Modeling
Zahra Foroutani; Zhila Kiyanfar; Atieh Bohrani
Abstract
Introduction
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational ...
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Introduction
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational secrecy and confidentiality are important mechanisms for protecting valuable and private information in knowledge-based companies. Working on emerging technologies, along with the prominent role of knowledge in the activities of knowledge-based companies, has made organizational confidentiality, protection of intellectual property, and adoption of an appropriate intellectual property strategy an important priority for them. Trade secrets include designs, methods, formulas, processes, and technical know-how that maintain a company's competitive advantage. Protecting these secrets helps maintain a brand, the organization's value, and product development, and is a vital requirement for knowledge-based companies. Therefore, identifying the factors affecting organizational secrecy in these organizations is of utmost importance. Given the importance of this issue, the purpose of this research was to identify the most key, most dependent and most independent factors affecting organizational secrecy and to draw its hierarchical cause-and-effect relationships in knowledge-based companies in Tehran province.
Mothodology
The present study is applied in terms of purpose; exploratory in nature. The data were analyzed through interpretive structural modeling and using MATLAB 9 and MiMac 2 software. The statistical sample was managers and expert experts of 6 knowledge-based companies in Tehran province. Interpretive Structural Modeling (ISM) is an exploratory method for identifying and ranking indicator relationships based on an interpretive paradigm and has five stages. Using this method, it is possible to identify the pattern of causal and complex relationships between a set of factors. Interpretive structural model design (ISM) is a method for examining the effect of each variable on other variables. This method is a type of structural analysis. Its goal is to classify factors and identify relationships between criteria. It is a qualitative-quantitative method that has many applications in various sciences. MICMAC analysis can also be used in this method. This method is included in the multi-criteria decision-making techniques and is suitable for management and social science studies. In Mi'kmaq analysis, factors (variables) are divided into four groups: autonomous, dependent, linked (interacting), and independent. Autonomous factors are factors that have minimal dependency and are relatively separate from the system and have few connections to other elements of the system. Dependent factors are factors that have weak development potential, but are highly dependent on other criteria. Independent factors have low dependence and high directionality; high impact and low impact are characteristics of these variables. Linking factors (connected or connected) are factors that have high power and high guiding power and dependence. The impact and influence of these criteria are very high and any small change in these variables causes fundamental changes in the system. To identify the factors affecting organizational secrecy, first, articles, theses, books, and other related sources were studied and examined using a systematic literature review method. The systematic literature review consisted of five consecutive stages: formulating the research question, applying criteria for inclusion and exclusion of sources, identifying relevant studies, evaluating and selecting the literature, and synthesizing the results. This systematic review, in accordance with the purpose of the research, focused on the main question: What are the factors affecting organizational secrecy? In this stage, 20 sources were identified. Then, the identified articles were evaluated according to their scientific credibility, title, abstract, and content, and finally 15 sources were selected for use in the research. In the next stage, the abstract sections and findings of the selected sources were carefully examined, and in this way, appropriate codes were extracted from each source. After that, the identified codes were reviewed and revised, and while removing duplicate codes and combining and integrating similar codes, 15 final codes were identified as factors affecting organizational secrecy in knowledge-based companies. These identified codes were categorized according to semantic and conceptual commonalities. The output of this process was in the form of three dimensions of individual, organizational, and environmental factors and 15 final codes. After identifying the factors affecting organizational confidentiality and based on these findings, a semi-closed questionnaire was prepared and distributed among 18 managers and experts from six knowledge-based companies located in Tehran province. The purpose of selecting managers and experts in this study was to collect data from individuals who have complete knowledge of the policies, processes, and confidentiality requirements in the organization. Managers, due to their decision-making role and access to strategic information, and expert experts, due to their practical experience and direct exposure to privacy enforcement issues, are considered the best representatives to provide credible and accurate perspectives in this field. The six companies studied were selected based on the official list of knowledge-based companies introduced by the Presidential Vice President for Science and Technology and the Iranian Technology and Innovation Network. The criteria for their selection, in addition to having a knowledge-based certificate, were activity in technological fields and possession of confidential information and sensitive intellectual property, as well as the availability of managers and expert experts to participate in the research. Therefore, the selection of samples was done through purposive sampling method and in accordance with the research objectives. Then, the data were analyzed through interpretive structural modeling using MATLAB 9 and MiMac 2 software. The Lavashe method was used to measure the content validity of the questionnaire, and the test-retest method was used to measure its reliability, and both were confirmed.
Findings
Based on the research findings, 15 variables were identified in the form of 6 levels.
