The role of organizational transformation in organizational failure: an exploratory study for the opinions of a sample of academic leaders in a number of private universities in the Kurdistan Region of Iraq
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Abstract
The main objective of the research was to identify the role of organizational transformation in organizational failure, and to present some proposals that contribute to explaining the impact and relationship between the two variables of the research. A number of scientific research tools were used in the practical side of the research to reach the desired results, including the use of the questionnaire as the main tool for collecting data. The primary focus was on the practical side of the research, as (176) questionnaires were distributed to a random sample of academic leaders in the private universities investigated, and (150) questionnaires were retrieved from them, suitable for analysis, with a response rate of (74%). A number of statistical methods were also used to deal with the data and to analyze the statements. The questionnaire and the testing of the research hypotheses, which are that there is a significant, statistically significant relationship between organizational transformation and organizational failure in the investigated universities. There is also a statistically significant effect of organizational transformation on organizational failure in the researched universities, according to the data that was processed through statistical programs (SPSS.V26).) and (E-Views V.12), and the research came out with a number of results, the most important of which is that there is a significant effect of organizational transformation on organizational failure in the private universities studied, and that the more these universities direct their interest in improving their means of organizational transformation, the more this will enable them to reduce their levels of exposure to organizational failure. The opposite is true, and the organizational transformation variable derives its influence on the organizational failure variable through digital transformation first and then organizational contradiction, which explains that the private universities studied are working on radical change by relying on digital transformation and organizational contradiction as motives for reducing organizational failure. The research suggested reviewing internal work procedures periodically and continuously, which is one of the fundamental causes of organizational failure, and trying to update them for the better and with new requirements at the level of higher education, because academic leaders in the investigated universities can control these factors.
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