Fateme Beygi Nasrabadi; gholamreza malekzadeh
Abstract
1- INTRODUCTION
In developing countries, most public organizations for urban services experience inactivity, stagnation, and inflexibility, leading them to inefficiency, poor service delivery, poor urban integration, and dissatisfaction among citizens. This condition is known as organizational ...
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1- INTRODUCTION
In developing countries, most public organizations for urban services experience inactivity, stagnation, and inflexibility, leading them to inefficiency, poor service delivery, poor urban integration, and dissatisfaction among citizens. This condition is known as organizational inertia. The current research aims to identify the causes and consequences of this phenomenon for urban service organizations in Mashhad city. This research is a qualitative study based on the grounded theory with an emerging approach as its strategy. Despite the acknowledged importance of this problem and the necessity of addressing it, little research has been done in this field. On the one hand, previous scholars have mainly examined the financial outcomes of organizational inertia by conducting quantitative studies, while its antecedents remain unclear. On the other hand, the causes and consequences of this organizational phenomenon are expected to be different in various cultural contexts, structures, and even industries. Accordingly, the primary purpose of the current research is to explore the organizational inertia in the context of Iranian public organizations.
2- THEORETICAL FRAMEWORK
In physics, inertia is the state of an object to resist change in the speed or direction of movement. The organization literature has defined it as the organization's resistance to environmental changes. The background of this organizational-level construct is rooted in different theories such as open systems, learning, political and social systems, and organizational culture. In regard to conceptualizing, scholars have considered three components of insight, action, and psychological for organizational inertia. The current research typically adds to the literature on inertia in public organizations of developing countries. In addition, it identifies and examines the factors affecting organizational inertia.
3- METHODOLOGY
To collect the qualitative data, some interviews were conducted among experienced managers of Mashhad municipality, members of the city council, and university professors. The interviewees were identified by a purposeful sampling method and studied using semi-structured interviews, which continued until the theoretical saturation. Grounded theory with three stages of open, central, and selective coding was used to analyze the obtained data.
4- RESULTS & DISCUSSION
The findings of the research indicated that the causes for organizational inertia are as internal (including the lack of identification and prioritization of city issues, non-dynamic and non-strategic policies of the organization, lack of strategic thinking culture in the organization, existence of cumbersome and outdated laws, lack of planning and in the result of weakness in the executive affairs of the city, failure to use the results of research projects and transformation programs, inertia in managers, weakness in the competencies of managers, lack of motivation to change in employees, risk aversion and laziness of employees, weakness in designing human resources systems that encourage dynamism, defects in knowledge management systems), contextual (the size of the organization, the bare structure, the city management council structure, the temporary nature of the managers' management period, the city council's preoccupation with daily affairs instead of managing affairs, the lack of a competitive environment), urban (poor synchronization of citizens with developments in the provision of urban services, inconsistency and disorganization in city affairs and the absence of an integrated urban management system, the complexity of city issues and inconsistency between organizations involved in urban services), and political (political space governing the organization, requirements beyond the duties of the municipality, etc disproportionate to the municipal infrastructure from other institutions, demands of extra-organizational pressure groups). Furthermore, its consequences are determined to be at three levels: intra-organizational (low effectiveness, poor performance, low innovation), social (dissatisfaction, distrust, reduced participation), and inter-organizational or city (competitiveness with other cities).
5- CONCLUSIONS & SUGGESTIONS
The research finding includes a substantive theory for causes and consequences of organizational inertia resulting from our close connection with the population under study. The practical and research implications of the research are also discussed.
Mahmood Abdulla; Yaghoob Maharati; Gholamreza malekzadeh; Alireza Khorakian
Abstract
1- INTRODUCTION
Small and medium-sized companies are a primary source for creating jobs and economic growth in developing countries, which cause economic diversification and the development of the private sector in these countries. According to the statistics of the European Economic Cooperation ...
