اینرسی سازمانی

Organizational inertia is a significant disruptive factor in the functional adaptability of organizations to their environment. This study was conducted with the aim of identifying the antecedents and consequences of organizational inertia in Iran. The study was characterized as a review typology and relied on a systematic review method. The implementation of the systematic review was based on a structured protocol that included three major phases: research antecedents (defining the main question and question pattern), research process (determining eligibility criteria, search strategy, article selection process, and data extraction), and research outcomes (providing an overview of studies and qualitatively synthesizing findings). Ultimately, 30 articles met the final criteria for data description and synthesis. Descriptive results indicated that most studies were published in management journals, based on a quantitative approach, utilized survey methods, and focused on employee groups. Additionally, from a temporal perspective, the studies had been conducted over the past ten years, with their main issue centering on the explanation of organizational inertia. Qualitative findings also revealed that the antecedents of organizational inertia could be categorized into seven themes (structural, managerial, cognitive, communicative, capability-based, benefit-oriented, and behavioral), while the consequences of organizational inertia could be classified into four themes (normative, cognitive, performance-related, and behavioral). Given the indispensable role of organizational inertia in inhibiting the functioning of organizations in an era of change, there is an urgent need for studies adopting a systems approach to address the issue of organizational inertia.

1- In developing countries, most public organizations for urban services experience inactivity, stagnation, and inflexibility, leading them to inefficiency, poor service delivery, poor urban integration, and dissatisfaction among citizens. This condition is known as organizational inertia. The current research aims to identify the causes and consequences of this phenomenon for urban service organizations in Mashhad city. This research is a qualitative study based on the grounded theory with an emerging approach as its strategy. Despite the acknowledged importance of this problem and the necessity of addressing it, little research has been done in this field. On the one hand, previous scholars have mainly examined the financial outcomes of organizational inertia by conducting quantitative studies, while its antecedents remain unclear. On the other hand, the causes and consequences of this organizational phenomenon are expected to be different in various cultural contexts, structures, and even industries. Accordingly, the primary purpose of the current research is to explore the organizational inertia in the context of Iranian public organizations.
 
2- THEORETICAL FRAMEWORK
In physics, inertia is the state of an object to resist change in the speed or direction of movement. The organization literature has defined it as the organization's resistance to environmental changes. The background of this organizational-level construct is rooted in different theories such as open systems, learning, political and social systems, and organizational culture. In regard to conceptualizing, scholars have considered three components of insight, action, and psychological for organizational inertia. The current research typically adds to the literature on inertia in public organizations of developing countries. In addition, it identifies and examines the factors affecting organizational inertia.
 
3- To collect the qualitative data, some interviews were conducted among experienced managers of Mashhad municipality, members of the city council, and university professors. The interviewees were identified by a purposeful sampling method and studied using semi-structured interviews, which continued until the theoretical saturation. Grounded theory with three stages of open, central, and selective coding was used to analyze the obtained data.
 
4- RESULTS & The findings of the research indicated that the causes for organizational inertia are as internal (including the lack of identification and prioritization of city issues, non-dynamic and non-strategic policies of the organization, lack of strategic thinking culture in the organization, existence of cumbersome and outdated laws, lack of planning and in the result of weakness in the executive affairs of the city, failure to use the results of research projects and transformation programs, inertia in managers, weakness in the competencies of managers, lack of motivation to change in employees, risk aversion and laziness of employees, weakness in designing human resources systems that encourage dynamism, defects in knowledge management systems), contextual (the size of the organization, the bare structure, the city management council structure, the temporary nature of the managers' management period, the city council's preoccupation with daily affairs instead of managing affairs, the lack of a competitive environment), urban (poor synchronization of citizens with developments in the provision of urban services, inconsistency and disorganization in city affairs and the absence of an integrated urban management system, the complexity of city issues and inconsistency between organizations involved in urban services), and political (political space governing the organization, requirements beyond the duties of the municipality, etc disproportionate to the municipal infrastructure from other institutions, demands of extra-organizational pressure groups). Furthermore, its consequences are determined to be at three levels: intra-organizational (low effectiveness, poor performance, low innovation), social (dissatisfaction, distrust, reduced participation), and inter-organizational or city (competitiveness with other cities).
 
