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Purpose- In today’s heavy competitive environment, organizations have found that the knowledge isthe best tool for keeping up with competitors. In this regard, the role of employees, as knowledge holders and themost important capital of organizations have been being taken into account more than before. Since the existence ofsocial capital in organizations lead to improvement and development of knowledge management processes (KMP),examining the level of social capital as an important dimension of intellectual capital and its role in KMP is the mainpurpose of this article. Design/methodology/approach- By reviewing the existing literature and using standardizedquestionnaire, it was tried to examine the relationship between social capital and KMP through the moderating roleof organic structure and innovative culture in the organization. After review of the existing literature in depth, wetook advantages of Nahapiet and Ghoshal Model for measuring social capital and in order to measure the KMP,Bukowitz and Williams Model was used. The main hypothesis of this research was that there was a significantrelationship between KMP and social capital through moderating role of organic structure and innovative culture inthe organization. In order to test the hypothesis, using the test methods for correlation coefficients (Pearson andSpearman), a standardized questionnaire was designed and distributed among our target segment including facultymembers, researchers and administrative staffs of university. Findings- The results showed that contrary to ourexpectation, considering moderator variables, structure and culture does not have positive and significant effect onKMP in the level of the organic structure and innovative culture of social capital. It was revealed that consideringthose two variables, social capital does have a significant and positive effect on KMP in the level of mechanicalstructure and non-innovative culture. We also found that there was a considerable relationship between cognitive andrelational dimensions of social capital and KMP. Besides that, it was understood that there was a positive andsignificant relationship between each of organic structure and innovative culture’s variables and social capital andKMP’s variables. Research limitations/implications– Risks of method variance or response biases are likely as allData are drawn from employee surveys, and some selection bias as respondents could not be directly compared withnon-respondents. Originality/value – This study makes a significant contribution to the intangible assets literatureby providing further evidence of the impact of culture and structure on intellectual capital.

noble international journal of business and management research

Examining the Moderating Effect of Organic Structure and Innovative Culture on the Relationship between Social Capital and Knowledge Management Processes at a Research &amp; Development Organization