Enero-Junio 2023

Vol. 13 No. 1

Interacción y Perspectiva. Revista de Trabajo Social Vol. 13 N

1 / enero-junio, 2023

Interacción y Perspectiva Dep. Legal pp 201002Z43506

Revista de Trabajo Social ISSN 2244-808X

Vol. 13 N

enero-junio

ARTÍCULO DE INVESTIGACIÓN

Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social / 10.5281/zenodo.7382644

Davood Abbasi *; Niloofar Imankhan **; Torag Mogibi ***

Resumen

Las organizaciones con mayor capacidad de innovación tienden a responder mejor y más

rápido a los desafíos ambientales y, por lo tanto, logran un mayor desempeño

organizacional. Este estudio trató de identificar la variedad de dimensiones de innovación

que se adaptarían a la organización de seguridad social iraní. La investigación fue de

naturaleza descriptivo-analítica, y una fase documental en términos del enfoque

adoptado para recopilar datos secundarios. En cuanto al método de implementación, fue

una investigación cualitativa realizada mediante entrevistas con preguntas abiertas y

luego realizando un análisis temático. Los expertos a entrevistar fueron elegidos entre

la población de gerentes empleados en la sede de tratamiento de la Organización de

Seguridad Social de la provincia de Teherán, de los cuales finalmente se entrevistó a 13

personas. Para mejorar la validez, se implementó el método de atención a las

recomendaciones técnicas de los expertos, dirigido principalmente a cómo mejorar las

características positivas y controlar las negativas. A través del análisis temático de los

datos recopilados de las entrevistas, se construyó un modelo inicial para la variedad de

dimensiones de innovación que se adaptarían a la Organización de Seguridad Social de

Irán. En este análisis, se identificó un total de 33 subtemas de los 11 temas siguientes:

Ampliación de las capacidades intelectuales, rediseño del sistema de motivación,

evaluación de necesidades y formación aplicada, crear una infraestructura para facilitar

la innovación reestructuración para facilitar la innovación, modificar el sistema de

reclutamiento para contratar personal creativo, fomentar una cultura de aceptación del

cambio, fomento de las innovaciones basadas en procesos, fomentar las innovaciones

de comportamiento, fomento de las innovaciones administrativas y Fomento de las

innovaciones técnicas.

Palabras clave: Dimensiones de la Innovación, Método Cualitativo, Entrevista en

profundidad, Análisis Temático, Organización de la Seguridad Social.

Abstract

Identification of The Array of Innovation Dimensions Suitable for The Social

Security Organization

Organizations with higher innovation capacity tend to respond better and faster to

environmental challenges and therefore achieve higher organizational performance. This

study tried to identify the array of innovation dimensions that would suit the Iranian

social security organization. The research was developmental in its purpose, descriptive-

analytical in nature, and a library research in terms of the approach taken to collecting

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

secondary data. In terms of the implementation method, it was a qualitative research

performed by conducting interviews with open-ended questions and then performing a

thematic analysis. The experts to be interviewed were chosen from among the

population of managers employed in the treatment headquarters of the Social Security

Organization of Tehran province, of whom ultimately 13 people were interviewed. To

improve validity, the method was implemented with attention to the technical

recommendations of experts in relation to how to enhance positive features and control

negative features. Through the thematic analysis of the data collected from the

interviews, an initial model was built for the array of innovation dimensions that would

suit the Iranian Social Security Organization. In this analysis, a total of 33 subthemes in

the 11 following themes were identified: Expanding intellectual capacities; Redesigning

the motivation system; Needs assessment and applied training; Creating an

infrastructure to facilitate innovation; Restructuring to facilitate innovation; Modifying

the recruitment system to hire creative personnel; Nurturing a culture of acceptance of

change; Fostering process-based innovations; Fostering behavioral innovations;

Fostering administrative innovations; Fostering technical innovations.