5- CONCLUSIONS & SUGGESTIONS
The research finding includes a substantive theory for causes and consequences of organizational inertia resulting from our close connection with the population under study. The practical and research implications of the research are also discussed.

Today, in a rapidly changing world, the ability to change regularly is very important to adapt to external challenges. However, changes in the basic characteristics of the organization may increase the probability of failure. For this reason, it seems that organizational transformation efforts cause resistance and it is one of the most important obstacles facing contemporary companies, especially in this regard. Organizational inertia is a term used to describe this aversion to change as well as the desire to maintain the status quo (Teofilus et al., 2022). Many behavioral researchers emphasize the importance of a "self-aware mind" whose benefits can be used to develop desirable behaviors (Bhardwaj & Pareek, 2023). Researchers and behavioral thinkers should pay a lot of attention to mindfulness; Because the wider use of this type of tactics offers great potential in various economic, social, etc. fields (Krickel, 2023). On the other hand, coaching as a rapidly growing and expanding profession is used to develop leadership and mental skills at all organizational levels. By using coaching skills, it becomes possible to teach mindfulness skills to all organizational levels. Moreover, by being fully involved in this process, outstanding leaders not only increase their leadership strategies but also reap useful values (Susanto, 2023). Therefore, to adopt an innovative business model in any organization, the inertia for change is a fundamental obstacle and its role has not been fully investigated (Moradi et al, 2021).

Since the purpose of the research is to determine the relationships between the variables, the current research is of an applied type, and in terms of the method of data collection, it is descriptive, correlational, and single-section. The statistical sample of the research is 103 employees of the Kashan Electricity Distribution Company using the available sampling method. A 24-question questionnaire based on an ordinal scale and a five-point Likert scale was used to collect data. The questionnaire of this research consists of two parts: the first part includes demographic questions and the second part includes the main questions of the questionnaire that were raised based on the variables of the research and their validity and reliability were confirmed. The questionnaire includes three dimensions (coaching, mental-awareness, organizational inertia). The questions were reviewed by some professors. Also, to check the reliability and validity of the measurement model, Smart-PLS software was used due to its ability to test theories in the form of equations between variables. As can be seen, Cronbach's alpha coefficient for all research constructs is more than 0.7, which is at the desired level and shows the validity of the research measures.

The obtained results indicate that coaching has a negative and significant effect on organizational inertia in Kashan Electricity Distribution Company. Also, the positive and significant effect of coaching on the organizational mindfulness of employees of Kashan Electricity Distribution Company was confirmed. On the other hand, organizational mindfulness has a negative and significant effect on organizational inertia. Finally, the results of this research showed that organizational mindfulness plays a mediating role in the relationship between coaching and organizational inertia.Discussion and

Managers of electricity distribution companies are generally in a state of economic stagnation and feel that it is difficult to make fundamental changes. On the other hand, companies are looking for different coaching approaches to influence employees' behaviors and their training and learning, which may sometimes lead to employees' awareness and deeper understanding of their current situation and the organization. When the organization uses various resources such as time, manpower, money, communication, approvals, etc. in one direction, the change from the current direction is due to the unwillingness to waste the resources spent in the past and the patterns that have become a habit. As a result, managers can act by applying various coaching methods in line with deep awareness and alertness of the organization and increase the progress and evolution of the company. Managers of electricity distribution companies should note that at the beginning of the manager's entry into the system, it is possible to overcome organizational inertia much more than later. Over time, due to getting used to the existing situation and getting out of the shock of management change, the manager and employees tend to return to the previous situation and inertia prevents the organization from changing. On the other hand, for future research, it is suggested to investigate the relationship of this concept with other mentioned topics. Also, since the current research was conducted only in a limited industrial environment, it is suggested that this research be tested in other companies, industries, and cities as well.

