A Study on the Relationship between Organizational Intelligence and Organization Agility in Tehran University of Medical Sciences

Abbaspour, Abbas; Golabdoust, Alireza; Golabdoost, Naeimeh; Golabdoust, Tayebeh

doi:10.18488/journal.1/2015.5.11/1.11.626.640

Cited by 6 publications

(3 citation statements)

References 11 publications

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“…Similarly, organisational knowledge means, the 'intellectual capital' of an organisation that enable to enhance organisational strategic progress through its existing human capital's (human resources) innovative capability. In the phase of an organisational goal setting, it has been observed that typically the focus is concentrated on the key performance indicator of an organisation's actions, i.e., organisational competitiveness that enhance and facilitate the relative performance and excellence from the entire coherence (Abbaspour, Golabdoust, Golabdoost & Golabdoust, 2015). The depicted Figure 1.…”

Section: Overview Of Oa and Km Approachmentioning

confidence: 99%

Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?

Saha

2017

PROSOC

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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation's KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects.

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Section: Overview Of Oa and Km Approachmentioning

confidence: 99%

Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?

Saha

2017

PROSOC

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“…According to Abbaspour et al (2015), organizational goal setting period, it has been observed that typically the focus is concentrated on the key performance indicator of an organization's actions, i.e., organizational competitiveness that boost and facilitate the relative performance and excellence from the entire coherence . Alternatively, it can be said that initiated activities expected to generate organizational innovativeness, organizational flexibility and organizational growth to influence organizational excellence, i.e.…”

Section: Challenges Of Organizational Agility In Boosting Organizatio...mentioning

confidence: 99%

The Influence of SHRM and Organizational Agility

Saha

Gregar

Heijden

et al. 2019

Advances in Logistics, Operations, and Management Science

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This chapter reveals the significance of strategic human resource management (SHRM) as well as organizational agility (OA)and their impact on organizational performance that empowers organizations to achieve innovative excellence. As, nowadays organizational effectiveness is viewed as a prerequisite condition for upholding organizational performance, income and employment. Consistently, the essence of OA and importance of SHRM is considered as an eminent approach to meet the global challenges that enabling the effect of change in organizations and shielding employees against the unwanted effects. Thus, authors intention to investigate what makes an organization to be competitive? How the influence of SHRM and OA can really boost the organizational performance? To retort these queries, this chapter represents a conceptual perception of SHRM and OA that discuss the HRM strategies relation to OA. It also highlights the way organizations can respond rapidly and flexibly to cope up with the changing environment without facing business turmoil.

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“…It is worth noting that organizational agility positively and significantly affects workforce agility (3), value-creating capabilities (20) and organizational performance (20,21). Moreover, organizational agility is significantly associated with organizational intelligence (22,23), personal and organizational empowerment (24) and organizational health (25).…”

Section: Introductionmentioning

confidence: 99%

The Relationship of the Components of Emotional Intelligence with Organizational Agility in the Healthcare Network

Pazhouhan

Rezaei

Parno

2019

J Kermanshah Univ Med Sci

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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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A Study on the Relationship between Organizational Intelligence and Organization Agility in Tehran University of Medical Sciences

Cited by 6 publications

References 11 publications

Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?

Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?

The Influence of SHRM and Organizational Agility

The Relationship of the Components of Emotional Intelligence with Organizational Agility in the Healthcare Network

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