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American Journal of  Environmental
Economics (AJEE) 

The Impact of  Information Architecture on Final User Benefits
Firas Adredah Mansoor1*, Zaid Mustafa Abdalrazzaq2

Volume 2 Issue 1, Year 2023
ISSN: 2833-7905 (Online)

DOI: https://doi.org/10.54536/ajee.v2i1.2225
https://journals.e-palli.com/home/index.php/ajee

Article Information ABSTRACT

Received: November 05, 2023

Accepted: December 03, 2023

Published: December 06, 2023

The study aims to define information architecture and its dimensions and measure the role 
of  the relationship between the dimensions of  information architecture and the end user. 
Additionally, the study seeks to assess the impact of  indicators of  information architecture 
dimensions on achieving benefits for the end user. The study adopted a descriptive-analytical 
methodology as a specialized approach for execution, utilizing questionnaires, observation, 
and structured interviews as data collection methods. The statistical software SPSS was 
employed for analyzing the study’s results. The study yielded several notable outcomes. 
The study’s findings indicated a statistically significant impact between the elements of  
organizational knowledge as one of  the dimensions of  information architecture. Information 
technology emerged as the most influential factor, whereas organizational culture had the 
least impact on achieving benefits for the end user. The results affirmed a statistically 
significant positive relationship between information technology and achieving benefits for 
the end user, with a correlation coefficient of  (0.68). This indicates that as information 
technology increases within the organization (study field), the benefits for the end user also 
increase.

Keywords

Information Architecture, End-
User, Organizational Knowledge

1 Imamaladham University College, Iraq
2 College of  Medicine / Al- Iraqia University, Iraq
* Corresponding author’s e-mail: firas200440@gmail.com

INTRODUCTION
Obtaining information and sharing it is a complex 
task in many organizations. Information is exposed to 
rapid change and development in the current business 
environment, making it challenging to retain and update 
knowledge effectively. As a result, knowledge can quickly 
become obsolete. When the flow and change of  knowledge 
are continuous, organizations find it difficult to extract 
competitive advantage from their internal data unless 
they need it. Competition between institutions, especially 
higher education institutions, has expanded locally and 
globally. Leaders and decision-makers have realized 
that the success of  these institutions largely depends 
on the organization’s ability to generate knowledge, 
collect information from various sources, analyze it, and 
disseminate it among users. Therefore, a need emerged to 
control the production and processing of  information and 
attempt to make the most of  it. This led to the emergence 
of  the term “information architecture” as a turning point 
in organizational knowledge processes, supporting ease 
of  user access to the information they need. Research has 
focused on shedding light on organizational knowledge 
as one aspect of  information architecture to identify the 
organization’s problems and find suitable solutions. Its 
role in benefiting the end user is highlighted by focusing 
on a higher education institution (the field of  study) as 
the most important source of  knowledge and creativity, 
as well as human resource preparation, refinement, skill 
development through education, knowledge, research, 
and training. At the same time, it bears significant 
responsibility for societal changes. Perhaps the 
complex and contradictory nature of  weak information 
architecture, whether in organizational knowledge or 

system knowledge, may lead to the failure of  the end user 
to obtain relevant information in a timely manner. It also 
does not contribute to improving and enhancing usability 
and ease of  use. Therefore, it is expected that by evaluating 
organizational dimension information architecture, it will 
play an effective role in enhancing interaction between 
the user and the organization. Organizational knowledge 
is one of  the most important resources of  an institution, 
but it is scattered within the institution or in the minds 
of  experienced individuals, making it susceptible to loss, 
waste, and underutilization. This is why attention has 
been focused on this research, directed towards specific 
questions representing the research problem What is the 
role of  organizational dimension information architecture 
in benefiting the end user? The research hypothesis 
was the existence of  statistically significant differences 
between the dimensions of  information architecture and 
their impact on the end user. 

