Original Article
Shahram Pourmohammad; Mohammadreza Jaber Ansari; Yousef Mohammadi Moghadam; Mohammad Hakkak; Adel Salvati
Abstract
1- INTRODUCTIONOrganizational whistleblowing is a critical tool for identifying and addressing unethical or illegal activities within organizations. In the context of Iranian governmental organizations, which play a vital role in the country's development, there is a pressing need for mechanisms ...
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1- INTRODUCTIONOrganizational whistleblowing is a critical tool for identifying and addressing unethical or illegal activities within organizations. In the context of Iranian governmental organizations, which play a vital role in the country's development, there is a pressing need for mechanisms to report misconduct and prevent harm to organizational performance and productivity. Organizational whistleblowing can improve the organization's health, increase efficiency, and reduce administrative corruption. However, the absence of a comprehensive and localized model for whistleblowing in Iran’s governmental organizations has motivated this study, which aims to design a scientific and practical whistleblowing model. 2- METHODOLOGYThis research is a practical study in terms of purpose, utilizing a survey-developmental approach. The statistical population consists of experts, including university professors, senior managers of governmental organizations, and experienced human resources and public management consultants in Kermanshah Province. A purposive sampling method was employed to select 10 participants. Data were collected through in-depth interviews and analyzed using thematic analysis. To enhance the validity and reliability of the study, structured and convergent interviews were conducted, and data were analyzed through a recursive, precise approach. 3- RESULTS & DISCUSSIONThe study resulted in a model comprising three categories of factors: causal, intermediary, and consequential. Causal factors include employees’ moral courage, acceptance of senior managers, a justice-oriented organizational culture, perceived organizational support, psychological motives for revenge, and employee conscientiousness. These factors strengthen the whistleblowing intent and encourage whistleblowing behavior, ultimately improving organizational health and productivity. Findings suggest that moral courage and managerial acceptance are the most influential factors in promoting organizational whistleblowing. A justice-oriented organizational culture plays a crucial role in facilitating the environment for whistleblowing. Additionally, perceived organizational support is a key factor to enabling employees to engage in whistleblowing behavior. While psychological motives for revenge may also drive whistleblowing, these motives carry negative implications and require careful management. 4- CONCLUSIONS & SUGGESTIONSThe proposed model indicated six primary factors as antecedents of whistleblowing in Iran’s governmental organizations. These factors first enhance the intent to whistleblow and then encourage actual whistleblowing behavior, leading to increased organizational health and productivity. It is recommended that managers in governmental organizations focus on fostering employees’ moral courage and enhancing their acceptability among staff while promoting a justice-oriented organizational culture. Establishing robust support systems for whistleblowers is also crucial. Finally, further research is suggested to develop more comprehensive and localized whistleblowing models for Iran.
Original Article
Reza Zamani; Mahmoud Lari dashtbayaz; Reza Hesarzadeh
Abstract
INTRODUCTION In a complex and constantly changing environment, organizations encounter numerous risks, challenges, and obstacles that threaten their performance and sustainability. In this regard, addressing complex problems requires the collective development of creative solutions and the establishment ...
