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:: Volume 9, Issue 2 (7-2017) ::
3 2017, 9(2): 0-0 Back to browse issues page
Evaluation of Organizational Culture and its Relationship with Organizational Agility of Red Crescent Society in disaster (Case Study of the Central Headquarters)
Abstract:   (252 Views)
Abstract
Background:
The establishment of any fundamental transformation can only be achieved through the precise knowledge of the strengths and weaknesses of organizational culture. The unpredictability of continuous change at various levels also requires organizational agility. In order to reduce the risks of natural disasters and the resulting crisis, which creates sudden and unpredictable problems, the organizations involved in the crisis need to be agile.
Method: This research is an applied type and its method is a descriptive correlation type. The statistical population of this study was 250 people. The sample size was 148 with Krejcie and Morgan tables and simple random sampling method and the main instrument of research was Cameron & Quinn model organizational culture questionnaire (2006) and organizational agility Sharifi and Zhang (1999). Content validity was confirmed by experts and reviewers. The reliability coefficient of the 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 and multiple regression are used.
Findings: culture market (Competitive) with the average (2.85) achieved the highest rank of organizational culture. The significance of the F test statistic for determining the relationship between organizational culture and organizational agility is 105.611 at the level (P-VALUE = .000). The results of multiple regression showed that the market subculture (competitive) with coefficient (β = 0.47), and (β = 0. 473) and (β = 0.51) predicted Responsibility, speed and flexibility indicators The agility of enterprise is. And hierarchical subculture (β = 0.397) and market subculture (competitive) (β = 0.91) predict organizational agility. Also, the market subculture (competitive) (β = 0.251) and hierarchical subculture (β = 0/230) are also predictors of organizational agility flexibility.
Conclusion: The results showed that market culture (competitive)  is the culture that governs the headquarters of the Red Crescent Society. Also, organizational culture (β = 0. 672/0) can positively and significantly predict organizational agility. 45% of organizational agility variance is explained by organizational culture. The value of  R2 indicates that 0.44 of the variance of the response index, 0.41 of the variance of the competency index, 0.18 of the flexibility index variance and 0.24 of the organizational agility flexibility of the variance by organizational subcultures are explained. Among the organizational culture types, market culture is the best predictor of Responsibility indicators, the speed and flexibility of organizational agility and hierarchical culture as the best predictor of the organizational agility competence rating in the Red Crescent's headquarters.

 
Keywords: Keywords: Evaluation, Organizational Culture, Organization Agility, Red Crescent Society, Natural Disasters
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Type of Study: Research | Subject: Special
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Evaluation of Organizational Culture and its Relationship with Organizational Agility of Red Crescent Society in disaster (Case Study of the Central Headquarters). 3. 2017; 9 (2)
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Volume 9, Issue 2 (7-2017) Back to browse issues page
فصلنامه علمی پژوهشی امداد و نجات Quarterly Scientific Journal of Rescue and Relief
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