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Showing 43 results for Organizational
Tahereh Abolghasem, Maryam Nakhoda, Dr Sepideh Fahimifar, Dr Mohammad Khandan,
Volume 15, Issue 6 (3-2022)
Volume 15, Issue 6 (3-2022)
Abstract
Background and Aim: Knowledge management and employee engagement are the key factors for organizations to achieve competitive advantage, increase productivity and improve performance. The purpose of this study was to identify the relation of effective factors on employee engagement and healthcare knowledge management in the organization.
Materials and Methods: This research was applied in terms of systematic review and was done by meta-analysis-quantitative method. The statistical population included external research. Data collection tools are researcher-made checklist and EBL critical appraisal checklist (Glynn). For this purpose, comprehensive meta-analysis software version 2.0 was used.
Results: Findings showed that at 95% confidence level, employee engagement has a significant relation on healthcare knowledge management and was able to explain 37% of knowledge management. Leadership (0.349), Reward (0.616), Organizational Culture (0.655), Job Satisfaction (0.674), Innovation (0.493), productivity (0.411), organizational performance (0.775) and organizational learning (0.548) are factors that was affecting employee engagement and healthcare knowledge management. The results of heterogeneity tests showed that the studies were heterogeneous and therefore the random effect size was used. The funnel diagram shows high standard error and high bias. In other words, the distribution of research was not normal and random.
Conclusion: Managers can increase the level of engagement and management of organizational knowledge by focusing on the identified factors and its implementation in the organization and increase the level of desire and participation of employees in knowledge management processes.
Materials and Methods: This research was applied in terms of systematic review and was done by meta-analysis-quantitative method. The statistical population included external research. Data collection tools are researcher-made checklist and EBL critical appraisal checklist (Glynn). For this purpose, comprehensive meta-analysis software version 2.0 was used.
Results: Findings showed that at 95% confidence level, employee engagement has a significant relation on healthcare knowledge management and was able to explain 37% of knowledge management. Leadership (0.349), Reward (0.616), Organizational Culture (0.655), Job Satisfaction (0.674), Innovation (0.493), productivity (0.411), organizational performance (0.775) and organizational learning (0.548) are factors that was affecting employee engagement and healthcare knowledge management. The results of heterogeneity tests showed that the studies were heterogeneous and therefore the random effect size was used. The funnel diagram shows high standard error and high bias. In other words, the distribution of research was not normal and random.
Conclusion: Managers can increase the level of engagement and management of organizational knowledge by focusing on the identified factors and its implementation in the organization and increase the level of desire and participation of employees in knowledge management processes.
Seyed Amir Reza Nejat, Mahmoud Bigler, Seyedeh Bahareh Kashian,
Volume 16, Issue 1 (3-2022)
Volume 16, Issue 1 (3-2022)
Abstract
Background and Aim: Intellectual capital, with its basic knowledge nature, is an intangible, strategic, unique and competitive advantage resource. The purpose of this study is to investigate the current state of intellectual capital maturity in the field of management and planning of Tehran university of medical sciences.
Materials and Methods: This research was applied in terms of purpose and with a quantitative approach in 1400 and a questionnaire was used to collect information. The statistical population is the middle and basic managers of the Vice Chancellor for Resource Management Development and Planning. Using Morgan table, 57 people were randomly selected and analyzed by t-test and non-parametric statistical tests using SPSS software. Has been. The content validity of the questionnaire was obtained by examining the research background and obtaining the opinions of experts, and the Cronbach’s alpha coefficient was used to assess the reliability, the value of which was 0.874.
Results: Statistical tests show that the five levels of intellectual capital management maturity follow a nonlinear pattern and the level of realization of the initial level characteristics, ie lack of intellectual capital structure, is higher than acceptable, but the statistical test of other levels of maturity Included; Managed, defined, quantified and optimal management is not significant at the significance level of 0.05.
Conclusion: The current situation of intellectual capital in the study population indicates that management is unaware of the importance of intellectual capital and no action has been taken to implement the knowledge capital management process. Although there is a lot of necessary infrastructure in the Vice Chancellor, however, insufficient understanding of the capabilities of intellectual capital management as a strategic resource is evident in this research. To reach the defined level and the next levels, the organization needs to identify, activate and direct the intangible source and then quantify, standardize and manage quantitatively and analyze the strengths and weaknesses and finally the continuous improvement of processes and Focus on innovation.
Materials and Methods: This research was applied in terms of purpose and with a quantitative approach in 1400 and a questionnaire was used to collect information. The statistical population is the middle and basic managers of the Vice Chancellor for Resource Management Development and Planning. Using Morgan table, 57 people were randomly selected and analyzed by t-test and non-parametric statistical tests using SPSS software. Has been. The content validity of the questionnaire was obtained by examining the research background and obtaining the opinions of experts, and the Cronbach’s alpha coefficient was used to assess the reliability, the value of which was 0.874.
Results: Statistical tests show that the five levels of intellectual capital management maturity follow a nonlinear pattern and the level of realization of the initial level characteristics, ie lack of intellectual capital structure, is higher than acceptable, but the statistical test of other levels of maturity Included; Managed, defined, quantified and optimal management is not significant at the significance level of 0.05.
Conclusion: The current situation of intellectual capital in the study population indicates that management is unaware of the importance of intellectual capital and no action has been taken to implement the knowledge capital management process. Although there is a lot of necessary infrastructure in the Vice Chancellor, however, insufficient understanding of the capabilities of intellectual capital management as a strategic resource is evident in this research. To reach the defined level and the next levels, the organization needs to identify, activate and direct the intangible source and then quantify, standardize and manage quantitatively and analyze the strengths and weaknesses and finally the continuous improvement of processes and Focus on innovation.
