Background: Organizational climate is a set of characteristics which describes an organization, distinguishes it from other organizations, and influences the behavior of people in the organization. Organizational health is also the ability of the organization to maintain survival and compromise with the environment and improve the status of the organization. Therefore, the current research was conducted to determine the predictability of organizational health regarding Kermanshah University of Medical Sciences through organizational climate dimensions. Methods: The current cross-sectional study was conducted in 2019. The statistical population of this descriptive correlational research included all the employees (n = 1337) of the eight deputies and the management of Kermanshah University of Medical Sciences, 299 of whom were selected as the research sample by stratified random sampling method using Cochran’s formula. Data were collected by two standard questionnaires, Organizational Climate Questionnaire by Halpin and Croft (1963) and Organizational Health Questionnaire by Hoy and Fedman (1987). Data were analyzed by SPSS 22 and Smart PLS 3 software using Pearson correlation coefficient test and regression analysis. Results: The mean score of organizational climate (101.9 ± 13.006) of Kermanshah University of Medical Sciences was at a moderate to high level, and the mean score of organizational health (131.4 ± 18.51) was at a normal level. The results of the correlation test showed that all the components of organizational climate, except team work spirit, had a positive and significant correlation with organizational health (r = 0.56 and p < 0.01). In addition, the results of the regression analysis showed that organizational climate predicted and explained 0.56 of the variance created in organizational health (p < 0.05). Conclusion: The results indicated a positive and significant relationship between organizational climate and organizational health of Kermanshah University of Medical Sciences. Therefore, improving the positive organizational climate dimensions will promote organizational health.
One of the main challenges inclusive urban entrepreneurial ecosystems (IUEEs) face is balancing their organizations' two opposing individual and cooperative activities. The closest concept in the management of dual structures is the so‐called organizational ambidexterity (OA). We refer to it as “Individual–Collective Organizational Ambidexterity”. Thus, it is necessary to explore factors affecting the OA of the IUEE's organizations to benefit simultaneously from individual and collective potentials and form successfully. To do so, a model was designed by examining the factors affecting the OA capacity of the IUEE's organizations. The statistical population was organizations involved in the IUEE of 36 cities in Kermanshah province, one of the poorest provinces in IRAN (N = 2041). 328 valid responses were collected as statistical sample based on the sampling table of Krejcie and Morgan (from 1970), and through the proportional stratified sampling method. The main instrument was a questionnaire. Data were analyzed by SPSS version 26 and Smartpls3 software. The results showed among the factors studied, diversity, learning orientation, and promotion of entrepreneurial culture had a positive and significant effect on OA. Networking capacities and commitment to collaboration in the ecosystem did not significantly affect OA. OA also had a positive and significant effect on the performance of IUEE. The discussion eventually suggests the future directions of the research. The findings of this study can be used to develop IUEEs and achieve entrepreneurial cities.
Background: The paradigm of organizational agility is a new concept that embodies the most favorable organizational status considering the existing developments. Moreover, emotional intelligence (EI) is a major factor contributing to success in occupational settings and social relationships. Objectives: The present study was therefore conducted to explain the relationship of the components of EI with organizational agility in the healthcare network. Methods: The present correlational cross-sectional study was conducted in 2017 on 148 employees of the healthcare network of Kangavar-Iran, who were selected using simple random sampling. Data collection tools comprised the standard Goleman's emotional intelligence test (EIT) with a reliability coefficient of 0.89 and Spitzer's organizational agility scale with a reliability coefficient of 0.92. The data collected were analyzed using the Pearson correlation test, the t-test, regression analysis and structural equations modeling. Results: The t-test found the status of EI and organizational agility to be desirable. The results of the Pearson test also suggested positive and significant relationships between EI and organizational agility. Moreover, regression analysis found self-awareness to predict 32% of variations in organizational agility, self-management to predict 28%, social awareness 19% and relationship management 36%. Conclusions: Given the positive effects of EI on organizational agility, the managers of the healthcare system are recommended to lay the foundations for improving organizational agility through paying attention to EI.
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