Mohammad Hoseini pozveh; Sayyed Mohsen Allameh; Arash Shahin
Abstract
1- INTRODUCTIONOrganizational health, as the ability to operate successfully in complex conditions, is one of the main concerns of organizations. this concept has many components encompassing a wide range of organizational capabilities that affect the survival, growth, and performance of the organization. ...
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1- INTRODUCTIONOrganizational health, as the ability to operate successfully in complex conditions, is one of the main concerns of organizations. this concept has many components encompassing a wide range of organizational capabilities that affect the survival, growth, and performance of the organization. the main focus of organizational health is on evaluating and identifying strengths and weaknesses from a holistic perspective and improving them appropriately. therefore, it is important to pay attention to different influential perspectives on the organization, especially the views of the organization's key stakeholders. this is also important for isfahan's mobarakeh steel company as a large steelmaker with a wide range of different stakeholders. this study was to answer the key question by examining the organizational health phenomena from the key stakeholders' point of view: "what are the key factors of organizational health for isfahan's mobarakeh steel company?"2- THEORETICAL FRAMEWORKThe concept of organizational health first introduced in 1964 is encompassed a wide range of organizational capabilities, depending on the theoretical origin, type of organization, and dominant context. also, a healthy organization is one with all its components working well and capable of doing what is expected of the mission and managing the various affecting factors. one of the most important reasons for studying the concept of organizational health is its potential impacts on performance aspects of the organization. organizational performance encompasses a wide range of tangible and intangible aspects.3- METHODOLOGY This research is an applied study in terms of purpose, and in terms of method, it is a systematic grounded theory. purposive sampling was used to select and study key stakeholders until reaching theoretical saturation. data were collected through interviews and analyzed using atlas. ti 8 software. during open coding, 1532 citations were identified and summarized in 104 open codes. after axial coding, they were categorized in 37 axial categories: pivotal phenomenon, strategies, causal, contextual, interfering factors, and results. then, through the outcomes of selective coding, it was proposed the paradigmatic model of organizational health from the perspective of key stakeholders. the validity of the model was confirmed by qualitative and quantitative indices of cvi and cvr, using the opinions of an 8-expert panel, and its reliability was confirmed by qualitative and quantitative retest reliability methods.4- RESULTS & DISCUSSION According to the findings, the pivotal phenomenon of organizational health from the perspective of key stakeholders of the company includes three main aspects of acting on organizational responsibilities in different areas such as social, environmental, and ethical, creating a balanced and sustainable image and performance, agility, and flexibility in dealing with confronted issues and high productivity of the resources available to the organization. causal factors of organizational health include correct organizational leadership at different stages with participation of employees, employee competence, structure and processes tailored to the organization's goals, job enrichment, efforts to understand and respond effectively to customer expectations, good communication with suppliers, and proper performance of suppliers. strategies for promoting organizational health include recruitment, development, and promotion of employees on the basis of competence and performance, effective care, support and retention of staff, selection and development of leaders based on competence and performance, leadership participation in staff development, use of knowledge and experiences of stakeholders, innovation and technology advancement, focusing on creating the future, promoting strategic and systematic thinking, making effective use of the ict, improving the culture of the organization and stakeholders, and continually improving supply and purchase practices. contextual factors that influence the success of organizational health promotion strategies include commitment, attitude and independence of leaders, organizational culture and climate, communication, employee retention and development, supplier selection and management, structure, processes, and systems integrity, knowledge, technology, and innovation management, the organization's target setting system, the variety of customer services and enterprise investments. interfering factors, that influence the impact of strategies on organizational health outcomes, include national and global economic and financial issues, government, national and local legal institutions performance, political, cultural, and social issues, and the competitive and technological environment of business. results of maintaining and promoting organizational health for the company include performance and value creation of the company for different stakeholders, promotion of the organization's brand, and improvement of the experience of different stakeholders and safety, health, and professional growth of the employees.5- CONCLUSIONS & SUGGESTIONS This research has attempted to have a more comprehensive view of the health of the organization and its causal factors, strategies, intervening factors, and results for isfahan's mobarakeh steel company. by comparing the findings with the literature, it can be seen that the categories extracted, in addition to those mentioned in previous research, including new ones such as ict, technology, expectations of customers and suppliers, investments of the organization, etc that are also in the domain of management but outside the scope of organizational behavior. also, due to the view type of this study, its results can be used to prepare a roadmap to improve the set of health affecting factors. it is also suggested to other researchers to consider the identified dimensions and components in future research and to use the findings of the current research to develop standardized measurement tools.
