ارائه مدل در راستای بهبود عملکرد سازمان های دولتی با تأکید بر نوآوری و ارزش های سازمانی: رویکرد مدلسازی ساختاری تفسیری
محورهای موضوعی : عمومىاسماعیل قادری فر 1 , میرهادی موذن جمشیدی 2 , عباسعلی ارفع 3
1 - دانشگاه علامه طباطبایی
2 - گروه مدیریت، دانشگاه پیام نور، تهران، ایران
3 - دانشگاه آزاد اسلامی واحد علی آباد کتول
کلید واژه: عملکرد سازمان, نوآوری, ارزش های سازمان, مدلسازی ساختاری تفسیری,
چکیده مقاله :
هدف از پژوهش حاضر ارائه مدلی در راستای بهبود عملکرد سازمان های دولتی با تأکید بر نوآوری و ارزش های سازمانی می باشد. تحقیق حاضر یک تحقیق کیفی بوده که در گام اول از ابزار مصاحبه و در گام دوم از ابزار پرسشنامه کیفی مدل سازی ساختاری تفسیری استفاده شده است. مشارکت کنندگان در این پژوهش متشکل از ده نفر از اساتید دانشگاهی و خبرگان حوزه مورد مطالعه بوده اند که بر اساس قاعده اشباع در تحقیق کیفی، و به روش نمونه گیری هدفمند به عنوان خبرگان موضوع مورد مطالعه انتخاب شدند. برای تعیین پایایی ابزاره اندازه گیری مقدار ضریب ICC از لحاظ سازگاری و توافق مطلق مورد تایید قرار گرفت. به جهت تجزیه و تحلیل داده ها از رویکرد مدلسازی ساختاری تفسیری به کمک نرم افزارMatlab استفاده گردید. نتایج نشان داد عامل توانمندسازی کارکنان در ارتباط با موضوع پژوهش و ارایه مدل موثر در راستای بهبود و ارتقا عملکرد سازمان های دولتی از بیشترین اثر پذیری و کمترین اثر گذاری برخوردار می باشد و این عامل به عنوان متغیر هدف این پژوهش قرار گرفته است. همچنین یافته های تحقیق نشان داد عامل رهبری تحول گرا بیشترین تاثیرگذاری و کم ترین تاثیر پذیری را نسبت به سایر مولفه ها در مدل حاضر داشته است. این عامل به دلیل قدرت هدایت کنندگی زیاد و وابستگی کم جزء متغیرهای نفوذی یا به عبارت دیگر محرک می باشد.
The purpose of this study is to provide a model to improve the performance of government organizations with an emphasis on innovation and organizational values. The participant of the study consists of university professors and experts in the field of study who have been selected by purposive sampling. Finally, 10 university professors and experts, including managers and experts in the field of organization, answered the questions. Experts in this study were people who had at least 15 years of experience in studying, teaching or working in the field of government organizations and organizational performance. Sampling continued until the theoretical saturation stage. Also, to determine the reliability of the measuring instrument, the value of ICC coefficient in terms of compatibility and absolute agreement was approved. Interpretive structural modeling approach using Matlab software was used to analyze the data. The results showed that the staff empowerment factor in relation to the research topic and presenting an effective model in order to improve and enhance the performance of government organizations has the highest impact and the least impact and this factor has been targeted as a variable of this research. Also, the research findings showed that the transformational leadership factor has the most impact and the least impact in the current model from other components. This factor is due to high conductivity and low dependence of influential variables or in other words stimuli
1. آرایی، وحید، و قاسمی، ابوالفضل، و معینی فر، یاسر (1396). توصیه های سیاستی موانع تحقق پذیری حکمرانی خوب در اداره ی امور عمومی (مطالعه ی موردی: فرمانداری و شهرداری شهرستان مینودشت). مطالعات راهبردی سیاست گذاری عمومی(مطالعات راهبردی جهانی شدن)، 7(25 ), 133-113.
2. آیباغی اصفهانی، سعید، ابراهیمی، الهه، شیخ، رضا (1399). فرهنگ نوآورانه، زمینه ساز بهبود یادگیری سازمانی با بهره گیری از برند سازمانی داخلی (پژوهشی در صنعت نفت ایران). فصلنامه نوآوری و ارزش آفرینی، 17(9)، 84-69.
3. دانائی فرد، حسن، الوانی، سید مهدی (1396). مباحث مدیریت دولتی، تهران، شرکت انتشارات علمی و فرهنگی.
