Volume 9, Issue 2 (7-2017)
jorar 2017, 9(2): 46-62 |
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Hadavandi M R, Zeinabadi H, Ebrahimi A, Farahani K, Safikhani Y. Evaluation of Organizational Culture and its Relationship with Organizational Agility of Red Crescent Society in disaster (Case Study of the Central Headquarters). jorar 2017; 9 (2) :46-62
URL: http://jorar.ir/article-1-359-en.html
URL: http://jorar.ir/article-1-359-en.html
Mohammad Reza Hadavandi * 
, Hassanreza Zeinabadi , Ayoub Ebrahimi , Katayoun Farahani , Yahya Safikhani
, Hassanreza Zeinabadi , Ayoub Ebrahimi , Katayoun Farahani , Yahya Safikhani
PhD Student in Educational Management, Kharazmi University, Tehran, Iran
Abstract: (4242 Views)
INTRODUCTION: Any fundamental transformation can only be achieved through understanding the strengths and weaknesses of organizational culture precisely. The unpredictability of continuous changes at various levels also requires the organizational agility. In order to reduce the risks of natural disasters and extent of the resulting crisis, which creates sudden and unpredictable problems, the organizations involved in the crisis need to be agile.
METHOD: In this descriptive correlational research, which is applied, about 250 people were selected and 148 ones were studied with Krejcie and Morgan table by simple random sampling without replacement. Data were gathered by using Cameron & Quinn model OCHA questionnaire and the questionnaire of organizational agility by Sharifi and Zhang. The content validity was confirmed by the judgment of experts and reviewers. The reliability coefficient of internal consistency (Cronbach's alpha) for the questionnaires was 0.88 and 0.89, respectively, and for the whole tool was 0.92. In data analysis, frequency, percentage, mean, standard deviation, Pearson correlation coefficient, and two-variable (Simple linear) and multiple regression were used.
FINDINGS: The competitive market achieved the highest rank of organizational culture (average=2.85). In addition, the value of test statistic is significant for determining the relationship between organizational culture and organizational agility (F=105.611) (P-value=.000). The standard multiple regression analysis showed that the competitive subculture is the predicator of organizational agility accountability indicator (β=0.47) responsibility indicator the agility of enterprise is. In addition, the hierarchical subculture predicts the competency index of organizational agility (β=0.397). None of the organizational subcultures is not good predictor of flexibility, speed, and organizational agility.
CONCLUSION: The results showed that competitive culture is the dominant culture of the headquarters of Red Crescent society. Also, organizational culture (β=0.672) can positively and significantly predict the organizational agility. About 45% of organizational agility variance can be explained by organizational culture. Moreover, 55% refers to other factors outside the model.
METHOD: In this descriptive correlational research, which is applied, about 250 people were selected and 148 ones were studied with Krejcie and Morgan table by simple random sampling without replacement. Data were gathered by using Cameron & Quinn model OCHA questionnaire and the questionnaire of organizational agility by Sharifi and Zhang. The content validity was confirmed by the judgment of experts and reviewers. The reliability coefficient of internal consistency (Cronbach's alpha) for the questionnaires was 0.88 and 0.89, respectively, and for the whole tool was 0.92. In data analysis, frequency, percentage, mean, standard deviation, Pearson correlation coefficient, and two-variable (Simple linear) and multiple regression were used.
FINDINGS: The competitive market achieved the highest rank of organizational culture (average=2.85). In addition, the value of test statistic is significant for determining the relationship between organizational culture and organizational agility (F=105.611) (P-value=.000). The standard multiple regression analysis showed that the competitive subculture is the predicator of organizational agility accountability indicator (β=0.47) responsibility indicator the agility of enterprise is. In addition, the hierarchical subculture predicts the competency index of organizational agility (β=0.397). None of the organizational subcultures is not good predictor of flexibility, speed, and organizational agility.
CONCLUSION: The results showed that competitive culture is the dominant culture of the headquarters of Red Crescent society. Also, organizational culture (β=0.672) can positively and significantly predict the organizational agility. About 45% of organizational agility variance can be explained by organizational culture. Moreover, 55% refers to other factors outside the model.
Keywords: Evaluation, Organizational Culture, Organization Agility, Red Crescent Society, Natural Disasters
Article Type: Research article |
Subject:
Epidemic in Crisis
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