organizational intelligence

Abstract Purpose: The aim of this paper was to provide a talent management model based on emotional, organizational and cultural intelligence in Islamic Azad Universities, Fars province. Methodology: The research used descriptive and survey methods and the statistical population included all faculty members of Islamic Azad University, Fars Province in educational year in 2016-2017. The sample size included 332 subjects who were selected by stratified random sampling method. The data collection tools were talent management questionnaire (2007), Albrecht organizational intelligence questionnaire (2003), Goleman emotional intelligence questionnaire (2000) and Ang and Earley cultural intelligence (2004). Findings: Data were analyzed using the SPSS and Amos software. Pearson correlation results showed that there is a significant positive relationship between emotional intelligence and its components with talent management. There is also a significant positive relationship between organizational intelligence and its components with talent management, as well as there is a significant positive relationship between cultural intelligence and its components with talent management. Structural equation modeling results showed that emotional intelligence variable (0.24%) explained the highest cultural intelligence variance. Conclusion: Therefore, the results of the study suggest that by increasing emotional, organizational and cultural intelligence among the faculty members of Azad University, talent management will be also improved

The new paradigm of good governance has an emphasis on international transparency, and this in this study takes into account the actual impacts of organizational intelligence in policymaker organizations. This study primarily aims to design an intelligent model of transparent governance in policymaker organizations with the approach of good governance. The study is a fundamental research in terms of objectives. In the qualitative section, data collection was done through Delphi interview questions, and the statistical population was senior managers, specialists, and policymakers with targeted sampling. In the quantitative part, the population was mid-level managers and organizational intelligence experts. The random sampling method was via the Cochran formula, and 432 individuals were selected. Data gathering tools were interviews and researcher-made survey questionnaires. The content and face validity and Cronbach alpha reliability were employed. The data were analyzed by descriptive and inferential statistics, including factor analysis, regression, and structural equations. Model fit and Friedman test were employed. The findings indicated three dimensions in the proposed model design, including transparency, knowledge creation, and knowledge translation, along with six components, five subcomponents, and 23 indicators. The results suggested that there is a relatively strong and appropriate relationship between organizational intelligence and organizational transparency. Furthermore, sense-making had the highest correlation with organizational transparency. Also, the strongest predictor was the sense-making variable.

One of the new concepts in the field of human resources management is organizational intelligence, which is increasing in importance day by day. The main goal of the present study was to identify the factors affecting the organizational intelligence of secondary school principals. The current research method was qualitative-based theory and applied research in terms of its purpose. The participants in the research were principals and vice-principals of schools in Lorestan province. Totally 20 interviews were conducted with them using the purposeful sampling method until reaching theoretical saturation. The research tool was semi-structured interviews. Open, axial and selective coding was used to analyze the data. Also, for the validity of the findings, in addition to reviewing the interview process by researchers, internal participants and external auditors were used, and for reliability, evaluators outside the research were used, and the agreement coefficient was 0.80. The data analysis led to the formation of 9 core categories, based on the paradigm model of Straves and Corbin, "empowerment" and "elements of a smart organization (including justice-oriented components, organizational transparency and research-oriented components)" as causal conditions, "organizational culture" and "leadership" "cultural" as background conditions, "organizational global horizon" as intervening conditions, "financial, psychological and environmental horizon" and "talent management" as strategies/strategies and "productivity" and "career longevity" were also consequences of organizational intelligence. Based on the current findings, the education system should pay attention to the empowerment of managers, the elements of intelligent organization and the organizational culture of managers as factors that shape and accelerate organizational intelligence.