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Employees, as the most important assets of an organization, acquire a great deal of experience, skills and knowledge throughout the time period they work for the organization. If their skills and technical knowledge are not documented properly, these will be lost once the employees leave the organization. Therefore, documentation is necessary for preserving this invaluable knowledge, avoiding duplication and preventing repeated mistakes that occurred in the past and, providing the junior staff with experiences gained by their predecessors. Thus, this research aims to elaborate on the role of organizational knowledge management (KM) as an essential tool for turning tacit knowledge into explicit knowledge and sharing the gained experiences with others.

This research is developmental applied research with qualitative approach and it was conducted using thematic analysis method. This method includes a semi-structured interview with 18 researchers conducting research projects at the Satellite Research Institute under the supervision of the Iran Space Agency.

The projects contain knowledge that is a combination of “know why”, “know what”, “know who” and “know how”. A large amount of this knowledge is, indeed, the tacit knowledge. Most of this tacit knowledge is not reflected in the project documents. Generally, the documents contain results only and they do not include experience, technical details, methodology, analysis and mistakes that were made during research activities. Documentation challenges fall into three major types: technical, human resources and administrative.

Considering the necessity of documentation within the knowledge transfer process and its important role in KM; and, with respect to the lack of technical knowledge and experience transfer observed in the documents of Satellite Research Institute, this research proposes some steps that need to be taken to turn the knowledge sharing into an organizational culture.

The purpose of this paper is to propose a new method for knowledge worker productivity measurement which is based on valid principles and appropriate viewpoints.

Based on an extensive and thorough literature review the elements that need to be taken into consideration, while designing a method for knowledge worker productivity measurement, are determined and divided into principles and viewpoints. These elements must be incorporated into the design of knowledge worker productivity measurement methods so that the correctness and accuracy of these methods can be verified. The proposed model, which is based on appropriate principles and viewpoints, determines the outputs of knowledge work with respect to the tasks that a worker’s job includes. Considering nine measures, these outputs are evaluated using fuzzy numbers and, then, quantified. The inputs of knowledge work are knowledge, skills and abilities (KSAs) required to do the job. These inputs are identified and quantified using Job Element Method. Furthermore, fuzzy Data Envelopment Analysis is employed to model the productivity.

In this paper, the proposed method for knowledge worker productivity measurement follows both appropriate principles and viewpoints, simultaneously. In order to validate the obtained results and explore the applicability of the proposed method, a case study was carried out at an Iranian organization in electric power industry. Statistical analyses are employed to prove the validity of the results. Based on the obtained results, the productivity of a knowledge worker is said to be high when he/she delivers the expected amount of job outputs considering the values of his/her inputs (KSAs).

The originality of this paper is twofold. First, the extracted principles and viewpoints can serve as a guideline for the development of similar methods. Second, the proposed model offers an effective and efficient tool that can serve as the basis for the comparison among relative productivity of knowledge workers. Furthermore, the obtained results could form a basis to examine the productivity trend of each knowledge worker over different periods of time.

The purpose of this paper is to propose a new framework to assess the value of a knowledge worker (KWr) in his/her organization.

The proposed framework determines the value of each KWr based on his/her contribution to organizational value-added. The framework includes two steps: the contribution of each work process to the total organizational value-added is determined using Knowledge Value Added method; and the value of each KWr is obtained based on the contribution of his/her operational knowledge to the value-added of the processes.

This article elaborates on how KWrs’ contribution to organizational value-added can be used to assess them. A new framework is designed to serve this purpose. A case study was also carried out in a marketing department of a detergent manufacturing company to test the practical usability of the framework. The statistical analysis of the results confirms the validity of the framework.

The results of this research can be discussed in terms of two main issues. First, this study highlights the imperative role of KWrs in achieving success for organizations in today’s knowledge-based economy. This research urges managers of organizations to fully recognize and measure the importance and value of KWrs and recommends that the mechanisms of human resource management (such as compensation and rewarding systems, hiring process and training and development) can be modified with respect to this value measurement. Second, an applicable framework with specific and clearly defined steps is introduced in this paper, which can be used by organizations to determine the value of KWrs based on their contribution to organizational value-added. The proposed framework has two important characteristics which previous models and frameworks failed to deliver: this new framework contains detailed items and procedures that could be easily obtained and fully understood by practitioners and researchers; and the proposed framework provides the ability to compare all types of KWrs. The results obtained by implementation of this framework give insight into the appropriate managerial approaches to reach personal and organizational goals simultaneously.

Due to the differences between knowledge work (KW) and manual work, the management of KWrs requires its own methods and techniques. In this article, a brand new framework for KWrs’ value assessment is developed based on the characteristics of KW.