طراحي الگويي جهت مديريت اثربخش بحران در سازمان از طريق يادگيري سازماني و اعتبار بخشي آن (مورد مطالعه: سازمانهاي منتخب در اتاق مديريت بحران اصفهان)

The current research aims to design a model for effective crisis management in the organization through organizational learning and its validation in selected organizations in the Isfahan Crisis Management Room. The current research is Development in terms of type, correlational descriptive in terms of purpose, cross-sectional survey in terms of data collection time, and mixed (qualitative-quantitative) in terms of the nature of the data and research approach. The statistical population of this research in the qualitative part is the selected organizations and centers of the Isfahan Crisis Management Chamber, which were selected by purposeful sampling. In the quantitative part, the statistical population consists of 153 people who are experts in crisis management in 12 organizations under the Isfahan Crisis Management Chamber, who were selected based on the snowball technique. In the qualitative part of the research, the interviews were analyzed using the thematic analysis method. In the quantitative part of the research, using the results from the qualitative part, a researcher-made questionnaire was compiled and this questionnaire was used to collect the respondentsʹ opinions. The validity of the content of the questionnaire was confirmed using expertsʹ opinions. The reliability of the questionnaire was eva‎luated using Cronbachʹs alpha coefficient. The value of Cronbachʹs alpha for all questions in the questionnaire was (0.961). Cronbachʹs alpha (composite) was equal to (0.935) for the variables related to the pre-crisis phase, and (0.700) and (0.865) for the variables during the crisis and post-crisis phases, respectively. The exploratory factor analysis approach using the principal component analysis method has been used to analyze the data obtained from the quantitative section. The results of data analysis in two qualitative and quantitative parts showed that the variables related to organizational learning in the pre-crisis phase in the form of 5 main themes (creating scenarios for possible crises, systemic thinking, organizational memory, creating a learning organization, and preventing organizational neglect), variables related to organizational learning in the crisis phase in the form of 1 main theme (proper networking) and variables related to organizational learning in the post-crisis phase in the form of 2 main themes (moving towards a learning organization with a storytelling approach, coaching, and Mentoring) can be explained.

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