Mohsen Akbari; elaheh jahanshahi; Mohammadreza Daneshvar Deilami
Abstract
1- INTRODUCTION
From a long time ago, social loafing has been considered as one of the most important factors of lowering teams’ efficiency. The main purpose of this study was to examine the effect of social loafing on team performance of companies located in Science and Technology Park of the University ...
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1- INTRODUCTION
From a long time ago, social loafing has been considered as one of the most important factors of lowering teams’ efficiency. The main purpose of this study was to examine the effect of social loafing on team performance of companies located in Science and Technology Park of the University of Tehran. Since social capital in its various forms and contexts is recognized as one of the most salient concepts of social sciences in the past two decades, the current study also considers the mediating role of team social capital in above-mentioned relationship.
2- THEORETICAL FRAMEWORK
Teamwork has always been considered as one of the most important organizational variables, yet, its effectiveness is just as important and significant as the concept itself. Of factors that challenge teamwork is social loafing. Early theorists have focused on the negative role of social loafing in terms of collective activities. Social loafing refers to individuals' tendency to expend less effort when working in groups than do individually. In addition, the present study examines the mediating role of team social capital in this relationship. At the team level, social capital concentrates on the following: a) how to form certain groups and to maintain social capital as a collective asset, and b) how such a collective asset enhances the life chances of group members. Accordingly, the research hypotheses are as follows.
Hypothesis 1: Social loafing has a significant effect on team performance.
Hypothesis 2: Social loafing has a significant effect on team social capital.
Hypothesis 3: Team social capital has a significant effect on team performance.
Hypothesis 4: Team social capital mediates the relationship between social loafing and team performance.
3- METHODOLOGY
The research philosophy is positivism, its approach is deductive, and its strategy is survey. Therefore, after reviewing the literature and developing the conceptual model, a 23-item questionnaire distributed among participants. The statistical population was comprised of different teams of companies located in Science and Technology Park of the University of Tehran from which a sample of 124 teams was selected. The questionnaire's face and content validity were verified by obtaining the experts' opinions, and confirmatory factor analysis confirmed its construct validity. Also, reliability was approved by using Cronbach's alpha, composite reliability, and average variance extracted. Then, gathered data was analyzed by conducting structural equation modeling in Smart-PLS software.
4- RESULTS & DISCUSSION
Research indicated that social loafing affects the performance of knowledge-intensive teams. It also indicated that Social capital mediates the relationship between social loafing and team performance. Given the obtained results, team members’ tendency to social loafing harms the performance of the team.
5- CONCLUSIONS & SUGGESTIONS
Given the significant role of social loafing in reducing team productivity as well as mediating role of social capital, the following notes are discussed. At the individual level, one should pay attention to factors such as intrinsic motivation, lack of interest in the job, trait procrastination, lack of desire for career advancement, lack of self-assessment of progress, being aimless, lack of personal planning, etc. At the team level, one can refer to factors such as lack of perceived coherence, extensive workload, being hidden in the crowd, and reduced responsibility. Finally, at the organizational level, important factors are Job dissatisfaction, organizational indifference, perceived inequity, unfair compensation, ineffective salary system, ineffective performance appraisal system, etc.
Mohsen Akbari; Mostafa Ebrahimpour Azbari; yaghoob mombini; masood Mirzakazemi
Abstract
1- INTRODUCTION
In terms of psychology, job dissatisfaction and insecurity may have an impact on counterproductive behavior because they create conflicts between the employee and the employer and have negative impacts on employee well-being and efficiency. Individuals who are dissatisfied with their ...
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1- INTRODUCTION
In terms of psychology, job dissatisfaction and insecurity may have an impact on counterproductive behavior because they create conflicts between the employee and the employer and have negative impacts on employee well-being and efficiency. Individuals who are dissatisfied with their job, their commitment to work will decreases and consequently their destructive behaviors will increase. Affective commitment suggest that the employees of the organization have a strong desire for membership and a very low willingness to leave and is more likely to be the indicator of job satisfaction. The existence of job insecurity creates counterproductive behaviors in the organization, which leads to the elimination of employee commitment and the emergence of problems in the organization; therefore, it seems necessary to examine the relationship between these factors. In general, the purpose of this study was to investigate the effect of job insecurity on counterproductive behaviors with the mediating role of Affective commitment and the moderatoring role of supervisor support. The researchers seek to answer the question that does job insecurity lead to counterproductive behaviors in organizations?