Ghazaleh Taheri Attar; moein pourahmadi; Masoud Herati
Abstract
Extended abstract
1- INTRODUCTION
Today, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present ...
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Extended abstract
1- INTRODUCTION
Today, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present study is to investigate the relationship between professional ethics on organizational performance and trust by mediating role of the ethical climate in the Red Crescent Organization of Tehran Province.
2- THEORETICAL FRAMEWORK
Ethical behavior is one of the important issues of all organizations that can be affected by many factors, including intellectual capital. In organizations, what they know (intellectual capital) is more than what they are (material capital); on the other hand, organizations are increasingly engaging in ethical conundrum, the conditions that the professional ethics and existing ethical climate should be paid Special attention. stated that in the past two decades, extensive research has focused on the ethical climate of the organization, most notably by Coulen et al. Research on organizational ethical climate is relatively new and has attracted the attention of many researchers. In 2007, an investigation was conducted among managers of business, industrial and transportation company, which showed that the types of organizational ethical climate on various dimensions of job satisfaction (satisfaction with payment, promotion, co-workers, supervisor, and job) has a positive effect. Also, this research showed that organizational ethical climate types have a positive effect on different kinds of organizational commitment , organizational identity, involvement and loyalty. One of the consequences of behavioral and attitudinal outcomes resulting from ethical climate is job satisfaction, which is one of the most significant variables in the field of organizational psychology and management. job satisfaction refers to the general attitude of the individual about the job. In another study, Enayati and Hajji Zeinali's findings in 2013 showed that the status of organizational trust and work ethics is in a desirable level and there is a positive relationship between organizational trust and its components with work ethic. In the relationship between professional ethics and employee performance, some researches have recommended that, in order to improve knowledge management and employee engagement, it is necessary to focus on the establishment of ethical and professional workplaces. in another research, considered Expression of Organizational Existence and trust as factors involved in mental and physical health. The results showed that high levels of expression Existence have a significant positive correlation with excessive work and a negative correlation Has a significant psychological and physical health. showed that the organizational climate directly and indirectly affects social capital and has a positive and significant effect on job performance also social capital has a positive and direct effect on Job performance. Also, indicated that the performance and the willingness to leave were affected by organizational ethical climate and its dimensions. So in this research, we examine these hypotheses:
Hypothesis 1: Professional ethics has a direct relationship with ethical climate.Hypothesis 2: Professional ethics has an indirect relationship with performance through ethical climate.
Hypothesis 3: Professional ethics has a direct relationship with organizational trust.hypothesis 4: Professional ethics has an indirect relationship with organizational trust through ethical climate.
hypothesis 5: Professional ethics has direct relationship with performance.
Hypothesis 6: The ethical climate has a direct relationship with organizational trust.hypothesis 7: The ethical climate has a direct relationship with performance.
3- METHODOLOGY
This research is an applied study in terms of its purpose and based on its method is descriptive. The population of this study was 470 employees of the Red Crescent Organization of Tehran that 198 employees were selected randomly as a statistical sample. Data were collected through questionnaires including ethical climate, organizational trust, organizational performance and professional ethics based on the Likert 5 range. in this study Kolmogorov-Smirnov test was used to test normal. Considering that the level of distribution of variables in the organization is more than 5%, the distribution is normal. in this research, Cronbach's alpha test was used to examine the reliability of the research toolAll structures have a Cronbach's Alpha higher than 0.7. To assess the validity of the questionnaire, content validity and exploratory factor analysis have been used . For statistical analysis of the relationships between research variables, Pearson correlation test and structural equation model were used by LISREL software.