Organizational inertia leads to the damage and inefficiency in organizational processes and then the incidence of serious obstacles in the direction of achieving goals at micro and macro levels. Today due to the possibility of this phenomenon occurring in various organizations, and its role as the most important factor limiting flexibility and preventing the organization from providing a timely reaction and response to daily environmental changes, the importance of deeper identification of the causes affecting the occurrence of this phenomenon and its consequences has doubled. Therefore, due to the lack of a unified and coherent model around the causes and consequences of organizational inertia, the present research aims to systematically review and qualitatively combine the findings of previous studies regarding the issue of inertia in the organization and formulate a single framework of the causes and consequences of the mentioned phenomenon. The results of the present applied research indicate that the causes of inertia in the organization can be studied and investigated in three individual, group and organizational dimensions and its consequences in two individual and organizational dimensions. based on the mentioned cases, at the end of the research, the conceptual model of the organizational inertia was developed and presented.

The purpose of this study is to investigate the role of social wear in organizational inertia, with the role of mediating organizational agility in school principals of West Azerbaijan province, which is in terms of the philosophy of research, quantitative in terms of purpose, is applied and in terms of data collection and analysis of them is descriptive correlational method and structural modeling. The statistical society includes all school principals of West Azerbaijan province with 386 people. As simple random sampling based on Morgan's table, 386 people were selected as samples. The data collection tool is a standard questionnaire, and the reliability of the questionnaires was confirmed based on Cronbach's alpha coefficient. Data analysis was performed using SSPS22 and LISREL software in two descriptive and inferential levels. Findings of structural equation modeling showed that the default of causal modeling is that is, univariate normality. The relationship between all variables was significant at the level of 0.01. A comparison of results showed that there is the highest correlation between social attrition and organizational inertia and the lowest correlation between organizational agility and social attrition. Also, organizational agility as a mediator variable has a significant relationship with social attrition and organizational inertia It can be concluded that the results of the research are rooted in the attitude of managers in the bureaucratic organizational environment. Therefore, it is expected that with group spirit and efficient human relationships, this type of negative attitude can be overcome in employees and minimize performance wear and move towards the agile organization.

The realization of sustainable growth and development of universities and higher education institutions can be created with the help of quantum management skills, organizational learning and intellectual capital in universities. Because universities are places for producing, organizing and transferring knowledge, that in this process the role of employees as intellectual and human capital is evident and vital. Based on this, the aim of this research was to investigate the effect of perceived quantum management skills on reducing organizational inertia with the mediating role of intellectual capital and organizational learning. The type of research was descriptive-correlation and the statistical population included employees at University of Kashan that by using Morgan's table 150 people were selected as a sample. The research tools were four questionnaires of quantum management skills, organizational inertia, intellectual capital & organizational learning. The reliability of questionnaires was estimated through Cronbach's alpha coefficient for quantum skill 0.70, organizational inertia 0.75, intellectual capital 0.87 and organizational learning 0.90. Data analysis was done at the descriptive and inferential level by using SPSS and Smart PLS statistical software. The results showed that the mean of the variables of quantum skills, intellectual capital and organizational learning was higher than the criterion score and the mean of organizational inertia was lower than the criterion score. Path coefficients showed that intellectual capital with (Beta=-0.51), quantum skills with (Beta=-0.26) and organizational learning with (Beta=-0.50) on organizational inertia has a negative & significant effect. Quantum skill with (Beta=0.42) on intellectual capital and with (Beta=0.45) on organizational learning has a positive & significant effect. In addition, the mediating role of organizational learning and intellectual capital in the effect of quantum skills in reducing organizational inertia was confirmed.