LITERATURE REVIEW 
Information Architecture
Information architecture is a set of  principles, concepts, 
and practices aimed at organizing, designing, and 
providing information in a suitable and organized manner. 
Information architecture is considered a fundamental 
structure designed to enhance the organization and 
distribution of  information, making it more useful, 
accessible, and understandable to users (Crawford, 
2023). It is also defined by (Al-Shahrabli, 2012) as the 
structure of  information and the form it takes within 
an organization to achieve specific goals and functions, 
embodied in two types of  knowledge: (organizational 
knowledge and system knowledge). Information 



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architecture aims to organize and design the structure 
and flow of  information within an institutional system. It 
contributes to achieving greater efficiency and improving 
operational performance by strategically guiding 
information flows to accomplish goals and enhance 
decision-making. Information architecture reduces 
redundancy and inconsistency in information, providing 
deeper insights into organizational processes and 
activities, thereby helping to optimize resource utilization 
and increase organizational efficiency, ultimately leading 
to cost savings (Barker, 2023).
Objectives of  information architecture focus on 
achieving benefit and continuous utilization of  
information, enhancing organizational performance, 
and making better decisions. The following are the main 
objectives of  information architecture: )1( Achieving 
Information Integration: Achieving integration and 
effective communication among different information 
components within the educational institution. (Rajab, 
2003)) .2( Providing Accurate and Reliable Information: 
Providing accurate and reliable information to individuals 
within the educational institution. (HAYES, 2023). 
)3( Achieving Quick and Easy Access to Information: 
Providing easy and immediate access to the required 
information for users (Raed, 2022) (4) . Supporting 
Data-Driven Decision-Making: Providing the necessary 
information for making strategic decisions that serve 
the educational institution (Asana, 2022) (5). Enhancing 
Organizational Learning and Innovation: Promoting 
organizational learning and innovation by sharing 
knowledge, expertise, and experiences among individuals 
within the educational institution. (Herbert, 2021).  (6)
Achieving Efficiency and Cost Reduction: Attaining 
efficiency in organizational operations and reducing 
costs. (Estrach, 2022)
Information architecture consists of  several dimensions 
aimed at organizing and coordinating information and 
knowledge within organizations. These dimensions 
include: )1( Organizational Knowledge: These dimensions 
relate to organizing information and knowledge within the 
institution. They encompass the design and development 
of  information and knowledge structures, including 
hierarchical organization, classification, role definition, 
and task distribution. This dimension is adopted in the 
study to achieve the defined objectives. (Al-Shahbli, 
2012)) .2( System Knowledge: These dimensions are 
associated with the technological systems and tools used 
in managing information and knowledge. They include 
the selection and implementation of  appropriate systems 
and applications for storing, organizing, and retrieving 
information. (Abdulhadi & Bani, 2013)
There are several classifications of  organizational 
knowledge based on the source from which it is derived 
and the perspective from which it is viewed, as can be 
clarified as follows (Al-Salami, 2003), (Abdul-Aleem, 
2012), and (Al-Harthy, 2022). Firstly: the dimensions 
of  organizational knowledge according to its source are 
divided into two dimensions: )1( Internal Organizational 

Knowledge: This is the knowledge that individuals 
within the organization develop through their own 
efforts, relying on their intellectual abilities, mental 
capacities, various experiences, and expertise. It also 
includes their interactions with each other and their 
interactions with external environmental factors.)2( 
External Organizational Knowledge: This is the 
knowledge that reaches the organization and is obtained 
by individuals from external sources. It represents the 
flow of  knowledge that communication and information 
technologies have facilitated access to. Additionally, a 
portion of  this knowledge is realized through social 
interactions among individuals. Secondly: Second: The 
dimensions of  organizational knowledge according to 
its clarity and circulation, and is divided accordingly into 
two dimensions (Al-Shahrabali, 2012) and (Abdul Hadi 
and Bani, 2013,): )1( Internal Organizational Knowledge: 
This is the knowledge that pertains to what an individual 
possesses in terms of  technical knowledge, cognitive 
awareness, and behavioral knowledge. It is the knowledge 
that individuals within the organization store in their 
minds but do not openly disclose. This hidden knowledge 
is formed and grows within individuals as a result of  
study, personal experience, intuition, personal judgment, 
and the experiences they have gone through.) 2( External 
Organizational Knowledge (Explicit Knowledge): 
This refers to the knowledge that can be shared with 
other individuals within the organization and can thus 
be transferred to others in the form of  documents, 
interviews, or other means. This knowledge is related to 
the data and explicit information that can be obtained 
and stored in the organization’s files and records, and it is 
often associated with the organization’s policies 
The application of  organizational knowledge management 
requires the organization to prepare its environment for 
maximum utilization of  knowledge. In general, such an 
environment necessitates the following elements (Al-
Salami, 2003), (Abdul-Aleem, 2012) and (Al-Harithi, 2022) 
: )1( Organizational Culture: Organizational culture is one 
of  the important and necessary factors for the success 
of  any managerial concept, including organizational 
knowledge. The culture of  an organization reflects the 
environment in which business decisions are made and 
executed. An organization driven by knowledge should be 
flexible and possess a collaborative culture to facilitate the 
free flow of  information and enable knowledge generation 
(Moukaddem, 2014; Al Somaidaee, & AL-Zubaidi, 2021) ) 
. 2(Organizational Leadership: Organizational knowledge 
management revolves around creating an environment 
within the organization that fosters knowledge generation 
and sharing. In such an organization, the leader plays 
the roles of  a teacher, designer, trainer, and supervisor 
simultaneously (Al-Khashab, 2012).) 3( Organizational 
Structure: It is considered one of  the fundamental 
requirements for organizational knowledge management. 
Therefore, designing the most suitable organizational 
structure for knowledge management is essential. This 
structure should promote greater independence in 



