European Journal of Economics, Finance and Administrative Sciences ISSN 1450-2275 Issue 45 (2012) EuroJournals, Inc. 2012 http://www.eurojournals.com/EJEFAS.

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Designing of Conceptual Model of Motivation in Knowledge Management Implementation (Case Study: Gas Company in Isfahan Province)
Mehdi Abzari Ph.D., Professor of Management, University of Isfahan E-mail: mabzari32@yahoo.com Marziye Shojaei M.A, Department of Management, Khorasgan (Isfahan) Branch Islamic Azad University, Isfahan, Iran E-mail: cmshojaei.1363@gmail.com Batul Forouzan M.A, Department of Management, Khorasgan (Isfahan) Branch Islamic Azad University, Isfahan, Iran Abstract Knowledge management is one of the ways to improve organizational survival conditions and is implemented successfully in the organization when the most important resource and effective capital in its process, i.e. human resources are focused, since successful execution of knowledge management involves cooperation of employees. One of the most significant issues that gives rise to training and developing of learner forces in the organization and attracting of their participation and cooperation is creating, maintaining and enhancing of their motivations. Importance of motivation in knowledge management process is obvious in all stages of it, because creation, saving, dissemination and also application of knowledge would find no means without a motivated force. Most clear-sighted have paid special attention to motivation as the key factor for knowledge management success. Therefore, managers of organizations must consider identification of effective motivational factors in knowledge management implementation. In this regard some believe that role of physical factors is more effective and others have referred to spiritual factors. What seems important is that knowledge employees need a distinctive combination of physical and spiritual motivations that could be different based on organizational culture and societies. In this article we have represented the conceptual model of effective physical and spiritual motivations on knowledge management implementation by studying of various theoretical subjects in the field of knowledge management and motivation, so that cooperation field of employees and then success of knowledge management will be provided through identifying of these factors and examining of their degree of effectiveness on knowledge management implementation in different organizations. Finally, this model has been studied in one of the organizations in Iran.

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European Journal of Economics, Finance and Administrative Sciences - Issue 45 (2012) Key Words: knowledge management, motivational model motivational factors, human resources,

Introduction
Knowledge era is a new title that is applied to the present tense and near future. Knowledge puts informational society aside quickly and easily with its modern and dynamic characteristics and replaces it with knowledge society. In spite of the fact that information technology has served different methods as a wonderful and unique tool for knowledge but at last experience has shown that enormous capital in information technology and information-communication technology could not be leaded to improving of performance of organizations and societies; rather investment on individuals is needed to achieve this goal. In this regard knowledge management could be a secure tool to respond to such need. Pioneer organizations in the field of knowledge management know their success indebted to their efficient human resources and scholar force. Efficient management of scholar force in these organizations is a significant task and inattention to it will be resulted in loosing of enormous organizational capitals and also appropriate business opportunities. One of the important cases that causes training and developing of scholar forces in the organization is creating, preserving and enhancing of their motivations. This issue has paved the way for more investment of organizations in improving of organizational culture and providing of a bed for establishment and enhancement of motivations. Managers should create motivation in their employees and enhance it through applying of special mechanisms and also preparing of suitable grounds. Consequently, human resources and recognition of their needs for cooperation in the process of knowledge management including creating, saving, distributing and utilizing of knowledge are one of the most important issues that must be considered at the time of knowledge management implementation. In this case employees don't participate unless the necessary motivation is created in them .This research has studied effective motivation factors (physical and spiritual) in knowledge management implementation and finally represented a model in this ground.