4- RESULTS & DISCUSSION
According to the results of the data analysis, the proposed model was approved which shows the results of the correlation between the variables. The least correlation belongs to the relationship between ethical climate and job performance. Therefore, any improvement in professional ethics can be accompanied by improvements in its implications: ethical climate, organizational trust, and job performance. It was found that the existence of professional ethics in employees has a positive relationship with job performance. This has been confirmed in other investigations. The findings also indicate that the relationship between professional ethics and organizational trust is positive and significant. Some studies have also evaluated this relationship positively. The weakness of the ethical system leads to a reduction in communications and an increase in organizational losses. In an organization such as the Red Crescent, a reduction in the level of employee trust can lead to multiple damage to other functional and behavioral dimensions. also, the results of the analysis show a positive and significant relationship between ethical climate and job performance; several studies confirm the same conclusion. It seems that when employees recognize ethical climate , they will understand the values and ethical behaviors of an organization and will have better performance. Thus, the indirect relationship between professional ethics and performance through the mediating role of ethical climate is confirmed.
Findings show a positive and significant relationship between ethical climate and organizational trust. Some researchers also pointed to this in their research. Finally, it can be concluded that professional ethics with organizational trust are indirectly related by the mediating role of ethical climate.
5- CONCLUSIONS & SUGGESTIONS
The research also encountered some constraints such as conservatism , lack of motivation and possibility of unrealistic responses of some respondents. regarding with practical suggestions it should be noted that ethical leaders should be used to create an ethical climate that leads to organizational ethics. In our organizations, since there is always a lack of organizational trust, the ethical climate and professional ethics of an organization have led to a climate of friendship so that trust can be built up. Also, given the importance of the subject, it is suggested that in future researches the relationship between adherence to professional ethics, ethical leadership in organizations, social acceptability of companies, and other similar issues are further considered, in order to be able to demonstrate the impact of ethics in management, The efficiency and effectiveness of companies, in addition to promoting the level of professional ethics and encouraging companies to be ethical, pursued standardization and approval of the necessary laws in this field more quickly and more easily.
rahman ghaffari
Abstract
Extended abstract
1- INTRODUCTION
Most organizations, rather than having a comprehensive strategy, use a set of related strategies, each of which is designed at different levels of the company. Each strategy, in addition to responding to environmental conditions, is integrated with other levels of ...
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Extended abstract
1- INTRODUCTION
Most organizations, rather than having a comprehensive strategy, use a set of related strategies, each of which is designed at different levels of the company. Each strategy, in addition to responding to environmental conditions, is integrated with other levels of strategy, as well as with the strengths and competencies of the relevant business unit and with the level of the company as a single entity. this coordination can be carried out at various strategic levels with each other and with organizational elements (structure and culture). on the other hand, each level must have complementary strategies in order to reinforce each other, which is called horizontal integrity. each level of strategy has close coordination with other levels of strategy, and if the whole company wants to succeed, these levels should be integrated. garterl and Schenk stated that identifying factors is an important tool to understand how to achieve a successful alignment between company strategies and partial strategies such as IT strategy, human resource strategy, production strategy, financial strategy, marketing strategy, and so on. Therefore, in order to succeed on the path of achieving the organizational goals and high performance, vertical and horizontal integrity in business is crucial, and it is one of the most important discussions and concerns of organizational managers.
2- THEORETICAL FRAMEWORK
By reviewing the theoretical literature in the context of strategy fitness, significant points have been extracted. one of these issues is the importance of fitting and integrating partial strategies with organizational strategies. This integrity will result in coordination between the organizational macro policies and its partial policies, so the entire company grows in a balanced way. on the other hand, coordination, alignment and integrity between partial strategies (horizontal integrity) will lead to more attention to the synergy of resources in order to achieve competitive goals. in this regard, organizational structure and culture of the company should be in line with the strategies. adaptation to the outside environment explains the law of organizational thermodynamics. based on organizational thermodynamics, organizations will remain in a competitive environment if they match their internal conditions with outside requirements. one of the remarkable theoretical gaps in past literature is that past research has often studied only one kind of integration. according to the aforementioned, the main purpose of this research is presenting a model that verifies the vertical and horizontal integrity between the strategies of the company and investigating the effectiveness of this integrity on performance.
