Journal of

Background and Aim : Creation of knowledge management (KM) and efforts to use it in the university research programs shows the university society activity to enhance intellectual qualities and improve this effectiveness of the universities on the development and advancement in the countries. The objective of present study was to evaluate the status of organizational culture and structure for implantation of KM in the central libraries of the medical science universities in Iran.

Materials and Methods:The present work is an applied research and descriptive-analytic study.  The survey population consisted of 80 people who were directors or managers of 29 central libraries in medical science universities. Data collection method was used based on the questionnaire.  The validity was checked by researchers and reliability Cronbach's alpha (>0.7). The data & information were analyzed with descriptive statistics and independent t-test by SPSS software package ver. 15.

Results: The findings showed that the status of "organizational structure" of KM in these libraries was intermediate, whereas "organizational culture" was in the suitable status. Also in the libraries in which decentralization, revision in knowledge sharing process and Internal Network for knowledge sharing is adopted, higher organizational culture as compared with  other libraries, and have significant differences in them (p<0.05).

Conclusions: The result of present work is a proof for willingness and propensity of the Iranian librarians and their managers in the process of knowledge sharing and utilization of KM is at the proper level. Therefore, the authorities should provide the necessary structures and other complementary backgrounds for the utilization of KM in Iranian university libraries.

Background and Aim: The study of organizational culture as a managerial tools, is necessary in health care organizations. Hospital administrators should compare present with desired hospitals' organizational culture continuously. This research is aimed to compare the present with desired organizational culture as administrators' view in Tehran University of Medical Sciences' Hospitals.

Materials and Methods: A Cross - Sectional' descriptive and analytical study was conducted among 15 Tehran University of Medical Sciences' Hospitals administrators by a questionnaire including demographic information and 30 questions which determined the approach of TUMS hospitals administrators about current and appropriate organizational culture components. Before the main study, validity and reliability of the questionnaire was performed. The data was collected by SPSS version 15 software and analyzed by Chi-square, Pearson and T tests.

Results: The result of this study showed that leadership was the most and control was the least organizational culture components which observed in present condition.

Discussion and Conclussion: As TUMS hospital administrators' view, all of the hospitals organizational culture components, exception control and communication patterns, are not observed in current status. There is a significant difference between current and appropriate hospital organizational culture components as the administrator's view which impressed on the hospital management system. Therefore, the hospitals administrators are required to do strategic planning to optimize the hospitals organizational cultures.

Background and Aim: Changes in political, economic, social, scientific and technological circumstances have a major impact on organizational performance. In such circumstances, the success of organizations depends on their ability to cope and adapt to changing environmental factors. This study investigated the relationship between organizational participation(team orientation, capability development and empowerment) and the organizational adaptability (change, customer orientation and organizational learning) in Imam Khomeini Hospital staff.

Materials and Methods: This cross-sectional study was performed on 114 staffs of Imam Khomeini hospital, Tehran University of Medical Sciences who were selected by random sampling. Data were collected by Denison questionnaire (2006 version), which was confirmed validity and reliability. Data were analyzed with spss17 and statistical methods like the mean, standard deviation and correlation coefficients.

Results: The results showed that the rate of the organizational involvement and adaptability of the staffs was 53.44% and 52.37% respectively. The Pearson correlation analysis showed a positive correlation coefficient (p<0.01, r=0.743) between two variables of organizational involvement and adaptability.

Conclusion: With increasing organizational involvement of the staffs increases their organizational adaptability

 Background and Aim: Investigating the effect of intellectual capital on an organization’s ongoing processes is a way of determining its weaknesses as well as appropriate strategies which help managers to make decisions. The main purpose of this study was to confirm intellectual capitals through improving organizational culture among staff managers of IKRF—deputy for support and health.

 Materials and Methods: This is a cross-sectional descriptive study that was conducted in 1389. The respondents were selected among staff managers of IKRF—deputy for support and health(N=50). Data collection was a questionnaire which consisted of three parts developed by the researcher. Data analysis was performed with SPSS version 16 with the help of descriptive statistics and Pearson correlation test.

 Results: Most of the top and middle managers enjoyed an average organizational culture(top managers=58/3% middle managers=78/3%). The intellectual capital of most managers of this study was below average(mean=2.23). Finally, with respect to the entire managers—both top and middle—, there was a significant relation between organizational culture and intellectual capital( P<0/001).

 Conclusion: Taking into account the significant relation between OC and IC and also the point that organizations try to apply appropriate human resources it becomes further important to improve managing intellectual capitals. In this respect, organizational culture is the most basic substructure.

 Background and Aim: Readiness to face changes and transformation in health fields is one of the main factors in health organizations’ success. The main purpose of the present study was to determine the relation between culture and readiness to accept transformation in single-specialty hospitals.

 Materials and Methods: Readiness to face changes and transformation in health fields is one of the main factors in health organizations’ success. The main purpose of the present study was to determine the relation between culture and readiness to accept transformation in single-specialty hospitals.

 Results: Studied hospitals had low power distance, high uncertainty avoidance, feminist, collectivist and short-term orientation. There was a significant relation between readiness to accept transformation with factors such as: Power distance (P<0/05, r=-0/236), uncertainty avoidance (P<0/05, r=0/143) and being feminist (P<0/05, r=-0/239). There was no significant relation between readiness to accept transformation with factors such as collectivist and short-term orientation (P>0/05).

 Conclusion: Low power distance, high uncertainty avoidance and being feminist are effective factors in accepting transformation among studied hospitals’ staffs. These staffs are culturally prepared to accept evolution plans.

Background and Aim: The function of any technology in a society depends on the culture of that society. Organizational culture leads to a common understanding and agreement on institutional practices. Meanwhile, it is a powerful barrier to change, especially technological change. This study aims to determine the effect of indicators of organizational culture on the unified theory of acceptance and use of technology in hospitals of Rasht, Gilan Province.

Materials and Methods: This is a cross-sectional, descriptive-analytic study . From April to July 2013, 235 questionnaires were completed by health, administrative, financial and educational personnel of Razi, Poursina, and Heshmat Hospitals. For data analysis, such tests as compound reliability test, root mean square of variance, bootstrap test, t-test, and hierarchical regression were applied using Lisrel, PLS and SPSS softwares.

Results: Among the components of organizational culture (performance expectancy, effort expectancy, subjective norm, and facilitating conditions), there was a significant relationship only between "performance expectancy and facilitating conditions" and "behavioral inclination and using computers" (P<0.0001). Gender played no role in the relationship between cultural components and the use of computers (P>0.05).

Conclusion: The results of the study indicate that there is a relationship between organizational culture and application of information technology, and that a unified organizational culture can facilitate and speed up the acceptance and application of information technology.