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.
Abstract
Extended abstract
1- INTRODUCTION
Today, organizations are faced with a dynamic environment characterized by rapid technological changes, products' shortened lifecycle, and globalization. in such a situation, the main challenge for firms is to create an organization of improving creativity among their ...
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Extended abstract
1- INTRODUCTION
Today, organizations are faced with a dynamic environment characterized by rapid technological changes, products' shortened lifecycle, and globalization. in such a situation, the main challenge for firms is to create an organization of improving creativity among their members besides ensuring the effectiveness of activities. the development of organizational creativity and innovation has always been considered by leaders, especially in the petrochemical industry, the leaders of which have pursued various creative approaches and strategies. not only the leadership style is important for developing creativity and innovation, but also the behavioral style of employees is crucial. in general, this study seeks to investigate the role of proactive work behaviors in the relationship between transformational leadership and creativity and innovation in the petrochemical industry.
2- THEORETICAL FRAMEWORK
The role of leadership in creativity and innovation has always been considered by researchers in various organizations. in the meantime, the role of transformational leadership has been more studied, especially in domestic research. on the other hand, researchers suggested that proactive work behaviors such as influencing others, self-initiation, forward-thinking, and desire for active participation may result in organizational creativity and innovation. the present research is particularly accomplished to understand whether transformational leadership improves organizational creativity and innovation through creating proactive morale in employees to exert proactive work behaviors.
3- METHODOLOGY
The statistical population encompasses 300 employees of petrochemical companies and institutes in lorestan province, among which a sample size of 169 was selected based on cochran's formula. needed data was collected through a questionnaire having likert-type scales. obtained data was then analyzed by conducting PLS-SEM in SmartPLS v.3 software.
4- RESULTS & DISCUSSION
Current results indicated that behaviors of transformational leader which are consistent with the factors of creativity context (e.g., vision, innovation support, authority, encouragement, recognition, and challenge) act as a driving force for creativity. transformational leadership, as a role model for employees, encourages their proactive work behaviors by empowering them to question the status quo and to find new ways of doing works. proactive employees are actively looking for ideal conditions to put their creativity into action. since proactivity is an important driving force for innovation, the self-initiation component of which is associated with identifying problems and devising innovative solutions. by transformation of personal ethics, ideals, interests, and values of followers, transformational leaders inspire their employees and motivate them to proactively improve their performance.
5- CONCLUSIONS & SUGGESTIONS
The present study explored one of the mechanisms through which transformational leadership is associated with creativity and innovation. the results revealed that transformational leadership directly predicts employees’ creativity, innovation, and proactive work behaviors. proactive work behaviors are also capable of predicting organizational creativity and innovation. in total, the current findings are in line with the idea that supervisors having inspiring motivation, personal consideration, ideal influence, and intellectual stimulation play a key role in promoting the employees’ proactive work behaviors. reciprocally, proactive employees have more enthusiasm to be creative and innovative. as a general suggestion for petrochemical managers and supervisors to become transformational leaders, they are recommended to pay more attention to proactive behaviors and provide needed context to develop these behaviors.