4. رضایی، محمد رضا (1397). سنجش تاثیر بوروکراسی اداری بر روند حکمرانی خوب شهری نمونه موردی: کلانشهر شیراز. پژوهش و برنامه ریزی شهری، 9(32 ), 40-31.
5. رفیعی، مجتبی، قدیریان، عباسعلی، احمدی، سیدعلی اکبر، فقیهی، ابوالحسن (1395). تدوین مدل مناسب رهبری برای بهبود عملکرد سازمان های نوآور. مدیریت سازمان های دولتی، 4(3)، 132-119.
6. روحانی، علی، کشاورزی، سعید، انبارلو، مسعود (1398). ارائه نظریه زمینه ای از رویارویی نخبگان جوان با بوروکراسی بنیاد ملی نخبگان. مطالعات و تحقیقات اجتماعی در ایران، 9(4 ), 772-745.
7. سرائی، لیلا، غفاری، بهرام (1398). بررسی تأثیر روابط مدیریتی در نوآوری باز, با توجه به ظرفیت جذب در شرکت های فناور و نوآور. سیاست نامه علم و فناوری، 9(27/2), 110-97.
8. سنجقی، محمدابراهیم، فرهی، علی، امیراحمدی، فاطمه سادات، دلیری، سیداحمد (1396)، بررسی تأثیر رهبری راهبردی بر نوآوری با تأکید بر رویکرد ارتباطات شبکه ای. پژوهش های مدیریت منابع انسانی دانشگاه جامع امام حسین (ع)، 9(4)، 205-181.
9. طهماسبی، رضا (1395). درآمدی بر نظریه های مدیریت دولتی. تهران: سازمان مطالعه و تدوین کتب علوم انسانی دانشگاهها (سمت)، تهران، مرکز تحقیق و توسعه علوم انسانی.
10. محمدی، رضا (1396)، بررسی رابطه مدیریت دانش با عملکرد سازمانی در سازمان های پروژه محور. مطالعات کاربردی در علوم مدیریت و توسعه، 2(1)، 14-1.
11. مهدی، رضا، شفیعی، مسعود (1399). الگو و چارچوب راهنما برای دانشگاه نوآور و ارزش آفرین. دو فصلنامه نوآوری و ارزش آفرینی، 9(17)، 16-1.
12. Abualoush, S.H., Obeidat, A.M., Tarhini, A., & Al-Badi, A. (2018). The role of employees’ empowerment as an intermediary variable between knowledge management and information systems on employees’ performance. VINE Journal of Information and Knowledge Management Systems.
13. AlQershi, N., Abas, Z. B., & Mokhtar, S. S. M. (2018). Strategic innovation and its impact on manufacturing SME performance in Yemen.
14. Attri, r., Dev, n., & Sharma, v. (2013). Interpretive Structural Modelling (ISM) approach: An Overview. Research Journal of Management Sciences, 2(2), 6.
15. Bach, D., & Allen, D. (2010). What every CEO needs to know about nonmarket strategy. MIT Sloan Management Review, 51(3), 41.
16. Balaji, M. S., Jiang, Y., & Jha, S. (2019). Green hotel adoption: a personal choice or social pressure?. International Journal of Contemporary Hospitality Management.
17. Beugelsdijk, S., Koen, C. I., & Noorderhaven, N. G. (2006). Organizational culture and relationship skills. Organization Studies, 27(6), 833-854.
18. Biron, M., & Hanuka, H. (2015). Comparing normative influences as determinants of knowledge continuity. International Journal of Information Management, 35(6), 655-661.
19. Bourne, H., & Jenkins, M. (2013). Organizational values: A dynamic perspective. Organization Studies, 34(4), 495-514.
20. Buli, B. M. (2017). Entrepreneurial orientation, market orientation and performance of SMEs in the manufacturing industry. Management Research Review.
21. Büschgens, T., Bausch, A., & Balkin, D. B. (2013). Organizational culture and innovation: A meta‐analytic review. Journal of product innovation management, 30(4), 763-781.
22. Chang, H. C. (2018). The different-culture management in mergers and acquisitions affecting to the fit of personal-organizational values and business performalnce. Journal of Accounting, Finance & Management Strategy, 13(1), 27-55.
23. Chen, Y., Tang, G., Jin, J., Xie, Q., & Li, J. (2014). CEO s’ Transformational Leadership and Product Innovation Performance: The Roles of Corporate Entrepreneurship and Technology Orientation. Journal of Product Innovation Management, 31, 2-17.