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decision-making and foster a team spirit. The most 
suitable structures are those that help nurture a team-
oriented approach, characterized by dynamism and 
flexibility, to ensure the continuous flow and sharing of  
knowledge at all levels of  the system (Ahmed and Morsi, 
2012)) 4( Information Technology: Modern technology 
plays a crucial role in enhancing the performance of  
educational institutions by providing timely information 
and bolstering the role of  information in decision-
making. Technology offers a diverse range of  advanced 
tools that significantly contribute to the implementation 
of  organizational knowledge management systems 
and accelerate the transfer and sharing of  information. 
Furthermore, it facilitates easy access to internal and 
external sources of  organizational information and 
knowledge, making information technology one of  the 
key factors enabling organizations to build and produce 
organizational knowledge (Al-Ziyoud, 2012)

End User
The end user is defined as the individual or entity that 
benefits from information and knowledge related to 
practices, procedures, and regulatory standards within an 
organization or entity. This includes individuals or entities 
that utilize this knowledge to ensure compliance with laws 
and regulations, improve organizational performance, 
enhance safety and security, and mitigate risks 
(marketing-glossary, 2023). It is defined by Cambridge 
(2023) as the person who uses the product or service or 
ultimately benefits from the knowledge provided. The 
end users of  organizational knowledge can be identified 
as follows: (1)Executive Managers and Senior Leaders: 
They benefit from organizational knowledge to guide 
specific policies, make strategic decisions, and plan for the 
future. (2) Employees: They benefit from organizational 
knowledge to understand their responsibilities, duties, 
existing procedures, and professional standards in the 
workplace environment.(3)  Risk Management: They 
analyze risks and implement compliance strategies to 
ensure adherence to laws and regulatory instructions.(4) 
Society: They benefit from organizational knowledge to 
enhance trust, transparency, ensure community safety, 
and promote public interest.(5)  Students: They benefit 
from organizational knowledge to understand academic 
program requirements and administrative requirements, 
enhancing their academic and educational experience. (6) 
Faculty and Researchers: They benefit from organizational 
knowledge to understand policies and procedures 
related to teaching, research, and assessment, improving 
academic performance and curriculum development.
 (Yale,2023; HAYES, 2023; Rohn, 2023) mention that 
there are several objectives that end users seek to achieve, 
including the following: (1) Achieving Effectiveness and 
Productivity: End users aim to use the product or service 
in a way that enhances their efficiency and productivity 
at work. This may include the ability to complete tasks 
more quickly, improve the efficiency of  tools, or achieve 
specific goals(2) . Meeting Needs: End users want to use 

