Organizational Behavior
Shahrzad Kiyanpour; Hadi Teimouri; Ali Asghar Mobasheri
Abstract
Organizational inertia leads to the damage and inefficiency in organizational processes and then the incidence of serious obstacles in the direction of achieving goals at micro and macro levels. Today due to the possibility of this phenomenon occurring in various organizations, and its role as the most ...
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Organizational inertia leads to the damage and inefficiency in organizational processes and then the incidence of serious obstacles in the direction of achieving goals at micro and macro levels. Today due to the possibility of this phenomenon occurring in various organizations, and its role as the most important factor limiting flexibility and preventing the organization from providing a timely reaction and response to daily environmental changes, the importance of deeper identification of the causes affecting the occurrence of this phenomenon and its consequences has doubled. Therefore, due to the lack of a unified and coherent model around the causes and consequences of organizational inertia, the present research aims to systematically review and qualitatively combine the findings of previous studies regarding the issue of inertia in the organization and formulate a single framework of the causes and consequences of the mentioned phenomenon. The results of the present applied research indicate that the causes of inertia in the organization can be studied and investigated in three individual, group and organizational dimensions and its consequences in two individual and organizational dimensions. based on the mentioned cases, at the end of the research, the conceptual model of the organizational inertia was developed and presented.
Hamidreza Oreyzi; Behrooz Dorry; Hajar Barati
Volume 24, Issue 77 , July 2015, , Pages 221-240
Abstract
The success of change depends on the appropriate context for it because organizational context and features prepares organization for change and make commitment to change. Hence, The aim of current research is todetermine contextual and organizational factors affecting on reaction to change ...
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The success of change depends on the appropriate context for it because organizational context and features prepares organization for change and make commitment to change. Hence, The aim of current research is todetermine contextual and organizational factors affecting on reaction to change and its outcomes and also investigation of mediator variables affecting on this relation in Bandare-Emam Petrochemical Company employees.The sample research consisted of 383 employees of this company who were selected by stratified random sampling method. Then, they responded to research instruments.Fordata analyzing,path analysis and mediator analysis were used. The results showed that the informational justice(β=0.42), innovative climate(β=0.34) and organizational policy(β=0.31),predict change effectiveness and change effectiveness(β=0.80) predicts reaction to change and is mediator variable. Also, reaction to change predict change support(β=0.89), and change resistance(β=-0.30). According to findings, Organizationsshouldintroducethe change as effective and in this way increasing positive reaction to change until more change support and less change resistance be achieved
