International Journal of Innovation Management and Organizational Behavior (IJIMOB)

Ranking the Indicators of the Model for Enhancing the Quality of Virtual University Education with a Knowledge Management Approach

Amir Sadeghi Samarjani ; Ali Maghool * ; Mohammad Karimi , Moslem Cherain

Objective: The present study aims to rank the indicators of a model for enhancing the quality of virtual university education with a knowledge management approach, conducted at the Electronic Branch of the Islamic Azad University.

Methodology: This study employs a mixed-methods approach with an exploratory objective. The statistical population comprises professors and faculty members of the Electronic Branch of the Islamic Azad University, with 20 individuals purposefully selected for interviews. Data collection tools include semi-structured interviews for qualitative data and a researcher-made questionnaire for quantitative data. Qualitative data were analyzed using Glaser's (1992) coding method, while the Importance-Performance Analysis (IPA) method was applied in the quantitative phase to assess the significance and performance of the indicators. Additionally, Interpretive Structural Modeling (ISM) was utilized to stratify the dimensions of the model.

Findings: The study identified 68 quality enhancement components for virtual university education. The indicator "educational system capabilities" (code 4) ranked first with a weight of 0.0294, positioned in the first quadrant of the Importance-Performance Matrix, where importance is high, but performance is low. For knowledge management indicators, "knowledge retention and prevention of misuse" (code 17) ranked first with a weight of 0.0545. Using ISM, dimensions were stratified, with "university management and leadership" placed at the highest level (Level 10) and "services and responsiveness" at the lowest level (Level 1).

Conclusion: The findings highlight that knowledge management dimensions significantly impact the quality enhancement of virtual university education. The hierarchical structure underscores the importance of "university management and leadership" as a foundational element, cascading down to "services and responsiveness" as an outcome influenced by other dimensions.

The Relationship Between Transformational Leadership and Employee Creativity in the Ministry of Sport and Youth with the Mediating Role of Creative Self-Efficacy

Mohammadsaeed Salehnia

; Mohammad Reza Esmaili *

; Zahra Haji Anzehaei

https://doi.org/10.61838/

Background and purpose: Transformational leadership is one of the leadership approaches that plays a significant role in enhancing employee performance by focusing on inspirational motivation, encouraging creativity, and fostering organizational transformation. Accordingly, this study aimed to examine the relationship between transformational leadership and employee creativity in the Ministry of Sport and Youth, with the mediating role of creative self-efficacy. Methodology: This study was descriptive and correlational in nature. The statistical population consisted of all 1,171 employees of the Ministry of Sport and Youth. Ultimately, 370 individuals were randomly selected as the sample. The research instruments included three questionnaires: Bass and Avolio's Transformational Leadership Questionnaire (2000), George and Zhou's Employee Creativity Questionnaire (2001), and Kavussanu et al.'s Creative Self-Efficacy Questionnaire (2013). The face and content validity of the tools were confirmed by a panel of expert faculty members, and the construct validity was established through confirmatory factor analysis based on structural equation modeling. Additionally, the reliability of the questionnaires was assessed using Cronbach's alpha coefficient. Results: The results revealed that creative self-efficacy impacts employee creativity. Transformational leadership influences employee creativity and creative self-efficacy. Furthermore, transformational leadership indirectly affects employee creativity through its impact on creative self-efficacy. Conclusion: Overall, it can be concluded that creative self-efficacy acts as a critical factor in enhancing employee creativity. Transformational leadership also plays a pivotal role in fostering employee creativity, both directly and indirectly, through its influence on creative self-efficacy. These findings suggest that leaders, by creating motivational visions, supporting innovation, and bolstering employees' confidence in their creative abilities, can provide an environment conducive to the emergence and development of creativity within the organization.

The Impact of Organizational and Situational Factors on the Relationship Between Disclosure Triangle Elements and Auditors' Whistleblowing Motivation

Zahra Akbari

; Arezoo Aghaei chadegani *

; Ehsan Kamali

https://doi.org/10.61838/

Objective: This study aims to investigate the impact of organizational and situational factors on the relationship between disclosure triangle elements and internal auditors' whistleblowing motivation.

Methodology: The research employs a descriptive survey method, using a cross-sectional design and structural equation modeling to analyze data collected from a sample of 384 internal auditors through a questionnaire.

Findings: The results reveal that the disclosure triangle elements, specifically opportunity and rationalization, positively influence whistleblowing motivation, while pressure does not have a significant effect. Additionally, organizational and situational factors do not moderate the relationship between disclosure triangle elements and whistleblowing motivation.