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INTRODUCTION In a complex and constantly changing environment, organizations encounter numerous risks, challenges, and obstacles that threaten their performance and sustainability. In this regard, addressing complex problems requires the collective development of creative solutions and the establishment of teamwork relationships. Therefore, organizations adopt team-based plans to maximize the value of their human capital, so that teams become the basic building blocks of organizational leadership structure design. Identifying and investigating the determinants of team effectiveness is of great importance. Considering today's competitive and fluid environment, audit institutions should pay more attention to the effectiveness of their work teams to gain a sustainable competitive advantage. The current research aims to model the impact of ethical leadership on the effectiveness of the audit team based on McGrath's systemic framework (input-process-output). 2- THEORETICAL FRAMEWORKPrevious research indicates a positive relationship between ethical leadership and team intra-role performance. Ethical leadership determines the effectiveness of the senior management team and positively affects the subordinates' optimism toward the organization's future. Ethical leadership can enhance team performance directly through leader-member exchange. Additionally, ethical leaders maintain team efficacy and social cohesion when their team is not performing well. According to the above, we expect managers and supervisors to improve the audit team's performance by exercising ethical leadership. 3- METHODOLOGYThis is practical research in terms of purpose, and concerning the method, it is a descriptive survey. Data were gathered in two years (2021-2022) using questionnaires and interviews. To achieve the research's main goal, the needed data was collected from 189 employees of the Certified Public Accountants Society of Iran. The obtained data was analyzed using SPSS and SmartPLS software. 4- RESULTS & DISCUSSIONThe research results showed that managers and supervisors, who have the interests of the employees in mind, make fair and balanced decisions. Creating a pattern for ethically doing work can increase commitment and cohesion among team members. Strengthening and increasing coordination and reducing conflict between members lead to an improvement in the performance and efficiency of the audit team. In short, ethical leadership improves the cohesion between the audit team members, thereby improving its performance and efficiency. On the other hand, in the input-process-output framework, process variables including cohesion, conflict, and coordination, whose relationships with team effectiveness were previously explained, can mediate input factors (ethical leadership) in team results. 5- CONCLUSIONS & SUGGESTIONSAccording to the results of the research models test, which indicated the effect of manager-supervisor ethical leadership on team interactions, including team members' cohesion, involvement, and coordination, and ultimately team performance and efficiency, ethical leaders can bring many benefits, including coordination between members, reducing emotional conflict, reducing conflict regarding the allocation of resources and responsibilities, increasing the sense of collective commitment, and finally, improving team performance and efficiency. Therefore, it is suggested that managers and supervisors use ethical leadership mechanisms to establish effective communication with team members and treat them fairly. Audit institutions should include this criterion in their employment policies as a basis for accepting or continuing to work with audit managers and supervisors. Since some data was collected electronically, it should be noted that the authors did not directly monitor the respondents and the correctness of their responses. Accordingly, regarding the research limitations, response bias is likely to happen in self-reporting measures.
Original Article
Vahid Khashei Varnamkhasti; Rouzbeh Darvishi; Sajad Farsi
Abstract
1- INTRODUCTIONKnowledge-based firms are the engine of economic growth and development of a country. These businesses are too important because they contribute to the countries' economic growth and development by creating jobs. These businesses operate in highly dynamic and competitive environments ...
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1- INTRODUCTIONKnowledge-based firms are the engine of economic growth and development of a country. These businesses are too important because they contribute to the countries' economic growth and development by creating jobs. These businesses operate in highly dynamic and competitive environments that face significant and often unpredictable technological, political, and economic changes. For this purpose, the development of ambidextrous innovation has become one of the basic requirements for these businesses to maintain their competitive position. Today, factors such as embargoes, government laws, traditional businesses, instability of economic conditions, and currency fluctuations prevail and increase the level of uncertainty in this environment. On the other hand, the provision of banking services has also been accompanied by many changes and differences such that they should meet the special needs of their customers. Today, knowledge-based firms in banking information technology are considered the banks' technological arms for providing new financial products and services. For this reason, improving ambidextrous innovation capability through absorbing knowledge and creating a network with stakeholders and key partners is very important. For this purpose, the current research seeks to answer the question, "How does networking capability affect ambidextrous innovation of banking information technology firms?" 2- THEORETICAL FRAMEWORKNetworking capability is the ability of an organization to build, expand, and benefit from internal and external organizational relationships. Ambidextrous innovation can be defined as simultaneously implementing exploitative and explorative innovation activities. Therefore, ambidextrous innovation helps organizations to achieve optimal performance both in the short- and long-term. Networking capability allows the organization to actively seek external knowledge, compare it with its internal knowledge, and use it to identify opportunities. Organizations use networking capabilities to search across a wide range of strategic partners to discover or exploit ideas or practices that are not accessible through conventional routines. Knowledge application refers to a set of activities that explain how to connect external knowledge elements within or between organizational areas, analyze the connections between them, and prepare the absorbed knowledge for use in the relevant unit. 3- METHODOLOGYIn terms of purpose, this is a practical, cross-sectional quantitative research. In terms of method and data collection, it is a descriptive survey. The needed data was collected through a written questionnaire. The target population was comprised of 19 knowledge-based firms in the field of information technology and banking communication located in Tehran, all of which were sampled by distributing 5 questionnaires among their senior and middle managers. The sample members had more than 3 years of job tenure and relevant positions. Finally, 91 well-qualified questionnaires were returned. The gathered data was analyzed by conducting structural equation modeling to test the research hypotheses. 4- RESULTS & DISCUSSIONThe results of the data analysis confirmed all the research hypotheses. Accordingly, networking capability had a direct and significant effect on ambidextrous innovation. Furthermore, networking capability directly affected the application of knowledge, which in turn had a significant effect on ambidextrous innovation. The results of the Sobel test revealed that the application of knowledge significantly mediated the relationship between networking capability and ambidextrous innovation. 5- CONCLUSIONS & SUGGESTIONSBased on the research findings, it is suggested that managers cooperate with other firms by creating strategic alliances. Developing such collaborations leads new knowledge to entering the organization and improves organizational explorative innovation. Strategic alliances may increase strategic flexibility by attracting new resources, reducing possible costs and risks, and improving the organization's efficiency. Consequently, it increases exploitative innovation in the organization. Networking capability allows firms to improve the provision of new banking services, provide consulting services, and increase customer satisfaction. This capability allows firms to create a consortium from scientific centers as well as strategic partners for research and development in line with identifying and exploiting market opportunities. Managers are also recommended to attract new knowledge to their firms by establishing partnerships with research centers as well as their strategic partners. Creating such networks leads to the exchange of information and experiences between the members, which ultimately improves the organization's explorative innovation. Through analyzing financial transactions as well as customer feedback data, managers should pay attention to the absorption of transformative knowledge to improve the firm's innovative performance.
