Background: We aimed to investigate Tehran’s University of Medical Sciences (TUMS) affiliated hospitals Organizational readiness toward implementing the ‘Autonomous Hospitals’ program as a change initiative from a managerial perspective in 2020. Methods: A census covering all eligible managers working in TUMS affiliated hospitals, Tehran, Iran (350 individuals) was carried out. Overall, 281 questionnaires were returned (a 30% non-responsiveness rate). A standard construct was adopted for data collection which was validated through a process of translation- back translation, face validity, and content validity (CVI=0.86, CVR=0.76). The reliability was acquired using Cronbach’s alpha coefficient (0.87 and over 0.7). Both descriptive and inferential statistics were employed to draw conclusions .SPSS 26 was used for data analysis. Result: Total Organizational readiness for change (TORC) in hospitals was 60.75%±10.11 showing a state of medium to upper-medium readiness status. Also, the 'Clear mandate and centralized leadership' theme scored the lowest mean (53.02%±15.78) for ORC. 'Hospital accreditation level' (r=-0.14, P≤0.05), ‘bed occupancy rate’ (r=-0.19, P ≤0.05), and 'leadership status' (r=0.26, P≤0.001), also showed significant association with TORC. In addition, 'standardized bed occuPancy rate' (P≤0.05, B=-2.41), a 'male' leader (P ≤0.05, B=3.42), and 'academic affiliation' (P≤0. 1, B=-9.52), were good Predictors of TORC based on ‘Backward Multiple Linear Regression’ analysis. Conclusion: Full support from hospital and headquarters executives, delegation of sufficient decision-making authority to hospital managers, and implementation of comprehensive performance evaluation criteria were prerequisites for robust hospital autonomy in TUMS-affiliated hospitals.

AbstractPurpose: The velocity of change in the surrounding world has forced them to identify those factors which impact their change capacity. The present study was conducted to identify and prioritize influential factors on Organizational change capacity.Methodology: In terms of purpose, this was explorative and applied research. Its population included ten familiar experts with research subjects in a research and training center. By reviewing the literature on change capacity, relevant, influential factors were identified, and they were concurred by the fuzzy Delphi technique, and then they were ranked. After recognizing influential factors, a pair comparisons questionnaire was distributed among ten experts, and after gathering the questionnaires, effecting factors were ranked using the Expert Choice11 Software package and AHP technique.Findings: Results show that Organizational culture, structure, and style of leadership were the main factors that impacted change capacity.Conclusion: The influential factors can be divided into three categories: environmental, content, and structural elements. Environmental factors include environment and innovation; content factors include team working, intellectual capital, leadership, political behavior, and human resource management; Structural elements include strategy, structure, Organizational policies, information technology, knowledge management, and technology. Value: This is the first time in the literature that the influential variables affecting the change capacity were recognized and categorized in a conceptual classification that has not been seen in the previous research.

Purpose: This study aimed to examine the relationship between Organizational culture and change management in Public libraries of Tehran City using the components of the Denison Model. Achieving this goal, the study seeked to identify the relationship between the mission, adaptability, and alignment components. Ultimately, the research investigated the connection between the involvement in the participatory work component and change management in Tehran Public Libraries Foundation.Methods: This research was a quantitative and correlational one. The entire population included all employees of Public libraries in the Tehran City institution, totaling about 360 individuals. The sample size, based on Morgan's table, is 186 individuals who were randomly selected using cluster sampling. The data collection tool was a researcher-made questionnaire consisting of 28 questions designed to assess the relationship between Organizational culture components and change management in Iran Public Libraries Foundation.Findings: The Organizational culture dimention, based on the Denison Model components, is deemed acceptable with an average of 3.84. Additionally, there is a significant relationship between the Denison model components (mission, adaptability, alignment, involvement in participatory work) and change management in Public library institutions. According to Friedman's ranking test, engage in work has the highest impact on change management with 2.69, surpassing other model components, while mission has the minimal impact on change management with 2.40.Conclusion: The components of involvement in work, adaptability, alignment, and mission of Organizational culture, according to the Denison model, have scored higher than average and demonstrated a desirable status in employee change management. So it seems the dominant Organizational culture in the studied libraries aligns with Denison's components. Considering the average scores of Organizational culture components and change management, and their direct correlation, the results shows Organizational culture is a crucial factor in the change process in the studied libraries. To enhance readiness for change in these libraries, it is recommended that Organizational culture be prepared for acceptance and alignment with changes through training and the support of senior managers.

Introduction: The most significant issue regarding the study of change in organizations is related to organizations environment; the territory in which organizations form and change. Environmental dimensions and features are the values used to estimate and understand the environment surrounding the organization.The main focus of this study is to identify the effective environmental dimensions and features on the Organizational entrepreneurship in Iranian Public hospitals and in order to estimate their effectiveness on the entrepreneurship activities.Methods: The country’s pole scientific hospitals are the environment of the research and the statistical sample of it consists 500 of mid managers and experts including the supervisors, head nurses, nurses and the experts of official affairs who have at least the bachelor’s degree. In the research, the classified random sampling method has been used. In collecting the data, the standard questionnaire had been used and methods such as operative analysis, path analysis and model fitness by means of SPSS and LISREL software were applied.Results: The amount of KMO Index of environmental features is 83%, their p-value is under 0/05 and the accomplished division covers 89 percent of the variance, which means the derivate environmental values are really suit. The amounts of fitness accuracy of CFI, NFI, RFI and IFI of this model were all more than 0.99, the amount of its GFI is 0.99 and the amount of RMSEA is 0.05 which was suitable. The relation of environment dimensions, its values together, related employment variable and also the considered paths had been accepted.Conclusions The dimensions of dynamism, complexity, munificence, struggle and their features in the external environment of Iran Public hospitals had existed, while they have all kinds of direct and significant effect on its Organizational employment.Therefore, the existing circumstances in the outer environment are ready for persuading, impulsion and leading the hospitals toward employment and encountering the existing evolutions.