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

Considering the key importance of strategic renewal in competitive and challenging environments where there are many ambiguities and environmental dynamics, the first step in the implementing the necessary corrective measures in organizational strategies is to recognize the key components of the strategic renewal process in the organization. the present study has investigated this important issue in organizations. The current research tries to identify the factors influencing strategic renewal in organizations by Using a systematic review and meta- synthesis method. To analyze the data, seven step-by-step methods of Sandloski and Baruso have been used. This method has identified the antecedents and goals of implementing strategic renewal in organizations. In this context, in order to measure reliability and quality control, the Kappa method was used, and its value was identified for the identified indicators at the level of excellent agreement. The results of the data analysis collected in the MAXqda software led to the identification of 70 effective antecedents on strategic renewal in the form of 6 components and 8 dimensions and 26 goals of strategic renewal in the form of four components and two dimensions. Finally, the organizational learning orientation and the organizational entrepreneurial orientation,with the two factors of the organization's forward-looking perspective and the organization's absorption capacity, were identified as indicators with the highest frequency among the antecedents of strategic renewal in organizations. In addition, in this research, 28 separate definitions of strategic renewal were extracted and presented from the research literature.

Organizational transformation is one of the common topics of recent decades in the field of management and innovation، therefore various thinkers، specialists or executives have tried to provide a methodology and model for this category according to their experiences or studies. Naturally، each of these writings، according to their problem and context، have looked at the issue of organizational transformation from a specific angle and presented their own picture of similar realities، and that similar reality is the change of all or part of the organization or industry from one state to another. The situation is different. It means that the existing situation in a managed process has changed to a new situation. Now، if it is asked to use one of these written experiences and previously registered models for a new organizational transformation experience، the question arises as to which model is more appropriate? In this article، an attempt has been made by reviewing the literature in the field of transformation management، the components of each model have been extracted and a comprehensive framework that includes all models has been drawn using the adaptation of conceptual and process elements of all models. Therefore، the aim of the research is to achieve a comprehensive architecture that organizations that have planned transformation can create a path of transformation according to their conditions and capabilities by combining the concepts، tools and processes that are suitable for them. The type of research is developmental with the aim of developing knowledge and descriptive. The research strategy is to conduct a survey to identify and confirm the components and method of data collection، library study and combined review of data. The world-class analysis unit is unlimited in all areas of business and in terms of time. The qualitative data analysis of the research was done through content analysis. ADO-TCM method has been used to structure the process of systematic review of findings. Finally، in this research، eighty-six transformation models with 320 conceptual elements and processes of organizational transformation have been identified، integrated and framed.

The Purpose of this Research is to Analyze the Governance of Technology Towards Organizational Transformation and the Implementation of Organizational Goals. The Current Research is Applied in Terms of Descriptive Method, Survey Type and Correlation Type. The Statistical Population Includes all Technology Experts in the Manufacturing Companies of Isfahan, and the Sample Size is Estimated to be 92 People Using the Karjesi-Morgan Table. In Order to Collect data in this Research, a Researcher-Made Questionnaire was Designed on a 5-Point Likert Scale.The Validity of the Questionnaire was Confirmed by Professors and Experts, and its Reliability was Found to be Above 0.7 for all Variables Using Cronbach's Alpha Coefficient Measurement. Descriptive Statistical Methods (Frequency, Percentage, Mean, Standard Deviation) and Inferential Statistics Tests were Used to Analyze the Data. All Mentioned Calculations were Analyzed by Software (SPSS). The Research Results Indicate that Technology Governance and its Components (Planning and Organization, Implementation and Support, Monitoring and Evaluation) have a Positive and Significant Relationship with Organizational Transformation and Implementation of Organizational Goals.

