Management of Organizational Development
Rouhollah Honarmand; Habib Roodsaz; Reza Vaezi; Mohammadreza Saadi
Abstract
The aim of the current research was to find self-organizing insights to understand organizational change and transformation. For this purpose and in order to find the answer to the research question, a systematic literature review method was used. The statistical population includes all qualitative and ...
Read More
The aim of the current research was to find self-organizing insights to understand organizational change and transformation. For this purpose and in order to find the answer to the research question, a systematic literature review method was used. The statistical population includes all qualitative and quantitative articles related to the research topic in the period from 2000 to 2024; By searching in scientific databases, 83 articles were identified. After evaluating the quality of the articles, 32 related articles were selected to answer the research question. The data obtained from the articles and literature were analyzed and combined using the theme analysis strategy. The research results showed that self-organization contains insights for organizational change and transformation. First) the combined actions of individual factors bring about organizational change; Second) the principles of self-organization reject the idea of planned and intentional change; Third) Organizations tend to change and evolve in a dynamic, non-linear and self-organizing manner; 4) flexible structure, is required for Self-organized change; Fifth) employee participation, is required for Self-organized change.
Management of Organizational Development
Niloofar Moghaddamrad; Mahdi Ebrahimi; Shahram Khalil Nezhad
Abstract
In the current era the banking industry is considered one of the most important industries of the country and banks need to take advantage of the dynamic capabilities of Ambidextrousinnovation to survive in competitive and dynamic market era.this research has been conducted with the aim of the effect ...
Read More
In the current era the banking industry is considered one of the most important industries of the country and banks need to take advantage of the dynamic capabilities of Ambidextrousinnovation to survive in competitive and dynamic market era.this research has been conducted with the aim of the effect of knowledgesharing on ambidextrousinnovation with the mediating role of intellectualcapital and moderating of openinnovation The current research is of quantitative type fromthe point of view ofthe objective, itis of applied type and the data collection method is of descriptivesurvey type.statistical population of this research was the stateprivate and QarzulHasneh banks of Golestan province,which were referred to the central office of all of them 26 banks at the organizational level and questionnaires were distributed among 5 employees in each bank and a total of 130 questionnaires were collected form of 26 banks.In general the structural equation modeling method was used to analyze the hypotheses;The results of the research showed that the effect of knowledgesharing on ambidextrousinnovation,the effect of knowledgesharing on intellectualcapital,the effect of intellectualcapital Ambidextrousinnovation and the effect of knowledgesharing through the mediating role of intellectualcapital on ambidextrousinnovation are confirmed.However the effect of knowledgesharing through moderation of openinnovation on ambidextrousinnovation is not confirmed.
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 ...
Read More
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.
Management of Organizational Development
Dariush Ali Moradi; Reza Vaezi; Maghsoud Amiri
Abstract
Reforming the administrative system and government management involves a systematic and integrated effort; in such a way that effective changes can be made in the public administration system and its ability to achieve national progress can be increased. This research has been conducted with the aim ...
Read More
Reforming the administrative system and government management involves a systematic and integrated effort; in such a way that effective changes can be made in the public administration system and its ability to achieve national progress can be increased. This research has been conducted with the aim of providing an organizational improvement model in Iran's government organizations (case study: National Iranian Oil Company). The research is of mixed exploratory type. At first, the dimensions, components and indicators of the model were compiled from the Meta-Synthesis approach. In the next step, fuzzy Delphi method was used to evaluate, screen and localize the model. In the last part of the DANP technique, the relationship and their effects were analyzed. The first stage community including 41 articles out of 651 articles (between 1395 and 1402 for domestic articles and 2015 to 2022 for foreign articles) were selected by systematic review and coded by content analysis method. In the second stage; 6 dimensions, 22 components and 88 indicators were validated and localized with the help of 15 experts, and at the last stage, the final model was prioritized with the help of 15 experts. The findings of this research stated that in order to improve the organization in the National Iranian Oil Company, the dimensions of human resources development, business environment, organizational culture, organizational health, social responsibility and organizational structure should be considered by the managers of the National Iranian Oil Company.
Management of Organizational Development
Sadegh Hasani moghadam; Mohammad Mahdi Mohtadi; Hosein Bazargani; Ali Taheri
Abstract
This study aims to present a comprehensive model of agility in business process management by using the concept of "edge of chaos, " which is attempted through interviews with 18 experts. The effective components in the framework of agile organizational process management were identified so that in a ...
Read More
This study aims to present a comprehensive model of agility in business process management by using the concept of "edge of chaos, " which is attempted through interviews with 18 experts. The effective components in the framework of agile organizational process management were identified so that in a complex and dynamic environment, in order to achieve agility in process management, the balance between the internal order of process management and the disorder caused by environmental dynamics can be maintained. After analyzing the findings and extracting primary codes (273 open codes), central codes (17 codes), and five selective codes with a reliability coefficient of 77.77, a conceptual model modeled on Strauss and Corbin's paradigm was drawn.Introduction Today, concepts related to the science of complexity and the edge of chaos have become essential to modern management's vocabulary of theory and practice. The edge of chaos is a space where freedom of action and dynamism are combined with order and stability, the output of which will be accompanied by creativity and innovation. Therefore, the management of agile processes based on chaos theory can be considered a framework for managing organizational processes, which, in addition to maintaining the benefits of formalization and standardization of processes, also enables the adaptability of processes and their agility in general. This research seeks to model this new look and attitude in process-oriented organizations looking for agility in complex work environments.Materials and Methods This study is a type of developmental research that follows interpretative philosophical foundations and an analytical, inductive approach and seeks to model data through qualitative strategies and interviews with 18 experts, who were selected using a non-random method and a snowball technique and considering that the nature of the proposed model will be used to solve a problem in process organizations, its orientation is practical.Discussion and Results The Results showed that the causal conditions of the model include appropriate culture, process governance, competent human resources, technological infrastructure, and environmental understanding and recognition. Intervening factors include continuous control and monitoring of processes, leadership characteristics, and platforms, including Strategizing based on improvisation, structure and organization, creative stability on the border of chaos, dynamic adaptation, organizational learning and strategies required in the model, quality management of processes, integration of knowledge management with organization processes and efficiency of life cycle components include, their use will aim for the improvement of quantitative and qualitative performance indicators.ConclusionsAccording to the existing research gap, to deal with the concept of managing agile business processes in complex environments, there is a need for a comprehensive and systematic look at managing agile organizational processes to help organizations deal with complex issues in chaotic border environments. For this purpose, a framework can be designed: First, in order to achieve agility in the management of organizational processes (a central category), the existence of primary conditions, including suitable culture, process governance, competent human resources, technological infrastructure, and environmental understanding and Intervening factors include: continuous control and monitoring of processes and leadership, in contexts and conditions including strategy-making based on improvisation, structure and organization, creative stability on the border of chaos, dynamic adaptation, organizational learning and through management strategies The quality of the processes is the integration of knowledge management with the organization processes and the optimization of the life cycle components, which will ultimately lead to attention to these issues, the promotion and improvement of quantitative and qualitative performance indicators