24. Chen, Y., Tang, G., Jin, J., Xie, Q., & Li, J. (2014). CEO s’ Transformational Leadership and Product Innovation Performance: The Roles of Corporate Entrepreneurship and Technology Orientation. Journal of Product Innovation Management, 31, 2-17.
25. Choi, I. (2020). Moving beyond mandates: organizational learning culture, empowerment, and performance. International Journal of Public Administration, 43(8), 724-735.
26. Dong, Y., Bartol, K. M., Zhang, Z. X., & Li, C. (2017). Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership. Journal of Organizational Behavior, 38(3), 439-458.
27. Farouk, S., Abu Elanain, H. M., Obeidat, S. M., & Al-Nahyan, M. (2016). HRM practices and organizational performance in the UAE banking sector: The mediating role of organizational innovation. International Journal of Productivity and Performance Management.
28. Freeman, R. E. (2010). Strategic management: A stakeholder approach. Cambridge university press.
29. Garcia, D., & Archer, T. (2012). When reaching our potential predicts low values: a longitudinal study about performance and organizational values at call centres. Journal of Service Science and Management, 5(4), 313.
30. Gehman, J., Trevino, L. K., & Garud, R. (2013). Values work: A process study of the emergence and performance of organizational values practices. Academy of Management Journal, 56(1), 84-112.
31. González-Rodríguez, M. R., Jiménez-Caballero, J. L., Martín-Samper, R. C., Köseoglu, M. A., & Okumus, F. (2018). Revisiting the link between business strategy and performance: Evidence from hotels. International Journal of Hospitality Management, 72, 21-31.
32. Gopaldas, A. (2015). Creating firm, customer, and societal value: Toward a theory of positive marketing. Journal of Business Research, 68(12), 2446-2451.
33. Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of business research, 62(4), 461-473.
34. Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of business research, 62(4), 461-473.
35. Gupta, V., & Singh, S. (2015). Leadership and creative performance behaviors in R&D laboratories: examining the mediating role of justice perceptions. Journal of Leadership & Organizational Studies, 22(1), 21-36.
36. Ha, S. T., Lo, M. C., & Wang, Y. C. (2016). Relationship between knowledge management and organizational performance: a test on SMEs in Malaysia. Procedia-Social and Behavioral Sciences, 224(2016), 184-189.
37. Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of Management Review, 32(2), 334–43.
38. Herrmann, D., & Felfe, J. (2014). Effects of leadership style, creativity technique and personal initiative on employee creativity. British Journal of Management, 25(2), 209-227.
39. Hasani, K., & Sheikhesmaeili, S. (2016). Knowledge management and employee empowerment. Kybernetes.
40. Hussein, N., Omar, S., Noordin, F., & Ishak, N. A. (2016). Learning organization culture, organizational performance and organizational innovativeness in a public institution of higher education in Malaysia: A preliminary study. Procedia Economics and Finance, 37, 512-519.
41. Imran, M. K., Ilyas, M., & Aslam, U. (2016). Organizational learning through transformational leadership. The learning organization.
42. Jansen, J. J., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20(1), 5-18.
43. Jung, D. D., Wu, A., & Chow, C. W. (2008). Towards understanding the direct and indirect effects of CEOs' transformational leadership on firm innovation. The leadership quarterly, 19(5), 582-594.
44. Kasemsap, K. (2017). Developing a unified framework and a causal model of transformational leadership, empowerment, innovation support, and organizational innovation. In Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications (pp. 381-406). IGI Global.
45. Kasemsap, K. (2017). Strategic innovation management: An integrative framework and causal model of knowledge management, strategic orientation, organizational innovation, and organizational performance. In Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications (pp. 86-101). IGI Global.
46. Khazanchi, S., Lewis, M. W., & Boyer, K. K. (2007). Innovation-supportive culture: The impact of organizational values on process innovation. Journal of operations management, 25(4), 871-884.
47. Khazanchi, S., Lewis, M. W., & Boyer, K. K. (2007). Innovation-supportive culture: The impact of organizational values on process innovation. Journal of operations management, 25(4), 871-884.
48. Köseoglu, M. A., Topaloglu, C., Parnell, J. A., & Lester, D. L. (2013). Linkages among business strategy, uncertainty and performance in the hospitality industry: Evidence from an emerging economy. International Journal of Hospitality Management, 34, 81-91.
49. Marinova, S. V., Cao, X., & Park, H. (2018). Constructive organizational values climate and organizational citizenship behaviors: A configural view. Journal of Management. Retrieved from http://journals. sagepub. com/doi/full/http://dx. doi. org/10.1177/0149206318755301.
