پديد آورندگان :
صادقي علويجه، فريبا دانشگاه اصفهان - گروه مديريت، ايران , شائمي برزكي، علي دانشگاه اصفهان - گروه مديريت، ايران , تيموري، هادي دانشگاه اصفهان - گروه مديريت، ايران
كليدواژه :
اعتماد سازماني , اينرسي سازماني , يادگيري سازماني , اعتماد جانبي , اعتماد عمودي , اعتماد نهادي
چكيده فارسي :
هدف اين پژوهش، تعيين تأثير اعتماد سازماني بر يادگيري سازماني و تعيين نقش ميانجي اينرسي سازماني در تأثير اعتماد سازماني بر يادگيري سازماني ادارۀ كل منابع طبيعي استان اصفهان است. پژوهش حاضر ازنظر هدف، كاربردي و براساس ماهيت و روش، توصيفي-همبستگي است. جامعۀ آماري، شامل مديران، معاونان و كارشناسان ادارۀ كل منابع طبيعي و آبخيزداري استان اصفهان در سال 1398 است كه 160 نفر از بين 300 نفر با استفاده از نمونه‌گيري تصادفي- طبقه‌اي متناسب با حجم انتخاب شدند. پايايي پرسش‌نامه با استفاده از روش آلفاي كرونباخ 86/0 به دست آمد كه تأييد شد. براي بررسي روايي پرسش‌نامه از روايي سازه (تحليل عاملي تأييدي) و روايي محتوايي استفاده شد كه نشان داد بارهاي عاملي همۀ پرسش‌ها به غير از پرسش‌هاي 3، 8، 21، 26، 27 و 42 از مقادير مناسبي برخوردارند(مقادير بيشتر از 4/0). تجزيه‌وتحليل داده‌ها با استفاده از نرم‌افزارهاي SPSS 24 و Amos 24 انجام شد. براساس نتايج اعتماد سازماني، اعتماد عمودي و اعتماد نهادي بر يادگيري سازماني، تأثير مستقيم و معنادار دارد، اعتماد جانبي بر يادگيري سازماني تأثير معناداري ندارد و همچنين ميانجيگري اينرسي سازماني در رابطۀ اعتماد سازماني و يادگيري سازماني تأييد نشد.
چكيده لاتين :
Organizational learning is defined as the perceptual structure of the social environment, physical environment, and social relationships of the people involved. Organizational learning is a continuous social activity between individuals in work environments that is different from the individual cognitive process (Hariharan & Vivekanand, 2018). In the future, organizations will succeed in discovering how to leverage the commitment and learning capacity of individuals at all levels of the organization. Therefore, learning has a special role in today's organizations and is a reflection of high intelligence and profitability resulting from opportunities and commitment to continuous improvement in the organization (Senge, 1990). On the other hand, trust in organizations creates a participatory atmosphere in organizations and increases trust, cooperation, and organizational cooperation. Additionally, organizational trust is an important and effective factor in leadership effectiveness, employee satisfaction, organizational performance, and commitment. Organizational trust is divided into two parts: interpersonal trust (interpersonal trust) and non-individual trust (institutional trust). Individual trust is based on interactions and is created through special communications and is divided into two types of lateral trust (trust between employees) and vertical trust (trust between employees and managers) (Fazel et al., 2011). Organizational trust is defined as the positive expectations of individuals about the competence, reliability, and well-being of members of the organization as well as the fundamental organizational trust within the organization (Ellonen et al., 2008). Organizational inertia, inflexibility, or stickiness is a topic that has long been the focus of researchers in the field of management sciences. Organizational inertia indicates the weakness of robust and reproducible structures that ensure the reliability and accountability of organizations. Therefore, the process of organizational adaptation to the environment requires that organizations overcome the organizational inertial forces that exist in an organization (Mikalef et al., 2018). Organizational inertia affects the ability of the organization to be creative and innovative in learning and solving problems. In the state of organizational inertia, organizations are in a state of stagnation in the face of environmental changes and use their past methods and techniques in the face of new issues and problems. It is obvious that to solve new problems, creativity and innovation are necessary, while organizational inertia is a strong barrier to creative methods (Sepahvand et al., 2017). Insufficient attention to the phenomenon of organizational inertia has many negative effects such as ignoring valuable information, incorrect management of organizational knowledge, attention and emphasis on current strategies of the organization and not paying attention to environmental changes over time and feeling the need for change (Ebrahimi, 2015).
