Modeling
Abolfazl Hosseini; Aliakbar Majdi
Abstract
Organizational inertia is a significant disruptive factor in the functional adaptability of organizations to their environment. This study was conducted with the aim of identifying the antecedents and consequences of organizational inertia in Iran. The study was characterized as a review typology and ...
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Organizational inertia is a significant disruptive factor in the functional adaptability of organizations to their environment. This study was conducted with the aim of identifying the antecedents and consequences of organizational inertia in Iran. The study was characterized as a review typology and relied on a systematic review method. The implementation of the systematic review was based on a structured protocol that included three major phases: research antecedents (defining the main question and question pattern), research process (determining eligibility criteria, search strategy, article selection process, and data extraction), and research outcomes (providing an overview of studies and qualitatively synthesizing findings). Ultimately, 30 articles met the final criteria for data description and synthesis. Descriptive results indicated that most studies were published in management journals, based on a quantitative approach, utilized survey methods, and focused on employee groups. Additionally, from a temporal perspective, the studies had been conducted over the past ten years, with their main issue centering on the explanation of organizational inertia. Qualitative findings also revealed that the antecedents of organizational inertia could be categorized into seven themes (structural, managerial, cognitive, communicative, capability-based, benefit-oriented, and behavioral), while the consequences of organizational inertia could be classified into four themes (normative, cognitive, performance-related, and behavioral). Given the indispensable role of organizational inertia in inhibiting the functioning of organizations in an era of change, there is an urgent need for studies adopting a systems approach to address the issue of organizational inertia.
saeid jamalirovesht; saeid radmard
Abstract
Nowadays attention to the new styles and functions of management and application of organizational knowledge in order to update procedures and methods that are very repetitive and better responsive to the changing needs of the organization is increasingly felt. The purpose of this study is to monitor ...
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Nowadays attention to the new styles and functions of management and application of organizational knowledge in order to update procedures and methods that are very repetitive and better responsive to the changing needs of the organization is increasingly felt. The purpose of this study is to monitor the role of cybernetic management functions in preventing organizational inertia, with emphasis on the role of mediating knowledge sharing among employees. This is a practical research in terms of purpose and this research was conducted using descriptive-survey method. The statistical population of the present study is the staff of the Tax Affairs Organization of East Azarbaijan Province, whose number is 1308, the sample size is estimated by using Cochran's relation of 297 people and selected by stratified random sampling. The research data were collected using field method and for data analysis, structural equation modeling and confirmatory factor analysis were used. The research findings showed that knowledge sharing on the impact of cybernetic management functions on the reduction of organizational inertia has a mediating role. The results also showed that cybernetic management functions have an impact on reducing organizational inertia and increasing knowledge sharing. On the other hand, the positive impact of knowledge sharing on reducing organizational inertia was confirmed in the East Azerbaijan State Tax Administration.
Causation
Sayyed Mostafa Javadi; Hasan Alvedari; Amir Hosein Amirkhani; Ali Jamshidi
Volume 5, شماره 4 (پیاپی 20) , November 2017, , Pages 39-48
Abstract
Background & Objectives: Organizations, especially in the public sector, are usually static and uniform until the continuation of this situation is no longer feasible or altered by external forces. This is rooted in organizational lack of movement, or in other words organizational inertia. The purpose ...
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Background & Objectives: Organizations, especially in the public sector, are usually static and uniform until the continuation of this situation is no longer feasible or altered by external forces. This is rooted in organizational lack of movement, or in other words organizational inertia. The purpose of this study is to provide a suitable model for correct encounter with organizational inertia in North Khorasan University of Medical Sciences. Methods: The statistical population consisted of all personnel of the relevant organization. Using the Cochran formula, 170 people were selected by simple random sampling. The toolkit included library studies and questionnaires. Using descriptive and inferential statistics methods in AMOS and SPSS software, the validity and reliability of the research tool, regression analysis and structural equations were performed. Results: The average score of all factors was above 3, which is the highest amount related to knowledge management and the least amount related to psychological factors. After verifying the validity and reliability of the research tool, the results of the Structural Equation Model Questionnaire were obtained and, by analyzing it, the final model of the research was obtained. Conclusion: Organizational Inertia Management Model has four factors for knowledge management, change-setting activities, change management and psychological considerations in which knowledge management and psychological considerations improve the underlying changes in change management and change management. The underlying changes are also affecting change management.