Concept of Knowledge Management

Knowledge management is an extensive spectrum of activities which is used for managing, exchanging, creating or enhancing of mental capitals on macro level. It is the intelligent planning of processes, tools, structures and etc with the purpose of enhancing of reconstructing, knowledge sharing or improving of its use that is appeared in each of the three elements of mental capital i.e. structure, human and social (Pakseresht 2004). Knowledge management is more specific than management to some extent; management puts emphasis on stimulating of individuals from all aspects while knowledge management is focused on a specific aspect i.e. knowledge of individuals. Knowledge management governs quality and manner of applying of information by individuals for solving of problems, suitable informational resources in order to be changed in to knowledge and manner of saving of knowledge for use by special users. Knowledge management is a systematic method rather than a collection of tools that are used continuously. It looks for better understanding of knowledge, information and skill which flow inside of the organization. Knowledge management is performing of correct works instead of correct performing of works. Emphasis is put on effectiveness not efficiency (Adli 2006). A series of processes are needed in order to develop knowledge management and obtain its purposes in an organization, so activities will become knowledge oriented in each organization and employees of this organization are changed to knowledge-oriented employees. We know knowledge management as the process of creating, confirming, representing, distributing and applying of knowledge. These five factors provide the ground for education, feedback and re-education for the organization in the scope of knowledge management that are usually used for establishment,

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preservation and restoration of the organization' capabilities and are known as knowledge management process. Alavi (2000) defines four processes that are shown in the following figure:
Figure: 1 knowledge management processes (Alavi 2000)
Creating of knowledge Saving and organizing of Knowledge Distribution of knowledge Application of knowledge

Creating of knowledge is the first phase in knowledge management process. Despite the increasing need of the organizations to enhance intelligent capital and organizational knowledge for durability in the competition arena on one side and daily high volume of information in resources like internet on the other side, establishing and acquiring of knowledge has become a fundamental problem in corporations. Many corporations have tried to overcome this problem through establishing of strategies and frameworks of knowledge creation (Parson and Saliman 2009). Creating of knowledge includes activities related to entering of the new knowledge in the system and discovering and obtaining of knowledge (Newman and Conrad 1999). Saving of knowledge include those activities that preserve durability capability of knowledge in the system. This phase refers to saving, registering, recording and keeping of knowledge in its form or framework which preserves connection of its components and has recycling and application capability in case of utilization by employees of organization. In fact this phase is the necessary prerequisite for transferring and exchanging of knowledge (Newman and Conrad 1999). The final goal of this phase is to help members of the organization have access to essential knowledge in decision-making processes. Process of knowledge distribution has many similarities with communications process and has been neglected in most organizations (Volk 2004). Distribution and transferring of knowledge includes activities related to knowledge flow from one section to another section (Newman and Conrad 1999). Distribution of knowledge is a difficult task and individuals' attitude towards dividing and merging of it is one of the main obstacles in knowledge management (Lam and Lambermount 2008). If knowledge is not transformed to action and organizational activities are not based on knowledge, all activities and processes of knowledge management processes will be unfruitful. Using of knowledge is leaded to removing of the gap between learning by using and the main loop of feedback, learning by doing and utilization will be created. Generally, this process refers to mixing of knowledge with action, i.e. using of knowledge and reflection of it in services and goods of the organization (Kwakman 2004). Motivation is Key Factor in Knowledge Management Success Success factors of knowledge management are different in viewpoint of individuals and theoreticians that are proposed briefly in the following. Hesing considers obtaining of expertise from experience, fostering of electronic-mail culture, supporting from excellent managers, combining of knowledge tasks with daily tasks as factors for gaining knowledge management success. On the other hand, according to Prusak the following factors are among the effective factors in knowledge management success: 1-technology 2-creating and disseminating of knowledge 3-sharing of knowledge 4-electronic resources for knowledge 5-education, learning 6-creating of confidence among the individuals 7substructure for knowledge Also Holsapple and Joshe have mentioned the following as effective factors in knowledge management success: 1-Culture 2-management 3-technology 4-organizational compatibility 5-employees' motivation 6-external factors

