Identifying the Dimensions of Human Resource-Oriented Organizational Culture Assessment in the Iraqi Ministry of Communications
DOI:
https://doi.org/10.61838/medda.1.2.17Keywords:
Dimensions of Organizational Culture, Human Resources, Validation, Ministry of Communications of IraqAbstract
The present study aims to identify the dimensions of human resource-oriented organizational culture assessment in the Iraqi Ministry of Communications and to validate the resulting model through a grounded theory approach. This study is qualitative in nature and was conducted using an emergent grounded theory strategy. The statistical population consisted of all experts related to the research topic, possessing relevant academic backgrounds and experience. Through theoretical sampling, 15 individuals participated in the study. For data collection, in-depth semi-structured interviews were employed, and interviews continued until theoretical saturation was achieved. Data analysis was performed concurrently with the interviews using content analysis techniques, including open, axial, and selective coding via ATLAS.ti8 software. The findings were subsequently validated. Data analysis resulted in the identification of 264 initial conceptual codes, 4 main conceptual codes, and 19 sub-conceptual codes used to clarify the core concepts. The findings indicated that the mean impact of all components of human resource-oriented organizational culture assessment in the Iraqi Ministry of Communications was higher than the hypothetical mean of 3. The cultural principles component had a mean of 3.5 with a t-value of 5.0, the process management and improvement component had a mean of 3.7 with a t-value of 6.0, the interactions and collaboration component had a mean of 3.6 with a t-value of 5.5, and the innovation and development component had a mean of 3.8 with a t-value of 6.5. All these results indicate significant positive effects above the assumed mean of 3. The significance level for all components was 0.001, confirming the high statistical significance of the results. Based on the obtained findings, expert opinion dispersion remained relatively stable across both rounds, and the level of consensus among experts did not change significantly. This information can assist researchers in prioritizing more significant components during planning and decision-making while also considering less significant elements. Furthermore, the validity of the factor model confirmed its reliability and utility as a tool for understanding the human resource-oriented organizational culture in the Iraqi Ministry of Communications. The good model fit and optimal evaluation indicators provide a robust foundation for theoretical development, hypothesis testing, and policy-making in this field.
Downloads
References
Abbasi, E., Kaboli N, Farhadian H. (2013). Study on organizational culture in conservation environment organization: Use of learning
organization model. Iranian Journal of Agricultural Economics and Development Research, 44(2), 317-328.
https://doi.org/10.22059/ijaedr.2013.36728
Abdi, K., Mardani, A., Senin, A. A., Tupėnaitė, L., Naimavičienė, J., Kanapeckienė, L., & Kutut, V. (2018). The Effect of Knowledge
Management, Organizational Culture and Organizational Learning on Innovation in Automotive Industry. Journal of Business
Economics and Management, 19(1), 1-19. https://doi.org/10.3846/jbem.2018.1477
Abun, D., R. Macaspac, L. G., Magallanes, T., C. Catbagan, N., & Mansueto, J. M. (2022). The effect of organizational politics on the individual
work performance. International Journal of Research in Business and Social Science (2147- 4478), 11(2), 157-171.
https://doi.org/10.20525/ijrbs.v11i2.1643
Afsari, Z., & Movahednia, F. (2023). Examining the Impact of Leadership, Organizational Culture, Conflict, and Work Ethics on Job
Performance. New Research Approaches in Management and Accounting, 7(88), 1019-1037.
https://majournal.ir/index.php/ma/article/view/1935
Ahmed, A., Kashif Khurshid, M., Riaz, Z., & Nasir, N. (2022). Business model innovation, digital organizational culture, and bank performance:
The role of digital technologies and top management mindfulness. https://doi.org/10.31580/jmi.v9i2.2667
Aktaş, E., Çiçek, I., & Kıyak, M. (2011). The effect of organizational culture on organizational efficiency: The moderating role of organizational
environment and CEO values. Procedia-Social and Behavioral Sciences, 24, 1560-1573. https://doi.org/10.1016/j.sbspro.2011.09.092
Arise, O. A., & Muzuva, M. (2024). Green Organizational Culture and Sustainable Development. 193-220. https://doi.org/10.4018/979-8-
3693-2595-7.ch009
Azeem, M., Ahmed, M., Haider, S., & Sajjad, M. (2021). Expanding competitive advantage through organizational culture, knowledge sharing
and organizational innovation. Technology in Society, 66, 101635. https://doi.org/10.1016/j.techsoc.2021.101635
Basri, B., Ridwan, M., Maudin, M., & Asykur, M. (2022). Madrasah Strategic Management in Improving The Quality of Human Resources.
Al-Tanzim: Jurnal Manajemen Pendidikan Islam, 6(2), 408-420. https://doi.org/10.33650/al-tanzim.v6i2.3425
Belhaj, F. A. (2024). Transformational Leadership as a Driver of Organizational Culture in the Yemeni Public Sector. Journal of System and
Management Sciences, 14(2), 273-290. https://doi.org/10.33168/JSMS.2024.0217
Chalmers, R., Brannan GD. (2024). Organizational Culture. StatPearls Publishing.