the product or service to meet their personal needs and 
desires. This could involve advancing scientific research 
by developing scientific studies and contributing to 
knowledge enrichment in their respective fields, as well 
as applying the results of  this research in society. (3)
Improving Service Quality: Enhancing the quality of  
services provided within the educational institution, 
whether they are educational or administrative services, 
by improving processes and developing policies and 
procedures (4) .Achieving User Satisfaction: Academics 
and researchers aim to develop effective learning and 
teaching strategies that align with students’ needs and 
academic preferences, thereby enhancing students’ 
skills. (6)Enhancing Communication: End users seek to 
improve the communication process among members of  
the institution, whether through the use of  technology 
or by building bridges for effective communication and 
interaction.
In the context of  Information Architecture, with an 
organizational dimension, several dimensions for the 
end-user can be identified. These dimensions include 
(HAYES, 2023) and (Al-Bunyan, 2017): (1) Internal and 
External Users: Internal beneficiaries can be distinguished 
from external beneficiaries. Internal beneficiaries are 
individuals or groups affiliated with the organization 
itself, benefiting from knowledge sharing and exchange 
within the organization. External beneficiaries, on 
the other hand, are other parties such as customers, 
partners, and the local community who benefit from 
the organization’s shared organizational knowledge.(2)
Organizational Performance: Refers to how the end-user 
benefits from organizational knowledge to improve the 
overall performance of  the organization. This includes 
achieving organizational goals, improving processes, 
enhancing innovation, skill development, and increasing 
productivity. (3) Enhancing Flexibility and Adaptation: 
This dimension involves the end-user leveraging 
organizational knowledge to achieve flexibility and 
adaptability to internal and external changes. It includes the 
ability to learn quickly, adapt to changing conditions, make 
intelligent decisions, and apply appropriate strategies. (4) 
Individual Performance Improvement: This dimension 
relates to how the end-user benefits from organizational 
knowledge to enhance personal performance, develop 
skills, and increase effectiveness at work. This includes 
learning new skills, improving communication, leadership 
abilities, and fostering innovation. (5) Achieving Mutual 
Benefit: This dimension signifies the end-user’s use of  
organizational knowledge to achieve mutual benefit 
between the organization and other parties. It includes 
collaboration, partnership, and knowledge exchange with 
other parties to achieve common goals and promote 
innovation and sustainable development.
Information architecture plays a crucial role in benefiting 
users and enhancing their experience. Here are some key 
roles that information architecture plays in achieving 
benefits (Bradford, 2023) and (Fitzgerald, 2022)and 
(Rizky and Rabah, 2018) (1).  Information Organization: 



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Information architecture helps systematically and 
structurally organize information and data. By defining, 
classifying, and aggregating information in an organized 
manner, users can easily and quickly find information, 
thereby realizing its benefits. (2) Providing Ease of  
Access: Information architecture aims to provide easy 
access to important information. This includes designing 
user-friendly interfaces suitable for the purpose, offering 
efficient and organized navigation, and improving search 
and browse processes. (3)  Enhancing User Experience: 
Information architecture design contributes to improving 
the user experience by providing a logical organization 
and consistent structure for information. This helps users 
understand the system and interact with it more easily and 
smoothly. (4)  Guiding Users: Information architecture 
assists in guiding users and providing them with the 
necessary guidance in using a product or service. This 
can be achieved through effective and instructional user 
interface designs and providing guiding and explanatory 
information to users.(5)  Facilitating Decision-Making: 
Information architecture can enhance users’ ability to 
make informed and wise decisions. By organizing and 
providing relevant and useful information, along with 
powerful insights and analytics, users can make appropriate 
decisions and maximize benefits (Alsomaidaee et al., 2023).

METHODOLOGY
The researcher followed the descriptive approach in an 
attempt to achieve a precise understanding of  the elements 
of  the problem and to gain a better and more accurate 
understanding for the development of  future policies and 

procedures (Al-Dabbagh, 2013). Additionally, the study 
adopted the analytical method within the descriptive 
approach because description is one of  the fundamental 
processes in scientific research (Turki, 2008). The study 
employed various methods, which can be explained 
as follows: Qualitative methods included opinion 
surveys and questionnaires, while quantitative methods 
encompassed percentage testing, weighted mean, standard 
deviation, Pearson correlation coefficient, and relative 
weight. As for the research community and the sample, a 
purposive sample was selected from the faculty members 
at Al-Imam Al-Azam University, totaling (35) individuals. 
Multiple data collection tools were utilized, including 
books, journals, conferences, articles, foreign and Arabic 
academic studies, as well as the Iraqi virtual library. The 
research boundaries were framed as follows: (1) Spatial 
boundaries: Al-Imam Al-Azam University. (2) Temporal 
boundaries: 2023. (3) Subject boundaries: Information 
architecture, organizational knowledge, end-users.

RESULTS AND DISCUSSION
First: Analyzing the results related to the perceptions 
and responses of  the study participants regarding the 
axis of  information architecture with its dimension 
(organizational knowledge).
To assess the reality of  organizational knowledge at 
Al-Imam Al-Azam University, we will calculate the 
arithmetic means and standard deviations of  the study 
participants’ responses to the paragraphs representing 
the axis of  organizational knowledge, according to the 
following table:

