Environment and Interdisciplinary Development

Identifying The Implementation Components of Environmental Protection Based on The Application of Knowledge Management in Iranian Government Organizations: An Exploratory Analysis Based on The Development of The Edwards Model

Document Type : Original Article

Authors

Shahram Shiranzaei 1
hooman bahmanpour 2
Seyed Mehdi Alvani 3

1 Ph.D. Student, Department of Public Administration, Qa.c., Islamic Azad University, Qazvin, Iran

2 Assistant Professor, Department of Environment, Sha. C., Islamic Azad University, Shahrood, Iran

3 Professor, Department of Public Administration, Qa.c., Islamic Azad University, Qazvin, Iran

https://doi.org/10.22034/envj.2025.533351.1522
Abstract
Introduction: In response to the growing environmental challenges in Iran, particularly regarding the implementation of policies in governmental organizations, this study was designed and conducted with the aim of identifying key components for implementing environmental protection based on the application of knowledge management. In this study, knowledge management is not treated as a variable, but rather as a conceptual and operational framework that, through the three dimensions of knowledge acquisition, knowledge sharing, and knowledge evaluation, facilitates the effectiveness of policy implementation in the environmental sector. The theoretical framework of the study is based on Edwards’ four-component model, which was expanded by adding the organizational culture component and adapted to the institutional conditions of Iran. By reviewing previous implementation models and integrating them with the knowledge management literature, this framework offers enhanced analytical capacity for understanding institutional barriers and capabilities.
Materials and Methods: This research, derived from a doctoral dissertation, follows an applied-developmental approach and is conducted as a descriptive-survey study. Data were collected from 50 experts in the fields of environment and knowledge management within governmental organizations, using a researcher-developed questionnaire and analysis of national development documents. The research instrument included 15 items across five initial components, which were reduced to four main components through factor analysis. The validity of the instrument was confirmed by expert opinion, and its reliability was measured using Cronbach’s alpha (α = 0.810). Additionally, the results of the KMO test (0.643) and Bartlett’s test (χ² = 389.270, p < 0.001) confirmed the adequacy of the data for factor analysis. Furthermore, Pearson correlation coefficients were used to analyze the internal relationships among the components, with the results forming the basis for future research. The combination of statistical methods and official document analysis established an integrated, evidence-based approach in this study.
Results: Factor analysis revealed that 15 items loaded onto four main components: organizational structure (3 items), organizational communication (3 items), resources and implementers’ orientations (6 items), and organizational culture (3 items), collectively explaining 69.40% of the total variance. All items had factor loadings above 0.522. The results indicate that the “resources and implementers’ orientations” component, with the highest eigenvalue (3.377) and the greatest contribution to explaining total variance (22.51%), is considered the most important factor in the successful implementation of environmental policies. Meanwhile, despite a lower average in descriptive assessments, the organizational culture component showed high conceptual coherence and strong factor loadings (up to 0.856), playing a foundational and "soft" role in explaining perceptual differences among respondents.
Discussion: A review of Iran’s five-year development plans shows that all four identified components are also reflected in these documents, though with varying intensity and coherence. For example, the “resources and implementers’ orientations” component is implicitly addressed in the third and sixth development plans, and the organizational structure is highlighted in the environmental chapter of the fourth plan. Organizational culture, too, appears as a key policy axis in the form of education and public awareness, though it faces challenges in practical implementation. This overlap and comparative analysis reinforce the practical validity of the proposed conceptual framework. The main innovation lies in conceptualizing knowledge management as a comprehensive conceptual foundation rather than a standalone variable, permeating all components. Additionally, introducing culture as an independent, measurable component distinguishes this framework from previous studies. Accordingly, this research, alongside its theoretical grounding, possesses empirical validity and can serve as a basis for developing operational models in environmental policymaking. The findings pave the way for designing a model for environmental policy implementation in subsequent stages and offer decision-makers and policymakers a clear, evidence-based framework, laying the foundation for policy model design at both sectoral and cross-sectoral levels.

Keywords

Environmental Policymaking
Knowledge Management
Edwards Model
Organizational Culture
Iranian Governmental Organizations

Subjects

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Environment and Interdisciplinary Development
Volume 10, Issue 89
Summer 2025
Pages 23-37

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