Conclusion: Whistleblowing motivation is significantly driven by opportunity and rationalization, but organizational and situational factors fail to exert a moderating influence, emphasizing the need for ethical support and rational justification mechanisms within organizations to encourage whistleblowing behavior.

A Model of Green Human Resource Management with Emphasis on Environmental and Energy Factors in Mashhad Municipality

Hossein Hesami

; Changiz Mohammadizadeh *

; Mahsa Gholamhoseinzadeh

https://doi.org/10.61838/

Objective: The aim of this study is to present a model for energy and environmental policy-making in GHRM for Mashhad Municipality.

Methodology: This research is applied in terms of its purpose and descriptive-survey in terms of data collection methodology. The statistical population of this study consists of experts and managers of Mashhad Municipality, totaling 240 individuals. The sample size, calculated based on Cochran’s formula, is 143 participants. Data collection tools in the library method included note-taking, information databases, documents, and the internet. In the field method, qualitative questions were derived from review articles, and quantitative questions were collected using a questionnaire. To develop the questionnaire, various related articles were reviewed to explore green human resource management policy-making. After three stages of checklist compilation, an initial 34-item questionnaire was prepared. This questionnaire was then distributed among university professors. Using exploratory factor analysis, more significant factors were identified, and less important ones were eliminated from the questionnaire. The final questionnaire was prepared after responses were collected and was distributed among the study sample. Data analysis was conducted using structural equation modeling, exploratory factor analysis, and confirmatory factor analysis with AMOS software.

Findings: The research findings, while validating the proposed model, revealed that the components of GHRM encompass individual, social, cultural, energy, environmental, organizational, and ecological dimensions.

Conclusion: The results demonstrated the impact of energy, environmental, and ecological components of GHRM on the managerial components of the municipality, including the Deputy of Planning and Development, the Deputy of Finance and Support, the Deputy of Urban Services and Environment, the Deputy of Transportation and Traffic, the Cultural and Social Organization, the Deputy of Technical and Civil Affairs, and the Deputy of Urban Planning and Architecture.

Determining the Impact of System Alignment and Agile Methods on Agile Management

Mohammad Moarefi

; Gelareh Mortezaei *

https://doi.org/10.61838/

Objective: The objective of this study is to examine the impact of system alignment and agile methods on agile management within the organizational context of Fidar Steel Company.

Methodology: The study employed a descriptive-survey research design, collecting data from all 41 managers and employees of Fidar Steel Company using a standardized Organizational Agility questionnaire developed by Zhang and Sharifi (2000). The questionnaire included subscales for system alignment and agile methods, with responses measured on a five-point Likert scale. Data analysis was conducted using multiple regression analysis with SmartPLS software to test the relationships between the variables and assess the research model’s fit.

Findings: The results indicated that both system alignment and agile methods have significant positive effects on agile management. System alignment exhibited a strong path coefficient, suggesting that well-aligned organizational systems facilitate agile management. Similarly, agile methods showed a significant positive impact, demonstrating that adopting adaptive and iterative practices enhances organizational responsiveness. The model fit indices confirmed the robustness of the research model, and correlation analysis revealed strong interrelationships among the variables. These findings align with previous studies highlighting the importance of strategic alignment and agile practices in promoting organizational agility.

Conclusion: The study concludes that system alignment and agile methods are critical drivers of agile management, enabling organizations to remain adaptable and competitive. Organizations should focus on strategically aligning their systems and integrating agile practices to foster an environment that supports rapid response to change. These insights contribute to the broader understanding of organizational agility and offer practical recommendations for enhancing agile management.

A Model of Organizational Culture for Clinical Staff at the Ministry of Health, Treatment, and Medical Education

Raheleh Safi Khani

; Mohammad Hasan Pardakhtchi *

; Esmaeil Kavousy

, Gholamali Ahmadi

https://doi.org/10.61838/

Objective: The objective of this study was to present a model of organizational culture for clinical staff at the Ministry of Health, Treatment, and Medical Education.

Methodology: This research employed a qualitative approach, using the Delphi technique, and was applied in its purpose. A sample of 15 experts was utilized. Initially, a qualitative exploration was undertaken to design the organizational culture model. Following this, based on previous studies and relevant literature, a list of dimensions, components, and indicators was extracted. Using expert opinions and the Delphi technique, a culturally adapted organizational culture model was developed over three rounds. The qualitative validation of the model was conducted through the Delphi technique and feedback from the initial interviewees. The sample size was determined by purposive and snowball sampling methods based on the criterion of theoretical saturation. The questionnaire's validity was confirmed through content validity and expert opinions, and its reliability was verified by Cronbach's alpha. The validated and expert-approved questionnaire was then distributed to the sample.