Keywords: Innovation Dimensions, Qualitative Method, Interview, Thematic Analysis,

Social Security Organization

Recibido: 29/09/2022 Aceptado: 25/11/2022

* PhD Student, Department of Management, Firoozkooh Branch, Islamic Azad University, Firoozkooh, Iran.

Orcid: https://orcid.org/0000-0002-0457-1105, correo electrónico: Davood_2416@yahoo.com .

** Assistant Professor, Department of Management, Firoozkooh Branch, Islamic Azad University, Firoozkooh,

Iran. Orcid: https://orcid.org/0000-0003-1964-3834, Correo electrónico: imankhan@iaufb.ac.ir

*** Associate Professor, Department of Management, Firoozkooh Branch, Islamic Azad University, Firoozkooh,

Iran. Orcid: https://orcid.org/0000-0002-3693-5049, correo electrónico: toragmogibi@yahoo.com

1.- Introduction

Organizational innovation is a path to organizational progress and success and a

main determinant of whether an organization can remain competitive in challenging

environments. Organizations can use the knowledge of their employees and other human

resources to foster organizational innovation (Kraus, 2004).

Innovation can be described as the generation of new ideas and thoughts. There are two

definitions for innovation. From a psychological point of view, innovation is one of the

main aspects of thinking, with thinking defined as the process of retrieving and changing

information in long-term memory. From an organizational point of view, innovation

means generating and presenting new creative thoughts and ideas for the improvement

and progress of the organization (Kashanaki, 2017).

Chen et al. have defined innovation as generating new knowledge and ideas to use

in the business, to achieve new business outcomes, to set goals for improving business

processes and structures, and to create diverse products and services (Chen et al.,

2004).

By definition, innovation means coming up with something new and therefore adding

to the existing knowledge. In fact, many scholars consider innovation along with

technological knowledge as the outputs of the knowledge creation process. One of the

distinctive features of knowledge creation and therefore innovation is that knowledge

can be regarded as the most important organizational resource in the domain of skills

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and competencies. Knowledge creation refers to a collaborative process in which learning

and skill enhancement takes place and innovation is made as the output (Lundvall and

Nielsen, 2007, p. 214).

Hedayati et al. have defined three dimensions for organizational innovation:

production innovation, process innovation, and administrative innovation. Production

innovation means using creativity as a tool to enhance production and develop and

deliver new and improved services. This dimension is measured by the ability to achieve

and maintain leadership in providing new products/services, the effort put into

developing new services by training organizational personnel and team building, and the

ability to develop diverse products and services for new customer groups. Process

innovation refers to the use of creativity as a tool to maintain and improve the quality

of processes or for cost or time-saving purposes. This dimension is measured by the

ability to change production/service processes, to find new solutions and ways of doing

things, and to achieve and maintain leadership in providing new solutions and methods.

Administrative innovation refers to the use of creativity to adopt new organizational

procedures, policies, and forms. Administrative innovation is measured by the ability to

find and use new administrative systems (e.g. for recruitment and hiring), to achieve

and maintain leadership in providing new administrative systems, and to create new

intra-organizational structures and relationships.

Torrance believes that creativity and innovativeness have four dimensions:

1- Fluency, which refers to the ability to establish a relationship between thought and

expression and is measured by how many solutions are proposed for a given problem;

2- Originality, which refers to the ability to generate new, different, unique solutions for

a given problem

3- Flexibility, which refers to the ability to think of different ways to solve a problem;

and 4- Elaboration, which is the ability to expand on an idea and come up with details

to craft an elaborate solution (Shoghi and Haj Fathali, 2012).

Some scholars believe that a person’s creativity and innovativeness are influenced

by six factors:

1- Knowledge: A person may have limited knowledge in a specific field, but can gain

experience and expertise in that field over the years.

2- Intellectual ability: It refers to a person’s ability to create and present creative ideas

and find new links between phenomena.