Original Article
Mansour Rahmani; Masoud Bastami; Soleiman Ahmadzadeh
Abstract
1- INTRODUCTIONRecent studies have used the maturity concept to assess organizations' progress in various fields. Communication maturity within organizations reflects the level of development in perceptions and practices related to organizational communication. Specifically, this concept refers to the ...
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1- INTRODUCTIONRecent studies have used the maturity concept to assess organizations' progress in various fields. Communication maturity within organizations reflects the level of development in perceptions and practices related to organizational communication. Specifically, this concept refers to the ability of managers to identify challenges and facilitate the path toward communications in line with organizational success. It also refers to a deep understanding of interpersonal and organizational relationships. Previous studies on organizations have shown that attitudes, beliefs, values, ideologies, and diverse experiences can affect communication. Therefore, managers of organizations need to be familiar with different communication approaches to select one or a combination of them to achieve communication maturity. Theories such as excellence theory and institutional theory have approached effective organizational communication. For instance, Excellence Theory seeks to identify the characteristics of efficient public relations and its impact on organizational performance. Many studies have examined and demonstrated the positive outcomes of effective organizational communication such as increased productivity, decreased costs, and improved quality of products and services. In this context, communication competence has been considered a key element in achieving organizational success. Numerous studies on communication maturity models mostly for European organizations have focused on providing evaluation models and less paid attention to identifying its enabling factors. Particularly, in Iran, no comprehensive research has been conducted on this subject so far. 2- METHODOLOGYThis research aims to identify the enabling factors of communication maturity in Iranian governmental organizations. In terms of nature, this is an exploratory study, employing a qualitative approach with a thematic analysis as its strategy. This analysis strategy is a process that transforms scattered data into meaningful patterns. Using snowball sampling, 16 semi-structured interviews were conducted with academic and organizational experts until reaching theoretical saturation. Following the 6-step process of Braun and Clarke’s method, the collected data was analyzed using MAXQDA software. 3- RESULTS & DISCUSSIONResearch findings indicated that communication maturity in Iranian governmental organizations depends on four main components as driving forces or enablers: communication capability, organizational factors, and soft and hard human resources factors. The communication capability component includes factors such as message simplicity, the manner of presenting and understanding the message, the legitimacy of the message sender, and the communication environment. Communication transparency and organizational structure, trust, and policies were identified as factors following the organizational component, contributing to a healthy and efficient communication environment and processes. Time management, communication competence, adaptability, flexibility, employee attitudes, and job satisfaction fall into the soft human resources component, which directly influences the quality of internal communication. The hard human resources component includes the factors of budget and facilities, technical and perceptual skills, and network management. The availability of technical infrastructure and sufficient finance is of great importance for enhancing communication networks in organizations. 4- CONCLUSIONS & SUGGESTIONSBased on the results of this research, communication maturity in Iranian governmental organizations depends on organizational and individual factors. The main identified components are critical for strengthening organizational communication and enhancing communication maturity. Given the importance of communication in organizational success, attention to these factors can contribute to improved organizational performance and increased productivity. This research also highlights the need for further studies on developing communication maturity evaluation models in Iranian organizations.
Original Article
Salar Moradi
Abstract
1- INTRODUCTIONOrganizational transformation based on architecture is one of the most important tools of change in organizations. This approach is emphasized in the field of information technology planning in public and private organizations. The benefits of architecture-based organizational transformation ...