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1- INTRODUCTION
Small and medium-sized companies are a primary source for creating jobs and economic growth in developing countries, which cause economic diversification and the development of the private sector in these countries. According to the statistics of the European Economic Cooperation and Development Organization, small and medium enterprises comprise more than 95% of the business in the member countries of this organization. The share of these companies in the employment of member countries of the European Economic Cooperation and Development Organization is around 60 to 70 percent. In advanced countries such as Japan and Germany, the share of small and medium enterprises in the GDP is more than 50%, and in developing countries such as Thailand, it is 38%. In Iran, 94% of economic enterprises are small and medium type, and their share in GDP is 39%. 27683 (82%) of the 34252 operational industrial units in Iran's industrial states are active, including 9726 units with a capacity of less than 50%, 9597 units with a capacity between 50% and 70%, and 8360 units with a capacity of more than 70%. They have a percentage of activity.
2- THEORETICAL FRAMEWORK
Cameron and Quinn pay attention to the ethnic culture in the degree of intimacy between family members in the work environment. Ethnic culture is characterized by loyalty, ethics, commitment, traditionality, cooperation, teamwork, participation, awareness and personal development. Adhocracy culture is a dynamic, entrepreneurial, innovative and creative structure in the work environment. This culture focuses on the development of new products and services, adaptability, growth, Change, productivity, efficiency and experientialism are emphasized. Market culture is considered as a result-oriented culture in the workplace with an emphasis on winning, surpassing the competition, insisting on stock prices and market relations. The formality and structuring of positions and procedures, well-defined processes and smooth-moving organizations are often considered as the main characteristics of hierarchical culture.
3- METHODOLOGY
The questionnaire’s face validity was established through evaluating the opinions of management professors and SMEs’ managers, and confirmatory factor analysis confirmed its construct validity. The Cronbach’s alphas of greater than 0.70 also confirmed the questionnaire’s reliability. Data gathered from the managers of SMEs was analyzed by conducting structural equation modeling.
4- RESULTS & DISCUSSION
Examining the effect of four types of culture on performance also showed that the effect of group culture is insignificant and the effect of three types of adhocracies, hierarchy and market culture on performance is significant, although the effect of hierarchy culture on performance is negative and the effect of adhocracy and market culture is positive. The result of the non-significant effect of ethnic culture on performance is inconsistent with the research results of prior researches. The results of their research indicate a positive and significant effect of group culture on performance.
5- CONCLUSIONS & SUGGESTIONS
Considering that the results of this research show that different types of corporate culture have an effect on the tendency to entrepreneurship and performance, therefore managers who want to increase this tendency should evaluate their organizational culture and adapt them accordingly. It is the responsibility of senior management to disseminate, promote, maintain or change organizational culture.
Ahmad Shaarbaf Eidgahi; Mohammad Mehraeen (Lagzian); Gholamreza Malekzadeh; Alireza Pooya
Abstract
1- INTRODUCTIONThe last decade has seen many changes in the global business environment. thus, technology-driven businesses have been replaced by knowledge-based businesses. human resources are now the most important asset of organizations. but not all employees are a source of competitive advantage ...
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1- INTRODUCTIONThe last decade has seen many changes in the global business environment. thus, technology-driven businesses have been replaced by knowledge-based businesses. human resources are now the most important asset of organizations. but not all employees are a source of competitive advantage for organizations. rather, knowledgeable employees can create competitive advantage and added value for the organization. therefore, managers of organizations must know how to provide a suitable environment and opportunities for greater participation of knowledgeable employees in the organization, because the processes of identifying, recruiting, training, managing, and retaining are more difficult for knowledgeable staff than for other employees. organizations should know more about the personality and behavior of knowledgeable employees and develop appropriate programs to attract, train and interact with them as well as adopt necessary strategies to make them satisfied and loyal. 