The Structural Modelling of Social Capital, University Agility, Organizational Trust with Employees' Readiness for Change at the University: The Mediating Role of Psychological Capital

Document Type : Research/Original/Regular

Authors

1 Department of Educational Administration and planning, School of Education and Psychology, Shiraz University, Shiraz, Iran

2 Department of Educational Administration, Islamic Azad University of Shiraz, Shiraz, Iran

10.22059/jscm.2023.355027.2389

Abstract

The main aim of this study was the structural modelling relationship of university social capital, university agility, organizational trust with employees' readiness for change with the mediating role of psychological capital at Shiraz University. The statistical population were all the employees of Shiraz University, who 124 people were selected as the research sample using systematic sampling method. The research tool included five questionnaires of social capital, university agility, organizational trust, psychological capital and readiness for change, which were distributed and collected after calculating validity and reliability. The research data were analyzed the statistical methods of one-sample t-test and multivariate regression. The findings showed that from the point of view of the employees, the state of social capital and employees' readiness for change was less than the desired level and higher than the cut-off point. The agility of the university and the organizational trust of the university were less than the desired level and the cut-off point. The psychological capital of the employees was higher than the desired level and the cut-off point. the structural equation showed: when the variables of social capital, university agility and organizational trust are entered into the structural equation modelling in interaction, social capital loses its direct and indirect predictive power. In addition, even though university agility and organizational trust in interaction with other research variables lose their direct predictive power for employees' readiness for change, but with the mediating role of psychological capital they have indirect predictive power for employees' readiness for change.

Keywords

Main Subjects


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