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1- INTRODUCTIONOrganizational transformation based on architecture is one of the most important tools of change in organizations. This approach is emphasized in the field of information technology planning in public and private organizations. The benefits of architecture-based organizational transformation are obvious for all organizations. The more organizations face environmental changes, the more they need architecture-based organizational transformation. In other words, it is a rapid response to ever-changing and complex environments towards a common goal. Therefore, in an organization like the Parliament Research Center, organizational transformation based on architecture is a constructive approach to create transformation in the entire organizational structures of the country. Accordingly, this research aims to measure organizational transformation based on architecture within this organization. 2- THEORETICAL FRAMEWORKArchitecture-based organizational transformation is defined by alignment, integration, flexibility, and agility. All these four components are based on information technology. From the point of view of information technology, this type of transformation is focused on achieving the alignment of the market and information technology, supporting the organizations' strategies. In general, the alignment of information technology is a prerequisite to supporting intelligence in society and achieving digitization. The organizations' development is accelerated through integration based on information technology, reducing the risk of projects. In addition to improving the current state of organizational transformation, this integration type can advance the organizational goals. Since every organization is constantly under pressure from external factors, it requires a certain level of flexibility. The most important reason for organizational transformation based on architecture is the necessity of responsiveness against environmental changes. Agile organizational architecture is a new idea for improving the existing transformation tools. With an agile architectural process, the transformation process gains more momentum. 3- METHODOLOGYThis is quantitative research. The statistical population includes all managers, deputies, and experts of the Parliament Research Center in 2023, among which 95 people were selected using quota sampling. The tool for measuring organizational architecture was a researcher-made questionnaire developed using the existing theoretical models and related studies. Two indices of CVR and CVI were employed to assess the content validity of this questionnaire. In addition, a first-order confirmatory factor analysis was utilized in Amos Graphics software to estimate the questionnaire’s construct validity. Furthermore, Cronbach's alpha coefficient was used to evaluate its reliability. 4- RESULTS & DISCUSSIONThe coefficient between alignment and integration, 0.85, was the biggest correlation coefficient between the latent variables. After that, the correlation between flexibility and empowerment with a coefficient of 0.78 was dramatic. The smallest correlation was calculated 0.51 belonged to the relationship between alignment and flexibility. The statistical indicators indicated the high validity of the organizational transformation construct, and thus, this research can be used as a basis for future research. In general, research findings indicated that organizational transformation based on architecture not only is a necessity for organizations but also it should be considered as a supreme goal. 5- CONCLUSIONS & SUGGESTIONSMany researchers have emphasized organizational architecture as a tool for transformation in organizations. Technology-based architecture not only affects organizational strategy, but also creates alignment between technical and social systems and, consequently, will increase organizational effectiveness. The organizational architecture is efficient when it creates integration in all the technology sectors. Furthermore, flexibility is necessary to accompany the changes in the architectural process. Considering the importance of architecture-based organizational transformation for all organizations, it is suggested that the top and middle management of the organization pursue architecture-based organizational transformation projects. To do so, the corporate strategies should be determined in advance and organizational transformation should be placed above them. The excellence of organizational culture is also important as one of the main solutions for improving organizational transformation based on architecture.
Original Article
Mahya Eshaghzadeh; Masumeh Arabshahi
Abstract
1- INTRODUCTIONIn today's turbulent business conditions, organizations that can acquire knowledge from the external environment and apply it to their products and processes may gain a competitive advantage and improve performance. To create value for their customers, knowledge-based firms invest ...
