Other
Fereshteh Aghajani; Ataallah Zarafshan; Behzad Jafarzadeh Kuchaki
Abstract
IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of ...
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IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of human-centered aspects in urban design have led to a significant reduction in physical activity opportunities, increased air pollution, traffic congestion, psychological stress, and ultimately decreased quality of life in urban environments. Inappropriate design of urban environments plays a crucial role in the emergence of non-communicable diseases such as cardiovascular diseases, obesity, type 2 diabetes, depression, and anxiety. According to official statistics from Iran's Ministry of Health, public health conditions have deteriorated significantly. Approximately 70% of Iranians struggle with overweight issues, with obesity prevalence reaching dangerous levels. This situation becomes more concerning given that 80% of the population suffers from physical inactivity and 47% of citizens do not engage in any form of exercise.In response to these challenges, innovative approaches in urban planning and design have prioritized restructuring the physical and functional frameworks of cities to promote citizen health. "Walkable Cities" have emerged as a cross-sectoral strategy with environmental, social, and health functions, emphasizing urban environment design that makes walking not only possible but desirable, safe, comfortable, attractive, and efficient. The theoretical foundation of walkability development traces back to pioneering works emphasizing the importance of "eyes on the street" and vibrant urban spaces for enhancing security, social participation, and sense of belonging. This includes three fundamental principles in pedestrian-oriented environment design: spatial invitation, ability to pause and socially interact, and human connection with environmental scale. These principles, combined with the "third place" theory that considers spaces between home and work crucial for psychological and social health, form the theoretical foundation for developing walkable spaces. Walkable cities, through providing appropriate infrastructure, land-use diversity, and creating quality public spaces, facilitate increased daily physical activity. Based on the ecological health model, health-related behaviors result from complex interactions between individual, interpersonal, organizational, and environmental factors, with appropriate urban design serving as the key environmental factor that positively impacts citizen health through facilitating daily physical activity, reducing exposure to pollutants and noise, decreasing stress, increasing mental restoration, and enhancing social interactions and place attachment.International studies demonstrate that cities with high walkability scores exhibit lower prevalence of non-communicable diseases and better mental health indicators. Despite extensive global evidence supporting walkability benefits, many Iranian cities remain dominated by traditional car-oriented urban design approaches, highlighting a significant gap in utilizing urban design capacity for promoting citizen health and addressing the fundamental question of how walkable city elements can influence citizen physical activity patterns. MothodologyThis research employed a qualitative thematic analysis method to analyze the role of walkable cities in increasing physical activity among citizens. Thematic analysis was selected due to its methodological flexibility and ability to reveal hidden patterns in qualitative data, making it suitable for the exploratory nature of this study. The complexity of the research topic, which intersects urban planning, public health, and physical activity domains, required a method capable of identifying and organizing complex relationships between different concepts. The thematic analysis approach provided a three-level hierarchical structure (basic, organizing, and global themes), enabling logical aggregation of findings from details to generalities. The thematic analysis process followed six systematic stages: deep familiarization with data through repeated text reading, initial manual coding, theme identification and formation, theme review and refinement, precise definition and naming at three hierarchical levels, and final report compilation.The study population comprised experts and specialists in urban design, urban planning, public health, physical activity, and public sports. Using purposive sampling and snowball technique, participants were selected based on inclusion criteria of minimum master's degree in related fields and five years of professional experience. Semi-structured interviews averaging 60 minutes each were conducted until theoretical saturation was achieved at the thirty-first interview. Four additional interviews were conducted for