50. Mellahi, K., Frynas, J. G., Sun, P., & Siegel, D. (2016). A review of the nonmarket strategy literature: Toward a multi-theoretical integration. Journal of Management, 42(1), 143-173. 51. Nechyba, P. I.T. (2017). Elements of Organizational Success: Understanding Differences in Structure and Values in El Sistema USA Programs.
52. O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338.
53. Oyemomi, O., Liu, S., Neaga, I., & Alkhuraiji, A. (2016). How knowledge sharing and business process contribute to organizational performance: Using the fsQCA approach. Journal of Business Research, 69(11), 5222-5227.
54. Malone, D. W. (2014). An introduction to the application of interpretive structural modeling. Proceedings of the IEEE, 63(3), 397-404.
55. Parnell, J. A. (2015). Strategic political emphasis, strategic capabilities and uncertainty. Journal of Strategy and Management.
56. Parnell, J. A. (2018). Nonmarket and market strategies, strategic uncertainty and strategic capabilities. Management Research Review.
57. Ponnuswamy, I., & Manohar, H. L. (2016). Impact of learning organization culture on performance in higher education institutions. Studies in Higher Education, 41(1), 21-36.
58. Pradhan, R. K., Jena, L. K., & Singh, S. K. (2017a). Examining the role of emotional intelligence between organizational learning and adaptive performance in Indian manufacturing industries. Journal of Workplace Learning.
59. Pradhan, R. K., Panda, M., & Jena, L. K. (2017b). Transformational leadership and psychological empowerment. Journal of Enterprise Information Management.
60. Rezaie, A., & Bagheri, G. (2014). Studying the link between organizational learning and employees’ empowerment (case study: Qom Maskan bank selected braches). International Journal of Management, Accounting and Economics, 1(2), 147-162.
61. Rivas, J., Perea, J. M., De-Pablos-Heredero, C., Angon, E., Barba, C., & García, A. (2019). Canonical correlation of technological innovation and performance in sheep's dairy farms: Selection of a set of indicators. Agricultural Systems, 176, 102665.
62. Rothmann, W., & Koch, J. (2014). Creativity in strategic lock-ins: The newspaper industry and the digital revolution. Technological Forecasting and Social Change, 83, 66-83.
63. Rousseau, V., Aubé, C., & Tremblay, S. (2013). Team coaching and innovation in work teams: An examination of the motivational and behavioral intervening mechanisms. Leadership & Organization Development Journal, 34(4), 344-364.
64. Salavou, H. E. (2015). Competitive strategies and their shift to the future. European Business Review.
65. Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145-158.
66. Schweitzer, J. (2014). Leadership and innovation capability development in strategic alliances. Leadership & Organization Development Journal, 35(5), 442-469.
67. Shahzad, F., Xiu, G., & Shahbaz, M. (2017). Organizational culture and innovation performance in Pakistan's software industry. Technology in Society, 51, 66-73.
68. Singh, D., Khamba, J. S., & Nanda, T. (2017). Influence of technological innovation on performance of small manufacturing companies. International Journal of Productivity and Performance Management.
69. Singh, M. D., & Kant, R. (2011). Knowledge management barriers: An interpretive structural modeling approach. International Journal of Management Science and Engineering Management, 3(2), 10.
70. Sparrow, P. (2016). Strategic HRM, innovation and HR delivery for human resource management, innovation and performance. In Human resource management, innovation and performance (pp. 15-31). Palgrave Macmillan, London.
71. Sulistyo, H. (2016). Innovation capability of SMEs through entrepreneurship, marketing capability, relational capital and empowerment. Asia Pacific Management Review, 21(4), 196-203.
72. Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American psychologist, 62(1), 17.
73. Warfield, J.N. (1974). Developing interconnected matrices in structural modeling. IEEE Transactions on Systems, Man and Cybernetics, 4(1), 51-81.
74. Wei, W., Hu, X., Li, Y., & Peng, P. (2015). Integrating nonmarket and market action, response, and initiating firm performance in competitive dynamics. Management Decision.
75. Wei, W., Zhao, X., Li, M., & Warner, M. (2016). Integrating nonmarket and market resources, strategy and performance in Chinese enterprises: A review of the field and a resource-based empirical study. Asia Pacific Business Review, 22(2), 220-237.
76. Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal, 36(1), 54-68.
77. Zheng, W., Yang, B., & McLean, G. N. (2010). Linking organizational culture, structure, strategy, knowledge management in higher education and organizational effectiveness: Mediating role of knowledge management. Journal of Business Research, 63(7), 763-771.