1-INTRODUCTION
Innovative organizational culture provides the necessary infrastructure and platform for the implementation of organizational innovation. Failure to pay attention to this matter will cause irreparable damage to the development of the country and prevent the achievement of the goals of the administrative system as the executive machine of the government. The fast and abundant changes in today's world have affected the way organizations are run, and the administrative system tries to strengthen its ability to accept new tasks, deal with complexities and environmental changes, and many other things by increasing its capacity. Therefore, this research was carried out with the aim of designing an organizational culture model based on innovation in Iran's administrative system and with a future research approach.
2- METHODOLOGY
This research is a mixed method in terms of development goal, in terms of practical result and in terms of information collection. The statistical population of this research includes university professors and administrative system experts who are familiar with the field of organizational behavior and culture, who were selected by non-probability sampling method. In this research, data was collected through semi-structured interviews and this process continued until the theoretical saturation stage was reached. Qualitative data analysis was done using theme analysis method. To calculate the retest reliability, three interviews were selected from among the conducted interviews and were coded twice in a ten-day period. In the quantitative stage, classical Delphi method was used to check and validate the identified factors. In this regard, a questionnaire was distributed among a number of academic experts and administrative system experts.The data collected at this stage were analyzed using statistical methods such as Kendall's correlation coefficient, central tendency and dispersion criteria.
3- RESULTS & DISCUSSION
The findings obtained from the qualitative phase of the research in order to answer the first question of the research (What are the indicators of innovative organizational culture in the administrative system and the trends affecting it in the future and its consequences?) showed that out of a total of 81 codes extracted from the interview With the participants in the research, 34 codes were assigned to trends affecting innovative organizational culture, 40 codes were assigned to innovative organizational culture, and 7 codes were assigned to its consequences. which include these visible factors (strategic leadership of innovation, organizational resources, knowledge management, development and empowerment, management of ideas, communication, organizational structure); Basic foundations (values and attitudes); Influential trends (economic, technological, social, environmental, organizational and political) and the consequences of innovative culture (organizational and social) in Iran's administrative system.The findings of the quantitative phase of the research in order to answer the second question of the research, which was about the validity of the model of innovative organizational culture in Iran's administrative system, were investigated with a future research approach and from the experts' point of view, through the Delphi technique. This process, after twice distributing the questionnaire among the experts, indicated their high agreement about the proposed model. More details of the findings of this stage are presented below. In the first round of implementing the Delphi technique, researchers designed a questionnaire based on the factors specified in the qualitative phase and distributed it among experts. The results showed that all the factors identified from the qualitative stage were maintained and three new indicators including improving the speed of action, transparency and critical thinking were added to the experts' suggestion. In the second round, the questionnaire was redistributed to measure the final agreement of the experts about the model and its factors.Various statistical methods such as Kendall's correlation coefficient, quartile deviation, standard deviation and median were used to analyze the data obtained from experts' opinions. In the meantime, Kendall's coordination coefficient was used as a tool to measure the level of agreement between experts' views. The values of this coefficient are variable from zero to one; So that zero indicates complete lack of agreement and one indicates complete agreement among experts' opinions. According to the established standards, the value of Kendall's correlation coefficient should not be less than 0.5, because values below this limit indicate a low level of agreement among experts. In addition to the general agreement of experts about the questionnaire, the degree of desirability of each factor was also analyzed using indicators such as mean, median, standard deviation and quartile deviation.In the Delphi technique, the median value should be greater than or equal to 4, the standard deviation value should be less than one, and the interquartile range should be less than or equal to 1. The results of Kendall's correlation coefficient test and indices of tendency to center and dispersion show the high coordination of experts' views about the research model and confirm its accepted validity
4- CONCLUSIONS & SUGGESTIONS
Based on the obtained results, it is recommended that in order to align the culture of the administrative system with the effective trends, the leaders and managers of this system should determine the appropriate orientation and present the perspective of innovation in the administrative system by strengthening the interactions and effective communication with the employees. Also, with a practical commitment to innovative measures and creating an inspiring atmosphere for employees, the ground for facilitating the process of guiding creativity and innovation in this system should be provided. In order to strengthen the necessary resources for the development of an innovative organizational culture, it is suggested to improve the abilities, skills, knowledge and awareness of employees and to equip the administrative system with the necessary technologies and tools through continuous environmental monitoring and collecting data related to the organization and the surrounding environment.In addition, the field of strengthening the innovative culture should be provided by supporting the idea generation of employees, evaluating their ideas, offering rewards to the best ideas and encouraging the exchange of knowledge and information within the organization.
In qualitative researches, phenomena are investigated in the context of their occurrence and for this reason, the results obtained are unique to the same context and their generalizability to other conditions and situations has limitations. Since the findings of this research were formed based on the views and experiences of experts in Iran's administrative system, the results of this research cannot be easily generalized to other organizations. Future researchers can conduct more research in this field by examining and validating the indicators of innovative organizational culture identified in this study
Keywords: Organizational culture, Innovative organizational culture, Administrative system |
