Causation
Azadeh Eftekhar; Kiumars Ahmadi; Reza salehi; Yaghoub aHMADI
Abstract
IntroductionKnowledge-based companies, as the main drivers of innovation, economic growth and added value creation, play a decisive role in the development of societies (Kapotzis, 2024). By focusing on emerging technologies and utilizing creative ideas, these organizations not only contribute to job ...
Read More
IntroductionKnowledge-based companies, as the main drivers of innovation, economic growth and added value creation, play a decisive role in the development of societies (Kapotzis, 2024). By focusing on emerging technologies and utilizing creative ideas, these organizations not only contribute to job creation and enhance national competitiveness, but also demonstrate high agility and flexibility in conditions of environmental uncertainty. However, the emerging nature of these companies, their small scale and limited human and financial resources, which have been repeatedly mentioned in various studies, have presented them with numerous challenges in the areas of organizational culture and effectiveness. A weak organizational culture can lead to reduced team collaboration, decreased employee motivation, increased internal conflicts and even failure to achieve organizational goals. On the other hand, low effectiveness threatens the ability of these companies to achieve sustainable goals and compete in dynamic markets (Boschgens, 2021).Organizational culture, as a set of shared values, beliefs, and norms that shape the path of employee behavior and decision-making (Shayne, 2010; Cameron and Quinn, 2011), forms the foundation of organizational behavior, decision-making, and performance. This concept is doubly important in knowledge-based companies, which are often composed of young, dynamic, and diverse teams. Organizational culture not only affects the way in which intra-organizational interactions occur, but also determines the organization's strategic direction and ability to innovate and adapt to environmental changes. Research shows that different types of organizational cultures have different effects on the performance and effectiveness of companies and economic and organizational institutions. For example, group and innovative organizational cultures that emphasize collaboration, creativity, and continuous learning have the greatest positive impact on the performance of economic-administrative institutions and enterprises; In contrast, market or hierarchical cultures that focus on competition or excessive control may have negative or weaker effects on organizational performance (Hartnell et al., 2011). In this regard, strengthening a culture that promotes values such as trust, commitment, and collaboration is crucial for the success and effectiveness of knowledge-based start-ups. Despite the high potential of coaching, and especially team building in institutions, a recent literature review (Grant, 2017; Farahani, 1400) shows that most of the research conducted in this area has focused on large and established organizations and has less addressed the specific context of knowledge-based and start-ups. This is while the dynamic nature, resource constraints, and the need for rapid learning in these companies require that mechanisms such as team building be examined more carefully. Especially in the context of Iran and in provinces such as Kurdistan, where knowledge-based companies are growing and developing, examining the effect of coaching-based team building on organizational culture and effectiveness can provide valuable findings for managers, policymakers, and activists in this field. In Iran, it is only in recent years that the importance and role of team building and coaching in general in facilitating and strengthening organizational processes and bureaucratic and associational relations has been emphasized, and today it is mentioned as an important issue and factor in strengthening organizational effectiveness. In Kurdistan, however, this issue still does not have a special place in analyses and research as it should, and there is not much focus on it.Team building, by strengthening interactions and synergies between members, can help transform and diversify the organizational culture and performance of various companies and institutions. This is particularly important in start-up knowledge-based companies that often work with small, multidisciplinary teams. Accordingly, this study aimed to explain the effect of team building as a subset of coaching on organizational culture and effectiveness in knowledge-based companies in Kurdistan and to examine the mediating role of team building. The main research question is: How does team building affect the organizational culture and effectiveness of these companies and what is the role of team building in these relationships? MothodologyThis study was designed and implemented with a qualitative approach based on the grounded theory method. The statistical population of the study included experts and elites in the fields of management, human resources, and knowledge-based businesses in Kurdistan Province. These individuals were selected based on criteria such as at least five years of management experience in knowledge-based companies, a history of relevant research activity, or a prominent executive role in this field to ensure that their perspectives were based on in-depth knowledge and practical experiences. Sampling was purposive and non-probability and continued until theoretical saturation was achieved, at which point new data did not add new information. Finally, 12 in-depth interviews