confirmation, resulting in 35 total interviews. Research quality was ensured using Guba and Lincoln's four criteria: credibility (interviews continued until saturation, results reviewed with participants), transferability (demographic characteristics and process details documented), dependability (all stages documented, audio files preserved), and confirmability (independent coding by two researchers with 79% inter-coder agreement). These measures collectively strengthened the research findings' quality and reliability, enabling practical application of results in urban planning decision-making processes. The comprehensive thematic analysis methodology ensured robust data collection and analysis suitable for understanding the complex relationships between urban design and citizen physical activity patterns. FingdingsThe thematic analysis revealed six global themes explaining how walkable cities influence citizens' physical activity. Safety and Accessibility for Physical Activity emerged as the foundational theme, encompassing physical and social security in pedestrian spaces, quality walking infrastructure, and connectivity of pedestrian routes. Experts emphasized that adequate safety and accessibility are prerequisites for encouraging outdoor physical activities.Environmental Attractiveness and Quality as Physical Activity Motivators represents aesthetic and comfort dimensions that encourage physical activity, including visual beauty, artistic elements, climatic comfort, and environmental cleanliness. Participants highlighted that attractive, well-maintained environments significantly increase citizens' motivation for outdoor activities.Diversity, Vitality, and Social Inclusivity captures social dynamics that make walkable spaces engaging, encompassing variety of urban activities, social events in public spaces, and dedicated spaces for different age groups. Experts noted that vibrant, inclusive environments create sustained engagement in physical activity.Specialized Physical Activity Infrastructure addresses technical requirements for supporting active lifestyles, including public sports facilities, cycling infrastructure, and spaces for emerging sports. This theme reflects the need for purposefully designed facilities beyond basic walking infrastructure.Social and Institutional Support for Physical Activity encompasses broader support systems including social and policy incentives, education, awareness-raising, and technology integration. Participants emphasized that infrastructure alone is insufficient without supportive social and institutional frameworks.Physical-Functional Cohesion of Walkable Cities represents integrative aspects of successful walkable urban design, including public transportation connections, compact multifunctional design, traffic management with pedestrian prioritization, and citizen participation in designing and maintaining pedestrian spaces. This theme emphasizes the holistic approach required for creating walkable urban environments that effectively promote physical activity. Discussion and ConclusionThis study comprehensively examined the role of walkable cities in increasing citizens' physical activity levels, revealing six key factors that significantly impact physical and mental health. The findings demonstrate that successful walkable cities require a holistic approach integrating multiple dimensions. Physical infrastructure alone is insufficient; social and cultural considerations prove equally crucial for sustained citizen engagement. Vulnerable populations, particularly children, elderly, and women, benefit most from comprehensive safety measures and inclusive design approaches. Environmental quality emerges as a critical motivator, while institutional support systems provide essential foundations for community-wide physical activity promotion. The interconnected nature of these factors suggests that piecemeal approaches are likely to fail. Successful implementation requires coordinated efforts across urban planning, public health, transportation, and social policy domains. Municipalities must adopt comprehensive strategies addressing infrastructure development, policy reform, community engagement, and cultural change simultaneously. This includes improving safety through smart lighting and surveillance systems, enhancing environmental attractiveness through urban art and green spaces, developing specialized infrastructure like cycling lanes and public sports facilities, and implementing supportive policies with educational campaigns. These findings provide actionable insights for urban planners and policymakers seeking to create healthier, more active communities through strategic walkable city development that promotes both individual and collective well-being.
Pathology
somayyeh zarei
Abstract
Introduction In the current era, universities are considered one of the most important pillars ...