3- Thinking style: To solve a problem, creative people tend to use creative thinking styles

rather than the usual methods and styles of the organization.

4- Motivation: When creative people come up with a creative idea, they are motivated

to implement their idea.

5- Personality: Creative people tend to have unique personality traits like being resilient

against problems and internal and external pressures, being determined, and thinking

less about acting like others and giving up.

6- Environment: Creative people express themselves much better if they are placed in

environments that support them (Kashanaki, 2017).

It is tempting to think of innovation as a linear process starting with the emergence

of a new scientific finding and then progressing with a technological invention and then

the introduction of the innovation to the market as a new product or service. Recent

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

models of innovation treat knowledge creation/creativity as an interactive process where

the company’s interactions with customers, suppliers, and knowledge institutions are

important for the outcome. Empirical analyses confirm that companies rarely innovate

alone. An important implication is that any analysis of innovation and knowledge creation

at the firm level must take into account the firm’s position in the network and the degree

to which it can absorb competence from abroad. Learning organizations combine internal

organizational processes. Innovation can be described as a method of interactive

learning in which the involved people increase their competence by participating in the

innovation process. Successful product innovation takes place when the firm organizes

itself in a way that promotes learning (Lundvall and Nielsen, 2007, p. 214).

The distinctive feature of organizational innovation is a novelty in execution and

implementation. The fundamental challenge of research into organizational innovation is

how to determine the characteristics of innovative organizations and how to organize

and coordinate these characteristics (Hedayiti et al., 2016, p. 115).

Organizations with innovation capacity are likely to respond better and faster to

environmental challenges than non-creative organizations; a trend that highlights the

importance of creativity and innovation for organizational performance (Jimenez et al.,

2008). Considering the above, this study aimed to identify the array of innovation

dimensions that would suit the Iranian Social Security Organization.

2. Research background

In a study by Pasebani (2015) titled “Presenting a Model for Promoting Innovation

and Organizational Learning Using Critical Success Factors of Knowledge Management

in the Automotive and Propulsion Industries”, using the previous findings, the researcher

identified seven key factors of knowledge management: organizational culture,

knowledge sharing, rewarding employees, knowledge-based strategies and policies,

senior management support, human resources management, and information

technology. This study found that all of these seven factors have a positive effect on

organizational innovation and learning.

A study by Hedayati et al. (2016) titled “Mediating Role of Knowledge Management

in Relationship between Learning Culture and Organizational Innovation on Employees

of Babol Medical Science University” found that organizational learning has a significant

positive effect on organizational innovation with a standard path coefficient of 0.41,

which means organizational learning predicts 41% of variations in organizational

innovation. This study reported that knowledge management also has a significant

positive effect on organizational innovation with a standard path coefficient of 0.36,

which means knowledge management predicts 36% of variations in organizational

innovation.

In a research titled “Relations between transformational leadership, organizational

learning, knowledge management, organizational innovation, and organizational

performance: an empirical investigation of manufacturing firms”, Noruzy et al. (2013)

found that organizational learning has a positive effect on organizational innovation,

knowledge management has a positive relationship with organizational innovation, and

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knowledge management strategies promote the creation and increase the demand for

new behaviors in the organization. In this research, it was stated that organizational

learning is one of the main requirements for organizational success as it informs the

methods, performance, and competitive advantage needed for success.

In a study by Ju et al. (2006), titled “A contingency model for knowledge

management capability and innovation”, it was found that the level of organizational

learning, knowledge integration and knowledge management ability has a significant

effect on product innovation and process innovation of the business.

The results of a research by Liao et al. (2008) titled “Relationships between

knowledge inertia, organizational learning and organization innovation” showed that

knowledge inertia is comprised of learning inertia and experience inertia, and there are

the following relationships between these three variables. First, knowledge inertia affects

organizational innovation through organizational learning. Second, organizational

learning performance increases when members of a firm either have less learning inertia

or more experience inertia. These researchers introduced two components for innovation

named administrative innovation and technical innovation and reported that

organizational learning has a positive effect on organizational innovation.

