Mitra Mottaghi; Mohammad Reza Dalvi; Alireza Shirvani
Abstract
This research aims to explain the organizational ambidexterity model in Saderat Bank of Iran and its dimensions. Ambidexterity refers to the ability to succeed in two contradictory abilities at the same time, for example, ambidexterity such as exploiting current opportunities and discovering and ...
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This research aims to explain the organizational ambidexterity model in Saderat Bank of Iran and its dimensions. Ambidexterity refers to the ability to succeed in two contradictory abilities at the same time, for example, ambidexterity such as exploiting current opportunities and discovering and creating new opportunities for the future, adaptation, alignment, flexibility, and efficiency. This research was conducted using a qualitative-inductive approach using the Strauss-Corbin grounded theory method. The data were obtained from the interviews conducted with 25 employees and qualified professionals of Saderat Bank of Iran and were analyzed through the three stages of open, central, and selective coding. Twelve general categories in the form of a paradigm model were identified, which included causal conditions (individual factors, organizational factors, group factors, and environmental factors), central phenomenon (organizational ambidexterity), contextual conditions (intellectual capital), intervening conditions (job-related factors, learning factors), strategies (individual strategy, organizational strategy) and consequences (individual consequences, group consequences, organizational consequences). Ambidexterity can increase the scope and depth of knowledge identified and used by the organization by focusing on two levels of knowledge: 1. paying attention to new knowledge due to its discovery capability and, 2. paying attention to current knowledge due to its exploitation capability. It can also help the development culture of learning and intelligence and enhance competitiveness.
Seyed Fazel Zamani; Mashallah Valikhani; Alireza Shirvani
Abstract
This research aimed to improve organizational efficiency in Iran's administrative system based on knowledge-based human resource management. The research was conducted using mixed methods. The grounded theory was used in the qualitative part, and in the quantitative part, the structural equation model ...
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This research aimed to improve organizational efficiency in Iran's administrative system based on knowledge-based human resource management. The research was conducted using mixed methods. The grounded theory was used in the qualitative part, and in the quantitative part, the structural equation model with partial least squares approach was used. In the qualitative part, the statistical population, according to its subject area, included 10 elites and experts of the telecommunications company. Their opinions were collected using semi-structured interviews. The interviews were entered into the ATLAS TI software. To fit the model, a questionnaire was designed using the identified codes. In the quantitative part of the current research, in addition to the elites of the telecommunications company, some members of top managers (15 people) from twenty units of the telecommunications company in the country were also added to the statistical population. According to the statistical population of 600 people, the studied sample included 234 people calculated based on Morgan's table. The information collected from the questionnaires was analyzed using SMARTPLS 3 software. Based on the analysis of the identified codes, a model with causal, strategy, consequence, intervention, and contextual components was determined. Also, in the structural equation model analysis, the model was confirmed. The results indicated that to increase organizational efficiency, managers should localize knowledge-based human resource management practices in organizations. In addition, it is important to impart appropriate knowledge, training, and expertise to employees so that they feel motivated and highly skilled in their jobs.