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1- INTRODUCTIONIn today's turbulent business conditions, organizations that can acquire knowledge from the external environment and apply it to their products and processes may gain a competitive advantage and improve performance. To create value for their customers, knowledge-based firms invest in knowledge and consider knowledge management a basic measure in facing business challenges. Knowledge-based firms with high intellectual capital are more competent in innovation and achieving business objectives.2- THEORETICAL FRAMEWORKPrevious studies have addressed many issues and research questions. The effects of knowledge management on intellectual capital and organizational development and the impact of intellectual capital on organizational development have been studied and confirmed. Also, the mediating role of organizational ambidexterity in the relationship between intellectual capital and performance has been confirmed. The infrastructural capabilities of knowledge management on business intelligence with the mediation of open innovation have been confirmed in SMEs. Moreover, intellectual capital has been found to positively affect organizational ambidexterity; human, organizational, and communication capital on organizational ambidexterity; and knowledge management on open innovation and innovation capacity. 3- METHODOLOGYThe current research is a quantitative, practical, and descriptive-correlational study respectively, with the three criteria of nature, purpose, and method. The statistical population comprised the managers of knowledge-based firms of the growth center at Ferdowsi University of Mashhad. Conducting convenience sampling based on Cochran's formula, 110 managers were selected and studied by standard questionnaires. Cronbach's alpha and composite reliability coefficients were used to test the questionnaire's reliability, and convergent and divergent indices to evaluate its validity. Data was analyzed using structural equation modeling with the partial least squares method in the SmartPLS 3 software. 4- RESULTS & DISCUSSIONThe results indicated significant effects of knowledge sharing on intellectual capital dimensions including human, structural, and relational capital. The impacts of intellectual capital dimensions on both dimensions of ambidextrous innovation (explorative and exploitative innovation) were significant but not that of knowledge sharing. The indirect effects of knowledge sharing on explorative and exploitative innovation through human and structural capital were statistically confirmed. While relational capital mediated the relationship between knowledge sharing and explorative innovation, its mediation role was not confirmed for exploitative innovation. 5- CONCLUSIONS & SUGGESTIONSThis research has investigated the effect of knowledge sharing on organizational ambidexterity considering the mediating role of intellectual capital. Knowledge-based firms are the focus of science and technology development to create new ideas and knowledge sharing is the core of effective knowledge management. Therefore, knowledge-based firms should be suitable places to share knowledge and implement a knowledge-shared culture. Accordingly, they should try to encourage their employees to share knowledge. Also, by creating a friendly and reliable climate and a supportive culture in these firms, they provide a necessary platform for the cultivation of the talent of specialists. Additionally, with the proper management of knowledge sharing, they can strengthen the elements of intellectual capital and improve the performance of their knowledge system.
Original Article
Fatemeh Naseri; Aliakbar Hasani
Abstract
1- INTRODUCTION
This paper examines the impact of pandemics, particularly the COVID-19 pandemic, on businesses and the role of foresight in managing such crises. The business environment refers to a set of factors that influence organizational performance but are beyond the control of managers. ...
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1- INTRODUCTION
This paper examines the impact of pandemics, particularly the COVID-19 pandemic, on businesses and the role of foresight in managing such crises. The business environment refers to a set of factors that influence organizational performance but are beyond the control of managers. The results of the National Business Environment Monitoring in Iran in recent years indicate a significant decline in the national business index. The outbreak of COVID-19 is identified as one of the key factors behind this downturn. This pandemic has had widespread effects on various economic and social sectors worldwide, increasing global poverty. Many countries, including developed nations, faced challenges in managing the crisis. The shutdown of businesses and the imposition of broad restrictions caused severe shocks to the global economy. One of the main challenges during this period was the need for businesses to adopt strategies that enhance their flexibility. In times of crisis and uncertainty, companies must increase the flexibility and innovation of their supply chain processes. Integrating the supply chain and innovation in response to these conditions can help improve business performance. Through a foresight approach and scenario planning, this study assessed the status of service providing in the healthcare sector during pandemics. Foresight, a systematic method for studying long-term futures in various domains, helps identify emerging technologies and sectors, predicting economic and social opportunities. Paying attention to the future and planning for crisis conditions can play a key role in coping with future crises.
2- METHODOLOGY
This qualitative applied, and foresight research uses a combined method of scenario planning and cross-impact analysis. The scenario planning is based on the Pirinen and Lindqvist model, which involves defining the problem, analyzing key elements, developing, assessing, and refining scenarios, and applying scenarios in decision-making. The study involves 15 experts selected based on their knowledge and experience. Through semi-structured interviews, the study identifies factors that improve business in four dimensions: innovation, flexibility, demand chain resilience, and demand chain integration under pandemic conditions. The scenarios were validated using the Scenario Wizard software based on consistency and likelihood.