Today, the activity of organizations and especially educational organizations in the current competitive environment requires dynamism and mobility, and these organizations must turn to innovation and continuous changes for their survival and dynamism, so the purpose of this research is the relationship between organizational inertia and social laziness. It is the way of social wear among physical education teachers in Mamsani and Rostam cities. This research is applied and descriptive and correlational. The statistical population of this research was all the physical education teachers of Mamsani and Rostam cities in number of 87 people, of which 77 people cooperated with the researcher as a sample and using the total number sampling method. Data collection tools were standard inertial questionnaires. Gokin and Ankaran's organization (2008), Hosseini's social laziness (2008) and Duffy et al.'s (2002) social wear. Descriptive statistics methods were used to describe the data, and Pearson's correlation coefficient and regression statistical methods were used to analyze the data. The results showed that there was a positive and significant relationship between organizational inertia and social laziness through social attrition. Therefore, to reduce laziness and social wear, it is better to try to reduce organizational inertia in this organization so that the organization has better efficiency and effectiveness.

social Undermining and tear occurs when negative emotions are used against a person or employee or there are issues that prevent a person or employee from achieving their goals or organizational goals, which in the long run leads to inertia, organizational stagnation. Therefore, the present study aimed to monitor the impact of organizational inertia on social Undermining by explaining the mediating role of managers' behavioral disorder. This research is an applied and descriptive survey. The statistical population of this study is the employees of knowledge-based companies in Stanolorestan, which was used to determine the sample size of Cochrane formula and the number of sample members was estimated to be 384 people who were selected using the available sampling method. The data collection tool in this study is a questionnaire whose validity was confirmed by using the content validity method and their reliability was confirmed by calculating Cronbach's alpha. In this study, to test and test the hypotheses and conceptual model, the structural equation approach and Smart Pls2 and Spss 19 software were used. The results of examining the hypotheses showed that social wear has a positive and significant effect on organizational inertia. In addition, the comparison of the results showed that among the dimensions of social Undermining, supervisor wear has the highest impact on organizational inertia. The results also show that managers' behavioral turmoil has a mediating role in the effect of social Undermining on organizational inertia

Manpower is considered the most valuable asset of an organization and society, so countries have long invested in this valuable workforce and are trying to fertilize it. Therefore, the purpose of this study is to investigate the relationship between organizational inertia and innovation with respect to the mediating role of job security of social security employees in Zahedan. The research method is a descriptive survey based on structural equation modeling. The statistical population of all employees of the General Department of Social Security Organization of Zahedan is 500 people. Using the Morgan table, the statistical sample size of 217 people was obtained by random sampling method. Data collection tools are Hogg Organizational Inertia Questionnaire (2014), Jimmens et al. Innovation Questionnaire (2011), and Salonova and Shuffle (2002) Job Achievement Questionnaire. Formal and content validity were confirmed through confirmatory factor analysis. The reliability of the questionnaires was calculated using Cronbach's alpha test as 0.81, 0.85, and 0.87, respectively, which indicates the appropriate reliability of the research tool. The obtained data were analyzed using SPSS 20 and Smart PLS software by structural equation modeling. The results showed that the mediating variable of job motivation in the relationship between organizational inertia on innovation is significant.

Organizations are usually uninterested in change and evolution, and a kind of idleness and laziness is seen in them. The majority of necessary and critical changes of the organizations and their ability to adapt to environmental uncertainties get afflicted with organizational inertia and fail. The purpose of this study was to investigate the effect of organizational inertia on organizational laziness and organizational anomie. This survey study was applied in terms of purpose and descriptive in terms of research method. In the study, organizational inertia was the independent variable, while organizational laziness and anomie were the dependent variables. The statistical population was comprised of the employees of the University of Tehran. Based on the population size (i.e., 4000 individuals) and the sample size determination formula, the least sample size was determined to be 350 people, who were selected through stratified sampling method. The data collection instrument was a questionnaire whose reliability was determined using Chronbach’s alpha coefficient and whose validity was confirmed using content validity obtained from the opinions of experts familiar with the research question. Moreover, in order to run correlation and other analyses, SPSS 22 and AMOS22 software packages were used. The results of data analysis led to the confirmation of all research hypotheses: organizational inertia has a significant, direct, positive effect on organizational laziness, and organizational inertia has a significant, positive effect on organizational anomie.