Findings: The findings revealed that the organizational culture comprised four dimensions (behavioral, organizational and structural, managerial, and value and ideological), 20 components, and 60 indicators, with a Kendall coefficient of 0.170.

Conclusion: It can be concluded that organizational culture comprises various dimensions and components. Accordingly, university planners and administrators can enhance organizational culture at medical universities by emphasizing each of these components.

Determining the Impact of System Alignment and Agile Methods on Agile Management

Ayad Razzaq Kadhim Alafari

; Maryam Taghvaee Yazdi *

; Muna Mohammed Abbas Alkhateeb

, Kobra Emami

https://doi.org/10.61838/

Objective: The present study was conducted to design and validate an innovative university model in Iraq universities.

Methodology: This research adopts an exploratory sequential mixed-method approach (quantitative and qualitative). The study population in the qualitative phase included key experts, faculty members, and university administrators, while in the quantitative phase, it comprised all faculty members and administrators of Iraq universities. The qualitative sample included 10 participants selected through purposive sampling until theoretical saturation was achieved, while in the quantitative phase, 385 participants were randomly selected. Data were collected through semi-structured interviews and analyzed using content analysis with coding, resulting in a model designed with 5 dimensions and 79 items.

Findings: For model validation, a questionnaire was initially designed, and after assessing face and content validity, 10 questions were removed, leaving 69 questions. The results indicated that all questions had a factor loading above 0.4, convergent validity above 0.5, reliability for both criteria (Cronbach’s alpha, composite reliability) for all dimensions above 0.8, and acceptable discriminant validity. Ultimately, the model fit index exceeded 0.36, suggesting strong validity, reliability, and model fit.

Conclusion: Policymakers and planners can utilize the findings of this research as a guide to strengthen and develop universities, transforming them into innovative universities.

Conceptualizing Ambidextrous Leadership in Educational and Higher Education Organizations: A Qualitative Approach Based on Study Synthesis

Faezeh Hedayatirad

; Soghra Afkaneh *

; Mohammad Naghi Imani

https://doi.org/10.61838/

Objective: This study aims to conceptualize ambidextrous leadership in educational and higher education organizations, exploring its impact on fostering creativity, innovation, and regional engagement.

Methodology: The research employs a qualitative approach, conducting a systematic review of studies on ambidextrous leadership and synthesizing findings on the concept, characteristics, and specialized skills associated with ambidextrous leadership in universities. The review follows PRISMA guidelines, using databases such as Web of Science, SCOPUS, and Magiran to identify and analyze relevant literature.

Findings: The study identifies ambidextrous leadership as encompassing three core areas: the concept of ambidextrous leadership, its specific characteristics in higher education, and the specialized skills necessary for university settings. Key aspects include balancing exploration and exploitation, flexibility, team collaboration, and macro-level management. Ambidextrous leadership supports universities in advancing regional socio-economic growth, promoting innovation, and adapting to dynamic conditions by encouraging both traditional academic functions and community-based roles.

Conclusion: Ambidextrous leadership enables universities to simultaneously pursue diverse missions, balancing traditional academic roles with regional and entrepreneurial functions. This adaptability positions universities to meet modern socio-economic demands, enhancing their influence on local and global scales. However, implementing ambidextrous leadership requires substantial structural and managerial adaptation, highlighting a need for further empirical research on its application in academia.

About the Journal

ISSN: 3041-8992
Director in Charge: Sepehr Khajeh Naeini
Editor-in-chief: Dr. Yus Nugraha
Owner: KMAN Research Institute
Publisher: KMAN Publication Inc. (KMANPUB)
Email: ijimob@kmanpub.com / journalimobs@gmail.com
Open Access: YES

International Journal of Innovation Management and Organizational Behavior (IJIMOB) is a scientific open access peer-reviewed journal. The primary purpose of the International Journal of Innovation Management and Organizational Behavior (IJIMOB) is to publish scholarly research articles in the fields of Management and Organizational Behavior. As an official journal of the KMANPUB, the IJIMOB is recognized as an instrument for projecting and supporting the goals and objectives of this organization, which include scholarly research and the free exchange of ideas. IJIMOB appreciates original articles, review articles, short-papers, and conceptual papers research on all aspects of Innovation Management and Organizational Behavior.