In a study titled “System perspective of knowledge management, organizational

learning, and organizational innovation”, Liao and Wu (2010) surveyed a sample of

Common Wealth Magazine’s Top 1000 manufacturers and Top 100 financial firms in 2007

by e-mail. This study found that organizational learning mediates the relationship

between knowledge management and organizational innovation, and that knowledge

management is an important input for the process of organizational learning which then

generates organizational innovation as the output. They also stated that while knowledge

management has a significant direct effect on organizational innovation, it has an even

greater impact on organizational innovation through organizational learning.

In a research by Kör and Maden (2013) titled “The Relationship between Knowledge

Management and Innovation in Turkish Service and High-Tech Firms”, these researchers

reported that knowledge management and organizational innovation have a significant

impact on innovation; knowledge management has a positive relationship with

organizational innovation; and organization innovation has a mediating role in the

relationships between knowledge management and administrative innovation and

between knowledge management and technical innovation. In this research, it was

assumed that knowledge management is comprised of three components called

knowledge acquisition, knowledge sharing, and knowledge application, which all showed

a positive effect on all types of innovation in the organization.

3. Research method

This research was developmental in its purpose, as it adds to human knowledge in a

specific field, was descriptive-analytical in nature, and was library research in terms of

the approach taken to collecting secondary data. In terms of the implementation

method, it was qualitative research performed by conducting interviews with open-ended

questions and then conducting a thematic analysis. The experts to be interviewed were

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

chosen by purposeful sampling from the population of managers employed in the

treatment headquarters of the Social Security Organization of Tehran province, of whom

ultimately 13 people were interviewed. The interviews continued until reaching

theoretical saturation. The chosen research method was implemented with due attention

to credibility requirements in each stage of the research so that the results would be

sufficiently trustworthy and reliable. To improve validity, the method was also

implemented with attention to the technical recommendations of experts in relation to

how to enhance positive features and control negative features. The data obtained from

the interviews were subjected to thematic analysis to build an initial model for the array

of innovation dimensions that would suit the Iranian Social Security Organization. The

step-by-step process of thematic analysis is presented in the table below.

Table 1

Step-by-step process of thematic analysis

Step

Actions

Getting familiarized with the data

1-1. Transcription (if necessary)

1-2. Repeated reviews

1-3. Writing initial ideas

Initial coding

2-1. Coding interesting patterns found throughout

the transcript

2-2. Finding and matching data with relevant codes

Identifying themes

3-1. Matching codes with potential themes

3-2. Collect all data related to each potential theme

Reviewing themes

4-1. Checking the consistency of the themes with

the extracted codes

4-2. Examining and matching themes with coded

abstracts

4-3. Selecting the basic, organizing, and global

themes

Defining and naming themes

5-1. Examining the features of each theme

5-2. Defining and naming themes

5-3. Final analysis of extracted themes

Producing the report

6-1. Extracting interesting and prominent instances

from coded abstracts

6-2. Final analysis of selected abstracts

6-3. Linking the analysis to research questions and

literature

6-4. Writing a scientific report based on the

analysis

Source: Authors development

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4. Research findings

To identify the components of innovation, the interviewed experts were asked the

following question:

“Based on your knowledge and experience, what array of innovation dimensions and

indicators would best suit the Iranian Social Security Organization?”

Table 2 shows a list of notable statements made by the experts when answering this

question.

Table 2

Responses of the interviewees to the research question

Identified codes

Response of the interviewee

Interview

code

1- Revolutionizing the

education system

2- Providing up-to-date

information to employees

3- Expanding the motivation

system

4- Encouraging employees to

use personal experiences

5- Encouraging employees to

try different solutions

6- Encouraging employees to

provide creative solutions

7- Encouraging and supporting

innovative processes

In my opinion, to have innovation in the

organization, first of all, you should

transform the organization’s education

system and make sure employees are given

sufficient up-to-date information. Also,

employees need motivation, and so they

should be encouraged to use their personal

experiences to come up with unique and

creative solutions, and these creative

processes should be supported.

