Organizational resilience of telecommunications companies against the hazards of the covid-19 pandemic

Document Type : Applied Article


1 MA. Graduated, Department of Management, Karaj Branch, Islamic Azad University, Karaj, Iran

2 Assistant Professor, Department of Industrial Management, Karaj Branch, Islamic Azad University, Karaj, Iran

3 Associate Professor, Department of Industrial Management, Karaj Branch, Islamic Azad University, Karaj, Iran


Today, all businesses and organizations are increasingly facing a dynamic, changing environment with high uncertainty and in order to survive and maintain themselves in this complex world, they have to constantly adapt themselves to these sudden changes and change their strategies accordingly. Due to limited resources, increase in service users, increase in equipment costs, financial and logistical problems, urgent need for after-sales services, development of communication networks, increase in wages, etc. It has become very difficult to make a decision and choose a strategy that fits the structure of the organization, and the issue of organizational resilience has been associated with great success. Based on this, the theories of crisis and disaster management also seek to create resilient societies against risks and have listed resilience as the most important factor to achieve sustainability [1]. One of the most important crises in recent years has been the contamination of the whole world with the Corona virus or Covid-19, and the involvement of the countries of the world with this epidemic has affected all their economic, political, social and cultural fields. It has been disrupted. Communication and information technology is the most important driver of innovation and growth for the economy of the countries of the world, and digital technologies and related innovations are powerful and comprehensive and have a multifaceted and indirect effect on the economy of the countries [3]. One of the industries that has been severely affected by the Corona pandemic is the information and communication technology industry And Iran Telecommunication Company, as the largest organization under this industry, has faced extensive challenges in this era. Considering the importance and necessity of the subject, this research seeks to provide a model for organizational resilience in telecommunication companies in the era of Covid-19 and to face its hazards and consequences. Finally, by recognizing and strengthening the factors affecting it, it is possible to increase the efficiency and productivity of the organization.
Research methodology
The present research was done with a mixed approach (qualitative and quantitative). This research is considered exploratory-descriptive in terms of data collection and developmental-applicative in terms of its purpose. Thus, in order to achieve a brief description of the experiences, attitudes and perceptions of the interviewees regarding the dimensions of the organizational resilience model in telecommunication companies, the qualitative research method and specifically, from the Strauss and Corbin grounded theory approach used [4]. Therefore, 11 managers and experts of the telecommunication company of Alborz province, who mostly worked in management positions, were interviewed. Retest reliability method was also used to calculate the reliability of the interviews. The statistical population in the quantitative part was all official and contractual employees of Alborz province Telecommunications Company (N=281). The sample size at this stage was selected based on Cochran's formula, with the number of 163 people. The questionnaire was prepared based on the opinions of the experts of the Alborz province telecommunication company and based on the Likert scale and was randomly distributed to collect data in this statistical population, which was used for data analysis. In order to check the reliability of the research data in the quantitative part, Cronbach's alpha coefficient was used, and in all cases, the alpha coefficient was higher than 0.7. To ensure the validity of the model constructs, the confirmatory factor analysis technique was used [2].
 Discussion and Results
After performing open, axial and selective coding, finally 40 indicators were identified and categorized into five factors. Then, using confirmatory factor analysis and Amos software, eight indicators that had a factor load less than 0.5 were removed and 32 indicators were confirmed. The results of the research hypotheses test showed that all five identified factors have a significant impact on the organizational resilience of telecommunication companies and the factors of human resources, political and social, infrastructure and technology, economic and management and organization have had the greatest impact on organizational resilience, respectively.
According to the results and the factor loading of indicators, it is suggested that in order to achieve more and more stable resilience and also to provide high quality services at the standard level, it is necessary to create a suitable and safe environment. Action should be taken to increase the motivation, health, calmness and adequate concentration of human resources. Also, there is a need for more interaction with the government to deal with sanctions and increase the budget for infrastructure development in order to maintain and increase resilience. In addition, it is recommended to develop infrastructure and equipment before the occurrence of future crises. Buying and saving IP in order to grow the stability of the network and upgrade the Uplink in order to increase the quality of service and create a balance between supply and demand, as well as increasing the necessary infrastructure to support customers in a timely and appropriate manner is also one of the necessities of this industry. Another suggestion is that the income from the increase in the number of customers and of course the increase in income caused by this crisis should be used to compensate for the lack of liquidity for the development of fiber optic network and technical equipment. And finally, the managers of the organization should be prepared to face the future crises by gaining experience from the Corona crisis at the same time as solving the problems that have arisen.


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