were conducted with these experts, which was determined to be sufficient depth and data saturation based on qualitative methodological standards (such as those proposed by Creswell, 2013). The main data collection tool was in-depth semi-structured interviews. Data analysis was conducted according to Strauss and Corbin's (1998) three-step process: in the open coding stage, the interview transcripts were reviewed line by line and primary key concepts (such as "job commitment" or "organizational learning") were extracted; in the axial coding stage, the relationships between these concepts were identified and grouped into main categories (such as causal, contextual, and intervening conditions); and in the selective coding stage, the central phenomenon ("teambuilding as a basis for sustainable transformation through culture") was determined and a paradigmatic model of the relationships between the categories was drawn. To ensure the validity and reliability of the findings, several strategies were adopted: internal validity was strengthened through data triangulation (by comparing interviews and literature) and peer review (review of coding by a second researcher); reliability was ensured by careful documentation of the process (such as recording initial codes and changes); and transferability was provided through a rich description of the research context (start-up knowledge-based companies in Kurdistan). Also, researcher reflexivity (recording assumptions and their impact on the analysis) was applied to reduce bias. FingdingsThis section presents the results of the findings extracted from interviews with experts, including managers and specialists in this field, on the subject of team building, organizational culture, and effectiveness in start-up knowledge-based companies. The analysis of this situation is based on the analysis of field data collected based on the provisions of grounded theory. Thematic analysis of the collected data led to the extraction of 20 primary categories, 9 secondary categories, and one core category. Analysis of the data obtained from interviews with 12 managers and experts of start-up knowledge-based companies in Sanandaj showed that team building coaching is not simply an educational intervention, but a transformative process that leads to the improvement of organizational effectiveness by changing and redefining organizational culture. In other words, the central category of the research was identified as “Team Building as the Basis of Sustainable Transformation in Knowledge-Based Companies through Culture”.Central Phenomenon: Team Building as the Basis of Sustainable Transformation in Knowledge-Based Companies through CultureThe analysis of interview data showed that “team building” in new knowledge-based companies acts not simply as an educational intervention or a tool for improving individual skills, but as a central and comprehensive phenomenon that links other categories in the data-based theory model. This central category encompasses the idea that team building provides the necessary context for enhancing organizational effectiveness by shaping shared organizational values, norms, and beliefs. Based on the findings, team building can function at three levels: the individual level, by strengthening communication skills and self-awareness; the group level, by increasing synergy, empathy, and social learning; and the organizational level, by institutionalizing new cultural values and creating sustainability in organizational behavior. From this perspective, team building, in the eyes of the interviewees, is a pivotal phenomenon, a connecting link between organizational culture strategies and organizational effectiveness outcomes. Discussion and ConclusionThe purpose of this study was to identify, discover, and analyze the relationships between team building as one of the main components of the coaching process in organizations and institutions on organizational culture and, through it, on effectiveness in new knowledge-based companies in Kurdistan Province. The findings indicate the pivotal role of team building as a transformative process in redefining organizational culture and enhancing organizational effectiveness in knowledge-based companies. The central theme of the research, “Team Building as the Basis of Sustainable Transformation Through Culture,” emphasizes that coaching leads to the sustainability and growth of knowledge-based start-ups by changing shared organizational values, beliefs, and norms. The findings of this study showed that team building within the scope of coaching, beyond a training or personal development tool, acts as a transformative process that enhances the effectiveness of knowledge-based start-ups by redefining organizational culture. The findings of the present study, based on the opinions and themes extracted from the interviews, show that team building, by strengthening the dimensions of organizational culture (such as trust, commitment, and learning), can lead to increased effectiveness in knowledge-based companies, especially new and emerging types, as previously stated by Grant (2017) and Theobaum et al. (2014) by stating that "team building is a mechanism for promoting human and social capital.
Pathology
Mohammad Amin Zarei; Maryam Razmjou
Abstract
This research has been carried out to design a culture model of organizational responsibility avoidance in Iran's administrative system. The research method is qualitative and based on grounded theory. The statistical population included executive managers and experts in public administration and human ...
