Volume 29, Issue 11 (1-2023)                   RJMS 2023, 29(11): 0-0 | Back to browse issues page

Research code: مقاله مستخرج از رساله دكتري است
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Damghanian H, Moghadam A, K. kohyari haghighat K. Growth model of knowledge management staff of startup companies in the field of health and medical services. RJMS 2023; 29 (11)
URL: http://rjms.iums.ac.ir/article-1-7365-en.html
semnan university , hdamghanian@semnan.ac.ir
Abstract:   (195 Views)
Knowledge employees are one of the most important and growing groups in startup companies, the main source and tool of their work is knowledge. A key explanation for the importance of employees lies in the knowledge of the historical shift from focusing on the physical and financial forms of capital as the main source of production to focusing on human and intellectual capital (1). The first person to use the term knowledge staff was Drucker. According to Drucker, knowledge workers are those who have important knowledge for the organization. And often they are the only ones who have it and can use it at work, and their knowledge is somewhat unconscious (2). The importance and difficulty of managing knowledge staff has been widely acknowledged (3-5,7). One of the best ways to hire knowledge workers is through the personal network of old knowledge workers of startup companies (7,8). The growth and maturity of knowledge workers is done through informal learning in the workplace (4,9). Working conditions Flexibility maximizes the effectiveness of the mental capacity of knowledge workers (3). In startup organizations, knowledge has changed the power relations from managers to knowledge employees (9-11). Doing work as a team is one of the important features of startup companies (12-14). One of the important areas of activity of startup companies is the field of health and medical services industry. It is constantly changing and can range from information management to online consulting and even remote surgery with the most advanced medical robots at specialized and sub-specialized levels, which is an example of the technological revolution in the health and medical industry. Unlike startups in the field of education, transportation and food, etc. neither abroad nor in Iran, we do not see the expansion of startups in the field of health and medical services, the medical community and the field of health and the people have not yet shown happiness. Therefore, this field is pristine, opportunity-creating and wealth-creating, and it can be used to generate digital revenue. Over 80 million users of the Iranian information society need fair access to medical services from dentistry to medicine and skin and hair and so on. The health and medical services community and IT knowledge workers can now, in a participatory economy, take creative steps to improve community health and reduce unnecessary costs for the health and medical services industry. One of the important factors in ensuring the growth of startup companies in the field of health and medical services is the management of knowledgeable employees who have grown through experience and work. No research has been done on knowledge management staff in startup companies in the field of health and medical services. Large companies have a lot of information available about them due to the existence of a human resources unit, but startup companies because they are a small company and usually do not have a human resources unit from the beginning of birth to the stage of growth and maturity. There is a human in these organizations in the management literature (16-18). Therefore, considering the important role of knowledge-based employees in the success of startup companies in the field of health and medical services, the present study seeks to answer the question of what is the growth-oriented management model of knowledge-based employees of startups in the field of health and medical services.
Since the purpose of this study is to develop a growth-oriented model of knowledge management staff developed in startups in the field of health and medical services and does not seek to test or prove or disprove a hypothesis, from a qualitative research approach and also from the case study method (collective case study) Used. In a qualitative study, there is no specific formula for determining the correct sample size. One simple solution is to continue collecting data until the elements of the study are saturated; that is, as long as the sample does not add anything to the data (19). Therefore, through targeted sampling and snowball to achieve theoretical saturation, 14 interviews were conducted among managers and employees of startups in the field of health and medical services. In order to increase the accuracy of the analysis, all interviews were recorded and in the next stage, each interview was written independently, sentence by sentence, and the points related to the research questions were separated and categorized from the interview text. The interview was semi-structured and used open and neutral questions and tried to limit the answers and opinions of the interviewees to the researcher's questions and to maintain the necessary flexibility to discover the facts during the interview. To ensure the validity of the content and the relevance of the questions to the purpose of the research, this questionnaire was evaluated and approved by six human resource management specialists and managers of startup companies in the field of health and medical services?
The results showed that the best way to hire knowledgeable employees is to use the personal and professional networks of old startup employees. These results are consistent with the research of Nahapiet and Ghoshal (8) and the research of Smith et al (5). Learning and developing skills for knowledge-based employees of startups is often done informally. These results are consistent with research by May et al. (4) and Swart and Kinnie (9). The presence of employees in the startup company does not guarantee the effectiveness and intellectual growth of knowledge employees, so the managers of startup companies can use the maximum mental capacity of knowledge employees by defining flexible working conditions while cost-effectiveness. The results of this study are consistent with Mladkova (3). Knowledge staff participation is one of the most important approaches to human resource development for the development and organizational and intellectual growth of knowledge staff. The results of this research with Swart and Kinnie (9); Kinnie et al. (11) and Toffler (10) agree. If the informal socialization process is used for new knowledge employees, while stabilizing and developing the organizational culture, it compensates for the shortcomings of the selection and recruitment processes and also helps the retention of new knowledge people in the organization. Research results by Swart and Kinnie ); Gulati et al. (20) are compatible. Govindarajan (14); Nonaka et al.(13); Strock and Hill(12).
The overall results of this study showed that with proper management of knowledge staff, the probability of success of startups in the field of health and medical services also increases. In order to be successful, companies in the field of health and medical services must, in addition to careful market analysis and financing, pay sufficient attention to knowledge management as an important competitive advantage; at present, according to field research, this category is not considered at all. Often, managers of startups in the field of health and physician services did not differentiate between their knowledgeable and non-knowledgeable employees. If the main tool of a knowledge employee is his brain; therefore, the loss of a knowledge employee by a startup means the loss of its knowledge capital.

Type of Study: Research | Subject: Educational Health

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