The Impact of National Culture on Organizational Inertia in Governmental Organizations of Khuzestan Province: A Structural Equation Modeling Approach

This study aims to investigate the influence of national culture on organizational inertia within governmental organizations in Khuzestan Province, Iran. Recognizing that cultural values shape managerial attitudes, decision-making styles, and resistance to change, this research adopts a descriptive–correlational approach to examine these dynamics in the public sector. Data were collected through a structured questionnaire distributed to a sample of ۲۱۷ managers and experts from ۱۷ selected public organizations and state-owned enterprises. The unit of analysis is the organization, enabling an assessment of cultural and inertia-related variables at a collective level. National culture is operationalized using Hofstede’s four dimensions: masculinity versus femininity, power distance, individualism versus collectivism, and uncertainty avoidance. Organizational inertia is measured through three dimensions: cognitive, psychological, and behavioral inertia. Structural equation modeling (SEM) was employed to test the hypothesized relationships between these constructs. The results reveal that different cultural dimensions exert both significant positive and negative effects on the forms of organizational inertia, suggesting that certain cultural traits may reinforce resistance to change, while others may facilitate organizational adaptability. These findings contribute to the literature on organizational behavior in the public sector and provide practical insights for policymakers and managers seeking to foster reform and innovation in culturally embedded institutional environments.

کلیدواژه ها:

National culture ، Organizational Inertia ، Structural Equation Modeling (SEM)