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 ...
Read More
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.
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 ...
Read More
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.
Vahid Fattahi Sarand; Ali Shaemi Barzoki; Hadi Teimouri
Abstract
1- INTRODUCTIONOrganizational identity refers to the common beliefs of an organization's members. despite plenty of research on organizational identity, there is little knowledge about its affecting factors and how it is formed. in line with shaping organizational identity, some researchers emphasize ...
Read More
1- INTRODUCTIONOrganizational identity refers to the common beliefs of an organization's members. despite plenty of research on organizational identity, there is little knowledge about its affecting factors and how it is formed. in line with shaping organizational identity, some researchers emphasize internal and external factors such as organizational communications, top management activities, and human resource management. organizational identity is one of the most important factors that affect organizational performance and productivity. research shows that there exists a theoretical gap in developing systematic models for organizational identity, particularly in iranian organizations. accordingly, this study attempts to provide a comprehensive model of organizational identity in iran tractor manufacturing company. 2- THEORETICAL FRAMEWORK Organizational identity involves a strong emotional attachment to the organization, which is referred to as the perception of common characteristics. according to social identity theory, the psychological relationship between employees and an organization is known as organizational identity. the power of organizational identity reflects the degree to which the employees perceive an organization as particularity and unique. the organizational identity has the ability to predict many important organizational attitudes and behaviors. it has been considered as a concept that forms the common understanding of an organization’s members of its central characteristics and it shapes a kind of shared thinking among employees.3- METHODOLOGYThis research is a developmental and applied study in terms of purpose, and in regard to the method, it is a descriptive survey. and in terms of the research design, it is a mixed study. in the qualitative phase, grounded theory is used to create a conceptual model of organizational identity. in this regard, a three-step process of open, axial, and selective coding was performed by nvivo10 software. in the quantitative phase, confirmatory factor analysis was used to confirm qualitative findings. 4- RESULTS & DISCUSSIONThe process model developed in this research, as a native model of organizational identity, attempts to consider the issue of organizational identity from a multidimensional viewpoint. this model is capable of directing the employees' intentions and behaviors in line with the organizational goals. the results of this study made causal conclusions on the components of internal identity, employees’ empowerment, and job enrichment. leadership style is also proposed as a context for shaping organizational identity. in addition, managerial factors and financial requirements were determined to be the intervening factors. additionally, perceived organizational support and socialization were considered as effective strategies of organizational identity. finally, the consequences of organizational identity were found to have positive effects on customer performance and satisfaction. 5- CONCLUSIONS & SUGGESTIONSIn order to enhance the causal conditions through internal identity, managers are advised to strengthen the trust among employees with their honest behaviors to make employees more compatible with the organization, which leads to strengthening the employees' internal identity. furthermore, to create a suitable context, it is suggested that managers improve moral and transformational leadership characteristics to increase the sense of solidarity among employees and managers. in order to create a positive role for interveners, it is suggested that managers adopt a management style based on ethical traits and cooperation with employees and show positive managerial competencies. additionally, managers are also advised to support employees in three ways as emotional, managerial, and health support. besides, it is emphasized that according to the consequences of managers' organizational identity, different roles and tasks may be assigned to employees. in the individual dimension, managers should strengthen job satisfaction, psychological security, job performance, job motivation, and organizational citizenship behavior. moreover, in the organizational dimension, it is recommended to take some defective actions to improve organizational decision-making, promote organizational commitment, productivity, and enhance the organizational image.
mahmood danyali deh hoz; sayyed mohsen allameh; ali safari
Abstract
There is no consensus comprehensive theoretical framework available in the literature on succession; hence the present study aims to design a model of succession management in Iran petrochemical industry. this study was conducted based on the grounded theory methodology. the population include managers ...
Read More
There is no consensus comprehensive theoretical framework available in the literature on succession; hence the present study aims to design a model of succession management in Iran petrochemical industry. this study was conducted based on the grounded theory methodology. the population include managers and supervisors of shahid tondgooyan petrochemical company. the sample consist of 16 individuals are selected using snowball sampling and theoretical sampling. the research data were collected using group and semi-structured interviews. Strauss and Corbin’s (1990) three-stage coding process is apply for analyzing data. The findings indicated that the modern succession structure had a central function in the design of the integrated succession model. the causal conditions, at three levels of individual, organizational and managerial structures, through mediation of the modern succession structure, influenced the succession system accomplishment strategies. these strategies were: policy making, candidate evaluation, candidate development, and assessment effectiveness. in this relation, confounding conditions at three micro, organizational and macro levels, as well as the contextual conditions in three areas of the organizational visions, context of vision realization and organizational policies affect these strategies. as a result, the implications of these strategies and the influencing process are emerged at the micro (individual), middle (department), and macro (organization) levels.