Nowadays Organizations are seen as open systems, if they avoid learning and change,will face organizational inertia and ultimately organizational inefficiency over time. The purpose of this research is to analysis the role of organizational indifference on organizational inertia.
The present research is purposeful, applied and  field survey. The statistical population of this study is all official staff of khorasan University of Medical Sciences. The sample was selected by simple random sampling method, according to the Morgan table and number of indicators in structural equations. The research data were collected through a questionnaire. Structural equation modeling and SPSS and Amos software were used to analyze them.
The results show that organizational indifference has a positive and significant relationship with organizational inertia. It was also revealed that four components of organizational indifference (indifference to the manager, organization, colleague, client, and work) also have a significant effect on the organizational inference of the employees.
Considering the destructive results of organizational inertia in the long run, managers need to pay attention to factors such as the indifference of the organization and prevent its formation at the university.

This study aims to investigate the effect of the dimensions of organizational agility components as a strategy to overcome organizational inertia with the mediating variable of social laziness of employees at Imam Khomeini University of Marine Sciences. In this applied study, method of collecting the data is descriptive-survey. To collect the data, a reliable and valid questionnaire were conducted through 191 people selected from among 385 university staff based on random sampling and Morgan table. The questionnaire tool was confirmed by calculating Cronbach's alpha and combined reliability by professors and experts familiar with the subject. Data analyzed by SPSS and PLS software. Structural equation modeling findings showed that all paths from organizational agility and social laziness to organizational inertia and also from organizational agility through the mediating variable of social laziness on organizational inertia are significant and the relationships between them are confirmed. It is concluded that investment in organizational agility capabilities along with reducing social laziness leads to reducing organizational inertia.

Nowadays attention to the new styles and functions of management and application of organizational knowledge in order to update procedures and methods that are very repetitive and better responsive to the changing needs of the organization is increasingly felt. The purpose of this study is to monitor the role of cybernetic management functions in preventing organizational inertia, with emphasis on the role of mediating knowledge sharing among employees. This is a practical research in terms of purpose and this research was conducted using descriptive-survey method. The statistical population of the present study is the staff of the Tax Affairs Organization of East Azarbaijan Province, whose number is 1308, the sample size is estimated by using Cochran's relation of 297 people and selected by stratified random sampling. The research data were collected using field method and for data analysis, structural equation modeling and confirmatory factor analysis were used. The research findings showed that knowledge sharing on the impact of cybernetic management functions on the reduction of organizational inertia has a mediating role. The results also showed that cybernetic management functions have an impact on reducing organizational inertia and increasing knowledge sharing. On the other hand, the positive impact of knowledge sharing on reducing organizational inertia was confirmed in the East Azerbaijan State Tax Administration.

Today, change is considered as a constant thing in organizations. Organizations will block their progress in the event that they do not have the changeable feature and ability to modify, and remain in their original framework. this characteristic of invariability and stagnation in the organization refers to organizational inertia. The purpose of this study was to analyze the role of organizational toxic climate on organizational inertia with considering the role of mediator of organizational silence. The purpose of the present study in terms of purpose is practical, and in terms of collecting data is a descriptive research type and is a branch of survey research. The statistical population of the research is 220 employees of the official staff of South Zagros Oil and Gas production Company in Shiraz that with using of simple random sampling method was selected 134 individuals. Data were collected with using a standard questionnaires that Structural equation modeling and Smart PLS software were used to analyze them. The conceptual model of research has a favorable fit. The results of this study show that organizational toxic climate has a positive and significant relationship with organizational silence and organizational inertia. Findings indicate that there is a positive and significant relationship between organizational silence and organizational inertia.

