IDEAS home Printed from https://ideas.repec.org/a/auv/jijmdp/v35y2022i2p51-82.html
   My bibliography  Save this article

Modeling Organizational Change Strategies Based on Skill Diversity (in Persian)

Author

Listed:
  • Atapour, Simindokht

    (Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran.)

  • Alvani, Seyed Mahdi

    (Department of Public Administration, Alameh Tabatabaie University, Tehran, Iran.)

  • Ardalan, Omid

    (Public Administration, AJA University of Commander and Staff, , Tehran, Iran.)

Abstract

Purpose: Social Security Organization (SSO) as the largest provider of social support in Iran is deemed to face challenges regarding long-term socioeconomic stability, sustainability of social support, and increase in efficiency of services. To deal with such challenges, this research aimed to design a model for change strategies based on skill diversity. Methodology:This research was developmental-applied in purpose and descriptive-exploratory in nature. Administering interviews and Delphi questionnaires, 28 change criteria were identified and confirmed. From among the statistical population of professors and experts in social security affairs, 14 people were selected, applying snow-ball sampling method. A model for change strategies based on skill diversity in the SSO was finally determined. Findings:The model presents four strategies which, according to the percentage of their similarity to an ideal strategy are from the highest to the lowest as follow:power-coercive strategy, facilitating strategy, educational/training strategy and persuading strategy. Originality: By combining change strategies and diversity of skills in the SSO, this study can help the organization see how these strategies affect the performance improvement of a vast range of its managerial resources.

Suggested Citation

  • Atapour, Simindokht & Alvani, Seyed Mahdi & Ardalan, Omid, 2022. "Modeling Organizational Change Strategies Based on Skill Diversity (in Persian)," Management and Development Process Quarterly (٠صلنامه ٠رایند مدیریت Ùˆ توسعه), Institute for Management and Planning studies, vol. 35(2), pages 51-82, September.
    • Handle: RePEc:auv:jijmdp:v:35:y:2022:i:2:p:51-82
    as

    Download full text from publisher

    File URL: http://jmdp.ir/article-1-4498-en.pdf
    Download Restriction: no
    File URL: http://jmdp.ir/article-1-4498-en.html
    Download Restriction: no
    File URL: http://jmdp.ir/article-1-4498-fa.html
    Download Restriction: no
    ---><---

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:auv:jijmdp:v:35:y:2022:i:2:p:51-82. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Nahid Jebeli (email available below). General contact details of provider: https://edirc.repec.org/data/irpdair.html .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.