Manizheh Mohammadi, Leila Nazarimanesh, Mozhgan Karimi,
Volume 19, Issue 4 (11-2025)
Volume 19, Issue 4 (11-2025)
Abstract
Background and Aim: Today, structural empowerment has been considered as one of the key factors in improving the performance of organizations, especially in the field of health and treatment. This study was conducted with the aim of investigating the relationship between structural empowerment and entrepreneurial organizational culture of employees in health and treatment centers of Shahr Salem Company.
Materials and Methods: This study is a descriptive-analytical study with an applied purpose, which is positivist in terms of research philosophy, with a deductive and quantitative approach, correlational in terms of research purpose, and cross-sectional in terms of time, and the data were collected using a survey method. The sample size was determined using the Cochran formula to be 263 people and was selected using a stratified, simple, and questioning random method. Standard Kanter structural empowerment questionnaires and Cornwall and Baron entrepreneurial organizational culture questionnaires were used to collect data. The data were analyzed with SPSS and Smart PLS 3 software.
Results: The findings showed that structural empowerment has a significant relationship with entrepreneurial organizational culture (rs=0.606 and P=0.000). Also, empowerment dimensions including opportunity (rs=0.505), information (rs=0.484), resources (rs=0.552) and support (rs=0.509) have a positive effect on entrepreneurial organizational culture. Statistical results showed that the greatest effect was related to the resource dimension. The opportunity dimension also plays a significant role in increasing employee motivation, which can pave the way for promoting entrepreneurial culture. In addition, in the first hypothesis, the relationship between entrepreneurial organizational culture and opportunity has been examined, which indicates the existence of a positive and significant relationship between these two variables. Also, P-value is 0.000, which is less than the significance level of 0.05, making this relationship statistically significant. In the second hypothesis, the relationship between information and entrepreneurial organizational culture has been confirmed with rs=0.484. The P-value less than 0.05, indicating the P-value is 0.009 which is significance of this relationship. the relationship between support and entrepreneurial organizational culture has been tested, indicating that this relationship is also positive and significant. The P-value is 0.008, which is less than 0.05, indicating the significance of this relationship. In the relationship between resources and entrepreneurial organizational culture, the P-value is 0.004, which is less than 0.05, this relationship is confirmed.
Conclusion: The findings of this study showed that structural empowerment, especially in the dimensions of access to resources, information, opportunities, and organizational support, has a positive and significant effect on strengthening the entrepreneurial organizational culture in health centers. Creating supportive infrastructures and providing opportunities for growth and improvement of employees’ skills can increase their motivation, creativity, and innovation. Making decision-making processes transparent and designing reward systems based on innovation promotes employee participation and responsibility. In addition, facilitating the free flow of information and knowledge, supporting innovative ideas, and developing creative skills pave the way for creating a sustainable entrepreneurial culture and improving the overall performance of the organization, and strengthening organizational capacities.
Materials and Methods: This study is a descriptive-analytical study with an applied purpose, which is positivist in terms of research philosophy, with a deductive and quantitative approach, correlational in terms of research purpose, and cross-sectional in terms of time, and the data were collected using a survey method. The sample size was determined using the Cochran formula to be 263 people and was selected using a stratified, simple, and questioning random method. Standard Kanter structural empowerment questionnaires and Cornwall and Baron entrepreneurial organizational culture questionnaires were used to collect data. The data were analyzed with SPSS and Smart PLS 3 software.
Results: The findings showed that structural empowerment has a significant relationship with entrepreneurial organizational culture (rs=0.606 and P=0.000). Also, empowerment dimensions including opportunity (rs=0.505), information (rs=0.484), resources (rs=0.552) and support (rs=0.509) have a positive effect on entrepreneurial organizational culture. Statistical results showed that the greatest effect was related to the resource dimension. The opportunity dimension also plays a significant role in increasing employee motivation, which can pave the way for promoting entrepreneurial culture. In addition, in the first hypothesis, the relationship between entrepreneurial organizational culture and opportunity has been examined, which indicates the existence of a positive and significant relationship between these two variables. Also, P-value is 0.000, which is less than the significance level of 0.05, making this relationship statistically significant. In the second hypothesis, the relationship between information and entrepreneurial organizational culture has been confirmed with rs=0.484. The P-value less than 0.05, indicating the P-value is 0.009 which is significance of this relationship. the relationship between support and entrepreneurial organizational culture has been tested, indicating that this relationship is also positive and significant. The P-value is 0.008, which is less than 0.05, indicating the significance of this relationship. In the relationship between resources and entrepreneurial organizational culture, the P-value is 0.004, which is less than 0.05, this relationship is confirmed.
Conclusion: The findings of this study showed that structural empowerment, especially in the dimensions of access to resources, information, opportunities, and organizational support, has a positive and significant effect on strengthening the entrepreneurial organizational culture in health centers. Creating supportive infrastructures and providing opportunities for growth and improvement of employees’ skills can increase their motivation, creativity, and innovation. Making decision-making processes transparent and designing reward systems based on innovation promotes employee participation and responsibility. In addition, facilitating the free flow of information and knowledge, supporting innovative ideas, and developing creative skills pave the way for creating a sustainable entrepreneurial culture and improving the overall performance of the organization, and strengthening organizational capacities.
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