دانلود مقاله پیوند حیاتی فرهنگ سازمانی و نوآوری سازمانی در اثربخشی سازمانی
چکیده
مقدمه
تئوری و توسعه فرضیه
روش شناسی
تجزیه و تحلیل داده ها و نتایج
بحث و مفاهیم
منابع
Abstract
Introduction
Theory and hypothesis development
Methodology
Data analysis and results
Discussion and implications
References
چکیده
در اقتصاد جهانی امروز، اثربخشی و نوآوری سازمانی به اولویت‌های اصلی تبدیل شده است و بر همه مشاغل در سراسر جهان فشار وارد می‌کند. بنابراین، این مطالعه با هدف بررسی تأثیر فرهنگ سازمانی بر اثربخشی از طریق نوآوری سازمانی انجام شده است. ما مقاومت سازمانی را به عنوان یک شرط مرزی در رابطه بین نوآوری و اثربخشی سازمانی تحلیل کردیم تا بررسی کنیم که آیا مقاومت سازمانی تأثیر مثبت نوآوری سازمانی را بر اثربخشی و تأثیر غیرمستقیم فرهنگ سازمانی بر اثربخشی سازمان از طریق اثربخشی سازمانی را افزایش می‌دهد یا خیر. مقاومت سازمانی مهم است زیرا زمانی رخ می دهد که کارکنان درک کنند که چگونه با روش جدید انجام کارها تناسب دارند، به طوری که نوآوری سازمانی تأثیر مثبتی بر اثربخشی سازمانی دارد. داده ها در دو موج از 280 زوج مدیر-کارمند فعال در صنعت بانکداری پاکستان جمع آوری شد. نتایج نشان داد که فرهنگ سازمانی تأثیر مثبتی بر اثربخشی سازمانی دارد. بنابراین، این رابطه با نوآوری سازمانی واسطه می شود. تأثیر مثبت نوآوری سازمانی بر اثربخشی سازمانی در میان افرادی که به سرعت پیشرفت‌ها را پذیرفته‌اند، بیشتر از افرادی است که این کار را نکرده‌اند. علاوه بر این، مقاومت سازمانی رابطه بین فرهنگ سازمانی و اثربخشی را از طریق نوآوری سازمانی تقویت می کند، به طوری که این رابطه برای کسانی که پیشرفت سازگار را پذیرفته اند، بیشتر می شود. بنابراین، مفاهیم نظری و عملی این مطالعه مورد بحث قرار می گیرد.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
In today's global economy, organizational effectiveness and innovation have become top priorities, putting pressure on all businesses worldwide. Therefore, this study aims to explore the impact of organizational culture on effectiveness through organizational innovation. We analyzed organizational resistance as a boundary condition on the relation of organizational innovation and effectiveness to seek whether organizational resistance enhances the positive effect of organizational innovation on effectiveness and on the indirect effect of organizational culture on the effectiveness of organization via organizational effectiveness. Organizational resistance is important because it occurs when employees understand how they fit into the new way of doing things, such that organizational innovation has a positive impact on organizational effectiveness. The data were collected in two waves from 280 manager-employee dyads operating in Pakistan's banking industry. The outcomes indicated that organizational culture positively influences organizational effectiveness; therefore, this relationship is mediated by organizational innovation. The positive influence of organizational innovation on organizational effectiveness is greater among individuals who embraced improvements rapidly than among those who did not. Additionally, organizational resistance reinforces the relationship between organizational culture and effectiveness through organizational innovation, such that the relationship is greater for those who embrace compliant advancement. Thus, the theoretical and practical implications of this study are discussed.
Introduction
Early approaches to organizational effectiveness focused on organizational effectiveness by success. Organizational effectiveness is defined “as agility in decision-making, innovativeness, adaptability to the changing environment, competing with rivals, optimal utilization of resources and talent retention” (Quinn & Rohrbaugh, 1981, p. 131). Therefore, the workplace's primary goal is to operate an efficient organization. However, organizational culture develops over time as a result of the flow of time (Austin & Bartunek, 2003; Schein, 2010; Denison et al., 2012; Parke & Seo, 2017; Hartnell et al., 2019). Nevertheless, in the modern global economy, organizational effectiveness is of utmost importance for businesses, as numerous organizations face cultural challenges (Parke & Seo, 2017; Bustinza et al., 2019). Therefore, to succeed, an organization should handle and sustain organizational behaviors that align with a dynamic global environment (Abatecola et al., 2020; Tehseen et al., 2020; Al Halbusi, 2022). At the core, the achievement of goals promoted in the organization's mission or vision can be described as organizational effectiveness statement (i.e., the higher the degree of congruence between the stated goals and objectives of the organization with observable and measured consequences, the higher the organization's effectiveness) (Bamel et al., 2013; Manoharan & Singal, 2019).
Results and analyses
We used Smart PLS 3.2.8 software to apply structural equation modeling (SEM) with partial least squares (PLS) to evaluate the hypotheses (Ringle et al., 2015). This is a robust and comprehensive statistical method (Henseler et al., 2009) and is suitable for complex causal studies of both first- and second-order structures and does not require strict assumptions regarding the variables (Hair et al., 2017; 2019a). To test the statistical significance of the path coefficients, the PLS analysis used 5,000 subsamples to generate bootstrap t-statistics with n–1 degrees of freedom (where n is the number of subsamples).
Hypothesis 1. Organizational culture has a positive effect on organizational effectiveness.
Hypothesis 2. Organizational innovation mediates the relationship between organizational culture and organizational effectiveness.
Hypothesis 3. Organizational resistance moderates the relationship between organizational innovation and organizational effectiveness, such that the relationship is stronger when employees highly accept a change that is low.
Hypothesis 4. Organizational resistance moderates the indirect effect of organizational culture on organizational effectiveness through organizational innovation, such that the indirect effect is stronger for followers who are higher in accepting the change than lower.