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Generally, researchers have tried to identify the most prominent factors that are effective in knowledge management success after classifications of plans. These factors that are resulted from combination of various viewpoints include the following cases: 1. Appropriate technical substructures including network, computer, software, experts of knowledge management system. 2. Knowledge strategy which determines knowledge users, their needs, resources, processes, knowledge and the link between knowledge and knowledge management. 3. Existence of a common extensive organizational knowledge structure that is expressed clearly and is perceived easily. 4. Users' motivation and commitment including encouragement and education. 5. Organizational culture that supports learning, sharing and applying of knowledge. 6. Supporting from excellent managers contains allocation of resources, leadership and representing of education 7. Existence of indicators for evaluation of effects of knowledge management system and knowledge application. 8. Existence of obvious purposes for knowledge management system 9. Organizational learning 10. Research and recycling operations of knowledge management system that whether it is leaded to easy application of knowledge or not. 11. Processes that assimilate acquisition and application of knowledge. 12. Security/ knowledge support (Jennex and Zakharova 2005). Role of Employees' Motivation in Knowledge Management Establishment Bain and Company Corporation (one of the largest companies in the world in the field of management consultation) has offered results of its studies on twenty five management tools which are usually used by managers to solve their organizational problems in a report in 2007. This study has been started from 1993 and is compiled in more than seventy (70) countries during fourteen years and after eleven periods of extensive measurement based on total opinions of one thousand of senior managers in powerful organizations (in North America, Europe, Asia, Africa, Middle East and Latin America). Among the above twenty-five tools the eighth grade has been allocated to knowledge management. The interesting case is that knowledge management grade was seven in Asian corporations. But the more interesting point is that when managers were asked about their satisfaction from applying of management tools, twenty-second grade was allocated to knowledge management (high resorting, low satisfaction). One of the important reasons of such dissatisfaction is that knowledge management has been observed from technology dimension at the beginning and it has been considered as a technology, but gradually organizations perceive that they need something beyond information management for virtual application of employees'skills. Human beings are in the developing center of gaining of knowledge management success against technology and electronic dimension and this human factor is the distinction between knowledge management and similar concepts like information management. Employees' cooperation in the process of knowledge management requires having sufficient motivation in this field; as a result motivation is very important in knowledge management. Importance of motivation in the process of knowledge management is obvious in all phases of it .motivation and encouragement systems must be able to give reward and identification of those who: (Sharifzade and Budlaee 2009). Create knowledge. Are committed to acquiring and preserving of knowledge. Share knowledge voluntarily with others. Apply a new knowledge in performing of their tasks. Responsible against learning of knowledge and transferring of it to others

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As a result, employees won't be able to create and produce knowledge if they don't have sufficient motivation, because they don't feel any commitment in this regard. Also employees' motivation plays a significant role in dividing of implicit and explicit knowledge (Stenmark 2001). Reward systems must support from knowledge sharing culture. In order to improve such process it is important to reward those employees who represent their experience and be sure that employees have understood benefits of knowledge management. Organizations should ask themselves the following questions: do employees receive signs to encourage knowledge sharing process? Is the public informed when the organization makes a profit from knowledge sharing? Are mistakes occurred which could be avoided if it has been known that similar mistakes have been occurred in the past On the other side, better understanding of commitment and motivation of employees will reduce the knowledge application gap, since success and successful performance of knowledge management is often depended on the ability to transform knowledge to effective action (Pefeffer and Sutton 2000). Motivational Factors in Knowledge Management Motivational factors have been stated in various forms by different individuals including extrinsic (physical) and intrinsic (spiritual). Deci (1976) has divided incentives in to two classes of extrinsic and intrinsic and has mentioned their relation with knowledge management. The present researcher has divided such factors in to two classes of physical and spiritual too which will be described in the following. 1. Extrinsic (Physical) Incentives Physical motivational factors could be very suitable in successful execution of knowledge management. Among these factors we can refer to salary increase, reward payment, payment based on performance and other benefits. Appropriate cooperation of employees demands appropriate structure of payment. One part of wage recovering systems could be formed based on knowledge and production level, its development or sharing and exchange. Knowledge-oriented organizations apply physical motivation lever for knowledge management implementation through creating of trends and checklists in order to measure the above amounts for each employee. Various used models for performing of this activity depend on the kind of activity of the organization. For example, in the United Nations development program each of the personnel is rewarded according to the amount of his effort with his partners in knowledge sharing. Companies should be able to count on their employees' ideas in order to gain profit. Active organizations in biotechnology field have found ways to offer one part of profits to employees in lieu of researches from recent years. Organizations such as IBM, Dimler-Crisler, McKinsey, World Bank, Xerox offer financial rewards to their employees in order to share knowledge management programs (Wenger et al 2002). Generally organizations must apply modern reward systems in order to be changed to a knowledge-oriented organization. These systems should reward attitudes and risky behaviors for improvement of creativity in solving of daily problems and put emphasis upon group reward and service recovering system so that they can encourage creating and disseminating of knowledge and sharing of information among the group members (Shafeekhani and Estiri 2007). What should be considered is that a distinct relation must be created between performance of employees in implementing of knowledge management and reward and employees observe and perceive this relation clearly. But Extrinsic motivation supports transferring of explicit knowledge but is often enable about implicit knowledge (Lam and Lambermount 2008). Monopolistic application of extrinsic motivation places the individual in an interactive position instead of placing him in a relational position against the organization and is appropriate in obvious situations like using of a counselor or where encrypting of implicit knowledge to a limited extent is necessary (Hall and Sapsed 2005). Also external rewards may reduce intrinsic motivation for attractive activities and encourage hoarding of knowledge (Lam and Lambermount 2008).