The present study sought to identify elements and to present a model Internal Marketing with Entrepreneurial Orientation approach to the development of Start-up business economics of Iran’s by using the mixed research method.The research population in the qualitative section was experts and the population in the quantitative section was managers,experts,and knowledgeable people in the field of Internal Marketing and Start-up businesses.The Grounded Theory was used for qualitative data analysis and descriptive statistics,confirmatory statistical analysis, and structural equations were used for the quantitative analysis.In the qualitative section,the data from the in-depth semi-structured interview and the Grounded Theory and were coded in the three stages of open, axial and selective coding,the paradigmatic model Internal Marketing with Entrepreneurial Orientation approach to the development of Start-up business economics was presented,The findings of the qualitative part indicated that Development of entrepreneurial activities,Competitive Advantage and Promote innovation as executive consequences of internal marketing of Start-up business economics Iran’s was raised.Finally,in the quantitative section,the results of the coefficient model of the effect of the change factors on the outcomes showed the confirmation of the relationships.The results of the goodness of fit index showed a value of 0.665 indicating a strong fit and utility of the model

the realization of the expected goals in the organizational transformation in law enforcement crime prevention requires the knowledge of the deterrent and operative forces in this field, so the purpose of the present study is to identify the aforementioned factors to strengthen the operative forces and also eliminate or weaken the forces Inhibitor in the field of research.

In terms of practical purpose, the research is qualitative-quantitative in terms of the nature of data and descriptive-analytical in terms of data collection method. The statistical population of the qualitative part includes elites in the field of crime prevention, with the purposeful sampling method and the principle of theoretical saturation, 14 people were selected as the sample and the data collection tool was a semi-structured interview, which was based on thematic analysis and using "Maxqda" software were analyzed, in the quantitative part of the statistical population of 139 people including commanders and expert experts, 102 of them were selected by random stratified sampling method, and the data collection tool was a researcher questionnaire.

The findings indicate the identification of 4 dimensions, 15 components and 33 indicators for organizational transformation promoters and 4 dimensions, 7 components and 20 indicators for organizational transformation obstacles.

Identifying the acting and deterrent forces will give commanders a good understanding of the rapid and appropriate realization of organizational change in crime prevention planning.

The aim of this study was to identify and prioritize the effective factors of training and improvement on organizational change based on Larry Green's organizational life model. The present research is based on the purpose of applied research and is based on a descriptive and survey type. This research is a cross-sectional survey in terms of the type of survey method in which it has been done. The study population consisted of 250 managers and deputies of the National Tehran Oil Company, 30 of whom were selected by purposive sampling. Library and field methods were used to collect information. In order to collect data, the construction researcher questionnaire was used for analysis. Fuzzy ANP method was used to analyze the data. Based on the obtained results, the criterion of human resources training criterion with a weight of 0.370 has the highest importance among the sub-criteria of training and improvement criteria, followed by the criterion of job encouragement and reward and employee empowerment with a weight of 0.155 and 0.144 have the second and third values, respectively.

The main purpose of this study is to conceptualize and design the organizational turning model in organizations affiliated to the Ministry of Oil with a data-based approach. This research is in the first stage among qualitative researches with exploratory approach and in the second stage is descriptive-quantitative-survey. In the qualitative stage, the sampling method was purposeful and snowballing, based on which 15 members of the faculty of universities and experts of organizations affiliated with the Ministry of Oil were selected. Also, in a small phase, a questionnaire was distributed among 117 employees of the Ministry of Oil. In the qualitative stage, 115 open codes were identified which were designed in the form of 38 main concepts during the open, axial and selective coding process. Finally, in a quantitative step, the model obtained from SmartPlus software was interpreted. The proposed organizational turning model empowers the organization and its individuals to take on new responsibilities for their own better future.

In law enforcement, the need for change to maintain readiness to carry out missions is inevitable, so that the increase in crime, inefficiency of the method of punishment, leads to an increasing tendency to use crime prevention findings in the implementation of preventive programs. More importantly, achieving the expected goals requires a serious activity with jihadist determination. Therefore, the research was conducted with the aim of achieving a model in this field. 