Table 1: Analysis of  Dimensions of  Organizational Knowledge
S Paragraphs Answer Level Celsius 

weight
Standard 
deviation

Weighted 
arithmetic meanAgree Neutral disagree

Organizational Culture
1 Encouraging employees to generate 

creative and innovative ideas
16 14 5 2.31 0.71 77%

2 Motivating employees to develop 
their skills and translate them into 
knowledge to be used

19 12 4 2.42 0.69 81%

3 Recognize, detect, correct and 
consider errors as a source of  
learning

12 17 6 2.17 0.70 72%
2.30 0.70 77%

Administrative Leadership
4 Allow particpating of  employees 

in -making decisions at all 
organizational levels

12 13 10 2.05 0.80 68%

5 Providing opportunities for 
continuous learning among 
employees

26 9 2.74 0.44 91%

6 The ability to influence subordinates 10 16 9 2.02 0.74 67%
2.27 0.66 76%

Information technology
7 Providing an internal information 

network to access databases
21 13 1 2.57 0.55 86%



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Table (1) indicates the presence of  four variables 
that are of  benefit to the end user (the field of  study: 
organizational culture, managerial leadership, information 
technology, organizational structure). The total number 
of  items for these variables is (15) items, with the 
details as follows: Organizational Culture: Table (1) 
shows that the overall weighted mean for the total items 
of  organizational culture was (2.30), with a standard 
deviation of  (0.70), indicating the extent of  consistency 
in the sample’s responses towards this variable. The 
weighted percentage for the total items of  organizational 
culture was (77%). Paragraph (2), related to “Motivating 
employees to develop their skills and translate them into 
usable knowledge,” had the highest arithmetic mean 
of  (2.42) and a standard deviation of  (0.69), while the 
weighted percentage was (81%). In contrast, paragraph 
(3), which pertains to “Recognizing mistakes, discovering 
them, correcting them, and considering them a source of  
learning,” had the lowest arithmetic mean of  (2.17) and a 
standard deviation of  (0.70), with a weighted percentage 
of  (72%). 
Table (1) reveals that the overall weighted mean for the 
total items of  administrative leadership was (2.27), with 
a standard deviation of  (0.66), indicating the extent 
of  consistency in the sample’s responses towards this 
variable. The weighted percentage for the total items of  
administrative leadership was (72%). Paragraph (7), related 
to “Providing continuous learning opportunities for 
employees,” had the highest arithmetic mean of  (2.74) and 
a standard deviation of  (0.44), with a weighted percentage 
of  (91%). In contrast, paragraph (9), which pertains to 
“The ability to influence subordinates,” had the lowest 
arithmetic mean of  (2.02) and a standard deviation of  
(0.74), with a weighted percentage of.(67%) Information 
Technology: Table (1) shows that the overall weighted 
mean for the total items of  information technology was 
(2.50), with a standard deviation of  (0.66), indicating the 
extent of  consistency in the sample’s responses towards 

this variable. The weighted percentage for the total items 
of  information technology was (83%). Paragraph (10), 
related to “Providing an internal information network for 
accessing databases,” had the highest arithmetic mean of  
(2.57) and a standard deviation of  (0.55), with a weighted 
percentage of  (91%). In contrast, paragraph (11), which 
pertains to “The organization’s commitment to spending 
on anything related to information development,” had 
the lowest arithmetic mean of  (2.42) and a standard 
deviation of  (0.73), with a weighted percentage of. (81%)
Organizational Structure: Table (1) reveals that the overall 
weighted mean for the total items of  organizational 
structure was (2.27), with a standard deviation of  (0.72), 
indicating the extent of  consistency in the sample’s 
responses towards this variable. The weighted percentage 
for the total items of  organizational structure was (76%). 
Paragraph (13), related to “Emphasizing teamwork over 
individual work,” had the highest arithmetic mean of  
(2.62) and a standard deviation of  (0.54), with a weighted 
percentage of  (87%). In contrast, paragraph (14), which 
pertains to “Decentralization of  work and the opportunity 
for knowledge sharing among employees,” had the lowest 
arithmetic mean of  (2) and a standard deviation of  (0.87), 
with a weighted percentage of  (67%). 
To understand the reality of  the “end user” at Al-Imam 
Al-Azam University, we will calculate the arithmetic 
means and standard deviations of  the study participants’ 
responses to the paragraphs representing the axis of  the 
end user. This process will help us gain a comprehensive 
understanding of  the extent of  interaction and response 
of  the study participants regarding aspects of  benefiting 
the end user at the university.
The table illustrates that in paragraph (11), where the 
measurement of  “achieving user benefit” was conducted, 
there was variation in the weighted means, standard 
deviations, and the percentage weight in the study sample. 
The weighted mean for the overall user benefit variable in 
the study sample was (2.32), while the standard deviation 