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2. Intrinsic (Spiritual) Incentives Intrinsic motivation satisfies needs immediately and it seems to be resistant. It facilitates creating and transferring of implicit knowledge under circumstances that extrinsic motivation fails (Osterloh and Fery 2002). This motivation stimulates knowledge acquisition behavior and increases effort towards knowledge acquisition. In general, these two motivations, i.e. intrinsic and extrinsic motivations have mutual relations with each other and provide a perfect interaction between personal and organizational environments (Lam and Lambermount 2008). In this section that part of spiritual motivational factors are represented which has a high relation with knowledge management. We mention the following issues among such factors: Glorification and appreciation from employees: appreciating from employees alongside of cooperation in the process of knowledge management is one of the main motivational factors. In lieu of holding of formal ceremonies and appreciation from employees' role even employees who have a suitable salary and receive appropriate reward are encouraged towards productivity improvement and evaluation of the organization and as a result show more attempt. Appreciation is done in various ways. Offering of presents is one of these ways. Method of offering of presents could manifold the effect of presents. Announcing of the management appreciation to individuals through written letter, performing of meeting in their presence, email and etc are other ways of appreciation (Nelson 2004). Employees' participation: participation of employees has a high motivational effect on attracting of their cooperation in knowledge management process. If individual knowledge is not shared with others, it would have less effect on the base knowledge of the organization. Since one part of explicit knowledge is internalized by the organization and other parts are internalized by employees, therefore this issue will be important for the organization to find some of the similarities between these two kinds of knowledge and provide necessary incentives for employees towards participation of their own knowledge, strengthening and increasing of content and subject matters of organizational base knowledge (Hanssen et al 2004). Job progress opportunities: nonpecuniary rewards should not be limited to physical and social benefits like size of the individual's room, titles, general appreciations and etc. Rather providing of individuals' job progress could be a significant factor in motivating of them towards producing, acquiring, distributing and using of knowledge. Greatest motivations for some employees are resulted from the right of selection to perform challenging activities and activities that add value in a scope beyond formal job description (Sharif zade and Budlaee 2009). Social interactions: one of the main components of organizational knowledge is applying of organized teams and social interactions that leaded to strengthening and enrichment of organizational base knowledge. In an organization with low social interactions among the members the most part of knowledge is controlled by individuals instead of the organization. However, the most part of knowledge inside the organization will be internalized through informal interactions and meetings among the employees. (Hansen et al 2004). Individuals will have essential motivation for participation in the knowledge management process in an organization which has social interaction grounds. Organizational culture: in some resources it has been mentioned that sound culture could be considered as the most important factor as an incentive for producing and sharing of knowledge. If culture is not compatible with knowledge management, technology, knowledge or good management of a project are not leaded to success of the organization. So role of organizational culture in developing of knowledge management has been much considered in knowledge management literature. Thus, organizational culture must establish conditions through which confidence, cooperation and sincerity among the individuals are doubled and motivate them to cooperate in knowledge management implementation.

