Evaluation of Organizational Culture and its Relationship with Organizational Agility of Red Crescent Society in disaster (Case Study of the Central Headquarters)
Publish place: Rescue and Relief، Vol: 9، Issue: 2
Publish Year: 1396
نوع سند: مقاله ژورنالی
زبان: English
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شناسه ملی سند علمی:
JR_JORAR-9-2_004
تاریخ نمایه سازی: 23 بهمن 1399
Abstract:
Background: 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 (Cronbachchr('39')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:
Keywords: Evaluation , Organizational Culture , Organization Agility , Red Crescent Society , Natural Disasters , کلمات کلیدی : ارزیابی , فرهنگ سازمانی , چابکی سازمان , جمعیت هلال احمر , حوادث طبیعی
Authors
محمد رضا هداوندی
دانشگاه خوارزمی
حسن رضا زین آبادی
تهران دانشگاه خوارزمی
ایوب ابراهیمی
تهران دانشگاه خوارزمی
کتایون فراهانی
تهران دانشگاه خوارزمی
یحیی صفی خانی
تهران دانشگاه خوارزمی
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