8 The institution is interested in 
spending on everything related 
to the development of  the 
information side

20 10 5 2.42 0.73 81%

9 Providing specialized electronic 
forums that contribute to the 
documentation and exchange of  
knowledge.

22 9 4 2.51 0.70 84%
2.50 0.66 83%

Organizational Structure
10 Focus on teamwork rather than 

individual work
23 11 1 2.62 0.54 87%

11 Decentralization of  work, which 
provides the opportunity to share 
knowledge among workers

26 18 26 2 0.87 67%

12 Providing an organizational 
structure that allows the flow of  
knowledge and information in all 
directions

14 14 7 2.2 0.75 73%
2.27 0.72 76%



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(0.61) indicated the extent of  variability in the sample 
responses. The percentage weight for the information 
technology variable was (77%). By observing the table, 
the following can be clarified: (1)  Paragraph (1) (“The end 
user benefits from the products or services provided by 
the organization”) had the highest weighted mean (2.62) 
with a standard deviation of  (0.48), while the percentage 
weight for this variable was (87%).(2)  Paragraph (8) 
(“Effective and transparent communication with end 
users can enhance achieving benefit”) had the highest 
weighted mean (2.02) with a standard deviation of  (0.69), 

while the percentage weight for this variable was (67%).

Hypothesis Testing
First: Analyzing the Impact of  Organizational 
Culture Index on Achieving User Benefit
Table (3) illustrates the correlation and regression 
relationship results, showing a strong positive relationship 
between the organizational knowledge variable 
(organizational culture) and achieving user benefit. The 
correlation coefficient (R) value was equal to (0.70), and 
this can be further elucidated through the following table:

Table 2: Analysis of  the study sample of  the end-user variable
S End user variables Answer Level Celsius 

weight
Standard 
deviation

Weighted 
arithmetic meanAgree Neutral disagree

1 The end user benefits from the 
services provided by the organization

22 13 2.62 0.48 87%

2 Specific mechanisms or procedures 
exist to ensure that the end user 
benefits the organization in which 
they work

19 9 7 2.34 0.80 78%

3 The organization is committed to 
benefiting the end user

17 18 2.48 0.50 83%

4 There are improvements that the 
organization can apply to increase 
the benefit to the end user

15 20 2.42 0.49 81%

5 A strong organizational structure 
contributes to the benefit of  the 
end user

18 17 2.51 0.50 84%

6 The organization needs periodic 
monitoring and evaluation to 
ensure that the benefit is achieved 
for the end user

6 25 4 2.05 0.53 68%

7 That having a culture of  resource 
development in the organization 
can enhance the achievement of  
benefit to the end user

15 12 8 0.17.2.2 73%

8 Effective and transparent 
communication with end users can 
enhance the achievement of  benefit

12 12 11 2.02 0.69 67%

9 The end user receives appropriate 
support and services from the 
organization in which they work

18 13 4 2.4 0.70 80%

10 There are specific strategies to 
assess the needs of  the end user and 
determine the appropriate services 
and products for the end user

12 17 6 2.17 0.54 72%

11 Mechanisms exist to collect end-
user feedback and use it to improve 
processes and services

15 16 4 2.31 0.87 77%
2.32 0.61 77%

Table 3: Results of  Correlation and Regression Relationships
T F R2 r
Tabular Calculated Tabular Calculated
-0.21589 0.418804 0.33567 0.426167 0.49 0.70



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From the above table, it is evident that the calculated 
value (T) (0.42777) is greater than the tabular value 
(-0.20646) at a confidence level of  (95%) with (5) degrees 
of  freedom, supporting the researcher’s hypothesis. To 
further confirm the aforementioned test, an (F) test was 
conducted, with the calculated value (0.426167) being 
greater than the tabular value (0.33567) at a confidence 
level of  (95%) and (5) degrees of  freedom. This confirms 
its statistical acceptance.
The explanatory power of  the organizational knowledge 

variable (organizational culture) (R2) appears to be 
a good explanatory factor (0.49), indicating that the 
organizational knowledge variable (organizational culture) 
influences achieving user benefit by approximately (49%).
Table (4) illustrates the results of  the correlation and 
regression relationship, showing a strong positive 
relationship between the organizational knowledge variable 
(administrative leadership) and achieving user benefit. The 
correlation coefficient (R) value was equal to (0.71), and 
this can be further elucidated through the following table.