Egitim, S. (2022). Challenges of adapting to organizational culture: Internationalization through inclusive leadership and mutuality. Social
Sciences & Humanities Open, 5(1), 100242. https://doi.org/10.1016/j.ssaho.2021.100242
Emami, D., Ahmadi, M., & Ghaffari, R. (2024). Presenting a Pattern of Flexible working Hours in Government Organizations with an Emphasis
on Increasing the Productivity Level of Academic Employees in the Ministry of Cooperation, Labor and Social Welfare [Research
Article]. Iranian Journal of Educational Sociology, 7(1), 57-65. https://doi.org/10.61838/kman.ijes.7.1.6
Guchait, P., Lee, C. H., & Wang, M. (2019). Organizational culture and feedback systems: Impacts on employee performance. Human
Resource Management Review, 29(1), 56-68.
Hadavand, M., Alimardani, D., & Baziyan, M. (2023). Evaluation of Organizational Culture in Companies for Fostering Digital Innovation
Using Fuzzy Decision-Making Model. 6th International Conference on Management and Industry,
Hafid, H. (2024). Improving Employee Performance: An Intervening Model of Organizational Culture on the Influence of Servant Leadership
and Employee Engagement. Journal of Applied Business Administration, 8(2), 373-384. https://doi.org/10.30871/jaba.v8i2.8390
Isensee, C., Teuteberg, F., Griese, K. M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization
in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944. https://doi.org/10.1016/j.jclepro.2020.122944
Jain, M. S. (2024). Workplace Ostracism, Organizational Culture, and Work-Life Balance Among Academicians – Navigating EdTech Realms.
Eatp, 7551-7561. https://doi.org/10.53555/kuey.v30i5.4209
Juliansyah, J., Ridwan, M., & Wahidmurni. (2023). The Effect of Islamic Leadership, Organizational Culture, and Self-Efficacy on Lecturer
Performance Mediated Organizational Citizenship Behavior (OCB) at Islamic Religious Colleges in West Kalimantan Indonesia. Jurnal
Pendidikan Islam, 11(1), 77-93. https://doi.org/10.14421/jpi.2022.111.77-93
Karawya, H. (2024). Impact of Digital Transformation on Organizational Culture Within Saudi Enterprises: The Mediating Roles of Leadership
Styles. https://doi.org/10.21203/rs.3.rs-4976726/v1
Kiakojouri, D. (2024). Analysis of the relationships among Organizational Culture Indicators Using the DEMATEL Method at the Islamic Azad
University in the West of Mazandaran Province. Dynamic Management and Business Analysis, 2(4), 1-12.
https://doi.org/10.22034/dmbaj.2024.2022946.1020
Kim, D., & Lee, M.-J. (2024). The role of ethical leadership in enhancing organizational culture and performance. International Journal of
Management, Business, and Economics, 1(2).
López-Lemus, J. A. (2023). Does human resource performance contribute to the success of the university entrepreneurial project?
Entrepreneurial Business and Economics Review, 11(2), 137-155. https://doi.org/10.15678/EBER.2023.110207
Mathis, R. L., & Jackson, J. H. (2017). Human resource management: Essential perspectives. Cengage Learning.
https://cir.nii.ac.jp/crid/1130000794502816128
Pavlidou, C., & Efstathiades, A. (2021). The effects of internal marketing strategies on the organizational culture of secondary public schools.
Evaluation and Program Planning, 84, 101894. https://doi.org/10.1016/j.evalprogplan.2020.101894
Safi Khani, R., Pardakhtchi, M. H., Kavousy, E., & Ahmadi, G. (2024). A Model of Organizational Culture for Clinical Staff at the Ministry of
Health, Treatment, and Medical Education. International Journal of Innovation Management and Organizational Behavior (IJIMOB).
Saharui, F. M. L., Bogar, W., & Mokat, J. (2024). The Influence of Servant Leadership and Organizational Culture on Employee Performance
at ODSK Regional General Hospital in North Sulawesi. Technium Social Sciences Journal, 63, 313-322.
https://doi.org/10.47577/tssj.v63i1.11951
Virgiawan, A. R., Riyanto, S., & Endri, E. (2021). Organizational culture as a mediator motivation and transformational leadership on
employee performance. Academic Journal of Interdisciplinary Studies, 10(3), 67-79. https://doi.org/10.36941/ajis-2021-0065
Zidan, N. F., & Kudhair, K. A. (2021). Public Relations Activities and Awareness of The Importance Of E-Government in The Iraqi Ministry of
Interior. Review of International Geographical Education Online, 11(12). https://rigeo.org/menuscript/index.php/rigeo/article/view/2055
Downloads
Publication Timeline
- Submitted
- Revised
- Accepted
Issue
Section
License
Copyright (c) 2025 نجاح هاشم كديمي العبودی (نویسنده); حمید دوازده امامی; فاضل راضي غباش الغزالي , سعید شریفی (نویسنده)
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
