Investigating and Ranking Variables and Components of the Effect of Institutionalization of Organizational Culture on Synergy in Tourism Holding and Parsian Hotels Group Using AHP Method
Subject Areas : Management
Behnam Rahimi
1
,
Majid Jahangirfard
2
,
Farshad Haj Alian
3
1 - Ph.D. student, Department of Public Administration, Islamic Azad University, Firouzkouh Branch, Firouzkouh, Iran.
2 - Assistant Professor, Department of Public Administration, Islamic Azad University, Firouzkouh Branch, Firouzkouh, Iran.
3 - Assistant Professor, Department of Public Administration, Islamic Azad University, Firouzkouh Branch, Firouzkouh, Iran.
Keywords: Organizational Culture, Synergy, tourism holding, Parsian hotels,
Abstract :
In the context of cultural diversity, the most comprehensive approach to exposure and confrontation is through the utilization of cultural synergy. The cultural synergy approach to managing the impact of cultural diversity involves managers relying on the cultural patterns of the organization in the strategies, procedures, structures, and actions. The objective of the present investigation was to investigate and categorize the variables and constituents of the impact of institutionalization of organizational culture on synergy in the tourism portfolio of the Parsian Hotel Group by employing the AHP methodology. In this study, the research approach was used with time priority and more weight of data and qualitative method than quantitative data. Thus, qualitative methods were first used to identify the dimensions and factors that contribute to creating a synergy-based organizational institutionalization model. Then quantitative methods were used to discover the cause and disabled relationships. The results of weight gain to synergy indicate that the identified indicators are compatible. Also, the findings of weight gain to the variable of cultural institutionalization show that the lower inconsistency rates than the 2.5 which is the criterion of adaptation of the indicators indicate that the identified indicators are compatible.
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Afjeh, S. A. (2018). Philosophical foundations and theories of leadership and organizational behavior. Tehran: Humanities Books Study and Compilation Organization. [In Persian]
Agostin, M. (2018). The effect of action-oriented team leadership components on the development of team synergy with the mediating role of individual learning and team skills. Cultural Management Journal, 13(4), 1056-1040.
Biglardi, P., & Shafiei Nikabadi, M. (2012). Framework for selecting an appropriate e-business model in managerial holding companies, Case study : Iran Khodro. Journal of Enterprise Information Management, 24(3), 237-267.
Broumand, H., & Ranjbari, H. (2020). Investigating the effect of professional ethics on organizational performance in industrial managers of Fars province. Value and Behavioral Accounting, 1(1), 53-76. [In Persian]
Eivans, G. (2016). Cultural planning (M. R. R. a. G. Mirani, Trans.). Tehran: Tablor Publication.
Ferris, K. Q. (2021). Organizational Culture, Competitive Strategy, and Performance in Ghana. Journal of African Business, 13(3), 172-182.
Furtasan, R. (2020). Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48(1), 30-41.
Gholami Heydarabadi, H. (2011). The effects of synergy of innovation on company performance, the second international conference on modern researches in management, economics, accounting and banking, Georgia - Tbilisi. International Academy of Sciences of Georgia. [In Persian]
Hamedi, D., Talee Moghimi, H., & Hiva Zadegan, B. (2019). The strategy of creating strategic synergy through business units and joint services in the Agricultural Bank 4th International Conference on Strategic Management, Tehran, Nab Group, Pertobina Group. [In Persian]
Kazemi, M. (2017). Investigating the synergy effect of corporate social innovation and innovation in creating competitive advantage National Congress of New Findings in Human Sciences, [In Persian]
Kiakojeroi, M., Dolatshah, Z., Timourian, A., & Tabari, M. (2021). Professional ethics of teachers (concepts and applications) Third national conference of psychology and educational sciences, Shadgan, Shadgan Islamic Azad University. [In Persian]
Latifi, F. (2019). Examining the role of synergy on the employees and managers of the studied government organizations: Tehran Governorate Payam Noor University of Tehran Province]. Payam Noor Tehran Center. [In Persian]
Madah, S. (2018). Culture of Business Management. Tehran Industrial Management Organization. [In Persian]
Meshbaki, A. (2016). Synergy and value creation in holding companies. Development Management Process, 12(34), 32-43. [In Persian]
Mohammadi, H. R., Salehi, M., & Jabbari , N. (2023). The Impact of Components of Organizational Culture on Components of the Faculty Members. Development Research in Medical Education, 13(2), 36-46. [In Persian]
Nanmezv, K. (2022). Institutionlism Old and New. Administrative Science Quarterly, 41, 277-278.
Robbins, S. (2018). Organizational behavior, concepts, theories and applications (A. P. a. S. M. Arabi, Trans.; 4 ed.). Tehran: Cultural Research Office [In Persian]
Sattari, H. (2019). Taking advantage of the cooperative advantage to improve productivity and synergy in the freight rail industry, conference on exploring the experience of the resistance economy. Tehran, Foundation of the Underprivileged of the Islamic Revolution, Basij Resistance Center. [In Persian]
Tanzik, R. J. (2021). Team leadership at the 100-foot level. Team Performance Management, 10(5/6), 94-103.
Zamani, M. H., Mohammad Taleghani, M., & Fekri, H. (2015). Cultural diversity and its role in improving the business process. Cultural Engineering Monthly, 4(43), 58-65. [In Persian]
Zarchi, M., Rangriz, H., Abbasian, H., & Soltani, I. (2023). A Transformation Model of Excellence-Oriented Culture in the Steel Industry. Research in Production and Operations Management, 14(2). [In Persian]
Zoltan, M., L. (2014). Organizational culture in contemporary university. Procedia Social and Behavioral Sciences, 76, 421-425.