Interview

1- Creating organizational

processes for idea creation

2- Establishing links for

organizational co-thinking

3- Setting goals for improving

processes

4- Modifying work processes

5- Modifying the organizational

structure

6- Developing new educational

services

7- Recognizing skill deficiencies

8- Conducting specialized

interviews to recruit creative

employees

My suggestion is to lay a foundation for

innovation in the organization. To do that,

we would need to create a range of

organizational processes and also co-

thinking relationships. We would also need

to set some goals for improving these

processes, and then you should make

fundamental changes in the organization’s

processes and structure based on those

goals. We should also use a new education

system and determine the skills that are

lacking and also absorb creative

professionals accordingly.

Interview

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

1- Conducting specialized

interviews to recruit creative

employees

2- Reviewing the qualifications

and skills required in the

recruitment

3- Expanding experiential

learning

4- Teaching and facilitating

systemic thinking

5- Training employees to

change their mentality

I believe that to have an innovative

organization, you have to have creative

employees. And to have creative employees,

you should take this into account during

recruitment. During recruitment, specialized

interviews must be conducted to identify and

hire creative people. Even before

recruitment, the qualifications and skills

needed to have an innovative organization

must be reviewed. Another important matter

is training and learning in the organization,

that is, the learning should be less

theoretical and more applied. It is also

important to have systemic thinking and

teach it to employees, and also teach them

to change their mentality.

Interview

1- Searching for the best way

to conduct the organization’s

affairs

2- Familiarizing employees

with the internal and external

needs of customers

3- Providing a platform for

change in the way things are

done

4- Using advanced technology

to improve administrative

innovation

5- Creating competitive

advantage with technical

innovation

6- Attention to the vision of the

organization

I personally think that the organization has

to define its vision, to consider the best

ways to conduct its affairs, to identify the

internal and external needs of its clients, to

rigorously train its employees. It should also

create a platform for changing how things

are done, and use modern technologies to

create a competitive advantage through

innovation.

Interview

1- Imitating nature

2- Using artificial intelligence

3- Using advanced technology

to improve technical innovation

4- Fostering technical skills in a

specific field

5- Encouraging employees to

provide creative solutions

6- Encouraging employees to

change their behaviors

To build an innovative organization, you

must improve innovativeness. This can be

done by imitating nature, or using artificial

intelligence and other new technologies in

the organization, using technical skills in

different parts of the organization, and also

by encouraging employees to offer

innovative solutions or change their

behaviors when necessary to fit the

organization’s circumstances. Naturally,

Interview

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7- Management support for

new work behaviors

managers must also support these new

behaviors.

1- Examining employees’

motivation

2- Creating platforms for

dialogue and discussion

3- Encouraging employees to

try different solutions

4- Enriching the shared

information

In my opinion, to have a creative

organization, we must use creative people

who value the goals of the organization. So

it is also necessary to determine the

motivation of the employees, to have a

platform for discussion and debate, to

encourage the employees to participate in

decision-making and to ask them to provide

creative solutions and share their

information and creative solutions with their

colleagues and also to make sure that this

information is sufficiently rich.

Interview

1- Creating organizational

processes for idea creation

2- Establishing links for

organizational co-thinking

3- Creating platforms for

dialogue and discussion

To create an innovative organization, you

must work on its intellectual capacity, and to

do that, you need to create new

organizational processes for producing

creative ideas. You must create a way for

the employees to think together. Therefore,

managers should create the appropriate

conditions for more discussions among

employees.