Read More
This research has been carried out to design a culture model of organizational responsibility avoidance in Iran's administrative system. The research method is qualitative and based on grounded theory. The statistical population included executive managers and experts in public administration and human resource management. In this research, targeted and snowball sampling was used to select the sample based on the saturation rule by conducting 19 interviews. Data were analyzed using Strauss and Corbin's (1990) coding method and MAXQDA 2020 software. According to the research findings, in this research, there are a total of 79 concepts in the form of 17 sub-categories and six main categories, including lack of feedback, inappropriate targeting and lack of planning (causal conditions), work avoidance, job loafing, and organizational apathy (phenomenon). Central), the monotony of work and occupation, cultural anomie and incorrect assessment of talent and individual performance (strategies/actions), insufficient attention to organizational socialization and inappropriate system of encouragement and punishment (intervening conditions), non-institutionalization of Islamic work culture and ethics, lack of support from the organization From the employees and the atmosphere of uncertainty and indecisiveness (background conditions) and the weakening of cooperation and organizational cohesion, the weakness in developing coordination and integration tools in the administrative system and the weakening of accountability and learning in the administrative system (consequences) have been obtained. Therefore, the findings provide a suitable insight into the emergence of organizational culture evasion of responsibility and provide the context to prevent it for planners and policymakers of the administrative system.
Modeling
Ensieh Razavi; Reza Rasouli; Hadi Moazen Jamshidi; Zahra Rajaei
Abstract
To overcome environmental changes and challenges, today's organizations need the ability to leapfrog through seven quantum skills (quantum vision, quantum thinking, quantum feeling, quantum knowledge, quantum action, quantum presence, and quantum trust). to be Because organizational culture is an engine ...
Read More
To overcome environmental changes and challenges, today's organizations need the ability to leapfrog through seven quantum skills (quantum vision, quantum thinking, quantum feeling, quantum knowledge, quantum action, quantum presence, and quantum trust). to be Because organizational culture is an engine and driving force that supports a certain type of activity and skills of employees. To promote and support these skills, an appropriate organizational culture should be identified and formulated. The current research is based on the pragmatism paradigm in terms of its developmental goal and research approach. Considering that the design of complex models, such as the culture model of organizational change, requires a deep understanding of the cultural and organizational context, the qualitative method and narrative research strategy have been used. 47 narratives were compiled by purposeful sampling methodThe results showed that there are five subcultures including: 1- the culture of observation and monitoring that improves performance in the light of quantum vision 2- the culture of thinking about the future of Kavaneh in line with quantum thinking 3- the culture of self-improvement and self-improvement (self-creation) Along with the knowledge and feeling of quantum 4- the culture of meritocracy and selection in the light of quantum action 5- the culture of empathy and well-being in the shadow of existence and trust of quantum, supports the organizational leap.To strengthen the constructive culture of organizational leap, these five subcultures should be strengthened.
Gholamreza Tavakoli
Abstract
Cameron and Quinn's organizational culture assessment tool has been used as one of the most valid models of organizational culture to identify the prevailing organizational culture in many organizations. The purpose of this study is to critique, analyze the weaknesses and identify the main discourses ...
Read More
Cameron and Quinn's organizational culture assessment tool has been used as one of the most valid models of organizational culture to identify the prevailing organizational culture in many organizations. The purpose of this study is to critique, analyze the weaknesses and identify the main discourses towards this model in Iranian government organizations. For this purpose, the Cameron and Quinn organizational culture assessment tool presented in 1999 was carefully studied and the required data were collected through a library study of available resources and a two-stage semi-structured interview (20 people, 15 people). The statistical population in the present study was all managers and organizational experts in government organizations. In the first part of the research, 20 interviews were conducted with experts who were purposefully selected and 94 meaningful units, 33 codes, 12 categories, and 4 themes of data were counted using directional qualitative content analysis. The reliability of the findings of the first part using the method P. Scott was approved. In the second part of the study, to analyze the discourses and enumerate the main discourses about this model, 15 experts were interviewed and three main functional, contingent and non-functional discourses were counted by the critical discourse analysis method. Then, using the opinion of experts with the Vasspas ranking method, the main discourses were ranked with non-functional, contingent, and non-functional priority. This means that from the point of view of experts in government organizations, the tool for assessing the organizational culture of Cameron and Quinn is not suitable for implementation in Iranian government organizations. Finally, suggestions were provided to improve the model.
Seyed Reza Pourghafari; Alireza Manzari Tavakoli; Sanjar Salajeghe; Mahdi Dehghani Soltani
Abstract
The main purpose of this study was to design and explain the employees' voice patterns with an emphasis on organizational culture in state-owned banks in Iran to provide the desired model. The case study was the headquarters of the Agricultural Bank and its branches in Tehran. The research was a mixed ...
