The mediating role of organizational mindfulness between organizational culture and organizational reliability: A mixed research in higher education

Document Type : Original Article

Authors

1 Corresponding Author : Ph.D. Graduate in Educational Administration, School of Management, University of Kharazmi, Tehran, Iran,

2 Full Professor, Department of Educational Administration, School of Management, Kharazmi University, Tehran, Iran

Abstract

The aim of this study was to study the role oforganizational mindfulness as a mediator in the relationship between organizational culture and organizational reliability.In thequalitative part of the research community,the faculty experts of the management faculties of Tehran public universities, and a sample of14experts in management science were conducted usingasnowball sampling method and a semi-structured interview.Quantitative research community;faculty members of management departments of management schools of Tehran public universities with351members and a sample of 226faculty members usingtwo-stage cluster sampling andthen,sampling was available and implemented with organizational reliability,organizational culture questionnaires and researcher-made questionnaire of organizational mindfulness in 2015.The method of qualitative analysis was open source coding to develop indicators of organizational mindfulness.Quantitative analysis methods were exploratoryfactoranalysis,confirmatory,structural equation modeling.Structural equations include one latent independent structure of organizational culture and two latent structures dependent on organizational mindfulness and organizational reliability.Findings indicate a significant and direct effect of organizational culture on organizational mindfulness(γ=0.42)and organizational reliability(γ=0.65)and a significant and direct effect of organizational mindfulness on organizational stability(β =0.24).The results show the direct impact of organizational culture with the themes of leadership style,cohesion and belonging,and communicationmodelonorganizationalmindfulnesswiththeconceptsof:rapidityandagility,flexibility,accountability,conditional learning and development of recognition,trust and openness,and on organizational reliability with themesofsensitivitytoperformance,preoccupationwithfailure,commitmenttoflexibility,deferencetoexpertise,reluctancetosimplify interpretation,also the direct impactoforganizationalmindfulnessonthe formation of organizational reliability.

Keywords

References

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Higher Education Letter
Volume 15, Issue 57
April 2022
Pages 7-34

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