The research is qualitative-quantitative in terms of practical purpose and descriptive-analytical in terms of data collection method. The statistical population in the qualitative part includes police elites in the field of crime prevention. With purposeful sampling method and theoretical saturation principle, 14 people were selected as a sample and data collection tools were semi-structured interviews. In the quantitative part of the statistical population 139 A group of commanders and experts who were randomly selected by stratified sampling method, 102 of them, as well as data collection tool was a researcher-made questionnaire. 

The findings indicate the identification of 5 dimensions, 19 components and 116 indicators to provide a relevant model in this field. 

The results show that the main components of the model are organic organizational structure, technology, organizational culture, human resource development and crime prevention goals and each of them plays a positive role in prevention programs. Keywords: Transformation, organizational transformation, pattern of organizational transformation, disciplinary crime prevention, jihadi approach.

In today's competitive environment, continuous organizational change is the only way to grow and develop, and organizations must maintain their readiness for continuous change and show high flexibility. This study aims to investigate the role of intra-unit communication on the optimal variability of Caspian Pharmaceutical Company employees to organizational change. This research has been applied in terms of purpose and descriptive in terms of method. For this purpose, a questionnaire with 31 questions based on a seven-point Likert scale and a standard type was developed as the main data collection tool, the validity of which was confirmed by experts and its reliability by calculating Cronbach's alpha coefficient (respectively for the variable of internal communication). Unity and employees' reaction to change (0.852 and 0.774) were confirmed. For this purpose, 101 experts and employees of Caspian Pharmaceutical Company were randomly selected. Then, the collected data were analyzed by SPSS software using correlation methods (Pearson test) and path analysis. The results indicate that all 6 research hypotheses are confirmed. Thus, all components of intra-unit communication (communication-coordination-participation level) were reported to be effective in improving the two components of employee response (behavioral and emotional response).

The purpose of this study was to design and explain the model of organizational transformation of educational office. This research was an applied research using a mixed-method design. In the qualitative approach, the Delphi method is used by referring to 25 academic and educational experts selected by purposeful methods. In this study, 276 participants were selected by a stratified sampling method with appropriate allocation. The validity of the model was confirmed using face validity, and the reliability of the questionnaire was determined using the Cronbach's alpha coefficient. The results identified 7 dimensions, including a mission, leadership style, human capital, organizational communications, organization structure, information technology, reward system and 17 components for organizational transformation model. Also, the leadership style dimension and the components of transformational leadership and internal reward were determined as the most important ones. In addition to being very rich in the theoretical base, this research will also help to develop the cognition domain. The study suggests that if Managers of government organizations use the dimensions and components of the organizational transformation model, organizational transformation was highly effectiveness to achieve organizational performance and innovation.

Organizational learning is the most important asset to facilitate the professional development of employees as well as organizational transformation. Purpose of the research; Investigating the effect of organizational learning on organizational change with regard to the mediating role of professional development of employees in the Central Bank of the Islamic Republic of Iran. The research method is descriptive-applied and structural equations. Statistical population of all managers and management experts of high levels of the Central Bank and its affiliated organizations (429 people) from which 203 people were selected by simple random sampling. The standard questionnaire of organizational learning (Azizi; 2014), organizational transformation (John Gutter and Peter Drucker; 2005) and staff professional development (Long et al., 2015) were used to collect data. Its validity was assessed through face validity and reliability by Cronbach's alpha (organizational learning: 0.95, organizational transformation: 0.92, staff professional development: 0.88). Data were analyzed using SPSS and AMOS software. The results showed that organizational learning has a direct effect on staff professional development and organizational change and staff professional development has a significant mediating role in the relationship between organizational learning and organizational change.

