واکاوی نقش ابتکار استراتژیک و تاب‌آوری بر عملکرد سازمانی

نوع مقاله : علمی

نویسندگان

1 دانشگاه سمنان

2 دانشجوی دکتری مدیریت بازرگانی، دانشکدۀ اقتصاد، مدیریت و علوم اداری دانشگاه سمنان

3 دانشجوی دکتری مدیریت دولتی، دانشکده اقتصاد، مدیریت و علوم اداری ، دانشگاه سمنان، ایران

چکیده

ابتکار استراتژیک قابلیتی پویا است که نقش مهمی در بهبود عملکرد سازمانی ایفا می­کند. پژوهش حاضر به واکاوی­ نقش این ابتکار و تاب­آوری در بهبود عملکرد سازمانی با تعدیل­گری خودکارآمدی می­پردازد. پژوهش، از نوع توصیفی- پیمایشیِ همبستگی با دو سوال و سه فرصیه اصلی است. جامعه آماری، کلیه مدیران سطوح عالی سازمان­های دولتی­ شهر سمنان، و روش نمونه‌گیری، تصادفی طبقه­‌بندی شده است. جمع­آوری داده‌ها مطابق پرسشنامه چندگزینه‌ای است. برای بررسی و تحلیل داده­ها از مدل­سازی معادلات ساختاری و نرم­افزار Smart­-­Pls­ بهره گرفته شد. یافته­های پژوهش نشان داد که ابتکار استراتژیک و تاب­آوری سازمانی، بر عملکرد سازمانی تأثیر مثبت و معناداری دارد. علاوه بر این، مطابق نتایج فرضیه­های فرعی، تاب­آوری انطباقی تأثیر معناداری بر عملکرد سازمانی دارد، ولی تاب­آوری برنامه­ریزی شده تأثیر مثبت و معناداری بر عملکرد سازمانی ندارد. لذا برای حفظ و ارتقا عملکرد سازمانی؛ رهبری قوی، استفاده از دانش به روش­های جدید­، توانایی کارمندان برای ایفای نقش­های متعدد و همچنین سازمان با داشتن منابع کافی برای جذب تغییرات غیر­منتظره مورد تأکید قرار گرفتند. از سوی دیگر، فعالیت­های برنامه­ریزی قبل از فاجعه بر تاب­آوری انطباقی تأثیرگذارند اما به خودی خود برای تأثیر مثبت بر عملکرد کافی نیستند. نتایج همچنین نقش تعدیل­گری خودکارآمدی را بر رابطه معنا‌دار ابتکار استراتژیک با عملکرد سازمانی تأیید می‌کند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Analyze the Role of Strategic Initiative and Resilience in Organizational Performance

نویسندگان [English]

  • Abbas ali Rastgar 1
  • hooshmand bagheri garbollagh 2
  • mohsen eynali 3
1 semnan university
2 Ph.D. Student of Business Management, Faculty of Economic, Management and Administrative Sciences, University of Semnan, Iran
3 Ph.D. Student of public Management, Faculty of Economic, Management and Administrative Sciences, University of Semnan, Iran
چکیده [English]

Strategic initiative is a dynamic capability that plays an important role in improving organizational performance. The present study examines the role of this initiative and resilience in improving organizational performance by adjusting self-efficacy. The research is descriptive-predictive of correlation with two questions and three main opportunities. The statistical population, all managers of the highest levels of government organizations in the city of Semnan, and the sampling method randomly classified. Data collection based on a multivariate questionnaire. Structural equation modeling and SmartPls software used to analyze and analyze the data. The research findings showed that strategic initiative and organizational resilience have a positive and significant effect on organizational performance. In addition, according to the sub-hypotheses, adaptive resilience has a significant effect on organizational performance, but programmed resilience does not have a positive and significant effect on organizational performance. Therefore, in order to maintain and improve organizational performance, strong leadership, the use of knowledge in new ways, the ability of employees to play multiple roles, and the organization with sufficient resources to attract unexpected changes emphasized. On the other hand, pre-disaster planning activities have an impact on adaptive resilience, but are not in themselves sufficient to have a positive effect on performance. The results also confirm the role of self-efficacy adjustment on the significant relationship between strategic initiative and organizational performance