The first level factors include: "bravery", "locus of control", "self-efficacy", and "silence and ignorance". Brave employees perform their duties with care and honesty, and adhere to their commitment to their work and professional principles and ethics. The control center can also be effective in organizational secrecy by creating a safe environment for employees and encouraging them to perform tasks correctly with high creativity. Employees with high self-efficacy work with good quality, share their knowledge and experiences, are aware of the importance of confidentiality and knowledge preservation in the organization, and contribute to the organization in this direction. Also, organizational silence, if timely and reasonable, can be effective in organizational secrecy.
The second-level factors include: "leader-member exchange", "organizational sociability-acceptance", and "transparency-secrecy balance". When leader-member exchange, as interpersonal communication between leaders and their followers in the organization, is of high quality, employees receive more comprehensive support from their supervisors, which in such circumstances provides space for maintaining organizational confidentiality. In socialization, the goal is to maintain core values, including organizational confidentiality, by employees. Regarding the balance between transparency and confidentiality in the organization, it can also be said that if managers and employees of an organization consider transparency as an important principle in their work behaviors in the organization and do not keep necessary information hidden from each other for greater efficiency, it will lead to greater success of the organization; however, a balance must be established between the level of transparency and the level of confidentiality in the organization.
The third level factors include: "Security Monitoring" and "Organizational Resilience". Security monitoring in the organization can support the implementation of various security policies and measures in the organization and ensure the maintenance of the organization's security and confidentiality. Knowledge-based organizations can also increase organizational resilience by being secretive about organizational innovation capabilities.
The fourth level factors include: "organizational support", "concentration of power", and "organizational culture". Support includes communicating with employees, providing resources, and providing necessary training to individuals in the organization. Undoubtedly, providing training and education to employees can increase their awareness of the importance of maintaining and respecting the confidentiality of information. Concentration of power and decision-making authority in organizations can affect organizational confidentiality. However, excessive concentration of power can lead to damage to organizational confidentiality and increase security risks. An effective organizational culture maximizes the values, norms, and dos and don'ts perceived by employees, and in such circumstances, behaviors are directed towards secrecy in the organization.
The fifth level factors include: "Protection of intellectual property" and "Privacy protection". Protecting intellectual property, by creating appropriate infrastructure and policies to preserve and protect intellectual property rights and confidential information, can help increase confidentiality in the organization and prevent access to and misuse of confidential information and intellectual property rights. Privacy also refers to the protection of personal and sensitive information of individuals associated with the organization, and this information includes data about customers, employees, business partners, and other individuals associated with the organization.
The sixth level includes “rules and regulations”. The existence of strong and effective rules and regulations in the organization can help create a culture of confidentiality in the organization. Also, the existence of rules and regulations as a guide to action helps employees avoid inappropriate or unethical behavior in their activities.
The findings also show that environmental factors (laws and regulations, protection of intellectual property and privacy protection) are the most key; Individual factors (bravery, self-efficacy, locus of control, silence, and lack of information) were identified as the most dependent; organizational factors: security monitoring, organizational resilience, organizational support, concentration of power, organizational culture; and environmental factors: protection of intellectual property and laws and regulations were also identified as the most independent factors with the greatest influence and impact and the main driver of the formation of organizational secrecy; so that any action to create and promote secrecy in the organization requires reforms in these factors.
Discussion and Conclusion
The results of this study can be very effective as a basis for managers of knowledge-based companies in the field of organizational secrecy and lead to institutionalization of secrecy and its development at the organizational level. By using the results of this study in identifying the power and influence of each of the factors affecting organizational secrecy, managers of knowledge-based companies can take effective steps to increase the competitiveness and information security coefficient in knowledge-based organizations. Also, the results of this research and the obtained model can provide appropriate direction to training programs in the field of organizational confidentiality in knowledge-based companies and increase the effectiveness of the aforementioned programs. This model can be useful for managers of knowledge-based companies, because it shows them which groups of factors are more fundamental and paying attention to them can pave the way for the development of other factors.
Causation
Mohammad Reza Mazaheri tehrani; Sanaz Shafiee
Abstract
Successful implementation of Enterprise Resource Planning (ERP) systems, along with aligning business operations and integrating data, offers numerous benefits. However, it is often prone to failure as it requires significant resources, time, and extensive changes to organizational processes. This study ...