Changes in various dimensions of the environment have made it necessary to have organizational change. This intensity and variety of environmental changes has supported the need of organizational change management for further developed and new methods. Nowadays, in the analysis and interpretation of the complexity of human behavior, the use of a new perspective called neuroscience is spreading. Although this area is at the beginning of its course, its claim is that it can deepen and accurately explain the thoughts, feelings and behaviors of mankind. The use of brain knowledge in social spheres, including the organization, has found an increasing acceleration in the world, and organizational leadership issues as one of the key components of organizational change are not excluded. The organizational leadership based on neuroscience (neuroleadership) can be completely helpful in deepening the changes and the effectiveness of organizational change. Various models such as the SCARF and TECH model are the neuroleadership models that have the capacity to create effectiveness in organizational transformation. In this paper, the TECH model, which has dimensions of trust, empathy, stability, and hope, is further elucidated. This study is a descriptive and exploratory one that attempts to introduce a new perspective to organizational change leadership.

New emerging threats in the international environment have made essential future-oriented developments in the armed forces. The organizational culture convergent with this strategy is the most basic prerequisite for its advancement. Accordingly, the present study seeks to provide a model of the culture of future-oriented development in the armed forces of the Islamic Republic of Iran based on the statements of the Supreme Leader. This research is a practical and is done through mixed method (qualitative-quantitative). The construction of the model was carried out qualitatively by using the qualitative content analysis. The model testing has been done quantitatively using structural equation modeling (confirmatory factor analysis) by PLS software. The findings of the research show that the culture of future-oriented development consists of six main dimensions: opportunism (opportunism and opportunity utilization), new-borning (flexibility and dynamism), humanism (the importance of human capital and the development of human capital), spirituality (revolutionary values and religious values), Meritocracy (cognitive and behavioral competencies), and unity (intra-organizational and inter-organizational unity). Developing these cultural dimensions can facilitates effectiveness and successfulness of organizational development plans in compliance with future strategies of defensive organizations.

Organizations during its life cycle must be changed to conform to the turbulent environment. In this study, effect of organizational social capital on awareness of the need to change, with the role of intervention knowledge sharing in the education offices investigated. To this end, three integrated questionnaire to evaluate the levels of knowledge sharing, Social capital and awareness of the need for change were distributed among the 400 administrative staff education Tehran, Finally, 386 questionnaires that were analyze by the software WarpPLS. The most important findings of this study revealed that social capital greatest impact on the sharing of knowledge and awareness of the need for change in the process of organizational development, the positive impact of social capital as a mediator to increase the impact of knowledge sharing in awareness of the change. In addition, this conclusion structural dimension of social capital greatest impact on knowledge sharing and awareness of the need to change. As well as on the impact of dimensions of social capital through the sharing of knowledge, the awareness of the need to change the cognitive dimension no significant effect relationship between the structural, the dimension of structural is most effective.

This study aimed to identify the relationship between strategic thinking of managers and their readiness for organizational change was carried out at the airport of Khorasan Razavi province, and applied research in the field of non-causal research, descriptive analytical hypothesis is detection. The study population consisted of 146 managers and employees airport. In this study, to collect data to determine the strategic thinking of managers and questionnaire of readiness for organizational change Gutter John and Peter Drucker, was used. To analyze the data and test research hypotheses, the normality of the data distribution and kurtosis parameters were evaluated. Based on the results of the Pearson correlation test we can say: Between systems thinking and organizational change readiness for a significant positive relationship exists between strategic intent and readiness for organizational change is a significant positive relationship exists between the scientific approach and the readiness for organizational change on the basis of a significant positive relationship exists between bringing intelligence and readiness for organizational change there is a significant positive relationship; The thinking at the time and the readiness for organizational change there is a significant positive relationship between strategic thinking and a total readiness for organizational change at airports in Khorasan Razavi province there is a significant positive relationship. Based on the results, it is suggested a model for the implementation of strategic thinking in the development of airports in Khorasan Razavi province and their performance is evaluated accordingly to organizational change for improving performance of observable and measurable .

