Modeling Organizational Change Strategies Based on Skill Diversity

Abstract

Purpose: Social Security Organization (SSO) as the largest provider of social support in Iran is deemed to face challenges regarding long-term socioeconomic stability, sustainability of social support, and increase in efficiency of services. To deal with such challenges, this research aimed to design a model for change strategies based on skill diversity. Methodology: This research was developmental-applied in purpose and descriptive-exploratory in nature. Administering interviews and Delphi questionnaires, 28 change criteria were identified and confirmed. From among the statistical population of professors and experts in social security affairs, 14 people were selected, applying snow-ball sampling method. A model for change strategies based on skill diversity in the SSO was finally determined. Findings: The model presents four strategies which, according to the percentage of their similarity to an ideal strategy are from the highest to the lowest as follow: power-coercive strategy, facilitating strategy, educational/training strategy and persuading strategy. Originality: By combining change strategies and diversity of skills in the SSO, this study can help the organization see how these strategies affect the performance improvement of a vast range of its managerial resources.

Keywords

• soft skills
• hard skills
• strategies priorities
• compatibility with change
• external pressure.