Journal of Management and Business Solutions 3092-7226 3 Serial Number 16 2025 12 10 Designing a Model of the Impact of Human Resource Empowerment Factors with a Knowledge Management Orientation Using the ISM Approach (Case Study: Marine Projects) Designing a Model of the Impact of Human Resource Empowerment Factors with a Knowledge Management Orientation Using the ISM Approach (Case Study: Marine Projects) 1 18 EN Journal Article 2025 09 25 <p class="Abstract" style="line-height: 150%;"><span lang="EN-GB" style="font-size: 8.0pt; line-height: 150%;">In today’s world, knowledge has become a key resource for gaining competitive advantage, and organizations must pay special attention to knowledge management and human resource empowerment in order to survive and grow in complex and highly dynamic environments. Human resource empowerment and knowledge management, as vital organizational assets, help organizations achieve survival, development, and progress through the effective utilization of knowledge and the creation of an appropriate cultural context. The purpose of this study is to design a human resource empowerment model with a knowledge management orientation using the Interpretive Structural Modeling (ISM) approach. This research is applied in terms of purpose and exploratory in terms of method. The statistical population of the study consists of seafarers and ship supervising engineers. Data were collected using the Fuzzy Delphi technique and ISM analyses. The results indicate that, based on the derived diagram, there are six levels, with knowledge-oriented leadership and management identified at the sixth level as the most influential criterion, which directly affects the knowledge-oriented performance evaluation criterion at the fifth level. This criterion, in turn, influences the criteria at the fourth level. In addition, the five first-level criteria—use of modern technologies, change management, organizational commitment, organizational support, and creativity and innovation—are directly influenced by the human resource motivation criterion. Based on MICMAC analysis, knowledge-oriented leadership and management (C1) and networking and inter-organizational collaboration (C4) are classified as independent variables. These variables exhibit low dependence and high driving power; in other words, they are characterized by high influence and low susceptibility. The human resource motivation criterion (C5) is classified as a dependent variable with strong dependence and weak driving power, indicating that it is highly influenced by the system but has limited influence on it. The remaining criteria are classified as linkage variables, which possess both high dependence and high driving power. In other words, both the influence and susceptibility of these criteria are very high, and any small change in them leads to fundamental changes in the system. By emphasizing the close relationship between human resource empowerment and knowledge management, this study presents a comprehensive model for improving organizational performance in the marine industries. The implementation of this model can create favorable conditions for enhancing innovation, organizational growth, and productivity improvement.</span></p> https://journalmbs.com/index.php/jmbs/article/download/180/135