Read More
The main purpose of this study was to design and explain the employees' voice patterns with an emphasis on organizational culture in state-owned banks in Iran to provide the desired model. The case study was the headquarters of the Agricultural Bank and its branches in Tehran. The research was a mixed modes model in the category of applied research with descriptive design in the quantitative part and content analysis in the qualitative part applying structural equations modeling by the use of SPSS and PLS software. To do analysis, in the first step, the specialized texts of organizational culture variables and employees' voices in the internal and external articles, books, and valid publications were studied, and in the next step, their dimensions were identified by conducting interviews with Agricultural Bank experts. In this study, 16 experts from the target population were selected through the snowball sampling method and were interviewed in a deep semi-structural interview. According to the result, four dimensions of organizational culture, including customer orientation, discipline, specialization, and ethics, and four dimensions for the employee’s voice, including usefulness, beneficiary, warning, and compatibility were identified. According to the results, organizational culture positively and significantly affects employees' voices. The results also showed that with the promotion of organizational culture, the voice of usefulness, beneficiaries, and warnings increased but the compatible voice decreased.
AmirHossein Shaddel; Mohammadsaeed Taslimi; Mohammadali Lessani
Abstract
Commanding and forbidding in the organization is a tool to be led by managers and leaders, and determining its mechanism requires sensitivity. The present study sought to extract the prerequisites of an efficient and effective commanding and forbidding system in the organization by examining verses from ...
Read More
Commanding and forbidding in the organization is a tool to be led by managers and leaders, and determining its mechanism requires sensitivity. The present study sought to extract the prerequisites of an efficient and effective commanding and forbidding system in the organization by examining verses from the Holy Quran in which the keyword commandment or related derivatives has been used. In this regard, the thematic research method was used in the Holy Quran to explain the role of commanding and forbidding in organizational culture in the light of the verses of the Holy Quran. Hadith, interpretive, translation, and lexical sources were also used to enrich the research. Using the obtained concepts, the thematic axes of the research were prepared and the research findings were placed under them. The role of commanding and forbidding in an organizational culture based on the holy Quran can be summarized in three categories: 1) Command preparations, 2) Command symmetries, and 3) Command pursuits, each of which has its conditions for the successful implementation of the commanding and forbidding system in the organization that in this research, the prerequisites for it have been stated.
siavash rezaei; Masoud Pourkiani; mojgan derakhshan; farzaneh Bigzadeh
Abstract
This research is conducted Aim of thefactors related knowledge processing model design in Universities. The present research is a fundamental research in terms of purpose, and in terms of data collection method, a descriptive survey study. The statistical population of this research is two groups: experts ...
Read More
This research is conducted Aim of thefactors related knowledge processing model design in Universities. The present research is a fundamental research in terms of purpose, and in terms of data collection method, a descriptive survey study. The statistical population of this research is two groups: experts familiar with the knowledge processing style, directors and staff of Tehran public Universities.A sample of 30 experts, a sample of 311 directors and staff of Tehran's public universities, were selected, and a questionnaire with validity and reliability was approved for collecting data, distribution Became The collected data were analyzed using factor analysis and variance analysis. The results show that the task, organizational culture, information technology,organizational structure organization size, learning strategy, and individual characteristics are The main determinants of the knowledge processing style in public universities of Tehran.
Pathology
Volume 6, Issue 3 , July 2018, , Pages 33-48
Abstract
The proverb has a great role in the field of literature, so that its scientific and historical value is less than inscriptions and stones. In the life of all the strata of the society, whether it is a general, educated, the function of the proverb is like the mirror, which sees the cultural and social ...
Read More
The proverb has a great role in the field of literature, so that its scientific and historical value is less than inscriptions and stones. In the life of all the strata of the society, whether it is a general, educated, the function of the proverb is like the mirror, which sees the cultural and social features of a society and organization. Probably the proverbial work has done hours of speaking, reasoning and reasoning. Proverbs are a window towards culture. This research examines the components of organizational culture in Iran from the perspectives of Persian proverbs. Qualitative research method. The statistical society consists of 12,000 Persian pronouns, of which 1200 proverbs were randomly considered as examples. Data analysis was used to analyze the data. The results showed that Persian proverbs can explain the components of organizational culture in Iran. This means that proverbs show that Iranian organizational culture has characteristics such as personality, power distance, distance from conflict, masculinity.
