The Relationship Between Intellectual Capital and Organizational Learning with Organizational Inertia: A Case Study of Employees at the University of Kashan

Abstract

Purpose: The purpose of this research was to examine the relationship between intellectual capital, organizational learning, and organizational inertia.Methodology: A descriptive-correlation study was conducted with a statistical population of 623 employees at Kashan University. A sample of 150 employees was selected using Morgan's table. Three questionnaires were used to measure organizational inertia, intellectual capital, and organizational learning, with reliability assessed using Cronbach's alpha coefficient (0.75 for organizational inertia, 0.87 for intellectual capital, and 0.90 for organizational learning).Findings: The results indicate that the mean scores for intellectual capital and organizational learning were higher than the criterion score, while the mean score for organizational inertia was lower. Path analysis revealed that both intellectual capital (Beta=-0.61) and organizational learning (Beta=-0.61) have negative and significant relationships with organizational inertia.Conclusion: Organizations facing technological complexity and competitive environments must avoid stagnation and resistance to change. By leveraging intellectual capital and enhancing organizational learning and knowledge sharing, managers can better prepare for organizational change and reduce inefficiencies.Value: The lack of organizational change and resistance to development pose significant risks to organizations. Overcoming organizational inertia is crucial for fostering creativity, innovation, and problem-solving capabilities within an organization.

Keywords

• organizational inertia
• intellectual capital
• organizational learning
• staff