hajieh rajabi farjad; hananeh jahangirii
Abstract
1- INTROUDUCTIONHospitals staff have direct contact with their patients, and in many cases, they deal with patients' lives. Since patients have different cultures and backgrounds, the need for staff `s cultural intelligence to deal with multicultural situations is very necessary. These organizations ...
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1- INTROUDUCTIONHospitals staff have direct contact with their patients, and in many cases, they deal with patients' lives. Since patients have different cultures and backgrounds, the need for staff `s cultural intelligence to deal with multicultural situations is very necessary. These organizations are often environments for increasing stress. Accordingly, the main question of this study is whether cultural intelligence affects employees’ voice given the mediation of transformational leadership.2- THEORETICAL FRAMEWORKDetert and Burris (2007) define employee voice as the relationship between management and employee. In other words, employees have the opportunity to express their concerns and interests. Employee`s voice can have positive behavioral results on employee performance directly or indirectly. Cultural intelligence is defined by Earley and Ang (2003) as the ability to learn new patterns in cultural interactions and to provide correct behavioral responses to these patterns. In the related literature, transformational leadership is considered as a factor which is capable of mediating the relationship between cultural intelligence and employee voice. Transformational leaders encourage their employee intellectually to explore opportunities, challenge current situations, and see old problems from new perspectives (Jyoti & Cour, 2015).3- METHODOLOGYThis research was a descriptive-correlation study. The statistical population was comprised of two parts: one, 35 officials of different specialized departments, and the other, 550 nurses of Shohadaye Tajrish Hospital. The main tool for data collection was a standard questionnaire and obtained data was analyzed by structural equation modeling in SmartPLS software.4- RESULTS & DISCUSSIONResearch findings indicated that cultural intelligence affected employee voice mediated by transformational leadership. In other words, by applying transformational leadership style and relying on cultural intelligence, the acceptance of positive relationships with others was facilitated, and thereby, the voice of employees can be understood in a better way. In explaining this result, it can be said that transformational leaders encourage their employees intellectually to explore opportunities, challenge current situations, and see old problems from new perspectives. Employees with more cultural intelligence solve problems more appropriately in culturally diverse situations due to their excellent competence in discovering, absorbing, and reasoning. 5- CONCLUSIONS & SUGGESTIONSDue to the effect of cultural intelligence on employee voice, it can be said that information and knowledge-based education is not enough and hospital education systems should provide metacognitive skills needed to learn in different situations. Considering the effect of cultural intelligence on transformational leadership, it is suggested to pay more attention to the issues of intercultural interactions in education. Considering the effect of transformational leadership on employee voice, it is recommended to hold workshops based on the scientific content of new theories of leadership and management in order to create necessary leadership potential for hospital managers.
Hamed Mohammadi Shahroodi; Ali Shirazi; fereshte sadeghi
Abstract
Given the increasing competition between organizations and employees, paying attention to tasks and behaviors beyond them is one of the major concerns of organizations and their members. Unfortunately, extra roles in some organizations, especially international companies, are rare. Hence, Organizational ...
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Given the increasing competition between organizations and employees, paying attention to tasks and behaviors beyond them is one of the major concerns of organizations and their members. Unfortunately, extra roles in some organizations, especially international companies, are rare. Hence, Organizational Citizenship Behavior can increase the organization's ability to recruitment and retain qualified and efficient employees. On the other hand, it is necessary to note that Organizational Citizenship Behaviors do not occur in all situations, and some individual and organizational characteristics contribute to emerge and spread of these behaviors. Although attention to cultural intelligence has grown among international organizations in recent years, they need to consider variables such as cultural intelligence and the mediating role of Cultural Empathy in solving the problem of promoting extra role behavior. This lack of attention to the role of Cultural Intelligence as well as the empowerment role of Empathy is one of the gaps in international organizations. this research addresses the role of Cultural Empathy in improving Employee Citizenship Behaviors so that it can be determined that in order to promote extra role behaviors, people just needed to have high Cultural Intelligence, or both Cultural Intelligence and Cultural Empathy contribute to Citizenship Behavior.
mehdi ebrahimi nejad rafsanjani; farjam zare; sajjad hoseini; zahra rezaei
Abstract
1-Introduction Organizations are faced with a variety of changes as they have to operate in a dynamic, changing, and ambiguous environment. Therefore, they have no choice but accepting such changes because of the pressure they impose on organizations. Besides, organizations are not able to survive unless ...