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Research Background
Public resorting to knowledge management has been quickly propagating since 1996. This issue could be studied with due attention to the increasing number of articles and books in this field. (Petersen and Poulfet 2002). Various studies have been done about importance of motivation in knowledge management among which we can refer to the following: Nike (2010) puts emphasis on the importance of motivation for leadership effectiveness and as a result knowledge management in the organization in his research and points out leaders should pay attention to employees' motivation and stimulate them in order to create and share knowledge. Whittom and Christine (2009) have studied the role of motivation in knowledge management projects in Canada in a research entitled "examining of motivation in knowledge management projects". They divided motivation in to two kinds of external (financial) and internal (non-financial) in their studies. Results of their studies show that non-financial motivation is more effective in knowledge management. Smith and Lamba (2008) know establishing of motivation among the effective factors on knowledge management and it is among the factors that they have studied in the organizations. Basu and Sengupta (2007) have studied factors of success in knowledge management in India. They have considered motivation as the success factor of knowledge management too and this demonstrates the importance of motivation subject. Martin (2000) has considered motivation as the factor for success of learner organizations and knowledge management in his research. Designing of Model of Effective Motivational Factors on Knowledge Management Implementation In the process of knowledge management some consider the role of physical factors more tangible and some others believe that these factors are ineffective. Undoubtedly knowledge workers need different reward systems and their reward system won't probably be physical and tangible. It should be mentioned that physical and spiritual motivations dont oppose each other. The important issue is that a combination of physical and spiritual factors in knowledge management process could establish the cooperation and motivation ground for employees. Given to the above issues we can show effective motivational factors on attracting of employees' cooperation in the process of knowledge management in the model below:

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Figure: 2 Model of Effective Motivational Factors on Knowledge Management Implementation
Intrinsic factors

Extrinsic factors

Current culture existence of cooperation among employees of different sectors and managers, existence of confidence among employees, happy and quiet atmosphere, existence of honesty and sincerity among the members of the organization, existence of mutual respect among colleagues (managers and employees) Job progress opportunities Possibility to continue education for the employees, possibility of taking part in seminars and conferences, suitable research facilities, right of selection of works out of job description, being aware of activities' results, right of selection of challenging works. Participation of employees Right of participation in decision-making, existence of recommendations system and accepting of suitable recommendations related to job, power and enough authority about how to do the work, inviting of the individuals to express opinion about working issues, existence of opportunities for individuals to participate. Social interactions Establishment of various groups (sports, work, friends,), holding of various working picnics, holding of different sessions in the presence of partners (managers and all employees), establishing of information bases with group e-mail for insertion of ideas and exchanging of views. Appreciation from employees Appreciating from employees in the presence of managers and employees, Appreciating from employees in the presence of family, written appreciation, insertion of names of the best employees in the notice board or internal journal of the organization, appreciation related to the individual's action, using of appreciation results in the future job route of the individual.

Motivational factors

Sum of revenues Employees'salary increase, reward payment, payment of salary based on performance, payment of salary based on skills and competencies, leave with pay Special benefits Paying of one part of mortgage or rent payment of the residence, giving of allowances for paying of the loan or offering of necessary loans, offering of special insurances, offering of product purchasing cards, benefits of domicile cooperative, benefits of consumption cooperative, paying of costs and accommodations related to travel and other recreations

knowledge management implementation

Case Study in Gas Company in Isfahan Province Nowadays managers are well aware of the importance of knowledge and knowledge management in the organizations. Many of them are seeking to implement knowledge management system in their organization. At the same time they are worry about inability to implement knowledge management in their organization which is leaded to failure of knowledge management. Great actions have been done in oil and gas companies in this regard and with due attention to importance and necessity of knowledge management implementation including extensive retirement of experts, merging and changing of oil companies structure, technological variations and increasing of outsourcing.(For instance BP and Chevron)