3- METHODOLOGY
This research has been carried out with a mixed approach and implemented in two phases. in the first phase, using semi-structured interviews, 18 experts (5 faculty members of the strategic and marketing management, 4 executive consultants in the field of strategy and management of companies and 9 organizational managers and assistant) and by means of technique of thematic analysis, a conceptual model has been extracted. In this model, the strategy of the company has been shown to be integrated with the partial strategies, and also the organizational structure and culture affect this integration. finally, all of the variables of this model affect the organizational performance.
4- RESULTS & DISCUSSION
Based on data analysis in PLS software, all hypotheses have been confirmed. The results of confirmatory factor analysis also indicate the validity of the tool of this research. the diagram below shows the test of the hypotheses of this research.
5- CONCLUSIONS & SUGGESTIONS
Based on the results, a conceptual model of research demonstrates the impact of strategic integrity on organizational performance through organizational structure and culture. the results of the hypotheses indicate that partial strategies (human resources, production, finance, IT, etc.) have a vertically integration with corporate strategy. That is, partial strategies are in line with the company's strategy, and human resource, financial, marketing, sales, production, IT, etc. strategies are emerging from the company's main strategy. there is the highest vertical integration between the IT strategy and the company's strategy and production strategy has the lowest integration in this respect. the importance of the relationship between partial strategies with corporate strategy in the form of vertical integration comes from the fact that if this alignment does not exist between strategies, some kind of strategic dispersion is created and the focus on achieving the main and major goals of the company is neglected, so each department, regardless of the main goals of the company seek to achieve its specific goals. based on the results of the hypotheses, all partial strategies such as human resource, financial, information technology and production strategy are interconnected and mutually influential. this means that these strategies are designed in an integrated and coordinated system and there is a strategic horizontal alignment between them. it can be argued that there is a horizontal integration between segmental strategies. to achieve horizontal integration, it is recommended that regular meetings between the unit managers and the monthly meeting with strategic council with the presence of the company's CEO are held in order to accurately track the achievement of organizational goals and plans.
ali hamidi zadeh; hasan zaraei matin; mohsen khandel
Abstract
In the face of intensifying global competition and the explosion of knowledge, organizations around the globe are trying to maintain and improve their competitive position by strengthening their ability to deploy and utilize tangible and intangible assets. Increasingly the ability of organizations to ...
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In the face of intensifying global competition and the explosion of knowledge, organizations around the globe are trying to maintain and improve their competitive position by strengthening their ability to deploy and utilize tangible and intangible assets. Increasingly the ability of organizations to maintain a competitive advantage depends on their successfull management of intangible assets such as human skills and knowledge. Survival in such a complex and uncertain environment is only possible by obtaining superior organizational performance which requires paying attention to factors affecting organizational performance. In this direction, strategic planning and corporate entrepreneurship are among the factors that will improve organizational performance. The world's second gas reserves and half of the gas reserves of the Middle East are in possession of Iran. The strategic importance of this resource in national development, meeting the needs of society and the global energy gives a specific rank to Iran. The use of this special privilege requires a comprehensive plan to gain maximum benefits for our country. Considering the importance of organizational learning and innovation in organizational performance, the problem that is often seen in the gas companys is lack of up-to-date knowledge, database, innovation and the leading spirit in this strategic industry. The aim of this study is to investigate the effect of strategic factors and entrepreneurship on organizational performance.