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Introduction In the current era, universities are considered one of the most important pillars and elements of sustainable development and one of the most important tools for solving the challenges and complexities of human societies in all aspects. Meanwhile, faculty members are considered one of the most important pillars of the university system and one of the most important human capitals of a university, and their management and development is one of the fundamental and central issues in academic circles. On the other hand, the study shows that the measures taken in relation to the management of these human capitals in all universities are not sufficiently effective, and faculty members in many universities are exposed to many challenges and problems, and these challenges can pose serious obstacles to their performance. One of the consequences of human capital mismanagement in today's organizations is the phenomenon of mental absence, which can also cause universities to face serious problems in the process of utilizing their human capital. The mental absence of faculty members can have many negative consequences at different levels. In this situation, faculty members apply their minimal knowledge, skills, and abilities to the organization, lack the necessary job enthusiasm, and perform job duties with indifference. Therefore, mental absence is a topic that must be seriously studied and the factors affecting the occurrence of this phenomenon in workplaces must be identified accurately and scientifically. However, a review of studies conducted on mental absence shows that despite researchers' attention to employees’ mental absence and its study among different statistical communities, this issue has not been investigated and studied in universities and among faculty members, and questions related to the factors affecting faculty members’ mental absence remain unanswered. Therefore, the mental absence of faculty members is a topic that requires further empirical research in order to identify the factors affecting this phenomenon in the academic context. Therefore, the present study was designed with the aim of identifying and prioritizing the factors affecting the mental absence of faculty members. Because, mental absence is a phenomenon that appears in different conditions and contexts, under the influence of different factors and elements, and in academic organizations, due to the special characteristics of these environments, it can be different from commercial and manufacturing organizations. MothodologyThis study falls into the category of applied research in terms of purpose and is a mixed research in terms of the type of data collection and analysis. The qualitative part of the research was conducted using the thematic analysis method and the quantitative part was conducted using the R-Swara method. Thematic analysis is a systematic method for identifying, organizing, and reporting semantic patterns (themes) in qualitative data; and due to its practicality, it is one of the most common methods of analyzing qualitative data in social science research. The goal of this method is to find important and interesting themes (semantic patterns) in the texts and materials under study in order to answer the research question. In the present study, the method proposed by Brown and Clark (Brown and Clark, 2006) was used, which introduces content analysis as a six-step process. The R-Swara method is also a multi-criteria decision-making technique that was developed by integrating the Raff theory set and the Swara method. The statistical population of the study consists of faculty members of Payam Noor University of Fars Province. In the qualitative section, 17 people were selected as sample members using purposive sampling method. The necessary data in this section was also collected using semi-structured interviews. The required data in the quantitative section was collected using a questionnaire. In this way, the output of the qualitative section was organized in the form of a questionnaire and distributed among the participants, and finally 15 questionnaires were collected. To assess the validity of the analyses in the qualitative section, intra-subject agreement was used, and the results indicate the validity of the analyses.FindingsAfter each interview, the interview transcripts were carefully reviewed and studied in order to gain a better understanding of the data. In the second stage, phrases appropriate to the research objective were extracted. In this process, 63 phrases were extracted, and in the third stage, these phrases were coded and the primary themes were identified while being analyzed. In the fourth stage, initial themes were reviewed and basic themes were identified by modifying and strengthening the initial themes. After that, the themes created were examined and an attempt was made to identify a set of distinct, non-repetitive basic themes that included a set of ideas raised in different parts of the original text. In the fifth stage, while drawing the theme network, the basic themes were categorized into organizing themes. In this way, the identified themes were classified into similar and coherent groups and organizing themes were extracted. After identifying these factors, in the quantitative part of the research, prioritization of these factors was carried out based on the opinions of experts. The results showed that factors affecting the mental absence of faculty members, in order of priority, are: lack of attention to faculty members as human capital, lack of job security and concerns related to job loss, having personal and family problems, the hierarchical organizational structure of the university, Concentration of decision-making at top management levels, Severe segmentation in the organization (island structure) and lack of a spirit of cooperation among faculty members, Managers' lack of attention to the personal and professional needs of faculty members, Paying attention to inappropriate criteria when evaluating the performance of faculty members, The individual's lack of fit with the prevailing culture of the university, Weakness in communication skills and abilities, Managers' look down on faculty members, Lack of accountability of managers towards faculty members, Having an interest and mental preoccupation with work outside of university, The intense and extreme competitive culture that dominates the university, Political factionalism in university appointments and dismissals, Having heavy and high job duties and expectations and Lack of consistency and fit between different job duties.Discussion and ConclusionAlthough mental absence is a topic that has been studied by other researchers, this issue has been examined and analyzed for the first time in