جستجوی مقالات مرتبط با کلیدواژه « انسجام سازمانی » در نشریات گروه « مدیریت »

This study was undertaken to explore the relationship between organizational social capital and organizational cohesion, with co-creation serving as a mediating variable among the academic faculty members at Birjand University.

Design/ methodology/ approach: 

A descriptive-correlational research design was employed. The sample comprised 186 faculty members from Birjand University over the academic years 2010-2019. Data collection instruments included Tahirpour's co-creation questionnaire (2021), Fandio et al.'s organizational social capital questionnaire (2015), and Captain's organizational cohesion questionnaire (2005). Confirmatory factor analysis was utilized to ascertain the construct validity of these questionnaires, yielding reliability coefficients (Cronbach's alpha) of 0.97, 0.93, and 0.93, respectively. Data analysis was conducted using variance analysis, regression analysis, and structural equation modeling.

The analysis revealed that social capital significantly predicts co-creation (standard coefficient = 0.74) and organizational cohesion (standard coefficient = 0.57). Furthermore, co-creation was found to be a significant predictor of organizational cohesion (standard coefficient = 0.74). The results affirmed a positive and significant relationship between organizational social capital and cohesion, with co-creation acting as a significant mediator. Additionally, structural equation modeling confirmed the adequacy of the research model's fit.

Limitations & Consequences: 

The study faced limitations related to sampling and measurement errors, the costly nature of data collection, faculty members' reluctance to participate, concerns over confidentiality, the scope of the higher education system, and a scarcity of necessary research resources.

Practical Consequences: 

Enhancing organizational social capital could facilitate social cohesion and foster co-creation by strengthening trust-based relationships.Innovation or value of the Article: This study is distinct within the national context as it specifically investigates these variables among university academic staff, marking the inaugural application and translation of the organizational social capital questionnaire in this domain.

Organizational agility and adaptation to change is the main factor in the survival of organizations. The purpose of this study is to explain the structural model of the effect of organizational capacity on organizational agility with the mediating role of organizational cohesion.

The present research is descriptive in nature and method and applied in terms of purpose. The statistical population of the study includes all employees of the General Welfare Department of South Khorasan Province. 103 people were selected as a statistical sample by stratified random sampling. 3 questionnaires were used for data collection and the validity of the data collection tool was obtained through face and content validity and its reliability by calculating Cronbach's alpha. Data analysis was performed using descriptive indicators and SEM with the help of SPSS and Smart PLS software.

Based on the findings of the correlation coefficient test, the hypothesis based on the relationship between the variables of organizational capacity, organizational cohesion and organizational agility at the alpha level of 0.05 was confirmed. Also, the effect of organizational capacity variable on organizational cohesion with path coefficient of 0.549, the effect of organizational cohesion variable on organizational agility with path coefficient of 0.195 and the effect of organizational capacity on organizational agility with path coefficient of 0.567 were confirmed. Also, at a significance level of 0.95, the mediating effect of organizational cohesion variable in the relationship between organizational capacity and organizational agility was accepted.

Capacity building and cohesion in organizations is effective in creating organizational agility and organizations can achieve agility in today's changing conditions, by recognizing and strengthening capacity and cohesion in the organization.

Organizational integrity is considered as a process of establishing unity, integration and coordination in the organization and an important and strategic factor for achieving goals of the organization. The present research was conducted to identify and classify the components of organizational integrity. The research method used in this study is a mix method. The statistical population of the study consisted of senior staff of the headquarters of the Mashhad Bus Company and the four areas of the organization, in three categories including: deputies, managers and officials. The statistical sample in the qualitative section was saturated with 21 interviews. Semi-structured interviews and a researcher-tailored questionnaire were used to collect information. Also qualitative content analysis method was used to analyze the interviews. Finally, organizational integrity model was extracted. In order to measure and fit the model, a confirmatory factor analysis and AMOS software were used. After performing the necessary analysis, organizational integrity with six components of fundamental values, management style, coordination, monitoring, consistency and incentive compensation as well as 22 related sub-components were identified.

The aim of this research was to predict the readiness for organizational change based on staff perceptions of organizational structure type with the mediating role of organizational integrity in a state bank. This study, in terms of its goal is applicable and in terms of methods is descriptive and correlation. Required data gathered using questionnaires and survey method. Statistical population consisted of the whole staff of all branches of this bank in Shiraz. Using Cluster sampling method 201 people were selected among them. The research tools included four scales; Organizational Structure Types questionnaire, organizational integrity scale, and researcher-made questionnaire of organizational readiness for change, after estimating the reliability and validity, questionnaires were distributed and gathered. For the analysis of research data Lisrel 8.54 and structural equation modeling test were applied. Results indicated that hindering organizational structure was a negative and significant predictor of organizational integrity and it also was a negative and significant predictor for organizational readiness for change. Moreover, Results suggest that enabling organizational structure is a positive and significant predictor for organizational readiness for change with the obvious mediating role of organizational solidarity.