Vajhollah Ghorbanizadeh; Habib Roodsaz; Mir ali Said naghavi; Hossein Mohammadi
Volume 25, Issue 4 , January 2022, , Pages 46-66
Abstract
The purpose of this paper is to analyze the conceptual territory of inter-organizational learning. We made use of semi-structured interviews to collect data from members of Anti-contraband and Currency Smuggling Headquarters, and phenomenology as the research strategy. As a result, we draw a framework ...
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The purpose of this paper is to analyze the conceptual territory of inter-organizational learning. We made use of semi-structured interviews to collect data from members of Anti-contraband and Currency Smuggling Headquarters, and phenomenology as the research strategy. As a result, we draw a framework characterizing the 1) meaning, 2) specifications, 3) influential factors, and 4) outcomes and defects. 1) The meaning of the phenomenon is perceived when factors like sharing and optimizing and localizing experiences; the perception of succession; and getting feedback and modifying procedures would take place. The specifications include developing a shared meaning system; and joint teamwork operations. 3) The influential factors contain developing informal relationships; and usage of external experiences. 4) Outcomes include problem solving; and developing knowledge and innovation. Defects include reinforcement of coordinator center, and developing liability insurance. By analyzing the territory of inter-organizational learning and developing distinct and exclusive borders, this study adds to the conceptual domain of the phenomenon.
Vajallah Ghorbanizadeh; fatah Sharifzadeh; Mir ali said naghavi; Mohsen Biglari
Volume 23, Issue 2 , July 2019, , Pages 127-150
Abstract
The present study seeks to examine the functions of transformational leadership in knowledge-based organizations using the grounded theory. Research method is based on the qualitative method of grounded theory. Depth interviews were conducted with 16 experts of the Technical and Vocational University ...
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The present study seeks to examine the functions of transformational leadership in knowledge-based organizations using the grounded theory. Research method is based on the qualitative method of grounded theory. Depth interviews were conducted with 16 experts of the Technical and Vocational University of Tehran selected through snowball sampling. After open, selective, and axial coding of collected data, 160 primary concepts, 29 subcategories and 5 main categories were extracted. The final outcome of this study is the design of a 5-dimensional model whose dimensions are categorized into four bases of strategy, outcomes, interventional conditions, ground-making conditions and causal conditions. The findings of this study indicate that the main function of transformational leaders is a capacity for organizational adaptability. In fact, transformational leaders at Tehran’s Technical and Vocational University resort to adaptability strategy to affect the performance of followers and manage organizational change. It is, therefore, suggested that transformational leaders strengthen corporate social capital by improving horizontal interactions between colleagues, building trust, engaging and collaborating with employees in decision-making, reinforcing the spirit of taking criticism among themselves and colleagues; empower the human labor by their involvement in important organizational decisions and ultimately encourage employees to adapt to changes through empowerment techniques.
