Management of Organizational Development
Maryam Khalilzadeh Salmasi; Payam Hanafizadeh; Soroush Ghazinoori
Abstract
Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what ...
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Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what type of alliance banks can form with different actors to lead to organizational ambidexterity. For this purpose, the initial conceptual model was formed by synthesizing the ambidexterity, the industrial similarity and the tie strength theories. Then, the code co-occurrence matrix was extracted from the content analysis of 115 empirical articles of alliance in the banking industry. The co-occurrence matrix was used to customize the conceptual model for banking industry in order to propose the type of alliance of the bank with other actors. The conceptual model shows that any type of alliance, based on industrial similarity of the actors with the banking industry, realizes some factors of exploration and exploitation in the form of trade-offs. Therefore, the decision to determine the appropriate type of alliance should be made according to the priority of exploration and exploitation factors based on industrial similarity of actors.
Akbar Hassanpoor; Hassan Rangriz; Yousef Vakili; Bahram Moazeni
Abstract
The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied ...
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The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied in terms of purpose, which has been done with a qualitative method based on content analysis and using interview tools. The statistical population of the study includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a masterchr('39')s degree in human resources management and organizational behavior and have at least 5 years of experience in this organization. To select the sample, the method of judgmental sampling and snowball was used, which was interviewed with 19 people. After analyzing the data obtained from the interview, organizational, personal, managerial and environmental factors were identified as preconditions for dual-power human resource management. The components of human resource management were identified. Fuzzy AHP and ARAS techniques are used to prioritize the antecedents and components of human resource management.The results of the calculations showed that the factors of support and support of management, commitment of managers and management styles were ranked first to third, respectively, the most important factors affecting the duality of human resource management. Adaptive education, encouragement of self-study and sharing of learnings from the sub-components of education and development of the two powers were the highest.Introduction In dynamic environments, Organizations must take advantage of processes that produce both efficiency and creativity (and therefore innovation) (ambidextrous capabilities). Therefore, companies must simultaneously learn different methods and create balance and integration between heterogeneous learning streams. Ambidexterity refers to the ability to perform two activities simultaneously: exploration and exploitation, efficiency and flexibility, and alignment and compatibility. Ambidexterity deals with organizations simultaneously pursuing conflicting goals such as exploration and exploitation, efficiency and flexibility, or service and sales. Human resource management systems significantly help to meet these heterogeneous demands and effectively apply the human resource system that balances efficiency and innovation. Lack of human resource management ambidexterity may lead to problems in development initiatives. Past research shows the necessity of ambidextrous human resource management to manage innovation initiatives and ongoing manufacturing processes successfully. The Ambidexterity of human resource management refers to human resource management's ability to explore and exploit talented employees. An ambidextrous human resource management connects innovative and traditional HRM practices and principles, and it is critical to ensure the sustainable coexistence of exploration and exploitation and is necessary to cross crisis boundaries and resolve tensions between the two.Materials and MethodsThe research uses a qualitative method based on thematic analysis and using interview tools. In addition, in terms of the research design, it is of mixed exploratory type. The qualitative approach is based on thematic analysis using interview tools. The study population includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a Master's degree in human resources management and organizational behavior and have at least five years of experience in this organization—the method of judgmental sampling and snowball used to select the sample. After collecting the data, the researchers coded the notes and produced classes or concepts in three stages to understand the antecedents and components of ambidextrous human resource management. Key concepts are classified into three formats: basic themes, organizing themes, and global themes. In the following, to prioritize the factors affecting the ambidextrous human resources management and the ambidextrous human resources management components identified in the previous stage, fuzzy AHP and fuzzy ARAS techniques were used.Discussion and ResultsAfter analyzing the data obtained from the interview with the thematic analysis method, the antecedents and components of ambidextrous human resources management are placed in four categories. The analysis results of the precursors of ambidextrous human resources management were 21 Basic themes, five organizing themes, and one global theme, and the components of ambidextrous human resources management included 28 basic themes, four organizing themes, and one global theme. Organizational, managerial, individual, and environmental factors are the organizing themes of ambidextrous human resources management antecedents. In addition, the organizing themes of ambidextrous human resources management’s components include ambidextrous hiring and Recruitment, ambidextrous Training and development, ambidextrous performance evaluation, and ambidextrous Compensation.ConclusionsThe results of pairwise comparison among the main factors of ambidextrous human resources management’s antecedents showed that managerial aspects have the most weight in the ambidexterity of human resources management and organizational, environmental, and individual elements are in the following ranks in terms of the importance of impact on the human resources management ambidexterity. Among the sub-criteria of factors affecting the ambidexterity of human resources management, the most critical factors include management support, the commitment of managers, and management styles.The results showed that among the main components of ambidextrous human resource management, the training and development of human resources has the most weight and is the most crucial component in human resource management ambidexterity. Among the sub-criteria of ambidextrous human resource management components, Adaptive training, encouraging self-study, and sharing knowledge and flexibility of the compensation system received the highest ranks, respectively.
Morteza Mousakhani; Seyed Mehdi Alvani; Ebrahim Mahmoodzadeh; Yasser Alidadi Talkhestani
Abstract
Organizational ambidexterity is defined as the ability of companies to simultaneously explore and exploit. One of the key resources to achieve ambidexterity, is social capital. This study seeks to identify factors influencing the creation of an ambidextrous social capital at defense-industrial organization. ...
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Organizational ambidexterity is defined as the ability of companies to simultaneously explore and exploit. One of the key resources to achieve ambidexterity, is social capital. This study seeks to identify factors influencing the creation of an ambidextrous social capital at defense-industrial organization. In order to achieve this goal, the combination of quantitative and qualitative research methods were used. Initially the focus group was used, and based on its results, a questionnaire was prepared and in the sample of 98, were distributed in the organization. 32 items extracted from the literature an focus group meetings, 3 key competencies, were analyzed using structural equation modeling (PLS-SEM). As a result in the organization, structural social capital with dimensions strong-bonds and weak-ties; cognitive social capital with dimensions values, vision and language (narratives); and relational social capital with dimensions trust, norms and identity were the most important in the studied organization.
