Structural interpretive modeling of organizational transformation risks in medical sciences universities

Mostafa Jahangir, Alireza Khorakian, Saeed Mortazavi, Ehsan Elahi

Research output: Contribution to journalArticlepeer-review

Abstract

Background and Aim: Organizational change risks are defined as the likelihood of adverse events and the negative consequences that threaten organizational change. The purpose of this research is to identify the risks of organizational change in medical universities, extracting the relationships between these risks and classifying them based on the drive power and dependence power. Materials and Methods: In this research, which is a mix method research, organizational change risks were identified using the Glaserian grounded theory approach, and then, using the interpretative structural modeling (ISM) method, the relationships between organizational change risks are determined. Finally, using MICMAC analysis, the type of organizational change risks was identified. The study population in both quantitative and qualitative sections was faculty members and managers of medical universities. A purposive sampling method was used to select the samples. Results: Analysis of the interviews led to the emergence of 33 organizational change risks in 10 categories. Based on interpretive structural modeling, organizational change risks were classified into five levels. Conclusion: Given that the risks associated with knowledge management in change management, the risks related to objectives of organizational change, and the risks pertaining to employee perception of organizational change have the greatest impact on other risks, and at the same time they accept the least effect, they should be prioritized.

Original languageEnglish
Pages (from-to)73-82
Number of pages10
JournalScientific Journal of Kurdistan University of Medical Sciences
Volume25
Issue number2
Publication statusPublished - 2020
Externally publishedYes

Keywords

  • Grounded theory approach
  • Interpretative structural modeling
  • Medical sciences universities
  • Risks of organizational change

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