Mohsen Akbari; Masoomeh Ghasemi Shams; Fatemeh Hooshmand
Abstract
1- INTRODUCTION
The ever-increasing demand of the stakeholders from corporations to accept social responsibilities encourages them to participate in ecological and social responsibilities. By the social responsibilities of the organization we mean a pattern in which there is an adherence and alliance ...
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1- INTRODUCTION
The ever-increasing demand of the stakeholders from corporations to accept social responsibilities encourages them to participate in ecological and social responsibilities. By the social responsibilities of the organization we mean a pattern in which there is an adherence and alliance between corporation’s activities and values to fulfill all stakeholders’ interests. Policies and activities related to social responsibility can reduce corporations’ risks. Some personal characteristics of the managers can affect corporations’ policies, like immunization. Overconfident managers overestimate the possibility of good results to occur and they also will underestimate the possibility of bad results as a consequent of their own activities. Therefore, these managers in comparison with logical managers ignore the immunization impacts of social responsibilities so that they give less attention to the improvement of social responsibilities as a shield against specific risks in their firms. Since this over optimism may hurt companies, the study of the impacts of over confident management on companies' performances and especially on their social responsibilities is of a great importance. Accordingly, in this study, we review the impacts of over confident managing on the social responsibilities of the accepted companies in Tehran stock exchange.
2. OVERCONFIDENCE
Over confident management can have an outstanding explanation about some corporation’s decisions? Over confidence is defined as over assessment or overestimation about one’s abilities in his/her current condition.
Corporate Social Responsibility (CSR)
The organizations’ social responsibilities include economy, laws, ethics and philanthropic expectations commercial units which can be extended to all stakeholders. By Stakeholders we mean every individual or any group which can affect the activities, decisions, policies or the goals of the corporation.
Some researchers define corporate social responsibilities as follows: any activity which is taken to improve some social goals that are above financial goals.
Hypotheses
The main hypotheses of the present study are as following:
1) Over confident management has a positive impact on corporations’ social responsibilities.
2) The effect of over confidence on the institutional dimension of social responsibilities is bigger than its technical dimension.
In addition, the secondary hypotheses are:
1-1) over confident management has a positive impact on the institutional dimension of social responsibilities.
2-1) over confident management has a positive impact on the technical dimension of social responsibilities.
3- METHODOLOGY
The study combined and analyzed data of 68 companies from 2009 to 2013. Documentary research is used to gather data in order to test the hypotheses. For analyzing descriptive data, Excel software is used and for testing hypotheses multivariate regression, with the help of Eviews 7 software is applied. To control the effects of other factors on the model, control variables such as the size, financial leverage and ROA are used in the model.
4- RESULTS & DISCUSSION
The first hypothesis of this study examines the impact of top executives' overconfidence on corporate social responsibility. The results showed that during the period of this study, top executives' overconfidence impacted social responsibility. The second hypothesis investigates the impact of overconfidence on both technical and institutional dimensions of corporate social responsibility. The results show that the impact of overconfidence on the technical and institutional corporate social responsibility is not different.
5 – CONCLUSIONS & IMPLICATIONS
In this study the impacts of over confident management on social responsibilities of accepted companies in Tehran stock exchange were reviewed. The results of the first hypothesis show that overconfidence in managers will have a negative impact on their social responsibilities. In other words, because a vast number of stakeholders including employees, suppliers, costumers, etc., affect corporation’s value in a positive manner and due to the fact that the activities related to corporations’ social responsibility can only be increased in the favor of the stakeholders, as the results demonstrate, the corporation’s value (which is stakeholders' value) will increase.
Considering the second main hypothesis, it was expected that the negative impact of over confident management on the institutional dimension of social responsibility would be stronger than its impact on its' technical dimension, but there were no significant differences in the impact factors of these connection equations. Regarding control variables of the positive connection between corporations’ profitability and social responsibilities, it was found that companies which have a better financial performance would have more available resources to invest on social responsibilities. In addition, the positive impact of company size is related to social responsibilities. However, financial leverage has negative impact on corporations’ social responsibilities because high debt leverage will leave less financial resources to invest on social responsibilities acts.
Finally, some suggestions are given to researchers for further studies.
• The relationship between social responsibilities and over confident management in diverse industrial divisions.
• The relationship between social responsibilities and corporations’ value, and moderating corporate governance.
• The relationship between over confident management and corporations’ social responsibilities, and each of the components of technical and social dimensions in certain divisions.
• The relationship between over confident management and corporations’ social responsibilities, and moderating a company’s brand name, values, and reputation.