3- RESULTS & DISCUSSION
Much like other cities in the country, Shahroud faces various challenges during pandemics. The healthcare sector is one of the sectors that experience significant disruption under pandemic conditions. This research has analyzed the Shahroud healthcare system as its case. Twenty-six factors influencing business improvement during pandemics were identified from semi-structured interviews, and categorized into four categories: innovation, flexibility, resilience, and integration. The reliability was assessed by the test-retest method, with interviews coded over ten days. The reliability coefficient was above 60%, confirming the trustworthiness of the coding. In addition, Cohen’s kappa coefficient was calculated at 0.692, further indicating agreement among the codings. The research utilized the MICMAC software to explore the direct relationships between variables. The influence of these factors on each other was represented graphically, with red lines denoting strong impacts and blue lines indicating weaker connections. The next step involved scenario planning using the Scenario Wizard software, generating five strong, consistent scenarios out of 783 possibilities, focusing on optimistic, pessimistic, and probable outcomes. The study also involved creating hypothetical future scenarios and quantitatively analyzing the cross-impact of various factors. The software identified and ranked possible future scenarios by their likelihood, with five highly compatible and strong scenarios being extracted for further analysis. These scenarios represent varying degrees of business responses to pandemic challenges, focusing on elements such as continuous innovation, flexible planning, resilient supply chains, and integrated support activities. Ultimately, these findings offer strategic insights for businesses and policymakers to better adapt to future pandemics or crises.
4- CONCLUSIONS & SUGGESTIONS
Based on findings from the Shahroud healthcare system, several strategic recommendations are provided for improving business operations during pandemics or similar crises. These recommendations aim to equip businesses with the tools to not only survive but thrive during pandemics by fostering agility, cooperation, and preparedness.
Encouraging Innovation: Businesses should continuously innovate, particularly in adapting their products, services, and delivery methods to meet changing demands during a pandemic. This includes embracing digital transformation, such as telemedicine in healthcare or e-commerce in retail.
Enhancing Flexibility: Flexibility in operations, including workforce management and supply chain adaptability, is essential. Organizations should be prepared to shift resources, modify work environments (e.g., remote work), and respond rapidly to disruptions.
Building Resilience: Resilience can be strengthened by diversifying suppliers, creating buffer stocks, and investing in long-term crisis planning. Businesses should also focus on employee well-being and organizational stability to maintain functionality during crises.
Promoting Integration: Collaboration and integration between sectors (e.g., public and private healthcare or businesses and government) are critical. Effective communication and partnerships help ensure that resources are shared, and policies are aligned to manage the pandemic efficiently.
Scenario Planning: Businesses should engage in scenario planning to anticipate and prepare for future challenges. This involves analyzing best-case, worst-case, and probable scenarios to develop contingency plans that minimize risks and seize opportunities during uncertain times.
Original Article
Usef Ramezani; Zahra Rafizadeh; Ghasem Anvari; Shaghayegh Torabi
Abstract
1- INTRODUCTIONJob satisfaction is one of the most important variables in organizational behavior, increasing employees' efficiency and individual satisfaction. Organizational culture affects the behavior of employees. Also, a supportive organizational culture may significantly affect employees' ...
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1- INTRODUCTIONJob satisfaction is one of the most important variables in organizational behavior, increasing employees' efficiency and individual satisfaction. Organizational culture affects the behavior of employees. Also, a supportive organizational culture may significantly affect employees' motivations, job satisfaction, and morale. Organizational culture, leadership, and employees' mental involvement are the effective factors in increasing job satisfaction, but little was investigated in previous research. Accordingly, this research aimed to analyze the associations among supportive organizational culture, leadership performance, job satisfaction, organizational trust, and job involvement. 2- THEORETICAL FRAMEWORKJob satisfaction is the key to the success of any organization. Employees with higher job satisfaction perform better than those with lower job satisfaction. If employees have a suitable level of satisfaction, they are more involved in their jobs. Organizational culture is the employees' perception of their organization, representing the usual and fixed characteristics that distinguish an organization from the others. A supportive culture minimizes the pressure on employees to exert a particular behavior and encourages them to pursue their work based on goals and values. Leadership style is a permanent and continuous behavioral pattern that people use to influence others in place of work. 3- METHODOLOGYThe present research is a practical study in terms of purpose, and regarding the method, it is a descriptive-correlational study. The statistical population comprised 178 employees working for Atiehsazan Supplementary Insurance Company in Mashhad. The census method was used to study the target population. The survey tool is a questionnaire, the first part of which consists of demographic variables including gender, education, and job tenure, and the second is dedicated to the items of the scales. The validity of gathered data was evaluated by content and construct indices, and its reliability by Cronbach's alpha. Structural equation modeling was conducted in SmartPLS software to test the research hypotheses. 4- RESULTS & DISCUSSIONThe results revealed significant coefficients for organizational culture on job involvement, organizational culture on organizational trust, leadership performance on organizational trust, job involvement on job satisfaction, and organizational trust on job satisfaction. Furthermore, organizational trust mediated the effect of leadership performance on job satisfaction. 5- CONCLUSIONS & SUGGESTIONSAccording to the results, the more the employees perceive a supportive atmosphere, the more they are involved in their jobs, increasing mental engagement. Managers should improve the organization's performance by strengthening the organizational culture to provide employees with psychological safety and mutual trust. In this regard, it is suggested that managers pay due attention to the employees' values and motivation, having a dramatic role in their participation. In addition, it increases their level of trust, satisfaction, and involvement. Leadership styles should be based on collaboration and teamwork rather than making decisions only on top of the organization, such that the employees are attached like family members. Therefore, they develop the necessary skills to exert ethical behaviors because of increased organizational trust.