Interview

1- Searching for the best way

to conduct the organization’s

affairs

2- Encouraging employees to

change their behaviors

3- Management support for

new work behaviors

4- Fostering technical skills in a

specific field

5- Recognizing skill deficiencies

A creative organization will be successful

only if it chooses the best way to conduct its

operations and encourages its employees to

behave in line with its changes. The

management must also support such

changes, use technical and specialized

workforce in areas where they are needed,

and identify the skills that the organization

lacks and take action to fix the problem.

Interview

1- Developing new educational

services

2- Modifying the education

system

3- Recognizing skill deficiencies

4- Providing up-to-date

information to employees

5- Enriching the shared

information

Practical training is essential for any

organization. Organizations need to use

modern educational systems to drastically

change how they train their employees.

They must identify the skills that their

employees need and teach them those skills.

They also have to give up-to-date

information to their employees and ask them

to share their own information and

experiences with others.

Interview

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

1- Reviewing the qualifications

and skills required in the

recruitment

2- Conducting specialized

interviews to recruit creative

employees

3- Attention to the vision of the

organization

4- Examining employees’

motivation

Since human resources are quite important

for the organization, to have a creative

organization, we must change the way

human resources are recruited. To do that,

we must first determine what specializations

and skills we need to build a creative

organization and then craft specialized

interviews so that people who meet the

organization’s needs are recruited. We must

also define the vision of the organization for

new recruits, and consider their motivation

for joining the organization.

Interview

1- Attention to the vision of the

organization

2- Modifying the organizational

structure

3- Modifying work processes

4- Setting goals for improving

processes

5- Providing a platform for

change in the way things are

done

6- Encouraging employees to

change their behaviors

I believe that to have innovation in the

organization, first of all, the organization

must clearly define its vision. Then, it must

change its structure accordingly, and specify

the work processes and set specific goals for

them. It must create a platform for change

in how things are done and encourage its

employees to behave according to these

changes.

Interview

1- Familiarizing employees

with the internal and external

needs of customers

2- Expanding experiential

learning

3- Teaching and facilitating

systemic thinking

4- Training employees to

change their mentality

To become successful in the field of

innovation, the organization must develop a

culture of acceptance of change. For this

purpose, the organization must make sure

that its employees know the internal and

external needs of its customers. Employees

should also receive practical training rather

than theoretical training. Also, systemic

thinking could be very important for an

organization that wants to be creative, and

to achieve this goal, the mentality of

employees must also change.

Interview

1- Imitating nature

2- Using artificial intelligence

3- Expanding the motivation

system

4- Encouraging and supporting

innovative processes

5- Encouraging employees to

use personal experiences

In my opinion, an organization can become

creative by taking inspiration from nature.

But more importantly, it can use new and

up-to-date technologies such as artificial

intelligence. Considering the crucial role of

human resources in the organization, it is

vital to motivate them and support the

organization’s innovation processes and also

Interview

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6- Encouraging employees to

try different solutions

7- Using advanced technology

to improve administrative

innovation

8- Creating competitive

advantage with technical

innovation

encourage employees to use their own

experiences in their organizational decisions

and to use creative solutions to achieve

organizational goals. In this way, we can

create a competitive advantage for the

organization.

Source: Authors development

To reach a list of major themes in relation to the subject, similar conceptual codes and

concepts were categorized as shown in Table 3.

