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Volume 12, Issue 36 (2020)
JMED 2020, 12(36): 60-71 |
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momeni Badeleh K, Enayati T. Stimulation of Organizational Inertia: Identification of the Dimensions and Components of Organizational Inertia at Mazandaran University of Medical Sciences, Iran. JMED 2020; 12 (36) :60-71
URL: http://edujournal.zums.ac.ir/article-1-1200-en.html
URL: http://edujournal.zums.ac.ir/article-1-1200-en.html
Human Science Faculty, Islamic Azad University sari branch, Mazandaran,Iran
Abstract: (7264 Views)
Background & Objective: Considering the current unstable environment, organizations are faced with numerous changes and should adapt to various environmental factors. The present study aimed to evaluate the dimensions and components of organizational inertia at Mazandaran University of Medical Sciences (MUMS), Iran.
Materials and Methods: This applied study was conducted based on an exploratory design approach. The sample population consisted of the administrators in the qualitative section and faculty members in the quantitative section. Data were collected via note-taking and semi-structured interviews in the qualitative section and using a 64-item researcher-made organizational inertia questionnaire in the quantitative section. Data analysis was performed in SPSS version 21 and the PLS software using exploratory factor analysis, confirmatory factor analysis, and structural equations.
Results: The results of exploratory factor analysis indicated that organizational inertia had organizational, environmental, and individual dimensions. The organizational dimension consisted of seven components, including supportive climate, continuous staff training, inertia in procedures, inter-organizational learning activities, environmental scrutiny, organizational structure, and leadership. The environmental dimension had two components of flexibility and environmental changes, and the individual dimension had eight components of knowledge inertia, continuous education, inertia in thought, inertia in practice, inertia of experience, inertia of learning, psychological inertia, and insight inertia.
Conclusion: From the viewpoint of the faculty members of MUMS, there is organizational inertia in the individual, organizational, and environmental dimensions of the university. Therefore, the university officials must modify the components of organizational inertia in order to counteract this phenomenon.
Materials and Methods: This applied study was conducted based on an exploratory design approach. The sample population consisted of the administrators in the qualitative section and faculty members in the quantitative section. Data were collected via note-taking and semi-structured interviews in the qualitative section and using a 64-item researcher-made organizational inertia questionnaire in the quantitative section. Data analysis was performed in SPSS version 21 and the PLS software using exploratory factor analysis, confirmatory factor analysis, and structural equations.
Results: The results of exploratory factor analysis indicated that organizational inertia had organizational, environmental, and individual dimensions. The organizational dimension consisted of seven components, including supportive climate, continuous staff training, inertia in procedures, inter-organizational learning activities, environmental scrutiny, organizational structure, and leadership. The environmental dimension had two components of flexibility and environmental changes, and the individual dimension had eight components of knowledge inertia, continuous education, inertia in thought, inertia in practice, inertia of experience, inertia of learning, psychological inertia, and insight inertia.
Conclusion: From the viewpoint of the faculty members of MUMS, there is organizational inertia in the individual, organizational, and environmental dimensions of the university. Therefore, the university officials must modify the components of organizational inertia in order to counteract this phenomenon.
Keywords: Organizational Inertia, Resistance to Change, Organizational Potential, Mazandaran University of Medical Sciences (MUMS)
Article Type : Orginal Research |
Subject:
Medical Education
Received: 2019/08/21 | Accepted: 2020/01/4 | Published: 2020/05/31
Received: 2019/08/21 | Accepted: 2020/01/4 | Published: 2020/05/31
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