Original Article
Hosain Moghadam Kia; Heydar Amiran; Abdollah Kolobandi; Mohamadreza Kabaranzadghadim
Abstract
1- INTRODUCTIONToday, entrepreneurial opportunities are recognized to be necessary for economic and social development. Due to their unique nature based on public support and non-profit objectives, non-governmental organizations (NGOs) require a specific approach to identifying and evaluating these ...
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1- INTRODUCTIONToday, entrepreneurial opportunities are recognized to be necessary for economic and social development. Due to their unique nature based on public support and non-profit objectives, non-governmental organizations (NGOs) require a specific approach to identifying and evaluating these opportunities. The current study aims to provide a localized model for evaluating entrepreneurial opportunities within NGOs in Lorestan Province. The proposed model is designed to assist NGOs in better identifying existing opportunities and effectively utilizing them. 2- METHODOLOGYThis is qualitative research based on Strauss and Corbin’s approach to grounded theory. To gain a deeper understanding of how entrepreneurial opportunities are identified and evaluated in NGOs, in-depth and semi-structured interviews were conducted with 17 persons (including university professors, successful entrepreneurs, and NGO managers) who were experts in entrepreneurship. The collected data was analyzed during the open, axial, and selective coding, the results of which led to 166 meaningful propositions, 35 sub-categories, 12 main categories, and one core category. 3- RESULTS & DISCUSSIONThe research findings indicate that evaluating entrepreneurial opportunities in NGOs requires considering a set of factors categorized within the study's paradigmatic model. The final model consists of six key elements: causal conditions, intervening conditions, contextual conditions, the central phenomenon, strategies, and consequences. These elements interact to provide a comprehensive framework for evaluating entrepreneurial opportunities. Causal Conditions: Factors that directly influence the formation of entrepreneurial opportunities. These include social needs, technological changes, and competitive environments, all of which can lead to the emergence of new opportunities.Intervening Conditions: Factors that can facilitate or hinder the process of opportunity evaluation, such as financial resources, entrepreneurial skills, and communication networks.Contextual Conditions: Factors that provide the background for the emergence and realization of entrepreneurial opportunities, including the culture of entrepreneurship, government support, and the level of organizational readiness.Central Phenomenon: The process of opportunity evaluation, including the identification, analysis, and selection of suitable opportunities. This process should consider all the above factors to increase the likelihood of success.Strategies: Actions that NGOs take to exploit identified opportunities, including strategic planning, resource mobilization, and the creation of supportive networks.Consequences: The outcomes of successfully implementing strategies, may include increased employment, improved economic status of NGOs, and enhanced living standards of the target community. 4- CONCLUSIONS & SUGGESTIONSThe model presented in this study offers a comprehensive and localized framework for evaluating entrepreneurial opportunities in NGOs. By considering all aspects of the entrepreneurial process, this model can help NGOs optimize their utilization of opportunities, thereby increasing their sustainability and effectiveness. Notably, the model demonstrates that success in evaluating and exploiting entrepreneurial opportunities not only contributes to the growth and development of organizations but also leads to overall social and economic improvement in the community. Other applications of this model include providing a suitable basis for sharing experiences and best practices in entrepreneurship. The model can serve as a benchmark for other provinces and countries seeking to develop entrepreneurship within NGOs. Additionally, the proposed model can aid policymakers in designing supportive programs that maximize the impact on promoting entrepreneurship within NGOs. Based on the findings, this research can serve as a foundation for future studies in the field of entrepreneurship in NGOs and offer solutions for improving the process of evaluating entrepreneurial opportunities.