Table 4: Results of  Correlation and Regression Relationships
T F R2 r
Tabular Calculated Tabular Calculated
-0.20646 0.42777 0.040317 4.503257 0.51 0.71

Table (4) indicates that the calculated value (T) (0.42777) 
is greater than the tabular value (-0.20646) at a confidence 
level of  (95%), supporting the researcher’s hypothesis. To 
further confirm the aforementioned test, an (F) test was 
conducted, with the calculated value (4.503257) being 
greater than the tabular value (0.040317) at a confidence 
level of  (95%) and (5) degrees of  freedom. This confirms 
its statistical acceptance.
The explanatory power of  the organizational knowledge 
variable (administrative leadership) (R2) appears to 

be a good explanatory factor (0.51), indicating that 
the organizational knowledge variable (administrative 
leadership) influences achieving user benefit by 
approximately (49%).
Table (5) illustrates the results of  the correlation and 
regression relationship, showing a strong positive 
relationship between the organizational knowledge variable 
(information technology) and achieving user benefit. The 
correlation coefficient (R) value was equal to (0.82), and 
this can be further elucidated through the following table:

Table 5: Results of  Correlation and Regression Relationships
T F R2 r
Tabular Calculated Tabular Calculated
1.833113 2.484451 0.141336 0.154723 0.68 0.82

Table (5) indicates that the calculated value (T) (2.484451) 
is greater than the tabular value (1.833113) at a confidence 
level of  (95%), supporting the researcher’s hypothesis. 
To further confirm the aforementioned test, an (F) test 
was conducted, with the calculated value (154723) being 
greater than the tabular value (0.141336) at a confidence 
level of  (95%) and (5) degrees of  freedom. This confirms 
its statistical acceptance.
The explanatory power of  the organizational knowledge 
variable (information technology) (R2) appears to 

be a strong explanatory factor (0.82), indicating that 
the organizational knowledge variable (information 
technology) influences achieving user benefit significantly, 
accounting for approximately. (82%)
Table (6) illustrates the results of  the correlation and 
regression relationship, showing a strong positive 
relationship between the organizational knowledge variable 
(organizational structure) and achieving user benefit. The 
correlation coefficient (R) value was equal to (0.53), and 
this can be further elucidated through the following table:

Table 6: Results of  Correlation and Regression Relationships
T F R2 r
Tabular Calculated Tabular Calculated
-0.24351 0.83031 0.114106 2.71806 0.54 0.53

Table (6) indicates that the calculated value (T) (0.83031) 
is greater than the tabular value (0.2435) at a confidence 
level of  (95%), supporting the researcher’s hypothesis. 
To further confirm the aforementioned test, an (F) test 
was conducted, with the calculated value (2.71806) being 
greater than the tabular value (0.114106) at a confidence 
level of  (95%) and (5) degrees of  freedom. This confirms 
its statistical acceptance.

The explanatory power of  the organizational knowledge 
variable (organizational structure) (R2) appears to be a good 
explanatory factor (0.54), indicating that the organizational 
knowledge variable (organizational structure) influences 
achieving user benefit by approximately (54%). 
These results indicate, in their content, the  of   indicated 
that there is a statistically significant impact between the 
elements of  organizational knowledge as one of  the 



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dimensions of  information architecture. Information 
technology emerged as the most influential, while 
organizational culture had the least impact on achieving 
user benefit. Descriptive statistics show Tpresence of  
a statistically significant positive correlation between 
organizational knowledge and achieving user benefit, 
with a correlation coefficient of  (0.70). This means that 
as organizational culture increases, user benefit also 
increases. The explanatory power of  the organizational 
knowledge variable (organizational culture) (R2) appears 
to be a good explanatory factor (0.49), indicating that the 
organizational knowledge variable (organizational culture) 
influences achieving user benefit by approximately(49%). 
demonstrated that there is a statistically significant positive 
correlation between administrative leadership and achieving 
user benefit, with a correlation coefficient of  (0.71). 
This means that as administrative leadership increases, 
user benefit also increases. The explanatory power of  
the organizational knowledge variable (administrative 
leadership) (R2) appears to be a good explanatory factor 
(0.49), indicating that the organizational knowledge variable 
(administrative leadership) influences achieving user 
benefit by approximately (51%).confirmed the presence 
of  a statistically significant positive correlation between 
information technology and achieving user benefit, with 
a correlation coefficient of  (0.68). This means that as 
information technology in the organization increases, 
user benefit also increases. The explanatory power of  
the organizational knowledge variable (information 
technology) (R2) appears to be a good explanatory factor 
(0.49), indicating that the organizational knowledge 
variable (information technology) influences achieving 
user benefit by approximately (82%) Decentralization 
in work, which allows for knowledge sharing among 
employees, is a contributing factor. confirmed the presence 
of  a statistically significant positive correlation between 
organizational structure and achieving user benefit, with 
a correlation coefficient of  (0.53). This means that as 
organizational structure improves within the organization, 
user benefit also increases. The explanatory power of  
the organizational knowledge variable (organizational 
structure) (R2) appears to be a good explanatory factor 
(0.49), indicating that the organizational knowledge variable 
(organizational structure) influences achieving user benefit 
by approximately (54%).  The results of  tracking the stages 
of  organizational knowledge formation at the College of  
Imam Al-Azam University, from the perspective of  the 
study sample, showed strength in the aspect of  “providing 
continuous learning opportunities among employees” for 
knowledge exchange within the variable of  administrative 
leadership. The achievement rate in this area was 91%, 
with an average score of  2.74 and a standard deviation of  
0.44.On the other hand, “decentralization in work, which 
allows for knowledge sharing among employees,” one of  
the elements of  the organizational structure variable, was 
perceived as weaker by the study sample, with a weight of  
67%. The weighted mean for this element was 2, with a 
standard deviation of  0.87.

