samaneh ghahremani; reza sepahvand; Mohammad Hakkak; Hojjat Vahdati
Abstract
1- INTRODUCTION
Organizations use various tools to control corruption and organizational misconduct. Some organizations take a passive approach and fight corruption, and some focus on proactive controls. In the meantime, the leading organizations to make the organization healthy include efficient ...
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1- INTRODUCTION
Organizations use various tools to control corruption and organizational misconduct. Some organizations take a passive approach and fight corruption, and some focus on proactive controls. In the meantime, the leading organizations to make the organization healthy include efficient operational processes, flexible and responsive structure to the environment, innovation atmosphere, and so on. They use what is known as structural capital. The present study used grounded theory to design a structural capital model to reduce corruption in the banking network.
2- THEORETICAL FRAMEWORK
Structural capital is a function of human capital and the determining factor of organizational form. On the other hand, structural capital is created openly and independently of human capital as soon as it is affected by human capital. For example, organizational structure and organizational culture can have fundamental independent effects. Therefore, structural and human capital help organizations interact with each other. The organization's mission and vision, core values, strategies, work systems, and internal processes, known as structural capital, play a vital role in preventing administrative and financial corruption and dramatically reducing the cost of fighting it. Therefore, the leading question of the research is how the structural capital in the banking network is formed to reduce corruption, what are the causal, contextual, and intervening factors for the formation of this capital, and what strategies can be used to reduce corruption and organizational health.
3- METHODOLOGY
This research is a qualitative study adopting an inductive paradigm. In the present study, semi-structured interviews were used as a data collection tool, and the resulting data were analyzed using open, central, and selective coding. In the qualitative part, purposeful sampling was used to conduct 21 interviews based on theoretical saturation. The findings were validated through the researcher's self-review and member control technique. The results of the research include the identification of causal, background, intervening factors, and the consequences of structural capital that reduces corruption and finally presents the final model of structural capital that reduces corruption in the banking network. Structural equation modeling software was used to validate the research model. Two hundred questionnaires were distributed among the available people, and finally, 190 well-qualified questionnaires were collected. The data collection tool was a researcher-made questionnaire, whose validity was confirmed by considering the opinions of several management professors.
4- RESULTS & DISCUSSION
The results indicate that the advances in information technology, the existence of several regulatory organizations, including the central bank, the desire of the country's top officials to fight corruption, the requirements of international organizations, anti-money laundering regulations, the law prohibiting interference of government employees and Basel banking standards were identified as the causal factors of structural capital that reduce corruption in the banking network.
5- CONCLUSIONS & SUGGESTIONS
In general, it can be said that according to the extracted categories and the proposed research model, it can be concluded that to reduce and eliminate corruption in the banking system, it is necessary to revise the indicators of structural capital in organizations. They say What causes the reduction of administrative corruption is the design of correct, rational, and transparent systems and mechanisms, especially in sectors prone to corruption. In other words, proactive control in the form of structural capital is much more effective than retrospective control in dealing with administrative corruption. Therefore, this research provides insight into reducing administrative corruption, which is necessary to close the way to financial corruption using structural capital. Dealing with corruption after the commission of corruption is like an after-death cure. Proper structuring and developing the organization's structural capital is considered a strong barrier against corruption in the banking network.
reza sepahvand; meysam jafari; mahdieh vishlaghi
Abstract
1- INTRODUCTION
Behaviors can be unethical but in line with the interests of the organization. Unethical pro-organizational behavior is a creative deviant behavior that seeks to maximize the interests of the organization and stakeholders by evading the law and misleading the supervisory and ...
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1- INTRODUCTION
Behaviors can be unethical but in line with the interests of the organization. Unethical pro-organizational behavior is a creative deviant behavior that seeks to maximize the interests of the organization and stakeholders by evading the law and misleading the supervisory and upstream institutions. The external prestige of the organization is an indicator of the organization's quality and directs the behaviors of employees. The purpose of this study is to investigate the effect of the organization's external prestige on unethical pro-organizational behavior considering the moderation of ethical leadership.
2- THEORETICAL FRAMEWORK
People tend to join organizations of having valuable social features. Based on this fact, organizations try to improve their external image and prestige with internal and external stakeholders. The image of the organization is mostly influenced by the external stakeholders, so their perceptions and opinion affect the understanding and evaluation of the internal stakeholders of the organization. Organizational prestige describes the employee's perception of how external institutions look at the organization. Organizational image is of great importance for many companies because today, their work and overall existence depend on their credit from the point of view of various shareholders. To maintain the social image and the prestige of the organization, the managers and employees of the organizations may resort to actions that are not appropriate from the point of view of ethics and logic, however, they bring success and pride to the organization. Such behavior is more precisely called positive deviant behavior or unethical behavior of the organization. The positive deviation is used as a practical strategy and is an intelligent search for change and creating solutions. Therefore, with such an approach to maintain a positive and powerful image of the organization, any action that is beneficial in this direction can be used. On the other hand, the atmosphere and leadership of the organization play an important role in using ethical or unethical strategies. Ethical leaders show good values with their words and actions. In such a case, measures are followed with more sensitivity and only technical issues will not be considered. In Iran's business environment, all public and private companies are under the influence of multiple stakeholders and various regulatory organizations, and sometimes they turn to unethical behaviors to maximize their interests.
3- METHODOLOGY
The present research is an applied study in terms of purpose, and in terms of data collection, it is a descriptive-correlational study. The statistical population of the study was the managers and supervisors of companies under the Saipa Group. Using Cochran's formula, a sample size of 109 was selected by conducting stratified random sampling. A pre-made questionnaire was used to gather data after reaffirming reliability using Cronbach's alpha. The obtained data was analyzed in SPSS and Amos software.
4- RESULTS & DISCUSSION
According to the first hypothesis, the external prestige of the organization significantly affected unethical behaviors (beta = 0.84; t-value = 9.91). Regarding the second hypothesis of the research, the path coefficient was equal to 0.47 at the confidence level of 95 percent. Therefore, the organization's external prestige significantly affected unethical behaviors (t-value = 4.15).
5- CONCLUSIONS & SUGGESTIONS
The external prestige of the organization affects the future and the existence of the organization and causes the managers to exert different actions and behaviors to maintain and improve it. In other words, managers and employees work in line with the image of the organization they have created in the eyes of stakeholders and society. This may cause unethical actions and behaviors despite they are very beneficial. On the other hand, the leadership of the organization and its atmosphere can moderate these behaviors. The research results will help managers and employees to understand the importance of the organization's prestige and its leadership style. In this regard, researchers are recommended to investigate the moderating role of the organization's external prestige on the association of ethical leadership with organizational citizenship behavior, commitment, and identity.
Keywords: External Prestige, Unethical Pro-organizational Behavior, Ethical Leadership, Saipa Group.