academic environments and among faculty members in this study, which can be considered as one of the innovations of this study. In addition, ranking the factors affecting mental absence in workplaces has been considered for the first time in this study and can be considered as the second innovation of the research.The research findings, in addition to increasing the theoretical and empirical richness of the subject, improve the perspective of university administrators (at all levels) towards mental absence among faculty members and, by introducing the factors affecting the formation of this phenomenon, can support them in taking the necessary measures to prevent mental absence among faculty members. The present study can also support the design and implementation of necessary management interventions to improve the quality of work life of faculty members by identifying factors affecting the mental absence of faculty members. Prioritizing the factors affecting this phenomenon also increases managers' understanding of the impact of each of the identified factors, and they can prioritize and implement the necessary measures related to this phenomenon, considering the importance of each of these factors. Therefore, it is recommended that university administrators consider the findings when making policies, planning, and implementing management measures related to preventing or reducing mental absence among faculty members.In addition to university administrators and policymakers, researchers interested in this field can also use the research clues from this study to design and implement future studies. For example, given that the focus of this study was on Payam Noor University, other researchers can examine the mental absence of faculty members and the factors affecting it in other universities and compare the results with the present results. Also, given the insufficient richness of the empirical background of the subject (the subjective mental absence of faculty members), future studies can be conducted around modeling the factors affecting this phenomenon in the form of comprehensive and multidimensional frameworks. It seems that the use of methods such as grounded theory can analyze and examine other dimensions of the subject. Examining the lived experience of faculty members regarding the phenomenon of mental absence can also further explain the hidden aspects of this phenomenon.
Pathology
Mehdi Mohammadi; Farshid Aslani; Alireza Soleymani Marghmaleki
Abstract
IntroductionHuman capital productivity is widely recognized as a cornerstone of organizational success in the knowledge-based economy. Universities, as fundamental educational institutions, are central to nurturing and advancing human capital. Ensuring that both academic and administrative staff operate ...
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IntroductionHuman capital productivity is widely recognized as a cornerstone of organizational success in the knowledge-based economy. Universities, as fundamental educational institutions, are central to nurturing and advancing human capital. Ensuring that both academic and administrative staff operate at a high level of efficiency and effectiveness is therefore not only desirable but also critical for achieving institutional goals. Declines in productivity, however, can weaken institutional performance and limit the ability to deliver on educational mandates. The analysis of such challenges—often referred to as the pathology of human capital productivity—provides valuable insights into organizational health and performance improvement. This study investigates the barriers to human capital productivity within Payame Noor University, with the aim of offering strategic recommendations to inform policy and managerial decision-making. MothodologyThe study employed a qualitative research design combining documentary analysis with thematic analysis techniques. MAXQDA 2020 software was used to manage and code the data systematically. The research population consisted of experts in human resource management and senior staff members at Payame Noor University. Data were collected through semi-structured interviews, and theoretical saturation was reached after 13 interviews. The coding process yielded 236 open codes, which were further refined into 30 subcategories and then synthesized into 10 overarching categories. This approach ensured methodological rigor and provided a robust framework for identifying the factors contributing to reduced human capital productivity. FingdingsThe results revealed that the productivity of human capital at Payame Noor University is undermined by ten interrelated domains:Organizational Structure and Culture, Recruitment and Selection, Appointments and Promotions Compensation and Rewards System, Knowledge and Skills, Performance Evaluation, Role Clarity, Organizational Support, Motivational Incentives, Managerial Decisions and Policy-Making.The analysis further indicated that these factors are not isolated but rather interconnected, creating a web of systemic issues. For example, weak recruitment processes feed into structural inefficiencies, while inequitable compensation undermines both motivation and professional development. Such interdependencies demonstrate that human capital productivity challenges are multidimensional and mutually reinforcing. Discussion and ConclusionThe study concludes that addressing the productivity challenges of human capital at Payame Noor University requires a systemic and integrated strategy. Partial or isolated reforms in individual domains are unlikely to yield sustainable results, given the interconnectedness of the identified barriers. Instead, comprehensive reforms should focus on:Restructuring organizational frameworks to enhance flexibility and adaptability.Implementing transparent recruitment and promotion mechanisms.Establishing equitable and motivating compensation systems.Strengthening training and continuous skill development programs.Designing fair and comprehensive performance evaluation methods.Providing greater organizational support and resource allocation.Encouraging evidence-based managerial decision-making and long-term policy planning.By adopting such an integrated approach, Payame Noor University can enhance workforce productivity, improve institutional performance, and better align with its mission as a higher education institution. The findings not only contribute to the literature on human capital productivity but also provide practical guidance for policymakers and administrators seeking to strengthen human resource management in academic settings
Modeling
behzad Jafarzadeh Kuchaki; Fatemeh Jafarzadeh; Vajiheh Javani; Fershte Aghajani
Abstract
Introduction In the era of globalization, human societies are rapidly moving toward organizational ...