The university should provide various information to 
individuals (professors and administrators) and facilitate 
their access to it to enhance creativity, should provide 
specialized administrative categories to avoid burdening 
professors who are not in their field of  expertise through 
workshops and the distribution of  activities  necessity 
of  establishing new evaluation policies that assess the 
contribution of  managers in enhancing the organizational 
knowledge assets of  the institution and their ability to 
motivate others to participate in knowledge sharing. 
Establish a modern communication network between 
university units and its branches with high-speed 
information transfer and provide them with necessary 
security measures, Developing the performance of  
academic leaders at the university in the field of  knowledge 
management and planning for their training through the 
preparation of  a training program that includes how to 
create knowledge, plan its stages, and develop it among 
employees.

CONCLUSION
This study represents an important investigation into the 
influence of  various factors in the field of  organizational 
knowledge on achieving benefits to the end user in the 
context of  organizations. According to the study data, there 
is a positive and strong effect of  information technology 
on achieving benefit, while organizational culture had a 
lesser effect. Therefore, the institution must strengthen and 
develop organizational culture ,It can effectively contribute 
to achieving the desired goals and increase the benefit to 
end users Moreover, these results can be used as a basis for 
improving knowledge management strategies and applying 
organizational best practices that enhance learning 
and development within organizations ,Understanding 
the depth of  the relationship between organizational 
knowledge and achieving benefit for the end user can 
contribute to improving the performance of  organizations 
and enhancing their competitiveness in the information 
age ,Therefore, this research indicates the importance of  
continuing research and investigation in this field to achieve 
a deeper understanding and better application of  cognitive 
concepts in the context of  organization ,The study 
emphasizes the importance of  enhancing administrative 
leadership skills and competencies, which can have a 
significant impact on achieving benefit and success in the 
context of  the organization Therefore, this indicates the 
importance of  continuing investment in developing and 
improving the skills of  administrative leaders to ensure 
excellence and sustainability in changing institutional 
environments ,This research shows that information 
technology plays a crucial role in achieving success and 
excellence in institutional environments. In addition, the 
focus on decentralizing work and empowering knowledge 
among employees shows additional importance for making 
the most of  information technology and enhancing the 
organization’s development.
Evaluating the stages of  organizational knowledge 
formation in the college showed that there is strength 



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in providing continuous learning opportunities among 
employees, which reflects dedication to enhancing 
knowledge exchange. However, the weakness of  the 
decentralization clause in work indicates a need to improve 
dedication to encourage knowledge sharing among 
employees. The current study enhances creativity among 
individuals, whether they are professors or administrative 
employees. Making information available and easy to 
access can contribute significantly to the development and 
improvement of  academic and administrative processes. 
In addition, new evaluation policies can be developed 
that encourage managers’ participation in enhancing the 
organization’s knowledge assets and motivating others to 
disseminate and share knowledge . It can contribute to 
enhancing continuous learning and motivating individuals 
to participate effectively in achieving the university’s goals. 
Finally, the university must invest in building a modern 
and secure communications network linking its units and 
branche. It also contributes to facilitating the transfer of  
information at high speed and ensuring its security. You 
can rely on the Internet and adopt strong security methods 
to protect sensitive information and data.

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