The purpose of this research is to determine the role of organizational culture on innovation and change in the organization. Since in the present era, innovation and change are one of the most important requirements and competitive advantages for the survival and growt More
The purpose of this research is to determine the role of organizational culture on innovation and change in the organization. Since in the present era, innovation and change are one of the most important requirements and competitive advantages for the survival and growth of each organization. Therefore, in this research, we examine the effective indicators of organizational culture on organizational innovation and change.The present research studies the role of organizational culture on innovation and change in organization in Renault Pars Company. The research method is descriptive survey. The statistical population of the present study included all employees and experts in Renault Pars Company. Sample size was determined using Cochran's formula of 155 people and the method of sampling was simple random. The research data were collected using library and field method and the tools used in the questionnaire. The reliability of the questionnaires was confirmed by Cronbach's alpha (0.857) and the validity of the tool was confirmed by the content method. The research data were analyzed using statistical software, descriptive and inferential statistics using PLS software. The results show that rational culture, participatory culture and hierarchical culture have a positive impact on organizational change, and does not confirm the results of the impact of ideological culture on the effectiveness of the organization. In addition, the results showed that organizational culture through organizational innovation has a significant effect on organizational effectiveness.
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Objective: To identify the current status of organizational culture and organization's desirable culture in order to determine the organization's readiness for changeMethod: Quinn competitive values model was used to achieve the above goal. A questionnaire was sent to 1 More
Objective: To identify the current status of organizational culture and organization's desirable culture in order to determine the organization's readiness for changeMethod: Quinn competitive values model was used to achieve the above goal. A questionnaire was sent to 110 people from the research community in the Hamshahri newspaper ad. Cronbach's alpha was used to investigate the reliability of the research tool. To assess the validity of the model, the multidimensional scaling method was used which is the research innovation. In the next step, while extracting the existing and desired organizational culture profiles using sample pair tests, Spearman correlation coefficient and Friedman test, the existing status of the organization's culture was described.Findings: The results show that the dominant culture of organization in the first priority of hierarchy and in the second priority is to focus on the values of market culture, and the values of the adhoc-culture based on innovation and entrepreneurship are less visible in it and with the desired culture from the perspective of the answer The difference is that the culture of the organization showed the most solidarity with hierarchical culture.Conclusion: it is expected that most values such as innovation in creativity, risk taking and the acquisition of new resources and, on the other hand, the reduction of cultural values Hierarchy in the organization.
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The main purpose of this research is recognition of organizational culture through using Quinn and Gareth model. The type of this research from the aspect of purpose is applied and from the aspect of method is survey. The required information was collected in two ways: More
The main purpose of this research is recognition of organizational culture through using Quinn and Gareth model. The type of this research from the aspect of purpose is applied and from the aspect of method is survey. The required information was collected in two ways: library and questionnaire, the statistical population included all employees of administration and financial offices, researching, training, students and construction. The number of these people was 133 that 116 questionnaires were collected. According to present research results, the organizational culture on the basis of Quinn and Gareth art is hierarchical culture and all the research hypotheses are confirmed in 95% of significance.
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Based the results of previous research studies, four types of teleworking were proposed that were assumed to be compatible with the four organizational cultures. Via a rich literature review, the factors involved in the formation of teleworking were added to the concept More
Based the results of previous research studies, four types of teleworking were proposed that were assumed to be compatible with the four organizational cultures. Via a rich literature review, the factors involved in the formation of teleworking were added to the conceptual model and their congruence with the Iranian organizations were measured through two stages of pragmatic and scientific talent via the Delphi technique. The telework industry indicators were determined via a questionnaire that was administered to a snowball sample selected from the population of experienced teleworkers, teleworker managers, and the scientific community that is normally associated with teleworking. Comparison of the similarity of each aspect of the factors with types of organizational cultures supported the similarity among them. The research data were analyzed using SPSS software and the Multidimensional Scaling Technology rendering four types of teleworking based on the distance matrix and determining the coordinates of each of the indicators on the dimensions of the model of competitive values model (control dimension - flexibility and focus on intraocularization outside the organization). The results showed that organizational culture significantly influences the way teleworking works, and that teleworking is a multi-dimensional structure whose precise execution depends on the context. This implies the necessity of telecommunication modalities to be implemented in order to take advantage of the organization from an ecological point of view.
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