Table 3

Categorization of organizational innovation components extracted from

interviews

Themes

Subthemes

Expanding intellectual capacities

Creating platforms for dialogue and

discussion

Creating organizational processes for idea

creation

Establishing links for organizational co-

thinking

Redesigning the motivation system

Expanding the motivation system

Encouraging and supporting innovative

processes

Needs assessment and applied training

Developing new educational services

Revolutionizing the education system

Recognizing skill deficiencies

Creating an infrastructure to facilitate

innovation

Providing up-to-date information to

employees

Encouraging employees to use personal

experiences

Encouraging employees to try different

solutions

Enriching the shared information

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

Restructuring to facilitate innovation

Setting goals for improving processes

Modifying work processes

Modifying the organizational structure

Modifying the recruitment system to hire

creative personnel

Attention to the vision of the organization

Conducting specialized interviews to recruit

creative employees

Reviewing the qualifications and skills

required in the recruitment

Examining employees’ motivation

Nurturing a culture of acceptance of

change

Familiarizing employees with the internal and

external needs of customers

Expanding experiential learning

Teaching and facilitating systemic thinking

Training employees to change their mentality

Fostering process-based innovations

Providing a platform for change in the way

things are done

Encouraging employees to provide creative

solutions

Searching for the best way to conduct the

organization’s affairs

Fostering behavioral innovations

Management support for new work behaviors

Encouraging employees to change their

behaviors

Fostering administrative innovations

Creating competitive advantage with

technical innovation

Using advanced technology to improve

administrative innovation

Fostering technical innovations

Imitating nature

Using artificial intelligence

Fostering technical skills in a specific field

Source: Authors development

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5. Discussion and conclusion

The result of the thematic analysis was the identification of 33 subthemes in 11

themes for organizational innovation as follows:

• Expanding intellectual capacities: Creating platforms for dialogue and discussion;

Creating organizational processes for idea creation; Establishing links for

organizational co-thinking

• Redesigning the motivation system: Expanding the motivation system;

Encouraging and supporting innovative processes

• Needs assessment and applied training: Developing new educational services;

Revolutionizing the education system; Recognizing skill deficiencies

• Creating an infrastructure to facilitate innovation: Providing up-to-date

information to employees; Encouraging employees to use personal experiences;

Encouraging employees to try different solutions; Enriching the shared

information

• Restructuring to facilitate innovation: Setting goals for improving processes;

Modifying work processes; Modifying the organizational structure

• Modifying the recruitment system to hire creative personnel: Attention to the

vision of the organization; Conducting specialized interviews to recruit creative

employees; Reviewing the qualifications and skills required in recruitment;

Examining employees’ motivation

• Nurturing a culture of acceptance of change: Familiarizing employees with the

internal and external needs of customers; Expanding experiential learning;

Teaching and facilitating systemic thinking; Training employees to change their

mentality

• Fostering process-based innovations: Providing a platform for change in the way

things are done; Encouraging employees to provide creative solutions; Searching

for the best way to conduct the organization’s affairs

• Fostering behavioral innovations: Management support for new work

behaviors; Encouraging employees to change their behaviors

• Fostering administrative innovations: Creating competitive advantage with

technical innovation; Using advanced technology to improve administrative

innovation

• Fostering technical innovations: Imitating nature; Using artificial intelligence;

Fostering technical skills in a specific field

These findings are consistent with the results of Kör and Maden (2013), Marcus et

al., (2016), Hedayati et al. (2016), Shoghi and Haj Fathali, (2012), Liao et al. (2008),

Liao and Wu, (2010), and Yu et al. (2006).

Abbasi , Imankhan y Mogibi / Identificación de la matriz de dimensiones de innovación adecuadas para la

organización de seguridad social

Bibliographic references

• Pasebani, M. 2015. Presenting a Model for Promoting Innovation and

Organizational Learning Using Critical Success Factors of Knowledge Management

in the Automotive and Propulsion Industries. Journal of Productivity Management.

No. 35, 195-212. (In Persian)

• Shoghi, B.; Haj Fathali, A. 2012. Mediating effect of organizational culture on the

relationship between leadership style of managers and creativity of employees.

Journal of World Insurance News. No. 173, 23-44. (In Persian)

• Hedayati, A.; Jamshidi, L.; Amin Bidakhti, A. 2016. Mediating Role of Knowledge

Management in Relationship between Learning Culture and Organizational

Innovation on Employees of Babol Medical Science University. Journal of Executive

Management. No. 15, 113-134. (In Persian)

• Kashanaki, Z. 2017. How to create a creative and innovative organization? (In

Persian)