2- THEORETICAL FRAMEWORKBy examining most of the key factors affecting the success of knowledge management, the human factor or knowledge staff is common in most models. the term knowledge worker was first introduced by peter drucker. in his opinion, a person who works with information and develops or applies knowledge in the workplace is a knowledge worker. knowledge employees are employees who have a high level of education and experience and think about life and are mainly engaged in technical and managerial positions. on the other hand, they can have a major impact on the company and its performance. the nature of these employees requires a high level of autonomy and knowledge workers usually need to work with colleagues in similar departments, other departments, or even with employees of different organizations. knowledge workers do not repeat the same task every day, so they do not follow the instructions given to them, but use their technical and intellectual knowledge to perform tasks. personality is one of the most important factors that can be evaluated in the first call, the job seeker. because it seems difficult to pay attention to the applicant's situation in many environments and situations, a person's personality information can be used to predict his or her future behavior. the five-factor model, mbti model, and enneagram typology model are some of the most important personality models used in this study.3- METHODOLOGYThis research was a mixed study with the interpretive philosophy in its qualitative phase (descriptive phenomenology). in the quantitative phase of the research, the pragmatism philosophy was used. the statistical population of the qualitative phase was comprised of experts such as knowledge management experts in 23 companies in Mashhad city having R&D departments. The sampling method was snowball continued to 21st interview to reach theoretical saturation. The qualitative data collection tool was semi-structured interviews and gathered data were analyzed using MAXQDA software. 4- RESULTS & DISCUSSIONDescriptive phenomenology was conducted based on the colaizzi approach. the following steps were followed: first, the interviews' content was converted from audio to text mode. at this step, a total of 270 open codes were extracted. in the next step, the codes list was referenced and some codes were integrated with each other. also, irrelevant and duplicate ones were removed from the existing list, and categories were determined based on expressions and codes extracted from previous steps. finally, eleven personality categories were extracted including introversion, conscientiousness, judgment, realism, neuroticism, incompatibility, conservatism, narcissism, thinking, self-control, and openness.5- CONCLUSIONS & SUGGESTIONSWhen hiring knowledge staff, routine personality tests should be performed to select and attract people with the closest personality type to knowledge jobs. one of the most important results of this study was identifying the introversion of knowledge staff as a key personality dimension. due to the characteristics of introversion, it is appropriate to try to provide a suitable work environment for introverts such as a place for mental resting, walking, exercising, and even sleeping at work. in regard to knowledge employees' internal locus of control, managers are recommended not to externally monitor and control their work process and, instead, control their work output. in regard to the psychotic characteristics of knowledge workers, it is suggested to avoid imposing stress and work pressure on and setting a short period of time for them. in general, organizational processes should be redefined for knowledgeable employees. even if necessary, two types of processes should be implemented for knowledge and non-knowledge employees. due to the thinking characteristic, it is suggested to provide necessary conditions and situations for knowledge employees to think.
Gholamreza Malekzadeh; Marzieyh Adibzadeh; Fatemeh Shamsi
Abstract
1- INTRODUCTION
The study of mental health and its related factors is noteworthy for all individuals, groups and organizations, and is becoming more sensitive in some environments and situations. Among various organizations, one of the most important organizational groups in which interpersonal relationships, ...
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1- INTRODUCTION
The study of mental health and its related factors is noteworthy for all individuals, groups and organizations, and is becoming more sensitive in some environments and situations. Among various organizations, one of the most important organizational groups in which interpersonal relationships, mental health and organizational virtue play a vital role in the performance of employees and managers is the organizations that have specific complexities and are always encountered with different pressures in the workplace. Health centers and hospitals are the most sensitive of these types of organizations, which are important in assessing interpersonal relationships, mental health, and paying attention to organizational virtues. Health centers need to employ specialist and compassionate staff dedicated to rescuing and caring for patients.
Gholamreza Malekzadeh; Mostafa Kazemi; Mohammad Lagzian
Abstract
The primary objective of this research is to evolve “a model for Organizational Intelligence in Iranian Universities”. Based on the literature review, the dimensions and components of organizational intelligence in public universities were identified using expert panel opinions and DELPHI technique. ...
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The primary objective of this research is to evolve “a model for Organizational Intelligence in Iranian Universities”. Based on the literature review, the dimensions and components of organizational intelligence in public universities were identified using expert panel opinions and DELPHI technique. A novel model for organizational intelligence in Iranian universities is investigated by using DEMATEL methodology. The proposed model consists of eight dimensions: structural, cultural, strategic, communicational, informational, functional, behavioral, and environmental dimensions. Each one of these dimensions in turn consists of its own components. The results showed that the “Structural”, “Cultural”, “Strategic”, “Informational” and “Environmental” dimensions are the cause dimensions while the “Behavioral” and “Communicational” dimensions are the effect dimensions. Hierarchical levels of these dimensions are also determined.