In summary, organizational culture is the model of the common purposes of the organization members. The main reason for doing this Research is lack of Identifying Effective Indicators on Organizational Culture and Organizational Transformation in The Air Defense Camp of Khatam AlAnbiyae (s) AJA, that it creates Organizational Culture in Camp’s members and helps Organizational Transformation at there. The research results show that the most effective Indicators for Organizational Culture are: “Common Ideal”, “Transformation Oriented Culture” and “Religious Principles”, and the most effective Indicators for Organizational Transformation are: “Developmental Supports” and “High Trust”. Summary of Statistical Tests in this Research are: the Cronbach's Alpha for Reliability Statistics in Indicators of Organizational Culture is 0.78 and the Cronbach's Alpha for Indicators of Organizational Transformation is 0.88. One of The most important results of this research is: helping to create Positive Perspective to the Air Defense Camp members’ abilities and Personalities, and also create Islamic and Ethical Climate between the Air Defense Camp members for developing their Values and Believes for member commitment to Islamic great Values.

In today’s era Organizational Capacity for Change (OCC) is an important and strategic capability and a source of competitive advantage for organizations; therefore the strategic thinkers should go beyond the daily managerial processes and crises to focus on developing the capacity for effective response to the environmental uncertainty. In this study 29 governmental organizations were surveyed. The level of Strategic Thinking and OCC in each organization was evaluated and the relationship between these two concepts was investigated by correlation test. In this research Liedtka’s model of Strategic Thinking and Judge’s model of Organizational Capacity for Change have been used. The results showed that organizations with higher level of Strategic Thinking have greater Capacity for Change. Furthermore, it was determined that there are positive and meaningful correlations between each element of Strategic Thinking (systems perspective, intent-focused, intelligent opportunism, thinking in time and hypothesis-driven) and OCC. The statistical analyses also demonstrate that there are positive and meaningful correlations between Strategic Thinking and both human capital and social infrastructure attributes of OCC.

Leadership is one of the most influencial factors on personnel behavior in the workplace. This research was carried out with the aim of studying the mediating role of job enrichment in the relationship between transformational leadership components and organizational citizenship behavior. Research statistical population was the personnel of minerals and industries holding factories of Ehya Sepahan Company in summer of 1388 (2009). From the above-mentioned population، 329 subjects were selected by using two-stage sampling. Research instruments included transformational leadership (with 22 items and four subscales including group goals، personal support، intellectual role model، and high-performance expectancy)، job diagnostic survey (with22 items and five subscales for computing MPS as the indices of job enrichment level) and organizational citizenship behavior with 9 items. UsingPearson''s correlation coefficient، structural equation modeling and mediating analysis،data were analyzed. Results revealed that job enrichment played the role of mediator variable in the relation between personal support، intellectual role model and high performance expectancy with organizational citizenship behavior. Group goals as the first component of transformational leadership have direct relationship with organizational citizenship behavior. Although personal support has an indirect relationship with organizational citizenship behavior through job enrichment، it also has a direct relationship with organizational citizenship behavior.

Complex nature of personality caused the various theory that one of the most famous, is McCrae and Costa (1987) five-factor theory. In view of the personality and its role on emotional intelligence and organizational change and also, with the choice of McCrae and Costa five-factor model, this study is considering the impact of five factors characters on emotional intelligence and organizational development. Present study is a descriptive survey and to collect data, a questionnaire has been used that 386 numbers of employees in the banking sector, hospitals, engineering firms, educational institutions, building companies and service companies in Tehran were selected as research sample. In this research, for data analysis, hypothesis and model testing, Cronbach's alpha coefficient test, Pearson correlation, structural equation modeling (SEM) and confirmatory factor analysis (CFA) were used under the both SPSS and LISREL software’s. Research findings indicate a significant effect of "Neuroticism", "Extraversion", "Openness", "Agreeableness" and "Conscientiousness" on "Emotional Intelligence" as well as "Emotional Intelligence" on "Organizational development".