations implement KM practices and technologies based on the promise of increasing their effectiveness, efficiency, and competitiveness. The concept of maturity can be used for defining the state of effectiveness of an organization or the state of its capability and competency in managing the processes, programs or projects effectively. Knowledge management maturity is a guide or measure of the company's position in managing of knowledge. Type-2 fuzzy sets are used for modeling uncertainty and imprecision in a better way because of fuzzy membership function. Some fuzzy multicriteria methods have recently been extended by using type-2 fuzzy sets. Analytic Hierarchy Process (AHP) is a widely used multicriteria method that can take into account various and conflicting criteria at the same time. Therefore, the aim of this study is to evaluate Knowledge Management Maturity using Analytic Hierarchy Process (AHP) method under interval type-2 fuzzy (IT2F) environment.
Method: This research is a descriptive survey. KM dimensions were ranked by a panel of experts which consists of seven members. Experts panel consist of faculty of management who published papers and books in knowledge management field. To clarify the evaluation process, an IT company is taken as a case and using APQC's (American Productivity and Quality Center) model. APQC’s Levels of Knowledge Management Maturity provide a road map for moving from immature, inconsistent knowledge management activities to mature; disciplined approaches aligned with strategic business imperatives. the survey sample population consisted of 273 employees and managers of the case.
Results: According to fuzzy analytic hierarchy process results knowledge management process (0.24), technology (0.23), evaluation (0.20), knowledge management culture (0.18) and leadership (0.15) are the most important dimensions of knowledge management maturity. Also, the results showed the case is located on third level of knowledge management maturity (standardize). The primary focus at Level 3 is to manage the KM strategy, processes, and approaches identified and
defined in Level 2.
Conclusion: An important part of the results revealed how to use fuzzy analytic hierarchy process for evaluating knowledge management maturity and the importance of processes and technology in knowledge management maturity. In addition, the case is located on third level of KM maturity; During this third level, the KM team often evolves into a KM Center of Excellence with oversight responsibilities for the KM approaches and processes. Oversight includes identifying opportunities to apply select KM approaches and processes, securing funding and resources for the pilots, marketing and communicating the strategy, implementing a change management strategy, and refining the KM approaches and processes into standard, replicable methodologies.