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Successful implementation of Enterprise Resource Planning (ERP) systems, along with aligning business operations and integrating data, offers numerous benefits. However, it is often prone to failure as it requires significant resources, time, and extensive changes to organizational processes. This study aims to identify and prioritize the barriers to implementing ERP systems in the Telecommunications Company of Isfahan Province. The research employs a mixed-methods (qualitative-quantitative), exploratory, and applied approach. The statistical population includes IT staff in the Telecommunications Company of Isfahan Province, among whom 15 experts were selected using purposive and snowball sampling methods. Data collection tools consisted of two researcher-designed questionnaires. In the first phase, using the fuzzy Delphi method, 15 key factors were identified out of 55 initial factors derived from a scoping review through three rounds of surveys. In the second phase, interrelations and prioritization of the factors were examined using Interpretive Structural Modeling (ISM) and MICMAC analysis. Findings indicated that three barriers—management changes during ERP system implementation, lack of commitment and adequate support from senior management, and the organization's inability to allocate appropriate financial resources—are the most influential obstacles in ERP system implementation. This research assists organizations and ERP system providers in understanding the challenges of ERP system implementation and achieving the highest level of system implementation performance.
Modeling
Hossein Eghbali; Ebrahim Rajabpour; Zaeemeh Nematolahi
Abstract
Current researches around the axis of strategic management indicate that strategy formulation cannot be the main concern or problem of organizations. Rather, what has become a problem is the lack of alignment between different departments of the organization and the organization's strategies. This research ...
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Current researches around the axis of strategic management indicate that strategy formulation cannot be the main concern or problem of organizations. Rather, what has become a problem is the lack of alignment between different departments of the organization and the organization's strategies. This research tries to provide a model for creating strategic alignment of employees with the interpretive structural modeling approach. The tool of this research was a researcher-made questionnaire that was given to experts (11 university professors and managers and employees of Bushehr gas company). To check the validity of the research tool, content validity was used and the reliability of the tool was calculated with Cohen's kappa index, which was reported as 0.65. In order to conduct the research, first by reviewing the literature, the desired factors were extracted, and then by forming a focus group of university professors and managers of Bushehr Gas Company, eight final factors were selected, which were finally selected using interpretive structural modeling at three levels. The results of the research showed that factors such as the maturity of the organization's culture, employees' perception of the organization's goals, employees' participation in strategy formulation, appropriate reward system and transparency of the organization's mission statement, have the greatest impact on the strategic alignment of employees. Therefore, managers are advised not to ignore the great impact of these five factors if they want to align employees with the organization's strategies.
Modeling
Fatemeh Rahmani; Mahdi Abdolhamid
Abstract
Structures and processes in any organization are the most important dimension, in other words, the software of organizations to perform their missions. The judiciary, with the serious mission of justice and the realization of justice in society, has complex and multidimensional structures and processes, ...
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Structures and processes in any organization are the most important dimension, in other words, the software of organizations to perform their missions. The judiciary, with the serious mission of justice and the realization of justice in society, has complex and multidimensional structures and processes, and based on these structures and processes, it carries out this serious mission. In fact, it should be said that the effectiveness of the judiciary as a feedback loop of the country's governance system will have a direct impact on the overall efficiency of the system, and therefore continuous identification of damage to the structures and processes of the judiciary can improve the performance of the judiciary and consequently It will become the system of governing the country. The present study aimed to identify the structural damage of the judiciary; After studying the Judicial Transformation Document, and other related research in this field, and interviewing judges and experts, 83 structural injuries were counted and classified into 11 general categories. In the next step, using interpretive structural modeling and Mikmak analysis, they were prioritized and classified, and it was identified that the four disadvantages were the lack of specialized proceedings and the rules of procedure; Lack of relative transparency in litigation; Lack of appropriate mechanisms for feedback, learning and intelligence of the judiciary and weakness in the budgeting system and allocation of financial resources; Is one of the most effective structural damages in the judiciary and the lack of coherent process mechanisms to reduce delays, which is the most important issue in the judiciary, has been identified as one of the most effective damages that the judiciary must eliminate eleven damages at higher levels solving and thereby reduce trial delays.
Mohammad Hakkak; Masoome Momeni Mofrad; Saber Taghipour
Abstract
managers and macro-organizational policymakers have made relentless efforts to form a think tank. But unfortunately, the unfavorable outcomes of think tanks have shown that it is not effective. For this reason, identifying and finding conceptual connections between barriers to the formation of the think ...
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managers and macro-organizational policymakers have made relentless efforts to form a think tank. But unfortunately, the unfavorable outcomes of think tanks have shown that it is not effective. For this reason, identifying and finding conceptual connections between barriers to the formation of the think tank can be a powerful facilitator of the formation of the think tank. Accordingly, the aim of the present study was to model the barriers to the effective formation of the think tank. Identification of barriers to the formation of the think tank was conducted through semi-structured interviews with qualitative content analysis based on the theory of theoretical saturation with 16 professors of public administration and policy-making. The validity and reliability of the interviews were confirmed by the relative content validity method and the Cope Cohen index, respectively. Coding of interviews using Atlas ti software led to the identification of 12 major barriers to the formation of the think tank. In order to model the identified barriers, the opinions of 28 senior managers of government organizations in Lorestan province were used using a targeted sampling method and using a questionnaire. The validity and reliability of the questionnaire were confirmed by using content validity and post-test method, respectively. Modeling the barriers identified by the interpretive structural method led to the formation of six levels, the weakest of experience, the lack of theoretical knowledge and undesirable feedback, the most influential, and the limited cultural conflict and limited collectivism.
