Main Article Content

Walaa J. A. Alshimary [email protected]


Abstract

The research aims to identify the important role of creative synergy under the current circumstances in achieving organizational effectiveness through the dimensions of creative synergy represented by (team goal, team activities, team processes), it relied on the descriptive analytical approach by relying on the questionnaire, and a deliberate sample of instructors in the Research and Development Department at the Ministry of Higher Education and Scientific Research was selected, numbering (100) instructors, as they represent the largest and most important category, experience and knowledge in solving problems and presenting new ideas for the purpose of reaching purposeful decisions that achieve a high level of performance. The research problem crystallized by posing the main question (How does creative synergy affect organizational effectiveness in the organization under study?), and the research used a set of statistical indicators such as the arithmetic mean, standard deviation, relative importance, simple linear regression, and others by using the SPSS V. 26 program to reach a set of results, including that the organization under study does not care about the behaviors of team members as much as it cares about the general functional behavior in terms of completing routine work, and therefore it does not seek to provide an appropriate and stimulating environment For creativity, where senior management can benefit from the experiences and skills of individuals for the purpose of achieving organizational effectiveness, as well as not seeking to achieve the necessary harmony in changes and their consistency with societal variables, and weakness in the adopted policies and procedures, in addition to weakness in planning and monitoring. Among the most important recommendations recommended by the researcher based on the results reached by the research, it is necessary to reform the work team in each department from individuals with experience and competence in the field of specialization so that they are responsible for addressing problems and challenges and discussing new ideas. It also requires continuous support and motivation from the leadership and providing the necessary supplies that help them achieve the goals and achieve effectiveness for the organization.

Downloads

Download data is not yet available.

Article Details

How to Cite
Walaa J. A. Alshimary. (2024). Creative synergy as a potential factor for the achieving of Organizational Effectiveness. Tikrit Journal of Administrative and Economic Sciences, 20(67, part 2), 219–233. https://doi.org/10.25130/tjaes.20.67.2.12
Section
Articles

References

‏ Kumari, P., & Thapliyal, S. (2017). Studying the impact of organizational citizenship behavior on organizational effectiveness. Human Resource Management, 4(1), 9-21.‏

Basadur, M. (1994). Managing the creative process in organizations. In M. A. Runco (Ed.), Problem finding, problem solving, and creativity (pp. 237–268). Westport, CT: Ablex.

Broxton, M. L. (2012). The relationship between nonprofit capacity building, organizational learning and organizational effectiveness: A case study of strengthening communities fund program in Central Florida.‏

Climer, A. E. (2016). The development of the creative synergy scale (Doctoral dissertation, Antioch University).‏

Costa, A., & Anderson, N. (2011). Measuring trust in teams: Development and validation of a multifaceted measure of formative and reflective indicators of team trust. European Journal of Work and Organizational Psychology, 20(1), 119–154. doi:10.1080/13594320903272083

Hülsheger, U. R., Anderson, N., & Salgado, J. F. (2009). Team-level predictors of innovation at work: A comprehensive meta-analysis spanning three decades of research. Journal of Applied Psychology, 94(5), 1128–1145. doi:10.1037/a0015978.

Katzenbach, J., & Smith, D. (1999). The wisdom of teams: Creating the high-performance organization. New York, NY: HarperBusiness.

Khurana, P. (2013). Role of ethics in personal, team and organizational effectiveness. Retrievedon15Feb2016from (http://shodhganga.inflibnet.ac.in:8080/jspui/handle/10603/9183).

Larson, C., & LaFasto, F. (1989). TeamWork: What must go right/ what can go wrong. Newbury Park, CA: Sage.

Lawler III, E. E. (2005). From human resource management to organizational effectiveness. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 44(2), 165-169.

Manzoor, Q. A. (2012). Impact of employees’ motivation on organizational effectiveness. Business management and strategy, 3(1), 1-12.‏

Matthew, J., Grawhich, & Barber, L. K., (2009). Are you Focusing both Employees and Organizational Outcomes. Organizational Health Initiative at Saint Louis University (ohi.slu@edu), 1-5.

Nobbie, P. D., & Brudney, J. L. (2003). Testing the implementation, board performance, and organizational effectiveness of the policy governance model in nonprofit boards of directors. Nonprofit and voluntary sector quarterly, 32(4), 571-595.‏

Pakeltienė, R., & Ragauskaitė, A. (2017). Creative synergy as a potential factor for the development of social innovations. Research for Rural Development, 2, 174-181.‏

Pearce, C. L., & Ensley, M. D. (2004). A reciprocal and longitudinal investigation of the innovation process: The central role of shared vision in product and process innovation teams (PPITs). Journal of Organizational Behavior, 25(2), 259–278. doi:10.1002/job.235

Plucker, J., Beghetto, R. A., & Dow, G. T. (2004). Why isn't creativity more important to educational psychologists? Potential, pitfalls, and future directions in creativity research. Educational Psychologist, (39), 83–96. doi:10.1207/s15326985ep3902_1

Sowa, J., Selden, S. and Sandfort, J. (2004). No Longer Unmeasurable? A Multidimensional Integrated Model of Nonprofit Organizational Effectiveness. Nonprofit and Voluntary Sector Quarterly, 33(4), pp. 711-728.

West, M. A. (2003). Innovation implementation in work teams. In P. B. Paulus, B. A. Nijstad, P. B. Paulus, & B. A. Nijstad (Eds.), Group creativity: Innovation through collaboration. (pp. 245–276). New York, NY: Oxford University Press.

Anas Suhail Arafat Abu Al-Filat. (2012). Towards enhancing organizational effectiveness among Arab Bank employees from the perspective of organizational culture in the West Bank (Doctoral dissertation, AL-Quds University).

Rania, Ben Kaddour, Nawi, Amina, Nawi, Rumisaa, & Shababy. (2022). The effect of organizational structure on organizational effectiveness.

Saaed, H. K., Alhamdany, S. N., & Dawood, A. Q. (2020, November). Innovation work Behaviors as a mediator of the relationship between Reliable leadership and Knowledge Sharing Exploratory study at the Baghdad's Ministry of Labor and Social Affairs. In 2020 2nd Annual International Conference on Information and Sciences (AiCIS) (pp. 222-229). IEEE.‏