نوع مقاله : مقاله پژوهشی

نویسندگان

• حسن الوداری
• احمد لک ¹
• مسلم سلیمان پور ²

¹ گروه علوم تربیتی، دانشگاه پیام نور، تهران، ایران

² گروه مدیریت بازرگانی، دانشگاه پیام نور، تهران، ایران

چکیده

هدف پژوهش حاضر شناسایی تأثیر هوش سازمانی بر اخلاق سیاسی کارکنان دانشگاه پیام نور استان آذربایجان غربی است. این پژوهش از نظر هدف کاربردی و از حیث روش توصیفی-همبستگی است. جامعه آماری شامل کلیه کارکنان شاغل در مراکز دانشگاه پیام نور استان (مراکز ارومیه، میاندوآب و نقده) بود که ۱۲۰ نفر با روش نمونه‌گیری تصادفی خوشه‌ای و طبق فرمول کوکران انتخاب شدند. برای جمع‌آوری داده‌ها از پرسشنامه‌های استاندارد هوش سازمانی (آلبرخت، ۲۰۰۲) و اخلاق سیاسی (کادوزیر، ۲۰۰۲) استفاده شد. داده‌ها با روش مدل‌سازی معادلات ساختاری و با نرم‌افزارهای SPSS 27 و SmartPLS در دو بخش تحلیل توصیفی و تحلیل استنباطی تحلیل گردید. یافته‌های حاصل از مدل‌سازی معادلات ساختاری نشان داد که هوش سازمانی به‌عنوان یک سازه کلان، تأثیر مثبت، مستقیم و بسیار معناداری بر اخلاق سیاسی کارکنان دارد (ضریب مسیر 814/0 و آماره T برابر با 129/36). تحلیل رگرسیون چندگانه نیز نشان داد که از میان هفت مؤلفه، ابعاد «چشم انداز استراتژیک» (34/0 Beta =)، «کاربرد دانش» (25/0 Beta =)، «چشم‌انداز استراتژیک» (21/0 Beta =) و «روحیه» (19/0 Beta=) به‌عنوان پیش‌بین‌های معنادار و مستقل اخلاق سیاسی شناخته شدند. شاخص‌های برازش مدل نیز حاکی از برازش مطلوب مدل با داده‌های تجربی بود (076/0 SRMR = و 931/0 NFI =). نتایج پژوهش می‌تواند راهنمای مدیران دانشگاه در طراحی سیاست‌های توسعه منابع انسانی مبتنی بر انسجام سازمانی، مدیریت دانش، تقویت روحیه جمعی و ترسیم چشم‌انداز مشترک باشد

کلیدواژه‌ها

• هوش سازمانی
• اخلاق سیاسی
• دانشگاه پیام نور استان آذربایجان غربی
• سلامت اداری
• اشتیاق به تغییر

موضوعات

• تحلیل رفتار سیاسی

عنوان مقاله [English]

Investigating the Impact of Organizational Intelligence on the Political Ethics of Employees: A Case Study of Payame Noor University Staff, West Azerbaijan Province

نویسندگان [English]

• ahmad lak ¹
• moslem soleymanpor ²

¹ Department of Educational Sciences, Payam Noor University, Tehran, Iran

² Department of Business Administration, Payam Noor University, Tehran, Iran

چکیده [English]