کلیدواژه‌ها [English]

  • Organizational Resilience
  • Strategic Initiative
  • Self-efficacy
  • Performance

مراجع

  1. Ahmad, H., Arshad, D., & Marchalina, L. (2015). Entrepreneurial orientation, strategic improvisation, talent management and firm performance. Journal of Business Economics and Finance, 4(1).‏
  2. Arshad, D., Julienti, L., Bakar, A., Ahmad, H., & Hassan, S. (2015). Unraveling the link between environmental factors and organizational improvisation. In E-Proceeding of the International Conference on Social Science Research, 647-655.‏
  3. Bakar, H.A., Mahmood, R., & Ismail, N.N.H. (2015). Effects of knowledge management and strategic improvisation on SME performance in Malaysia, Asian Social Science, 11(9), 207.
  4. Bakar, H.A., Mahmood, R., & Ismail, N.N.H.N. (2015b). Fostering small and medium enterprises through entrepreneurial orientation and strategic improvisation, Mediterranean Journal of Social Sciences, 6(4), 481-487.
  5. Bakar, H.A., Mahmood, R., & Ismail, N.N.H.N. (2015). Nurturing SME performance through knowledge management, learning orientation, strategic improvisation, Annual London Business Research, London, 9.
  6. Bandura, A. (1997). Self- efficacy: Toward a unifying theory of behavior change, Psychological Review, 84, 191-215.
  7. bigdeli, H., & alimadadi, S. (2013). An investigation of the relationships between self-efficacy and attributional styles in university students. Educational Psychology, 9(29), 47-68. (In Persian)
  8. Brown, S.L., & Eisenhardt, K.M. (1997). The art of continuous change: linking complexity theory and time-pased evolution in relentlessly shifting organizations, Administrative Science Quarterly, 42, 1-34.
  9. Choi, S., & Rainey, H. G. (2010). Managing diversity in US federal agencies: Effects of diversity and diversity management on employee perceptions of organizational performance. Public Administration Review, 70(1), 109-121.‏
  10. Collier, D. Y. (2018). An examination of the impact of diverse internationalization experience on organizational resilience and a test of the Resilience Architecture Framework, Collier Dissertation.
  11. Evans, A. & Clark, j. (2011). Source characteristic and Persuasion. Journal of Experimental Social Psychology. 9, 15-31.
  12. Fisher, C. M., & Amabile, T. (2008). Creativity, improvisation and organizations. In The Routledge companion to creativity, 27-38.
  13. Tarique, I., & Schuler, R. S. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of world business, 45(2), 122-133.‏
  14. Hadida, A. L., Tarvainen, W., & Rose, J. (2015). Organizational improvisation: A consolidating review and framework. International Journal of Management Reviews, 17(4), 437-459.‏
  15. Harandi, A. (2017). Investigating the effects of strategic intelligence on strategic improvisation and agility in it knowledge-based firms, 5(2), 147-169. (In Persian)
  16. Hmieleski, K. M., & Corbett, A. C. (2008). The contrasting interaction effects of improvisational behavior with entrepreneurial self-efficacy on new venture performance and entrepreneur work satisfaction. Journal of business venturing, 23(4), 482-496.‏
  17. Ibrahim, N. A., Mahmood, R., & Bakar, M. S. (2018). Strategic improvisation and HEIs performance: the moderating role of organizational culture. PSU Research Review.‏ 2(3), 212-230.
  18. Kachali, H., Stevenson, J. R., Whitman, Z., Seville, E., Vargo, J., & Wilson, T. (2012). Organisational resilience and recovery for canterbury organisations after the 4 September 2010 earthquake. Australasian Journal of Disaster and Trauma Studies, 1, 11–19.
  19. Kahn, W. A., Barton, M. A., Fisher, C. M., Heaphy, E. D., Reid, E. M., & Rouse, E. D. (2018). The geography of strain: Organizational resilience as a function of intergroup relations. Academy of Management Review, 43(3), 509-529.
  20. Lamarche, L., Tejpal, A., & Mangin, D. (2018). Self-efficacy for medication management: a systematic review of instruments. Patient preference and adherence, 12, 1279.