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Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.
Modeling
Abdolllah Salehi; Naser Barkhordar; Mohammadreza Daraei; Mahdi Fadaee
Abstract
Inter-organizational cooperation has emerged as a critical challenge for the success of banks within the competitive banking industry. This study aims to identify the components of inter-organizational cooperation within the banking network. A mixed-method approach, combining qualitative and quantitative ...
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Inter-organizational cooperation has emerged as a critical challenge for the success of banks within the competitive banking industry. This study aims to identify the components of inter-organizational cooperation within the banking network. A mixed-method approach, combining qualitative and quantitative methodologies, was employed. The qualitative phase, designed for exploratory purposes, utilized thematic analysis and involved a statistical population comprising banking industry experts, academics, and consultants. The quantitative phase, adopting a developmental-applied orientation, employed a descriptive-survey method and interpretive structural modeling (ISM) to prioritize the factors influencing inter-organizational collaboration. Samples were selected using purposive sampling, with data collected through interviews (for the qualitative phase) and questionnaires (for the quantitative phase). Based on content analysis, the factors and components affecting inter-organizational cooperation in the banking network, specifically at Mehr Iran Gharzolhasaneh Bank, include adherence to ethical-behavioral principles, attention to individual growth, organizational factors, structural-administrative factors, legal-environmental factors, cultural-social factors, political factors, and organizational financial growth. Furthermore, the results from the interpretive structural modeling indicate the prioritization of these factors as follows: organizational financial growth ranks first, attention to individual growth ranks second, adherence to ethical-behavioral principles and organizational factors rank third, and political, structural-administrative, legal-environmental, and cultural-social factors rank fourth. These findings provide strategic insights for banking institutions to leverage cooperation capacities, thereby enhancing their competitive performance.environment.
Hassan Esmailian; Hadi Teimouri; Arash Shahin; Ziad Dehghan
Abstract
Focusing on creating a joyful organizational environment is one of the ways in which human resource management can create a better working life for employees. Due to the necessity of applying and using new approaches in the management of interpersonal relationships and making the workplace environment ...
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Focusing on creating a joyful organizational environment is one of the ways in which human resource management can create a better working life for employees. Due to the necessity of applying and using new approaches in the management of interpersonal relationships and making the workplace environment pleasant, having a sense of humor and knowing how to use it can be a useful management tool for leaders. Therefore, the purpose of this research is to design the model of antecedents and consequences of humor in Parsian Gas Refinery Company. This research, in terms of objective, is typically applied-developmental and has been done by applying a qualitative research method. In order to identify the dimensions of the antecedents and consequences of organizational humor, semi-structured interviews were conducted with 12 managers and supervisors of different units of Parsian Company using non-probability judgment and snowball sampling method and the data were analyzed using a thematic analysis method. The findings led to identify 10 main themes that were categorized into individual-oriented, group-oriented, organization-oriented antecedents and consequences, and also the dimensions of organizational humor. The results of present research will help to understand the effects and performance of humor in organizational environments.
