Abstract
ObjectivesStrengthening the organizational agility of the hospital can lead to decreased production costs and increased market share, better serving to patients' needs, introduction of new services and increased competitiveness; therefore, this study aimed to investigate the agility of Shiraz public teaching hospitals.ResultsThe results showed that organizational intelligence had a positive and significant effect on organizational agility with a path coefficient of 0.172. Organizational forgetting and organizational learning also played a mediating role between organizational intelligence and organizational agility. This means that organizational intelligence had positive effect on organizational forgetting with path coefficient of 0.482, organizational forgetting on organizational learning with path coefficient of 0.40 and subsequently organizational learning on organizational agility with path factor of 0.07. Organizational forgetting also played a mediating role between organizational intelligence and organizational learning.
Highlights
If we look at the hospital as an organization, we can conclude that due to the competitive environment around the customers can choose other service centers and for the sake of survival and sustainability, the organization has to change and adapt to existing
Organizational agility is one of the factors affecting the success of organizations in the competitive market; Study of factors affecting organizational agility in general teaching hospitals of Shiraz University of Medical Sciences
Based on the results of the analytical statistics related to the test of the conceptual model of the research with respect to the absolute fit index, Adaptive Fit Indexes and Model Economic Indicators and their comparison with their standard values is observed that theoretical model that is obtained using articles and references and suggested by the researcher consistent with the model obtained from empirical data and is a graceful model
Summary
Organizations are increasingly under-effected by the three words customer, competition and change, and are always looking for ways to overcome these problems [1]. If we look at the hospital as an organization, we can conclude that due to the competitive environment around the customers can choose other service centers and for the sake of survival and sustainability, the organization has to change and adapt to existing. Organizations must seek an organizational agility paradigm to maintain their competitive ability and to cope with change. The results of a study conducted by Jafarinejad and Shahaei [3] entitled of agility capabilities in government organizations showed that agile government institutions has grown and increased in productivity 53%, in staff satisfaction 38% and in customer or consumer satisfaction 3% [3].
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