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Record of knowledge management implementation in Iranian organizations is dated to 2006. Applying of knowledge management like many other management strategies has been started by oil and gas and petrochemical organizations. Extensive retirement of experts of this scope in the 2000's decade is one of the most important reasons expressed by subcategory corporations of oil ministry for resorting to knowledge management. This reason was indeed a very large apprehension with many overt and covert negative effects on the performance of such organizations that at first appeared very rational and reasonable in using of strategies in order to extract experts' knowledge as a subcategory of knowledge management. But unfortunately these organizations couldn't be successful in knowledge management implementation. Among the reasons that have been resulted in failure of knowledge management projects in Iranian organizations such as Oil and Petrochemicals Company are: inattention of the counselor and employer to necessity of cauterization and programming in order to establish appropriate physical and financial incentives for experts. With due attention to the point that gas company in Isfahan province wants to implement knowledge management in its organization and with due regard to failure of oil and gas companies in this field it is expected that this company has performed necessary actions before taking action to implement knowledge management and pure attention to knowledge management software, so knowledge management will be implemented substantially and functionally and not externally in this organization. As a result studying of effective motivational factors on knowledge management implementation in the gas company is one of the primary studies that must be performed in this field and propose this question that to what extent such factors are effective on implementing of knowledge management and how can establish the necessary motivation among the employees in the organization to cooperate in knowledge management implementation? In this research one main purpose and seven secondary purposes are considered:

Main Purpose
Evaluation of motivational factors in knowledge management implementation in the gas company in Isfahan province Secondary Purposes 1. Determining of the effect appreciation from employees on knowledge management implementation in the studying company 2. Determining of the effect of Social interactions on knowledge management implementation in the studying company 3. Determining of the effect of Organizational culture on knowledge management implementation in the studying company 4. Determining of the effect of Employees' participation on knowledge management implementation in the studying company 5. Determining of the effect of Job progress opportunities on knowledge management implementation in the studying company 6. Determining of the effect of Sum of revenues on knowledge management implementation in the studying company 7. Determining of the effect of Special benefits on knowledge management implementation in the studying company

Methodology of Research
Methodology of this research is descriptive-metrical with due regard to its purpose that is studying of effective motivational factors on knowledge management implementation in the gas company in Isfahan province. Statistical population of the research consists of all employees of Isfahan Gas

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Company who are 569. The sample volume is equal to 119. The statistical sample is specified with due attention to the statistical population through appropriate group sampling method and ascertained questionnaire has been used as practical and reliable tool for data collection by paying attention to the research methodology. Validity of the questionnaire has been determined by means of nominal and content validity and opinion of proficient experts. We have used Cronbach alpha coefficient to determine reliability. First thirty (30) questionnaires were distributed experimentally and then the amount of reliability was estimated by SPSS software. The obtained Cronbach alpha coefficient is equal to 96% which shows suitable reliability of research tools. In this research one major and five minor questions are considered that are: Major Question How much are motivational factors effective on knowledge management implementation in the gas company in Isfahan province? Minor Questions 1. How much is appreciation from employees effective on implementation of knowledge management in the studying company? 2. How much is Social interactions effective on implementation of knowledge management in the studying company? 3. How much is Organizational culture effective on implementation of knowledge management in the studying company? 4. How much is Employees' participation effective on implementation of knowledge management in the studying company? 5. How much is Job progress opportunities effective on implementation of knowledge management in the studying company? 6. How much is Job progress opportunities effective on implementation of knowledge management in the studying company? 7. How much is Sum of revenues effective on implementation of knowledge management in the studying company? 8. How much is Special benefits effective on implementation of knowledge management in the studying company? Analysis of Research Questions in the Gas Company in Isfahan Province
Table: 1 Comparison of average score of Special benefits & Sum(Extrinsic factors) of revenues in knowledge management implementation with supposed average 3
Average 4.27 3.76 Standard deviation 1.21 0.850 Standard error 0.111 0.077 t 1.38 9.85