  21. MacNab, B.R. and Worthley, R. (2012). Individual characteristics as predictors of cultural intelligence development: the relevance of self-efficacy, International Journal of Intercultural Relations, 36(1), 62-71.
  22. Mahmood, R., & Bakar, H. A. (2016). Examining strategic improvisation andperformance relationship inthe smes: moderating role of entrepreneurial self-efficacy. International Business Management, 10(13), 2535-2540.‏
  23. Masten, A. (2007). Resilience in developing systems: Progress and promise as the fourth wave rises. Development and Psychopathology. 19(3). 921-930.
  24. Millar, P., & Stevens, J. (2012). Managemtn training and national sport organization managers: Examining the impact of training on individual and organizational performances, sport management, 15(3), 288-303.
  25. Miner, A.S., Bassoff, P. and Moorman, C. (2001). Organizational improvisation and learning: a field study, Administrative Science Quarterly, 46(2), 304-337.
  26. Mintzberg, H. (1994). The fall and rise of strategic planning, Harvard Business Review, Watertown, MA.
  27. Moorman, C., & Miner, A.S. (1998b). The convergence of planning and execution: improvisation in new product development, Journal of Marketing, 62(3), 1-20.
  28. Nakanishi, H., Black, J., & Matsuo, K. (2014). Disaster resilience in transportation: Japan earthquake and tsunami 2011. International Journal of Disaster Resilience in the Built Environment, 5(4), 341–361.
  29. Nilakant, V., Walker, B., van Heugen, K., Baird, R., & De Vries, H. (2014). Research note: Conceptualising adaptive resilience using grounded theory. New Zealand Journal of Employment Relations, 39(1), 79.‏
  30. Oyemomi, O., Liu, S., Neaga, I., Chen, H., & Nakpodia, F. (2019). How cultural impact on knowledge sharing contributes to organizational performance: Using the fsQCA approach. Journal of Business Research, 94, 313-319.
  31. Prayag, G., Chowdhury, M., Spector, S., & Orchiston, C. (2018). Organizational resilience and financial performance. Annals of Tourism Research, 73, 193-196.
  32. Reschka, A., Bagschik, G., Ulbrich, S., Nolte, M., & Maurer, M. (2015). Ability and skill graphs for system modeling, online monitoring, and decision support for vehicle guidance systems. 2015 Ieee intelligent vehicles symposium (Iv), 933–939.
  33. Sepah Mansour, M., Memar, E., & Azmoudeh, M. (2013). The relationship between self-esteem and self-efficacy with persuasion in educational managers. Social Cognition, 1(2), 92-100. (In Persian)
  34. Shah Mansouri, A., & Sokoot Arani, M. (2015). The impact of transformational leadership style on employee`s self-efficacy. Journal of Development & Evolution Mnagement, 1394(21), 43-48. (In Persian)
  35. Slotegraaf, R.J., & Dickson, P.R. (2004). The paradox of a marketing planning capability, Journal of the Academy of Marketing Science, 32(4), 371-385.
  36. Taleghani, G., Ghafari, A., & Haghighi, M. (2016). The impact of human resource management practices (HRMPs) on the organizational performance among employees of the university of Tehran. Journal of Public Administration, 8(1), 1-14. (In Persian)
  37. Tangen, S. (2004). Professional practice performance Measurement: from philosophy to practice, International Journal of Productivity and performance Management, 53(8), 726-37.
  38. Vera, D., & Crossan, M. (2005). Improvisation and innovative performance in teams, Organization Science, 16(3), 203-224.
  39. Vij, S., & Bedi, H. S. (2016). Are subjective business performance measures justified? International Journal of Productivity and Performance Management, 65(5), 603–621.

 

فصلنامه مطالعات مدیریت راهبردی
دوره 10، شماره 40
بهمن 1398
صفحه 107-128

فایل ها

سابقه مقاله

  • تاریخ دریافت: 11 مهر 1398
  • تاریخ بازنگری: 29 آذر 1398
  • تاریخ پذیرش: 29 دی 1398
  • تاریخ اولین انتشار: 01 بهمن 1398

اشتراک گذاری

ارجاع به این مقاله

آمار