Mohammad Sadegh Dadmehr; Yaghoob Maharati; Alireza Khorakian; Fariborz Rahimnia
Abstract
1- INTRODUCTION
As the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge ...
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1- INTRODUCTION
As the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge for such organizations as private banks. The research conducted in this field indicates that planning, directing, and sustaining the organizational change results is very difficult, and pervasive changes affecting the main elements of the organization do not meet the expected goals. Some researchers suggested that organizations have difficulty sustaining continuous improvement in the long term, especially after an initial period of two or three years. As in most cases, employees do not internalize the new changes and behaviors as their norms and mental beliefs and do not use them as a basis for their subsequent behaviors. The results and achievements of changes may become unstable and fade after a short time, and a return to prior behaviors may occur in some cases. Thus, the organization incurs significant financial and opportunity costs that weaken its competitive position. This is true for Iranian private banks as they do not depend financially on the government and are in a fiercely competitive environment. Therefore, the main questions are as follows: what are the strategies to achieve sustainable change, and what are their consequences in Iranian private banks?
2- THEORETICAL FRAMEWORK
Different theories exist for organizational change, which can be used to support and guide research to find the roots and consequences of sustainable organizational change. Research on organizational change can be categorized into three types: 1) content models emphasizing the content and essence of change, 2) contingency models considering the context and environmental conditions, and 3) process models focusing on the stages of change. A review of different change models indicates that they focus only on the content, process, or implementation of change while not addressing the period after the implementation, including institutionalization and stabilization of change. Therefore, this research was conducted to bridge the existing gap and provide change managers and agents in Iranian private banks with a vision to understand deeply the strategies for sustaining organizational changes and their consequences.
3- METHODOLOGY
The philosophical foundation of the present research performed in private banks was interpretivism with the qualitative approach, and the grounded theory strategy was used. In this research, the systematic approach of Strauss and Corbin was used. The samples were purposefully selected by conducting snowball sampling on managers and experts of the private banks of Iran who have experience working in at least one change program in the past ten years, provided that one year lasted since achieving the results. The organizational change experts and researchers who had significant experiences were interviewed with a semi-structured method. The sampling continued to reach data and theoretical saturation. The collected data were analyzed by open, axial, and selective coding processes using the MAXQDA 20 software. Lincoln and Guba's criteria (credibility, dependability, confirmability, and transferability) were used to validate the results.
4- RESULTS & DISCUSSION
The research findings demonstrated that sustainable change is characterized by two features: stackability of change, including internalization of the change and its adaptation and alignment with the organizational components, and spreadability of change, including the ability to transfer experiences to other employees and apply the organizational change. According to the research findings, the strategies needed to implement sustainable changes in Iranian private banks include 1) empowering employees through training and utilizing work teams, 2) empowering the organization by establishing a knowledge management system and motivational mechanisms, the mobilization of financial resources, the scrutiny, and explanation of the organization's strategic plan, leadership style, effective processes, and agile structure. The consequences of sustainable changes include 1) employees' growth and excellence due to their increased psychological and behavioral maturity, 2) improved efficiency to increase financial resources and reduce organizational costs, and 3) improved effectiveness to satisfy the strategic stakeholders and gain a competitive advantage. The research findings are noteworthy in that sustainable organizational change is considered a way to increase the productivity and prosperity of human resources in the organization.
5- CONCLUSIONS & SUGGESTIONS
This research demonstrated that a change is sustainable and is institutionalized when it is internalized in employees' beliefs and becomes a basis for their subsequent behaviors. This is realized by applying employee and organization empowerment strategies. Therefore, it is suggested that change managers and agents in the country's private banks consider the empowerment of employees seriously by applying influential and continuous training and expanding teamwork by using the strategies identified in this research, and the empowerment of the organization by using a knowledge management system, motivational mechanisms, providing financial resources, checking and explaining the organization's strategic plan, applying an appropriate leadership style, effective processes, and structural agility.
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.
Mohammad Rasoul Heshmati; Alireza Khorakian; Yaghoob Maharati
Abstract
This study aims to investigate the mediating role of "Valence of Suggestion System" in relationship between "Interactional Justice" and "Motivation to Submit Suggestion". Importance of research on suggestion system has been admitted and investigated by many scholars in previous studies. Therefore, the ...
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This study aims to investigate the mediating role of "Valence of Suggestion System" in relationship between "Interactional Justice" and "Motivation to Submit Suggestion". Importance of research on suggestion system has been admitted and investigated by many scholars in previous studies. Therefore, the aims of this study are to investigate factors contributing to participation enhancement in suggestion system considering interactional justice and valence of suggestion system variables. Statistical population of this research consists of employees of Ferdowsi University of Mashhad. A questionnaire consisting of 10 questions with Licker’s 5 scale spectrum was used to collect research data. The questionnaire was distributed among 240 employees. Findings showed that valence of suggestion system mediate the effect of interactional justice on motivation to submit suggestion. Moreover, the direct effect of the interactional justice on motivation to submit suggestion was confirmed.
Yaghoob Maharati; Mostafa Kazemi; Abdollah Hassani Tavabe
Abstract
In today's dynamic and uncertain environment, knowledge is a strategic source for organizations to gain the competitive advantage and innovation. In this research, we have investigated mediating role of knowledge management between environmental uncertainty and organizational innovation. Data was collected ...
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In today's dynamic and uncertain environment, knowledge is a strategic source for organizations to gain the competitive advantage and innovation. In this research, we have investigated mediating role of knowledge management between environmental uncertainty and organizational innovation. Data was collected through questionnaire from 89 large and medium sized manufacturing companies in suburb Mashhad city. Results of Structural Equation Modeling using PLS software supported and confirmed mediating role of knowledge management between environmental uncertainty and organizational innovation. It was also concluded from research outcome that environmental uncertainty increases the application of knowledge management in organizations, which in turn has an effect on organizational innovation.
Yaghoob Maharati; Shamsodin Nazemi
Abstract
The failure rate of small manufacturing firms in many countries is the main concern of policy makers, decision makers, and economists. Many scholars in this context undertook numerous studies related to success of entrepreneurs, taking into account important factors such as organizational factors and ...
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The failure rate of small manufacturing firms in many countries is the main concern of policy makers, decision makers, and economists. Many scholars in this context undertook numerous studies related to success of entrepreneurs, taking into account important factors such as organizational factors and personal qualities on their success. However, the present study attempts to investigate role of environmental factors (government support system) on success of entrepreneurs in all regions of Iran. To fulfill the aim of the research, a quantitative research design with self-administered questionnaire was employed. The respondents were selected from the directory of small industries provided by Iran Small Industries & Industrial Parks Organization (ISIPO). Based on the probability sampling design, 600 entrepreneurs were selected across the country to participate in the study. The mail survey yielded 240 completed responses, which were included in the final analysis. The results of the analysis revealed that the relationship between government support system and entrepreneurs’ success in both term of growth and survival was found to be significant, positive, and linear.