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Empirical Study on Interorganizational Coordination (Evidence Case: Organizations of Job and Employment in Iran) | ||
| Interdisciplinary Journal of Management Studies (Formerly known as Iranian Journal of Management Studies) | ||
| مقاله 6، دوره 7، شماره 2، مهر 2014، صفحه 285-304 اصل مقاله (249.14 K) | ||
| نوع مقاله: Research Paper | ||
| شناسه دیجیتال (DOI): 10.22059/ijms.2014.50286 | ||
| نویسندگان | ||
| Hassanali Aghajani1؛ Fereshteh Amin2؛ Mohsen Abasgholipour3 | ||
| 1Associate Professor, Faculty of Economics & Administrative Sciences, University of Mazandaran, Iran | ||
| 2Assistant Professor Faculty of Management, University of Tehran, Iran | ||
| 3Student of Master, Business Management, University of Tehran, Iran | ||
| چکیده | ||
| Interorganizational coordination (IOC) is a critical part of planning, because planning mostly involves multiple organizational interactions. Investment and employment are considered as multi-dimensional and multi-sectional challenges that the management of them requires intersectional and interorganizational cooperation. The goal of this research is the investigation of the interorganizational coordination among the investment and employment organizations in Iran. Statistical samples are 491 people who are. mostly from managers of the organizations of the employment and investment in Iran and experts in investment. Data-collecting instrument was related to a questionnaire consisting of some standard questions with the reliability level of 0.76. The collected data related to the variables were analyzed by a model of path analysis Regression and T-Student and Friedman tests. The research findings indicate that the six studied variables are affected by interorganizational coordination directly and indirectly. Therefore, mutual trust (1.22) had the highest direct effect, and other variables such as ease of mutual communication (0.37), goal-orientation (0.36), mutual interests, and group thinking (0.20) were considered important respectively. The variable compatible organizational cultures had no direct effect on the subject, while all of the six variables affected the interorganizational coordination directly. Finally, based on these results, some suggestions were given on how the managers and authorities can improve the interorganizational coordination among the investment and employment organizations in Iran. | ||
| کلیدواژه‌ها | ||
| coordination؛ employment؛ Interorganizational؛ organization | ||
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