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1 ISSN: (Print) ISSN: (Online) THE RELATIONSHIP AMONG INFORMATION AND COMMUNICATION TECHNOLOGY () AND ORGANIZATIONAL AGILITY IN SISTAN AND BALUCHESTAN UNIVERSITY OF MEDICAL SCIENCES ELAHE MIRINEZHAD a, SHIRVAN KEIVANI b1 AND ZAHRA NAKHAEE RAD c a MA in Information Technology Management, Zahedan University of Medical Sciences, Zahedan, Iran b Master of Business Administration, University of Sistan and Baluchestan, Urmia, Iran c MA in Information Technology Management, University of Sistan and Baluchestan, Zahedan, Iran ABSTRACT The current research deals with study on relationship among Information and Communication Technology () and organizational agility in members of the academic faculty from Sistan and Baluchestan University of Medical Sciences. The methodology of this investigation is of type. The research statistical population includes member of faculty from Sistan and Baluchestan University of Medical Sciences, who have employed in this university during academic year , out of this statistical population, 60 participants were elected by mean of simple randomized sampling method. To collect data, two standard questionnaires of Information and Communication Technology () and organizational agility (Worley and Lawler, 2010) were utilizes. Both inventories possessed content validity and Cronbach alpha was also used to determine their reliability where the reliability of and organizational agility questionnaires were derived 0.89 and 0.91 respectively. The findings from this study indicated that there is significant relationship among Information and Communication Technology and organizational agility. KEYWORDS: Information and Communication Technology (), Organizational agility, University of Medical Sciences, Members of Faculty LITERATURE The hierarchical and bureaucratic structure of public affairs administration, which predominated mainly during several years at twentieth century, is currently converted into a type of flexible and efficient public administration. The current century is full of development and transformation. Human communities has not yet been changed and transformed to this extent in any periods of history. Information is considered as main factor for production of wealth and information community emerges based on information and communication technology (). Introducing and advancement of in organization has exerted numerous changes out of their factors, one can refer to change in structure, change in policy, individuals performance, and way of management at organizational. plays a very tremendous and complex role in today world so that the current period is called Age of Explosion of Information. For this reason, application has been accelerated in organizations. is a branch of information that makes it possible for them to act in the fields of acquisition, storage, exchange, and control of data by means of hardware, software, Netware, activity on data and their processing (Fathian, 2006). Information Technology (IT) is a type of technology that has employed all internal and external activities by means of information element and communication factor. Thus, all forms of technology may be defined within IT form (Shahidi, 2001). As it known from title of technology, this concept is a type of technology. This technology is based on modern communication advancements. These two terms are linked to each other since there is a strong relationship among these technologies and they create noticeable effects on international and regional economy (Wilson, 1999). Today, the importance of has been clearly identified in order to increase speed and accuracy of various activities of organizations and as a result 1 Corresponding author

2 improvement of their productivity and efficiency. Information Technology (IT) serves as a new weapon and tool for activity in the contemporary world where lack of its use will be followed by isolation and closed down systems in country at macro. But despite of several efforts in this regard the ground will be prepared for planning and development in organizations (Hosseini et al, 2006). With respect to this role of information in IT, it is obvious that IT includes the element of technical knowledge and information. We live in age of IT and knowledge and this capability enter us soon into Fourth Wave i.e. Cyber World. All economic, social, cultural, and political affairs will differ from what they are currently in this world (Shahidi, 2001). To achieve their goals, organizations need using information and communication technology (). This technology enables the directors to control and coordinate more complex structures by quick information processing and while organizational performance is done by integration and fast feedback (Mashayekhi, 2007). Changes, transformations, and emerging of modern technology, particularly, causes special changes and developments in organizations over the time. Every organization is mainly aimed at upgrading the important parameters in the organization by improving the rate of organizational performance and commitment among directors and personnel, which depends on acceptance of constant change and revision in structure, policies, and methods of execution of activities