Original Article
Fatemeh Sadat Vahabzadeh Moghadam; Ahmad Vedadi; KaramEllah Daneshfard
Abstract
1- INTRODUCTIONThe current research aims to clarify the concept of fearless organization in Iran's health and treatment sector (specifically, the hospitals of the social security organization) and further identify the characteristics, antecedents, and consequences of creating a fearless organization ...
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1- INTRODUCTIONThe current research aims to clarify the concept of fearless organization in Iran's health and treatment sector (specifically, the hospitals of the social security organization) and further identify the characteristics, antecedents, and consequences of creating a fearless organization in the target population. Therefore, the main objective of this research is to explain the concept of fearless organization using the Rodgers analysis method. 2- THEORETICAL FRAMEWORKFearless organization is one of the new types of positive organizations, which originates from positive psychology. Positive psychology is the root and foundation of positive organizational behavior. In general, a "fearless organization" is an organization that is considered a secure base from the point of view of its employees and members. A secure base refers to the perceived security of the organization's members, which makes it easier to face discoveries and trust supervisors to solve problems. In other words, it creates psychological security so that employees can be sure of not being belittled, laughed at, or punished due to asking a question, creating an idea, exerting a concern, or making a mistake. 3- METHODOLOGYThe current research used the evolutionary approach of Rodgers' (2000) concept analysis to develop the "safe organization" notion. The basis of this research is the original work of Edmondson (2019) entitled "The fearless organization: Creating psychological security in the workplace for learning, innovation and growth." Based on the evolutionary approach of Rodgers for analyzing raw data available in the literature, some Iranian and foreign reliable, scientific databases were searched. In the preliminary search, the keywords "fearless organization, secure base, secure-based leadership, and psychological security" were used separately and, then combined. The main criteria for entering the final analysis were the texts published in English and Persian in the last forty years (i.e., from 1983 to 2023) in the management and organization fields. Also, studying the primary texts, some secondary keywords were extracted, and a list of 180 articles and books was accordingly prepared, which was reduced to 125 items based on the inclusion criteria and removing duplicate items. Finally, 77 articles, 22 books, and 9 theses containing the main keywords in their title and/or body were selected. These sources were carefully studied in depth and the data related to the concept of fearless organization and its antecedents and consequences were summarized and coded. 4- RESULTS & DISCUSSIONThe drivers of a fearless organization are found to be the following: learning from mistakes, encouraging learning, reducing shortcuts in the organization, sharing knowledge, overcoming geographical dispersion, and useful utilizing the conflicts, gaining value from the differences, implementing the results of scientific research, avoiding silence and promoting the employee voice, not too much trusting the authorities in the organization , laying the groundwork for fearless orientation, inviting employees to participate in affairs, effective response, encouraging subordinates to try, humility before subordinates, active investigation of affairs, designing and implementing coherent structures to extract ideas and concerns of employees, effective response to the risks that employees take, following examples from other successful organizations, creating a culture to create a safe organization, maintaining balance in creating psychological security, listening to the voice of silence in the organization, cultivating self-esteem in the organization, enriching the work-family bond, psychological growth at work, fostering a sense of vitality and desire to learn in the organization, and accepting the individual as legitimate and justified. The most important reasons for creating a fearless organization are as follows: the presence of fear in the organization, believing that psychological security necessarily means being good all the time, acknowledging that psychological security is a personality factor, lowering performance standards, the prevalence of reckless disclosure, failure to support innovation, failure to foster work commitment, lack of cooperative atmosphere, lack of meaningful activities, concealment of knowledge, organizational pessimism, lack of work regulation, lack of efficient response, sadness from failures, lack of emphasis on goals, and Lack of planning processes. 5- CONCLUSIONS & SUGGESTIONSIn line with the concept of the fearless organization, the organization becomes a secure base. A secure base is a person, place, goal, or object that creates a sense of protection and comfort, and provides energy and inspiration to explore, take risks, and seek change. This concept originates from the "attachment theory" introduced by John Bowlby and Mary Ainsworth (1988). The most important component of the fearless organization is creating psychological security. Future researchers are advised to investigate this concept and present a conceptual model specific to different organizations (including government, private, production, service, etc.) to take a step towards improving their efficiency and productivity besides helping to enrich this concept as much as possible. Keywords: Fearless Organization, Psychological Security, Social Security Hospitals, Rodgers' Evolutionary Approach.