Causation
seyyed abbas Moradi Shirazi; Marjan Fayyazi; Ali Heidari; MohammadAli Babaei Zakliki
Abstract
The fundamental condition of any construct architecture is attention to its cornerstone. Because not paying attention to cornerstone causes a faulty structure. In coaching process, antecedents can be regarded as cornerstone, influential factors that must be taken into consideration before doing coaching ...
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The fundamental condition of any construct architecture is attention to its cornerstone. Because not paying attention to cornerstone causes a faulty structure. In coaching process, antecedents can be regarded as cornerstone, influential factors that must be taken into consideration before doing coaching action. The purpose of this study has been identification of antecedents in coaching process. Research orientation was descriptive-exploratory and its approach is inductive. ethnography research strategy for collecting data and thematic analysis and MAXQDA software and for data analysis were applied. Study population was knowledge-based firms and the field of study for the implementation of ethnography strategy was Asan Pardakht company, as a leading company in payment industry. After data analysis, 198 codes, 12 sub-themes and 3 main themes (Problem finding and context preparing, Planning and Provisioning, informing and empowering) were identified as antecedents of coaching process. Finally, according to the results, some researches with different topics were proposed for future studies.
Pathology
hamed rahmani; fereshteh beigymogadam; Hormat Asghari
Abstract
Chapter 11 and Article 81 of the Law of civil service Management have a clear emphasis on the implementation of the performance management system and the measurement of the performance of government agencies. Given that the post office of Qazvin province complies with this law and that performance measurement ...
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Chapter 11 and Article 81 of the Law of civil service Management have a clear emphasis on the implementation of the performance management system and the measurement of the performance of government agencies. Given that the post office of Qazvin province complies with this law and that performance measurement is not done in the form of regular reports, and only those reports were based on the completion of an evaluation form and had no effect on payments and the compensation system, the present article seeks to address barriers to the implementation of Article 81 in the post office of Qazvin province. In order to identify the barriers, the background of the research, and then the current status of the post office was examined and the topic analysis was used to analyze the data and the content validity rate and finally identification of the barriers were applied for screening. In this research, the method of data collection is using interviews with experts and experts of Qazvin Post Office and distributing Content Validity Questionnaire. To extract barriers, open and axial coding and finally to validate the content validity rate and distribution of questionnaires and interviews with 14 experts at the post office were used. The results showed that the obstacles with the most frequency and the coefficient rate of validity are the main obstacles as follows: lack of access and performance of customers in the evaluation score, weakness in the accuracy and bias of the evaluator, evaluation of all employees with every grade in one category, low attention of the employees to the evaluation score, the one-step evaluation, lack of familiarity of evaluators with the appropriate methods of evaluation.
Modeling
zahra hosseini; Saeed Mortazavi; Fariborz Rahimnia; Shamsodin Nazemi
Abstract
Unethical behaviors occur in most of organizations but a form of them is often neglected. A specific kind of unethical behaviors that are conducted with the intent to benefit the organization or its members is called "unethical pro-organizational behaviors". So the present study aims to identify the ...
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Unethical behaviors occur in most of organizations but a form of them is often neglected. A specific kind of unethical behaviors that are conducted with the intent to benefit the organization or its members is called "unethical pro-organizational behaviors". So the present study aims to identify the reasons of unethical pro-organizational behaviors occurrence in governmental organizations. The strategy of research is narrative research and using narrative interviews, the individuals’ experience unethical pro-organizational behaviors were obtained. Fourteen managers from governmental organizations in Khorasan Razavi were selected through purposive non-probability sampling. Thematic analysis method was used to analyze the qualitative data. The findings are three categories which included organizational reasons (supportive behaviors of top managers, inefficient monitoring and evaluation, inefficient distribution of credits and budget, authority domain and time pressure), individual reasons (organizational identity, commitment, Compassion, self-serving and risky personality) and legal reasons (lack of rules, ambiguity of rules and incompatibility of rules).