of manpower in the organization. To continue organizational life and survive in very turbulent modern world and doing effective and efficient activities, every organization needs being adapted to social and technological requirements and expediencies. Accepting the necessity of change and transformation in thinking and practical fields is the requisite for that objective in organizations, particularly educational organizations. During recent decades, has remarkably affected on position and performance of many communities and organizations and in parallel with such a trend, several enormous advancements have emerged. Using has created some of changes in organizations, which may be seen in some fields like structure, power authority, job content, supervision etc. By entering technology into the organization, the given organization may operate with few numbers of managers. Without information, in fact the organizational structure is like a pyramid in which all decision- makings are done on the top point. Access to information may become more easily with application of in the organization the working stress is reduced on subordinate personnel. In fact, as the rates of speed and complexities of technical changes accelerate further, demand is increased for knowledge- workers, who can use total advantages of modern technologies (Alaghehband, 2005). By coining some terms such as change of model, change in structure, reengineering, and revival which have been purposed by experts in managerial sciences, today the cycle of quick transformation emerges with technology as a main drive, change in organizations is exerted in the fields of structure and agility, manpower, rules and regulations as well as tasks and performance (Namdar, 2005). Agility means ability for responsiveness and quick and successful reaction to environmental changes. Organizations and institutions have to seek for agility for competition in twenty first century since modern organizations are exposed to rising pressure in finding new strategies for efficient competition in dynamic world market. Agility enhances organizational capability to supply high quality products and services and as a result it acts as an important factor for organizational productivity. An agile organization is not undermined easily by sudden accidents and changes. An agile organization is quick, adaptable, and strong and rapidly responds to sudden changes and new market opportunities and meets customers requirements. The agile organization has been designed for perception and prediction of changes in business environment and it deals with its structure in this regard (Shahaei and Jafarnejad,

3 2007). Whereas since 1991 term agility was used for the first time in order to describe the needed capacity for modern production and entered into world of organizations and management, but many definitions for term agility have been introduced while none of them contradicted and opposite to each other. Yusuf and Gunasekaran (2004) have defined agility as a potential for activity in a constant and unexpectedly accelerating competitive environment and quick and efficient reaction to market changes and or in other definition, agility means the capability of any organization for sensation, perception, and prediction of the existing changes in workplace. Such an organization should be able to recognize environmental changes and look at them as growth and thriving factors. Agility enhances capability of organization to supply high quality products and services and consequently it is deemed as an important factor for organizational effectiveness. An agile organization combines organizational processes and personnel with High Technology in order to meet customers requirements for purposing high quality products and services and within a relatively short- term period (Shahaei, 2006). Whereas agile institutions and organizations worry about change, uncertainty and lack of prediction for their own business environment; thus, they need to some of distinct capabilities to address change, uncertainty, and lack of prediction for their workplace, including entrepreneurship, creativity, and theorization of ideas (Shahaei and Rajabzadeh, 2005). These capabilities comprise of four main elements, which are considered as a basis for maintenance and developing of agility: 1) Responsiveness that refers to ability to recognize changes and quick reaction and exploitation from them; 2) Competency denotes capability to acquire goals and intents for organizations; 3) Flexibility and adaptability which consist of ability to lead various processes and achieving several goals by means of using the same facilities; and 4) Speed that is capability for doing activities within the least possible period of time (Trong Lin et al, 2005). So far, various models have been purposed for organizational agility, but in 2010, two experts in Theory of Agility (Worley and Lawler) have posited a diagnostic framework. According to their model, Robust Strategy is the first characteristic of an agile project, which means capability to create an exciting drive under variable environmental conditions. Adaptable Designs are the second feature. The agile organizations include some designs, which can be promptly adapted