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تبیین نقش زمینه و معماری سازمانی بر توسعه دوسوتوانی فردی در شرکت های دانش بنیان
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نویسنده
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شاکری رویا ,رحمان سرشت حسین ,مولایی سوران ,عبدالملکی مهدی
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منبع
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پژوهش نامه مديريت تحول - 1400 - دوره : 13 - شماره : 25 - صفحه:1 -22
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چکیده
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هدف مقاله حاضر تبیین نقش زمینه و معماری سازمانی در توسعه دوسوتوانی فردی در شرکت های دانشبنیان فعال در شهر سنندج در سال 1398 است. ازنظر روش شناسی، پژوهش حاضر از نوع پیمایشی کاربردی بوده و مبتنی بر روش های توصیفی زمینه یابی است. جامعه آماری پژوهش، شامل تمامی 303 نفر مدیران ارشد و کارشناسان شرکت های دانشبنیان فعال مستقر در پارک علم و فناوری شهر سنندج است. حجم نمونه با توجه به محدود بودن جامعه، برحسب فرمول کوکران برابر با 170 نفر محاسبه و اِعمال شد. داده های موردنیاز از طریق ترکیب و تجمیع چندین پرسشنامه استاندارد با ملحوظ کردن اصلاحات صوری جمعآوریشده است. اعتبار محتوای عوامل احصاء شده با نظر خبرگان و سپس اعتبار سازه آزمون با استفاده از روش های تحلیل عاملی تایید شد. بهمنظور تجزیهوتحلیل اطلاعات جمعآوریشده از مدل سازی معادلات ساختاری استفاده شده است. نتایج بیان گر تایید تمامی فرضیه های پژوهش و تاثیر مثبت و معنی داری زمینه و معماری سازمانی بر توسعه دوسوتوانی فردی در جامعه آماری موردمطالعه است.
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کلیدواژه
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زمینه سازمانی، معماری سازمانی، دوسوتوانی فردی، شرکتهای دانشبنیان، سنندج
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آدرس
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دانشگاه آزاد اسلامی واحد سنندج, دانشکده علوم انسانی, ایران, دانشگاه علامه طباطبایی, ایران, دانشگاه آزاد اسلامی واحد سنندج, دانشکده علوم انسانی, ایران, دانشگاه کردستان, ایران
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پست الکترونیکی
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designer82id@gmail.com
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Explaining the effect of context and organizational architecture on the development of individual ambidexterity in knowledge-based companies
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Authors
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shakeri roya ,Rahmanseresht Hossein ,Mowlaie Soran ,abdolmaleki mehdi
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Abstract
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1 INTRODUCTIONThe organizations of the present century are complex and are integrated systems consisting of processes, organizational units, people, information, and supporting technologies, as well as dependencies and connections between different elements. recognizing, engineering, and managing these social, technical, and infrastructural dimensions is critical to achieving and maintaining the efficiency of organizations. in recent years, the rapid and continuous course of events has gradually transformed the boundaries and dynamics of the business environment, and all institutions are increasingly confronted with new, unexpected, and farreaching challenges. in dynamic markets, companies need to constantly explore new opportunities in addition to exploiting existing resources. therefore, the aim of this study was to investigate the effect of organizational ambivalence stimuli and drivers on individual ambivalent behaviors in order to fully benefit from the benefits and advantages of ambivalent for an organization. the present study has been conducted to address this research gap.2THEORETICAL FRAMEWORK Previous research in the field of organizational ambiguity has emphasized the importance of organizational architecture, including 1 establishing separate task units focused on exploration or utilization, 2) integrating mechanisms that facilitate knowledge flows and coordination between units. this spatial and physical separation in different organizational units seeks to avoid friction between conflicting demands and interests between exploration and exploitation activities. the orientation of business units is towards exploration (for example, research and development unit) or exploitation and profitability (for example, production unit). the orientation of units should be aligned to reach organizational synergy. in addition to work ethic and discipline, individuals need access to sufficient resources to engage in exploration and exploitation activities. employees should have enough freedom to acquire the resources they want to advance their innovative actions across the organizational hierarchy. if such resources are provided, more exploration and forprofit activities will be possible. trust is another prerequisite for knowledge sharing and, as a result, knowledge flows are highly dependent on trust among all participants in the knowledge transfer debate. knowledge renewal and overflows from other people are of the main antecedents of exploration and exploitation activities.3 METHODOLOGY This study is a descriptive crosssectional survey. and in regard to the application of the results, it is among the applied research. the statistical population of the study includes all 303 senior managers and experts of active knowledgebased companies located in sanandaj science and technology park. given the population size, the sample size was calculated and applied according to cochran’s formula equal to 170. after distributing 181 questionnaires by simple random sampling method, 170 questionnaires were returned with a response rate of 94%.4 RESULTS DISCUSSION In accordance with hypothesis 1, research results indicated that organizational architecture reinforces the use of individual dual power in knowledgebased organizations. therefore, it can be said that organizational architecture is capable of stimulating exploratory and forprofit behaviors. by integrating exploration and forprofit units, organizations perform both activities simultaneously and balance them within their borders through the active integration of senior management teams. the results of testing the second hypothesis indicated that the organizational context accelerates the use of individual duality in knowledgebased organizations. accordingly, it can be said that the organizational context can create a culture that everyone is trying to grow the other and help the development of the organization by influencing each other. these companies encourage employees to take creative action and cultivate a variety of perspectives that ultimately lead to larger perceptual mindsets and the achievement of original ideas. 5 CONCLUSIONS SUGGESTIONSSelecting the appropriate architectural framework has a significant impact on organizational productivity. a number of researchers have argued that sustainable organizational performance is dependent on exploiting existing capabilities and discovering new opportunities (i.e., dual power) in environmental dynamics and change. dualism is a concept that has been studied for years from the perspective of various fields including strategic management, organizational behavior, marketing, etc. however, overcoming ambiguity is not easy, as the explorative and forprofit behaviors often compete with each other. to cope with this situation, several organizational solutions have been proposed such as innovative culture. when managers create an innovative culture in their organizations, they must analyze the current state of exploitation and exploration activities, create a strategic profile of both, and identify their innovation goals. in fact, they have to consider their organization’s future approach choose the right profile for exploitation and exploration to achieve their innovation goals.
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Keywords
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