A) Introduction
In the complex and volatile landscape of the 21st century, the survival and success of organizations no longer depend solely on traditional efficiency or resource accumulation. Instead, the paradigm has shifted toward how "smart" an organization can behave. Organizational intelligence (OI) is defined as the collective capacity of an organization to create, mobilize, and utilize knowledge to adapt effectively to its environment. According to scholars like Malone (2015), the failure of modern organizations is rarely due to individual human error but rather to a lack of systemic intelligence. In this context, OI acts as an "institutional rationality," allowing public institutions to detect threats early, adapt to environmental shifts, and make data-driven decisions.
Public administration, particularly in higher education institutions like Payame Noor University (PNU), operates at the intersection of government policy and social trust. This brings the concept of "Political Ethics" (PE) into sharp focus. Political ethics refers to the specialized branch of ethics that governs the conduct of public servants in the exercise of power, decision-making, and resource distribution. It encompasses values such as accountability, transparency, justice, and honesty. While professional ethics often focuses on the individual, political ethics focuses on the employee as a representative of the state.
Despite the theoretical importance of both concepts, there is a significant research gap in understanding how the dimensions of a "smart organization" influence the ethical-political behavior of its staff. Specifically, in the Iranian academic sector, where administrative bureaucracy often overlaps with political expectations, understanding the drivers of political ethics is crucial for organizational health and public legitimacy. This study addresses this gap by examining the relationship between Albrecht’s seven-dimensional model of organizational intelligence and the political ethics of university employees.
B) Objective
The primary objective of this research was to empirically investigate the impact of organizational intelligence on the political ethics of the employees at Payame Noor University in West Azerbaijan province. The study aimed to answer the following central question: To what extent do the components of organizational intelligence (Strategic Vision, Shared Fate, Appetite for Change, Heart/Spirit, Alignment and Congruence, Knowledge Application, and Performance Pressure) predict and influence political ethics? By identifying these drivers, the research seeks to provide a roadmap for university managers to design human resource policies that foster transparency, accountability, and ethical governance.
C) Method
This research was an applied study employing a descriptive-correlational and cross-sectional design.
• Population and Sampling: The statistical population consisted of all employees working at Payame Noor University centers in West Azerbaijan province (Urmia, Miandoab, and Naghadeh). A sample of 120 employees was selected using the cluster random sampling method. The demographic profile showed a mix of 66 males and 54 females, with the majority aged between 30 and 45 years.
• Data Collection Tools: Two standardized questionnaires were utilized:
1. Albrecht’s Organizational Intelligence Questionnaire (2002): Measuring seven dimensions through 28 items.
2. Kadoziere’s Political Ethics Questionnaire (2002): Measuring ethical-political dimensions through 18 items.
• Reliability and Validity: Construct validity was confirmed through KMO and Bartlett’s tests (KMO for OI = 0.68; for PE = 0.73). Reliability was established using Cronbach’s alpha, with all variables exceeding the 0.70 threshold, indicating high internal consistency.
• Statistical Analysis: Data analysis was performed in two stages. First, descriptive statistics (mean, variance, skewness) were calculated using SPSS. Second, the structural model and hypotheses were tested using Structural Equation Modeling (SEM) through SmartPLS software. This approach allowed for the simultaneous analysis of measurement and structural relationships.
D) Findings
The findings from the SmartPLS analysis provided a detailed look at the internal dynamics between intelligence and ethics. Out of the seven hypothesized relationships, three were statistically significant:
1. Appetite for Change: This component emerged as the most powerful predictor of political ethics (β=0.69,t=9.75β=0.69,t=9.75). This suggests that an organizational culture that embraces innovation, flexibility, and proactive adaptation creates an environment where employees feel more compelled to behave ethically and transparently.
2. Performance Pressure: A significant positive impact was observed (β=0.66,t=1.89β=0.66,t=1.89). This indicates that when performance expectations are clear and challenging—yet fair—employees are more likely to adhere to political ethics to maintain organizational standards.
3. Alignment and Congruence: This dimension also showed a significant positive impact (β=0.66,t=1.89β=0.66,t=1.89). When individual goals are aligned with the university's mission, employees exhibit higher levels of loyalty and accountability.
Non-Significant Factors: Interestingly, components such as "Strategic Vision," "Shared Fate," "Heart/Spirit," and "Knowledge Application" did not show a statistically significant direct impact on political ethics in this specific population. This suggests that in the context of PNU West Azerbaijan, functional and adaptive aspects of intelligence (change and alignment) are more influential on ethics than purely cognitive or emotional aspects (vision and spirit).
Model Fit Indices: The structural model reported indices of
RMSEA=0.117RMSEA=0.117
,
AGFI=0.67AGFI=0.67
, and
GFI=0.72GFI=0.72
. While these indices were slightly below the ideal thresholds, the t-values for the primary paths confirmed the significance of the results at a 95% confidence level.
E) Conclusion
The research concludes that organizational intelligence is a vital precursor to political ethics in higher education institutions. The most critical takeaway is that organizational flexibility and the appetite for change are the primary engines for ethical behavior. When an organization is stagnant and resistant to change, political ethics tend to decline, leading to hidden agendas or lack of accountability. Conversely, a "smart" university that aligns its staff’s efforts with organizational goals and maintains a healthy level of performance pressure naturally promotes a culture of honesty and responsibility.

کلیدواژه‌ها [English]

• Organizational intelligence
• political ethics
• employees
• Payam Noor University
• organizational health
• higher education