to change and shift in strategic intent in response to internal and external stresses. Third attribute in design of an agile organization is Leadership and Shared Identity. This feature modifies organizational thinking about leadership as a personal characteristic into leadership as an organizational capacity. But the last feature is Value- Creating Capability. This capability in organizational agility pursues what it follows or organizational mission (Worley and Lawler, 2010). Agility can be defined as quick capability of an organization in responsiveness to change in the market and customer s demand. But creation of entrepreneurship for members and personnel of an organization is one of goals in an agile organization. Among them, some factors may form the platform for emerging entrepreneurial talent in organizational personnel including active participation of organizational personnel in codifying organizational strategies, formulation of flexible strategies and avoiding from emphasis on conservative strategies, focus on strategic managing of organizational financial sources, receiving information on time and acting based on reliable information, shortening the organizational height, establishing entrepreneurship unit in organization, and emphasis on formation of organizational culture that supports innovation and creativity (Chen et al, 2005). Javanmardi et al (2011), in a study titled as recognition of effective factors on rising of organizational agility with approach toward neural networks, have explored capabilities of agility and then classified them by means of factor analysis methods and reviewed the rate of impact of each of these parameters on agility

4 by technique of neural networks. The results of this investigation showed that factor of organizational management and structure had the paramount impact on agility in the organization. Likewise, parameters of competency and capability of personnel and potential responsiveness and human capital may constantly affect on rising agility. In a survey under title of the exploration into status of agility capabilities in public organizations: (Case study: Post Office of Mazandaran Province), Bagherzadeh et al (2009) concluded that that the condition of all four variable of agility capabilities (responsiveness, competency, flexibility, and speed) was unfavorable in Mazandaran Province Post Office and this might be considered as a serious warning for this organization. The results of this study showed that there is a significant gap among status quo and favorable condition in agility capabilities so it could not be expected to find dynamism, wellbeing, and creativity in the given organization. Nevertheless, the entrepreneurial enterprises and organizations also require becoming more flexible especially in reaction to changing demands and needs in environment. This flexibility may not be possible unless its structural dimension to be changed (Khanifar and Vakili, 2008). The entrepreneurial enterprises require a flexible structure in which the formality and quantity of standard rules and regulation to be reduced. The complexity of organization should be decreased, namely the organizational s, number of districts and occupational positions as well as dispersal of geographical locations and regions should be reduced and the organization can adapt decentralization and decentralized structure to increase speed of decision making. The entrepreneurial enterprises should prepare conditions to flow information and communications transparently and quickly in the organization and in fact create two-way communications from top to bottom and from bottom to top. The control in organization should be changed from extreme control to general control and the balance should be established among server and weak controls in the organization (Samadaghaei, 2003). Although public organizations are exposed generally to some problems to become entrepreneurial, these organizations have especial potential and ability for entrepreneurship if the necessary platforms are prepared for them, optimal results can be achieved in this respect. To prepare these grounds, exertion of essential changes in structure is necessary in these organizations. These issues are not purposed only in theoretical and they may be mostly used in real life as well. But unfortunately despite of importance of, no appropriate ground is prepared for its growth in many organizations in our country and the ground should be provided for more growth in realization of this objective. Although, it seems that in universities of the country the ground can be prepared for using in its structure and body and provided it for improvement and creation of flexibility and agility and at the same time this may be followed by their better performance and finally it can contribute to educational and researching goals. In this investigation, the researcher intends to study on relationship among and organizational agility between members of faculty from Sistan and Baluchestan University of Medical Sciences. Whether at here is a relationship between information technology and organizational agility? Figure 1: Research conceptual model HYPOTHESES H1: There is a significant relationship among and organizational agility.