Sum of revenues Special benefits

Based on results of table (1) the observed t is bigger than the critical amount in the table on error level of 5%, therefore, Extrinsic incentives is more effective on knowledge management implementation and is higher than the mid-level in the studying company
Table: 2 Comparison of average score of Intrinsic factors in knowledge management implementation with supposed average 3
Average 3.61 4.10 3.86 Standard deviation 0.688 0.696 0.625 Standard error 0.063 0.063 0.057 t 9.71 17.37 15.14

Social interactions Organizational culture Employees' participation

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Table: 2

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Comparison of average score of Intrinsic factors in knowledge management implementation with supposed average 3 - continued
3.72 3.91 0.672 0.669 0.061 0.061 11.74 14.91

Job progress opportunities Appreciation from employees

Based on results of table (2) the observed t is bigger than the critical amount in the table on error level of 5%, therefore, Intrinsic factors is more effective on knowledge management implementation and is higher than the mid-level in the studying company.
Table: 3 Comparison of average score of Intrinsic factors& Extrinsic factors on knowledge management implementation
Standard deviation 1.21 0.850 0.696 0.669 0.625 0.672 0.688 Average 4.27 3.76 4.10 3.91 3.86 3.72 3.61 Average amount 4.02

Sum of revenues Special benefits Organizational culture appreciation from employees Employees' participation Job progress opportunities Social interactions t2 =135.31 F= 21.59 p =0.001

3.84

According to results of this table, the observed F is significant on the level P0.05, thus there is difference between effective motivation factors on implementation of knowledge management. With due attention to the above table it is observed that organizational culture has the most effect with average amount of 4.10 in all of the spiritual factors and social interactions have the less effect with average amount of 3.61 in knowledge management implementation. Also observed that in all of the physical factors Sum of revenues has the most effect with average amount of 4.27 and Special benefits have the less effect with average amount of 3.76 in knowledge management implementation. Also it is observed that effective motivational factors in viewpoint of employees are Sum of revenues, organizational culture, appreciation from employees, participation of employees, Special benefits, job progress opportunities, and social interactions. Generally With due attention to the above table, it is observed that in viewpoint of employees, physical factors with average amount of 4.02 are more effective than spiritual factors with average amount of 3.84 .

Conclusion
Given to the findings of tables 1,2,3 the observed t is larger than the critical value on error level 5%, thus sum of revenues, special benefits, appreciating from employees, organizational culture, job promotion opportunities, social interactions and employees' participation in knowledge management implementation are effective more than the average level. Evaluation of these seven indexes on a level higher than the average level demonstrates effectiveness of motivational factors (physical and spiritual) in knowledge management implementation in the Gas Company in Isfahan province and is compatible with the results of the following researches. Nick (2010), Smith and Lamba (2008), Basso and Sengapta (2007), Martin (2000). It is noteworthy that there is a difference between physical and spiritual factors in knowledge management implementation given to the findings of table (3). Among physical factors the highest role is related to sum of revenues and the lowest role is related to special benefits and among the spiritual factors the highest role is related to organizational culture and the lowest role is related to social interactions. Typically findings of this table indicate that physical motivational factors have a higher

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role in their cooperation in knowledge management implementation in employees' viewpoint, while all of the proposed factors in the survey are more effective than the average level in knowledge management implementation in their view. Obtained results of this survey are not compatible with research of Vitum and Christian (2009) in Canada because their results show that role of unphysical motivation is more effective in knowledge management. This difference is related to the issue of organizational environment as motivational factors are not confined to one organization and the effect level of these factors is different in each organization. Of course they have referred to this issue in their research and importance of such factors is different based on the environment and culture. Finally with due attention to the key role of motivation in knowledge management success and failure of mere engineering observation of this issue it is recommended to motivate employees for cooperation in this project before taking action to establish knowledge management, because they may become aware of their interestedness and non-cooperation at the moment of knowledge management establishment. This will be feasible through creating of a separate unit for knowledge management.

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