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1-Introduction Organizations are faced with a variety of changes as they have to operate in a dynamic, changing, and ambiguous environment. Therefore, they have no choice but accepting such changes because of the pressure they impose on organizations. Besides, organizations are not able to survive unless they accept changes and adapt themselves to internal and external changes. The ability to respond to changes is called agility. In fact, agility can be defined as the ability to adapt changes and effective use of the opportunities that are caused by such changes. However, it should be noted that today's organizations face challenges that somehow affect their ability to respond and adapt with changes. Despite the fact that today's organizations are faced with challenges, the focus on organizational intelligence for enhancing performance and growth is a necessary step. Organizational intelligence is the intellectual ability of the organization to solve organizational problems and emphasize the combination of human and its technical capabilities to solve problems. In addition, due to the cultural diversity within organizations, there is a wide range of emotions, so that differences in language, ethnicity, politics, and many other characteristics can emerge as potential conflictual resources, and if there is a sound understanding of the situation and the availability of cultural intelligence, organizational performance and adaptability will improve through changes.2-Theoretical FrameworkSeveral definitions of organizational agility have been presented. The term agile refers to the speed and responsiveness of an organization when faced with internal and external events, successful identification of the basics of competition, and taking appropriate actions in a knowledge-based environment with rapid changes. Agility is a focus on interests, and can be defined as the ability to touch the long-term changes that utilize the power of innovation and innovation in the organization. Agile organizations are ready to learn and can optimize their performance through optimal use of opportunities.Cultural intelligence is the ability to grow through continuous learning and the sound understanding of cultural variations, values, and understanding of human beings in the context of culture and their behavioral differences. The concept of cultural intelligence was first introduced by Barley and Ang (2003) who defined cultural intelligence as the ability to learn new patterns in cultural interactions and to provide correct answers to these patterns. They presented it as an individual ability to understand, interpret, and act effectively in situations with cultural diversity.Organizational intelligence is a new concept in the organization and management literature, which was proposed by Karl Albrecht (2002). In defining organizational intelligence, Albrecht writes: “Organizational intelligence is the talent and capacity of an organization to move the mental capability of the organization and focus on this ability to achieve the mission of the organization.3-Methodology The present study is an applied research in terms of its purpose and is descriptive-survey in terms of its nature and method. It is also considered as a quantitative research with regard to the type of data used. The research population included 202 employees working in the Social Security Organization of Fars province, from which 115 employees were selected through simple random sampling as the respondents in the research sample. The instrument used to collect data were Albrecht’s (2002) Organizational Intelligence Questionnaire, Cultural Intelligence Questionnaire (Ang, Van Dyne, Klaus & Koh, 2004), and Goldman and Nagel’s (1991) Organizational Agility Questionnaire.4- Discussion and Conclusion The main objective of this study was to review the theoretical foundations of organizational intelligence and cultural intelligence as multidimensional constructs and their relationship with organizational agility in the Social Security Organization of Fars province. The results showed cultural intelligence and organizational intelligence are correlated with organizational agility, in the way that all components of cultural intelligence and organizational intelligence, with the exception of performance pressure (as a component of organizational intelligence), were found to be associated with organizational agility. In addition, metacognitive aspect of cultural intelligence was found to have a weaker correlation with organizational agility. The conceptual model has been discussed in two cases of significant numbers and standard estimate. Findings also showed that the conceptual model is an acceptable fit model. Therefore, it can be concluded that managers of the organization through paying attention to components of organizational intelligence and cultural intelligence can help organizational agility growth.Considering the role of organizational agility in creating competitive advantage for organizations, the following suggestions are offered: 1) Fostering the spirit of change among employees and making optimal use of environmental opportunities resulting from changes.2) If the cultural diversity is not properly managed among employees, it can lead to conflicts and inconsistencies in the organization. Therefore, paying attention to cultural intelligence as an individual ability to understand, interpret and act effectively in situations of cultural diversity can be an effective measure in this regard.
Mehdi Abzari; Akbar Etebarian; Azam Khani
Abstract
Today's environment creates a thriving way for organizations to do their functions through teams and groups. Organizations seek to employ individuals who can perform better in groups, frequently enable to adjust with people from varied cultures, and handle intercultural communications. Therefore, group ...
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Today's environment creates a thriving way for organizations to do their functions through teams and groups. Organizations seek to employ individuals who can perform better in groups, frequently enable to adjust with people from varied cultures, and handle intercultural communications. Therefore, group members need to know about other cultures and should be able to interact with people from different cultural background. Consequently, people need cultural intelligence. The purpose of this study is to investigate the relationship between cultural intelligence and group effectiveness in Mobarakeh Steel Company. 47 teams participated in this study. According to the results, cultural intelligence and its components (metacognition, cognition, motivation and behavior) have straightforward relationship with group effectiveness. Also motivation and behavior are good predictors of group effectiveness.