In today's competitive world, business model design becomes an important source of firm innovation. Business model innovation refers to the creation or reinvention of existing business models by proposing new value propositions, designing novel value-creation systems, and building original value-capturing mechanisms. However, inertia to change is a major barrier to adopt the innovative business model in organizations and its role have not been investigated completely yet. The purpose of this study is to investigate the impact of organizational inertia on innovative activities and role of these activities on firm performance. This research is an applied and descriptive survey. The study population consists of companies operating in the information technology industry in the city of Tehran. Data were collected from 160 companies using judgment sampling methods. The hypotheses were tested using structural equation modeling. The findings showed organizational inertia has a negative relationship with open innovation and business model innovation; open innovation and business model innovation have a positive effect on the performance and also the negative impact of organizational inertia on the firm's performance has been rejected.

Organizations, especially in the public sector, are usually static and uniform until the continuation of this situation is no longer feasible or altered by external forces. This is rooted in organizational lack of movement, or in other words organizational inertia. The purpose of this study is to provide a suitable model for correct encounter with organizational inertia in North Khorasan University of Medical Sciences.
The statistical population consisted of all personnel of the relevant organization. Using the Cochran formula, 170 people were selected by simple random sampling. The toolkit included library studies and questionnaires. Using descriptive and inferential statistics methods in AMOS and SPSS software, the validity and reliability of the research tool, regression analysis and structural equations were performed.
The average score of all factors was above 3, which is the highest amount related to knowledge management and the least amount related to psychological factors. After verifying the validity and reliability of the research tool, the results of the Structural Equation Model Questionnaire were obtained and, by analyzing it, the final model of the research was obtained.
Organizational Inertia Management Model has four factors for knowledge management, change-setting activities, change management and psychological considerations in which knowledge management and psychological considerations improve the underlying changes in change management and change management. The underlying changes are also affecting change management.

This study aims to identify the impact of organizational culture of bureaucratic inertia, is an organization with the role of social laziness. The population of this study included 210 people from all employees Ilam Governor Of these, 140 were selected as sample. Three questionnaires were used to collect data from standard bureaucratic culture (Tanya, 2006), organizational inertia (The Hague, 2014) and social laziness (Ground, 1393) was used. Analysis of data from structural equation modeling with partial least square method through software PLS is done, showed that the research proposals approved and in the cultural component of bureaucratic inertia, cognitive, behavioral, cognitive - social, economic and political impact is positive and also features the work of variables, features group and individual perception, the relationship between the culture of bureaucratic and organizational inertia play the role of mediator. It is suggested that the governor of Ilam, corporate culture in order to better participate in the organization and increase employee commitment and their efforts to achieve the goals of the organization, is encouraging. The managers increase employee participation and involvement in important corporate decisions to reduce social laziness and inertia to provide the enterprise.

In today's world, change is the only constant. If the change wasn’t necessary, the organization remains still in the initial stages of its life. The organization without change and reform remains in its basic framework. Rigidity and stagnation in the organization is called organizational inertia. This study was conducted with aims to identify and prioritize the factors causing organizational inertia. The research methodology is the combination of qualitative and quantitative methods data were analyzed in two phases. First using qualitative data obtained from exploratory studies the causes of organizational inertia have been identified. Then by extracting their factors through research survey data were evaluated. The results are including two parts. First a series of organizational inertia causes were identified and second the importance and priority of these factors were determined.

Choosing an integrated approach and an applied viewpoint to the topic of organizational inertia, present research has tries to answer the basic questions that why organizations use very repetitive methods and procedures in handling the affaires and problem solving. The aim of present research is to analyze the meaning of organizational inertia and studying effective factors on it in governmental organizations. Data was gathered by using research quantitative approaches specially survey approach and correlation examination and also a questionnaire from governmental organizations established in Semnan City through utilizing classified sampling method and was analyzed. Results show that the very important effective factors on inertia are knowledge inertia. Knowledge inertia, that included two dimensions of learning inertia and experience inertia, has direct impact on every three dimensions of organizational inertia i.e. insight inertia, action inertia and psychological inertia. Results also indicated that the knowledge absorptive capacity of organizations moderator the relationship between knowledge inertia and organizational inertia. At the end, practical solutions have been presented for going out of inertia situation in governmental organizations.