Causation
Hossein Damghanian1; Mohammad Shikhzadeh; Mohammad Yazdani Ziarat
Volume 5, شماره 4 (پیاپی 20) , November 2017, , Pages 49-66
Abstract
The purpose of this study is to examine the Socio-Emotional competencies (SEC) in the organizational communication, identification of its important components and determine the quality of interaction between them. This research is an applied and developmental as well as quantitative and qualitative ...
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The purpose of this study is to examine the Socio-Emotional competencies (SEC) in the organizational communication, identification of its important components and determine the quality of interaction between them. This research is an applied and developmental as well as quantitative and qualitative by using interpretive structural modeling method. The study Statistics population is consisted of all Iranian academic experts in the organizational communication; that 15 peoples of them were selected using snowball sampling as statistical sample. The data collection tool is a researcher made matrix table; which designed based on paired comparisons between the components of the research as a square matrix. The results led to identification of 11 important components of SEC; that were placed at 8 different levels of interaction. Also, The Results showed socio-emotional knowledge, Self-awareness, self-management, self-motivation had more effective than other components on SEC. According to the results, we can say that the components of SEC at different levels have effect together, and changes in the quality of each component cause changes in quality of the organizational communication.
Zahra Foorotani; Majid Zamaheni; Fereidoon Ahmadi; Amir Lali Sarabi
Volume 2, Issue 1 , January 2015, , Pages 45-63
Abstract
Holographic organization design according to the five elements of capacity building dynamic, holistic environment, efficient human capital, Increasing self-management and smart structure is intended to crystallize the quality of the learning abilities in all components so that the self-regulation system ...
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Holographic organization design according to the five elements of capacity building dynamic, holistic environment, efficient human capital, Increasing self-management and smart structure is intended to crystallize the quality of the learning abilities in all components so that the self-regulation system and the ability to re-continuously be used.In this paper the main causes of holographic depth theoretical principles derived and then using the Delphi technique and scoring twenty-three factors extracted by exploratory factor analysis identified five new components and were named. These components could cover 87% of the factors affecting the holographic design. However, due to the combination (quantity and quality) of research methodology, statistical population of teachers and administrators of Payam Noor University were selected. This study of exploratory nature, the fundamental objective is applied and descriptive survey method to verify the validity of the experts and a comprehensive table of explained variance was used. Cronbach alpha reliability of the instrument to "0.964" was approved. Confirmatory factor analysis was used to test the hypotheses. The findings show that Payam Noor Universityexcept dynamic capacity building in other components compatible with the organization's Holographic and in this case it is recommended that Android owners mechanisms such as double-loop learning, develop work teams, systems thinking and dynamic synergies for increased capacity-building component in Payam Noor University use.
Aliakbar Ahmadi; Hasan Darvish; Mohammad Javad Sobhanifar; Hamed Fazeli Kebria
Volume 2, Issue 1 , January 2015, , Pages 83-108
Abstract
One of the issues today in the field of management, human resource management in particular is used dramatically, the concept of competence and merit.In fact, as V.A.Kampr form raises, competency models can be used as a way of integrating the various human resource measures to be applied.This means that ...
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One of the issues today in the field of management, human resource management in particular is used dramatically, the concept of competence and merit.In fact, as V.A.Kampr form raises, competency models can be used as a way of integrating the various human resource measures to be applied.This means that any of the following human resource management systems will be designed based on merit and competence, in fact, is the core of all human resources activities. This adorable creates a paradigm in human resource management literature, which is known competency-based human resource management. In this study, considering the main question "What is the concept of human resource competency in Nahj al-Balagha?" Try to be careful and comprehensive study holy book Nahj al-Balagha using the content analysis technique qualitative research and quantitative research methods Interpretive Structural Modeling and questionnaires by 40 scholars and experts in the field of management and Nahj al-Balagha,the code 332 is extracted from the text of Nahj al-Balagha, organizer of forty-eight basic attributes and six themed titles (God-centered, justice, knowledge, wisdom, strength, and health), human resource competencies to be modeled as well as to the ultimate test model, the human resources component of Imam Sadiq (as) human resource competency components extracted compatible with radar survey and model them.