5 H2: There is a significant relationship among and robust strategy. H3: There is a significant relationship among and adaptable designs. H4: There is a significant relationship among and leadership and shared identity. H5: There is a significant relationship among and value-creating capabilities. METHODOLOGY OF RESEARCH In this descriptive study, methodology is of type. The research statistical population comprises of the members of faculty in Sistan and Baluchestan university of Medical Sciences, who have employed in this university at academic year among them 60 participants were chosen as research sample in this statistical population by means of simple randomized sampling technique. To gather data, two standard questionnaires of organizational agility (Worley and Lawler, 2010) including 36 questions with close-ended answers and inventory of including 20 questions based on Likert five- scale spectrum were utilized. Both questionnaires had content validity and Cronbach alpha was used as well to determine reliability of questionnaires where the reliability of and organizational agility questionnaires were acquired 0.89 and 0.91 respectively. RESEARCH FINDINGS Table 1: Central tendency parameters and dispersion of research variables Variables Mean Median Standard deviation Robust strategy Adaptable designs Value- creating capability Leadership and shared identity Information and communications technology () According to Table-1, we find that among research variables, variable has the highest mean value (3.71) while variable of adaptable design also has the lowest mean (3.25). But in general research variables are not noticeably differ from each other. Testing of hypotheses H1: There is a significant relationship among and organizational agility. Table 2: Correlation for and organizational agility Variable & organizational agility Frequency (r) Significance According to the results from Table-2, the observed-r at α = 0.05, there is positive significant among and organizational agility; therefore, this hypothesis of our study may be verified that there is a significant relationship among and organization agility. H2: There is a significant relationship among and robust strategy. Table 3: Correlation table for most important hypothesis (α = 0.05, N = 60) Robust strategy Robust strategy The P-value = was obtained by doing the given test at confidence 95% and

6 for this reason we reject null hypothesis namely there is a significant relationship among and robust strategy and with respect to positive sign of it can be mentioned this relationship is of positive type and given this value (0.41) it should be noted that the relationship among these two variables is at average to higher. Thus, we may conclude that to the extent that the of variable of robust strategy can be enhanced consequently it may be possible to cause occurrence of by members of that organization at certain. H3: There is a significant relationship among and adaptable designs. Table 4: Correlation test for hypothesis of and adaptable designs (α = 0.05, N = 60) Adaptable designs Adaptable designs By conducting test, P-value= was obtained at confidence 95%. This shows that there is a significant relationship among and adaptable designs and with respect to positive sign of it can be implied that this relationship is of positive one and given that value (0.447), it should expressed that the relationship among these two variables is a relationship at average to higher. Thus, we conclude that to some extent the variable of the adaptable designs can be more practical in the studied population as a result this may cause emerging of by personnel of that organization at certain. H4: There is a significant relationship among and leadership and shared identity. Table 5: Correlation test for hypothesis of and leadership and shared identity (α = 0.05, N = 60) Leadership & shared identity Leadership & shared identity By doing test, P-value = 0.98 was acquired at confidence 95%. This indicates that there is significant relationship among and leadership and shared identity and with respect to positive sign of, it can be implied that this relationship is of positive one and given that value (0.594) it is revealed that the relationship among these two variables is a relation at average to higher. H5: There is a significant relationship among and value-creating capability. Table 6: Correlation test for hypothesis of and value-creating capability (α = 0.05, N = 60) Valuecreating capability Valuecreating capability

7 The P-value = was derived by doing test at confidence 95%. This reflects that there is a significant relationship among and value- creating capability so with respect to positive sign of it may be stated that this relationship is of positive type and by virtue of that value (0.683) it should be noted that the relationship among these two variables is at higher. CONCLUSION As it shown in these results, P-value= was obtained by testing the major hypothesis at confidence 95% and thus we reject null hypothesis. In other words, there is a significant relationship among and organizational agility and with respect to positive sign of, it can be mentioned that this relationship is a positive type so given that value (0.671), it should be implied that the relationship among these two variables is a relation at average to higher. Therefore, we conclude that to the extent that we can enhance of organizational agility consequently this may cause using of further by personnel of the organization at certain. The results of this survey are consistent with the findings of study that Hill (2003) conducted in eight organizations within South Africa in which he has mentioned organizational structure, reward and reinforcement organizational system, and organizational management and culture as effective factors on development