amir rafsanjani; mahmood ghorbani; elham fariborzi
Abstract
1- INTRODUCTION
Organizations are increasingly facing dynamic and changing environments. Due to more complexity for organizations to adapt to environmental changes, the education organization like the other ones should be able to adopt new technologies to give appropriate responses to environmental ...
Read More
1- INTRODUCTION
Organizations are increasingly facing dynamic and changing environments. Due to more complexity for organizations to adapt to environmental changes, the education organization like the other ones should be able to adopt new technologies to give appropriate responses to environmental changes. This social institution plays a critical role in the management of society and the sustainable development of the country. Therefore, its continued growth can be guaranteed by promoting intellectual capital and moving towards innovative behaviors. accordingly, the purpose of this research was to investigate the impact of intellectual capital on organizational innovation.
2- THEORETICAL FRAMEWORK
A brief look at intellectual capital literature shows that there exists no consensus on its definition between scholars. However, there is agreement on its economy-oriented and knowledge-oriented approaches to it and researchers consider the main three components of intellectual capital as human, structural, and customer capital. Intellectual capital is the total hidden assets of the organization that are not shown in the balance sheet. Therefore, it includes both what is in the brains of the organization's members and what remains after people leave the organization. On the other hand, organizational innovation which is an intangible and inimitable resource can be defined as the successful implementation of new ideas encompassing changes in the structure and processes of an organization to apply new management, work, and operational concepts.
3- METHODOLOGY
A quantitative approach in the form of a survey-analytical strategy was used to conduct the research. The study population consisted of all managers and administrative experts of the General Department of Education of Razavi Khorasan province. Using Cochran's formula, the sample size was calculated to be 282 people. To collect data, a questionnaire with five-point Likert-type scales was utilized. Finally, Structural equation modeling was conducted in SmartPLS software to test the research hypotheses.
4- RESULTS & DISCUSSION
In terms of the components of intellectual capital, the findings showed that human, structural, and relational capital respectively has the highest mean. Regarding the components of organizational innovation, the components of technical and managerial innovation had the highest and lowest mean respectively. While all the path coefficients were significant, the component of relational capital had the strongest effect (β=0.532) on organizational innovation. This finding highlights the importance of relational capital. In total, intellectual capital was able to explain about 72 percent of the variance in organizational innovation.
5- CONCLUSIONS & SUGGESTIONS
Since the effect of the three components of intellectual capital on organizational innovation was positive and significant, it can be recommended to investigate the affecting factors of these components separately in the organization of education. To facilitate the implementation of new ideas in this organization, we propose setting up a suggestion system using IT technology in line with promoting open innovation. Moreover, to implement more educational innovations, it is suggested to make strategic agreements and links with scientific centers such as universities, knowledge-based firms, and science and technology parks.
mahdi yarahmadi khorasani; nazia sadat naseri; elham fariborzi
Abstract
Extended abstract INTRODUCTIONMany forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms ...
Read More
Extended abstract INTRODUCTIONMany forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms used in large companies in the world to address this issue is to exploit the center for evaluation and development. these centers are also utilized in iran for several years. THEORETICAL FRAMEWORKEvaluation centers are used to achieve various goals. the most important reasons for using evaluation centers are recruitment, appointment, retention, and development of employees. successful organizations employ middle and senior managers and even experts based on feedback received from the evaluation center. Evaluation centers have been an important tool in selecting managers for the past 25 years. One of the most important reasons for this success is that they have very high predictability. METHODOLOGYTo identify and model the performance factors, first, related university professors and administrators were identified and organized as delphi experts. then, using a questionnaire tool, the desired dimensions and components were identified during three delphi rounds. RESULTS & DISCUSSION The results indicated that the dimensions and components of the center for evaluation and development of managers' competencies include organizational value (6 components), insight and attitude (5 components), personality traits (6 components), personal communication (3 components), interpersonal communication (6 components), leadership (5 components), professional credibility (3 components), technological knowledge (3 components), self-management (4 components), managing the others (4 components), business management (7 components), emotional ability (3 components), mental ability (3 components), empirical ability (3 components), academic ability (4 components), physical ability (3 components), and personality traits and skills of evaluators (11 components). also, the important dimensions and components of the system to improve the organizational performance include human resources (4 components), knowledge management (4 components), external factors (6 components), internal factors (4 components), and organizational management (7 components). CONCLUSION & SUGGESTIONSConsidering the role of the evaluation center in assessing the competence of managers, it is suggested to senior officials take the necessary measures to design, establish, utilize, and support evaluation centers to evaluate the competencies of their staff and provide a basis for meritocracy. On the other hand, the expansion of the evaluation center in the country and its acceptance by organizations and senior managers requires formulating and implementing a culture at the national level in line with the country's perspective. thus, researchers are advised to implement evaluation centers in organizations even in the form of research projects. It should be noted that, in the present study, the dimensions and components were designed in the municipality. The other organizations should design the appropriate model based on their specific tasks and managerial competencies. there are common roles and responsibilities for a manager. The evaluation center should accordingly evaluate the common tasks and competencies as well as tailor them to each organizational position.