Objective: In today's highly competitive environment, knowledge-based value management serves as a strategic tool to enhance process efficiency and bolster the competitiveness of organizations. This method, through the effective utilization of available knowledge, improves organizational performance and contributes significantly to achieving long-term competitive advantage. This research aims to explore how knowledge-based value management affects process efficiency and investigate the mediating role of competitiveness in enhancing this relationship.
Method: The study follows a positivist approach to establish causal relationships and measure the effects of variables within a scientific framework. It is primarily based on library research, complemented by field data collection techniques. Data analysis involves structural equation modeling and various statistical methods, such as Pearson correlation, ANOVA, and regression analysis. The sample consists of branches of Bank Gostaresh Iran, chosen through simple random sampling. The sample size was determined to be 165 individuals, according to Morgan’s table. Three questionnaires designed by the researchers were used for data collection: the knowledge-based value management questionnaire (5 dimensions, 20 items), the process efficiency questionnaire (6 dimensions, 18 items), and the competitiveness questionnaire (7 dimensions, 21 items). Experts confirmed the validity of these questionnaires, and their reliability was assessed using Cronbach’s alpha. The data was analyzed using LISREL software for structural equation modeling.
Findings: The findings of the study highlight the critical role of knowledge-based value management in enhancing process efficiency within organizations. Specifically, the dimensions of knowledge-based value management - namely knowledge identification, auditing, organizing, and ranking values - are shown to be significant predictors of process efficiency, accounting for an impressive 95 percent of its variation. This suggests that effectively managing knowledge and values within an organization can lead to substantial improvements in how processes are executed.
Furthermore, the study reveals a robust positive correlation between competitiveness and process efficiency, with a correlation coefficient of 0.979 (p<0.000). This indicates that as an organization's competitiveness increases, so does its process efficiency. Similarly, there is a strong positive relationship between knowledge-based value management and competitiveness, with a correlation coefficient of 0.951 (p<0.000). This finding underscores the importance of managing knowledge effectively to enhance an organization's competitive edge.
Path analysis conducted in the study indicates that competitiveness acts as a mediator in the relationship between knowledge-based value management and process efficiency. This means that the impact of knowledge-based value management on process efficiency is, in part, facilitated through its influence on competitiveness. Key elements such as pricing strategies, innovation capabilities, customer service quality, and management practices are identified as significant factors that affect process efficiency.
Conclusion: This study concludes that knowledge-based value management enables organizations to use their knowledge resources optimally, improving their value-creation processes. This approach strengthens the organization’s ability to generate value and enhances its competitive position in the market. Therefore, incorporating knowledge-based value management as a central strategy is vital for achieving success and long-term growth in a competitive landscape.