Modeling
Mohammad Bakhtazmay; Ali Akbar Farhangi
Volume 5, Issue 2 , April 2017, , Pages 107-124
Abstract
The aim of this study was to investigate the role of culture in promoting critical thinking to analyze the relationship between these variables could be the right model to promote critical thinking faculty members presented. The method used in this study is a combination of qualitative as well as quantitative ...
Read More
The aim of this study was to investigate the role of culture in promoting critical thinking to analyze the relationship between these variables could be the right model to promote critical thinking faculty members presented. The method used in this study is a combination of qualitative as well as quantitative method is used, the type of descriptive data and data gathered by Delphi / survey respectively. The current population of 320 people comprised of experts in universities and faculty members North West province, took place. Based on the results using theoretical foundations of research and expert opinions, organizational culture to promote critical thinking 9, 42 components and 75 items is formed. The results show that the planning culture in the promotion of critical thinking is the opposite effect, The results also show that scientific culture is the dominant culture but the culture within the organization, the current situation has an adverse effect on the promotion of critical thinking The result of the above, taking into account the fact that the critical thinking faculty is lower than the state average, is a match.
Causation
Mojtaba Rafiei; Abbasali Ghadirian; seyyed Ali Akbar Ahmadi; Abolhasan Faghihi
Volume 4, Issue 3 , July 2016, , Pages 119-132
Abstract
In a situation that business environment is becoming more dynamic and complex, creating and sustaining competitive advantage depend on innovativeness and continuous current technological improvement. The research and development of the companies are playing a very important role in this respect. Their ...
Read More
In a situation that business environment is becoming more dynamic and complex, creating and sustaining competitive advantage depend on innovativeness and continuous current technological improvement. The research and development of the companies are playing a very important role in this respect. Their leaders always have been facing with the challenges of how to enhance these organizations performance. Considering that, management scholars and practitioner believe that leadership, organizational culture and innovative climate are the most important factors affecting performance. A very limited study has been carried out on the combination effects of these factors on performance. So, the purpose of this paper is to fill this gap. This research is applied-developmental, and the research method is combinative. The research purpose in the first phase is survey and explorative oriented, and in the second phase is descriptive and explanative. The structural equation models are used for data analysis and approval of hypotheses. The result shows that the leadership does not have direct and meaningful impact on R&D organizational performance, because they are mediated and moderated by organizational culture and innovative climate. Therefore, leadership should avoid to directly interfering in research affaires, and they have to shape and strengthen innovative organizational culture and climate. So, they will be able to continuously improve performance and productivity of their organizations.
Fattah Sharif Zadeh; Amin Bazyar; Akhtar Tirjoo
Volume 2, Issue 1 , January 2015, , Pages 7-28
Abstract
The present study aimed to evaluate the impact of organizational culture on organizational effectiveness in the intervention of professional ethics Guarantee Fund of Iran's exports. This article purpose is practical, given the nature of the description, and the method is survey.Statistical society includes ...
Read More
The present study aimed to evaluate the impact of organizational culture on organizational effectiveness in the intervention of professional ethics Guarantee Fund of Iran's exports. This article purpose is practical, given the nature of the description, and the method is survey.Statistical society includes all employees of the Export Guarantee Fund of Iran, Tehran (140) people. A questionnaire was used to collect data.The questionnaire has 37 questions and answers package, has been the whole five-item Likert. Cronbach's alpha coefficient was used to validate the questionnaire (96%) was obtained as a result of this calculation. And for analysis of structural equation modeling techniques were used. The results show that there is a significant positive relationship between organizational culture and professional ethics and effectiveness of the organization. The results show that there is no significant positive relationship between cultural-ideological (as one of the dimensions of organizational culture), and the effectiveness of the organization. The dominant culture, culture is hierarchical. In relation to professional ethics as a moderating variable, it can be concluded that all the factors affecting professional ethics, but compliance with laws and scientific standards, the rate of roughly the same relationship between organizational culture and organizational effectiveness modulate.