of. Similarly, the acquired results were (0.41) at confidence 95% and P-value = in hypothesis of relationship among and robust strategy so they indicated a positive relationship therefore we conclude that as one can enhance of robust strategy consequently this may cause improving of by members of that organization with certain rate. The research findings showed that these findings are complied with the result of study done by Raynor (2008) in which flexible strategies in organizational technology, especially in the field of attracting clienteles satisfaction in organization and developing organizational human resources were related positively to development of organizational agility and also in the given results from hypothesis of relationship among and adaptable designs, P-value = was derived by testing of at confidence 95% where that value (0.447) indicates that there is a significant relationship among and adaptable designs so with respect to positive sign of, it can be purposed that this relationship is of positive type and whereas the relationship among these two variables is a relation at average to higher thus we conclude that to the extent that adaptable design can be more practical as a result this can cause using by personnel of that organization at certain rate. Similarly, according to the results of this hypothesis, there is a significant relationship among and variable of leadership and shared identity. By doing test, P-value = was obtained at confidence 95%. This shows there is a significant relationship among and variable of leadership and shared identity and with respect to positive sign of, it may be implied that the relationship among these variables is positive and given that value (0.594) it is also clarified that there the relationship among these two variable at average to higher and at the same time based on results of this hypothesis there is a significant relationship among and valuecreating capability. P-value = was acquired by conducting test at confidence 95%. This reflects there is a significant relationship among and value-creating capability so with respect to positive sign of it can be mentioned this relationship is positive and given that value (0.683), it should be noted that the relationship among these two variables is at higher. The results of investigation are complied with studies done by Raynor (2008), Chen et al (2005), Furst (2005), Bagherzadeh et al (2009), and Javanmardi et al (2011). Nevertheless, today organizations need to in order to enhance objectives of their directors and organizations toward growth and development

8 and return of capital comprehensively. Thus, creativity may be flourished in personnel following to application of in organizations and this leads to creating of self-confidence and sense of value in personnel as well as it will serve as a ground for flexibility and agility in organization with participatory management approach. Organization and director may utilize achievements for providing organizational interests. Hence, directors should prepare the ground for flourishing of their talents instead of restriction of personnel to traditional facilities and their use and creative and updated personnel should be supported financially and intellectually in order to acquire favorable outcomes in organizational agility. For this reason, in those organizations like universities where they deal with education and research and creative services at macro and more essential than them i.e. training of manpower, policymakers, planners, and provident and strong directors should prepare the conditions for creativity and innovation in personnel of organization and total subordinate system and develop and encourage them. However, the results of present study show that adoption and developing creative behaviors and efforts and optimal use from in the organization can provide the most optimal workplace in this condition and structure and organizational agility. ACKNOWLEDGEMENT The authors are thankful of all personnel at Sistan and Baluchestan University of Medical Sciences who have warmly collaborated and cooperated in this research. REFERENCES Alaghehband, Ali (2005), Fundamentals of educational administration, Tehran: Ravan Pub. Bagherzadeh, Mohammadreza, BalueiJamkhaneh, Ezatollah, MoaafiMadani, Seyed Reza (2009), The study on condition of agility capability in public organizations: Case study: Mazandaran Province Post Office, Quarterly of management, 7 th year, vol. 18, summer. Chen, J., Zhu, Z. &Anquan, W. (2005). A system model for corporate entrepreneurship. International Journal of Manpower, 26(6), Fathian, Mohammad (2006), IT bases and management, Tehran: Iran University of Sciences & Technology (IUST). Furst, R. M. (2005). An exploration of corporate entrepreneurship: Venturing signatures and their underlying dynamics. Fromwww.Wilkes.Edu/Include/Academic s/gradbulletin_0304.pdf. Hill, M. (2003). The development of an Instrument to measure Entrepreneurship: Entrepreneurship within the corporate setting. From Hosseini et al (2006), Presentation of information model to access to a knowledge-based community, Conference on prospection inquiry, technology and outlook, Tehran: Amir Kabir University of Sciences & Technology. Javanmardi, Mohammad, Zanjirehchi, Seyed Mahmud, Karbasian, Mehdi & Khabooshani, Aazam (2011), Recognition of effective factors on rising of organizational agility with neural networks approach to upgrade passive defense system, Journal of sciences and technologies of passive defense system, 2 nd year, vol. 2, summer (month), pp Khanifar, Hossein, Vakili, Fardin (2008), The relationship among type of organizational structure and organizational and economic entrepreneurship in economic small- and medium-sized enterprises, Quarterly of

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