2- THEORETICAL FRAMEWORK
Organizational performance is a complex phenomenon, and perhaps the simplest interpretation for it is the collection activities directed towards achieving organizational goals. In this respect, organizational performance concerns with how an organization reaches its goals. Organizations must be able to identify indicators of organizational performance in difficult conditions that could provide respond to new problems with maximum speed. Entrepreneurship and strategic management are two dynamic processes that affect the behavior and performance of the company. It is claimed that the dynamic capabilities of the new paradigm are emerging in the field of entrepreneurship and strategic management. Organizational learning and innovation are considered as two dynamic capabilities that are essential for fostering entrepreneurship. Organizational learning and innovation simultaneously integrate a series of strategic factors (i.e., personal mastery, Transformational leadership, shared vision, proactivity, and environment).
3- METHODOLOGY
Since the purpose of this research is determining the causal relationships between strategic factors, entrepreneurial (organizational learning and innovation) and organizational performance, this research in terms of aim is a kind of applied study and in terms of data collection method is a kind of descriptive - correlation research. Because of the specificity of frame sampling and universality of behavior for all members of the society, simple random sampling method was used. Statistical population of the persent study was all managers and employees of Bandar Abbas Gas Company (N=400), and based on Morgan table, 196 persons were selected. This tool is a questionnaire and was used to analyze the data collected from smart-pls2 software.
4- RESULTS & DISCUSSION
The results of this study show that personal mastery has a direct and meaningful impact on organizational learning, but had no significant effect on organizational innovation. The direct impact of transformational leadership and proactivity on organizational learning and and innovation was confirmed but no direct impact of environment's shared vision on organizational learning and innovation was verified. The study also showed that organizational learning has a significant and direct impact on organizational innovation, and that organizational learning and innovation have a significant and direct impact on organizational performance.
5- CONCLUSIONS & SUGGESTIONS
If managers design and implement individual development plans and training needs assessment softwares, then they can hire employees with a higher level of personal mastery because the development of personal mastery enable members of organization to be faster and more initiative and responsibile in both learning and innovation. Transformational leadership possibility of creating a shared vision, strategy formulation and organizational structure enable organizations to meet the challenges of the knowledge of society. Therefore, it is recommended that the gas company managers provide the possibility of formation of quality circles to evaluate quality services to clients and that a proposed comprehensive system in the context of software be designed and implemented. Organizational commitment to personal mastery and leadership can be very naive and foolish if leaders are not able to create a shared vision. To improve shared vision it is recommended that the manager of Gas Company increase the participation of employees in meetings and conferences to explain and clarify what they want to create. Managers can play an important role in conceting the organization to the environment by deploying a performance-based recruitment system and a compensation system in gas companies, which can result in gaining support and acceptance from the environment for innovation and organizational learning. When that organization's mission, customers, capacity and strategies are determined, organizational learning can lead to radical innovation in products, services and organization processes, and finally increase organizational performance.
Noor Mohamad Yaghobi; javad shukuhy; hafaseh raiisi; farzaneh sayydi
Abstract
Development of innovation and organizational learning in order to gain a sustainable competitive advantage and improve organizational performance needs appropriate circumstances under which management leadership styles remain an important factor. Therefore, this study aimed to analyze the impact of leadership ...
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Development of innovation and organizational learning in order to gain a sustainable competitive advantage and improve organizational performance needs appropriate circumstances under which management leadership styles remain an important factor. Therefore, this study aimed to analyze the impact of leadership styles on organizational performance through innovation and learning that was conducted with a descriptive- survey method. While previous studies have focused on the impact of transformational leadership style, our research incorporated both transactional and transformational leadership style simultaneously. The Statistical Population consists of the employees of Sistan and Baluchestan University, from which a sample of 242 was selected. In order to collect research data, existing as well as designed questionnaires were used. Collected data were analyzed using Structural Equation Modeling to verify the hypothesis. The results of the study showed that (1) transformational leadership influences organizational performance positively through organizational learning and innovation; (2) organizational learning influences organizational performance positively, both directly and indirectly through organizational innovation; (3) organizational innovation influences organizational performance positively. However, the relationship between transactional leadership style and learning, innovation and organizational performance was not confirmed. Moreover, the result of the study indicated that; use of transformational leadership style leads to move organizations towards innovation and creating a learning organization and ultimately improved performance.