Conceptualization
Abbas Gheadamini Harouni; Mahsan Hemtizadeh
Abstract
As a complex and rapidly growing phenomenon, workplace gossip has generated a wide range of findings. This rapid growth has led to confusion and fragmentation in the literature and highlights the need for a comprehensive synthesis of the literature; therefore, the present study used a systematic bibliometric ...
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As a complex and rapidly growing phenomenon, workplace gossip has generated a wide range of findings. This rapid growth has led to confusion and fragmentation in the literature and highlights the need for a comprehensive synthesis of the literature; therefore, the present study used a systematic bibliometric literature review approach to integrate the diverse literature on workplace gossip. A sample of 258 research articles from the Web of Science and Scopus databases was systematically searched, selected, and critically reviewed. The bibliometric analysis provided a comprehensive review of the 258 articles, followed by a critical synthesis of the literature of 183 articles, organizing previous studies into two main themes: the antecedents and consequences of workplace gossip. These were categorized into three subthemes: the gossip sender, the gossip recipient, and the gossip target.In addition, a conceptual framework was developed to illustrate the interactions within the rumor triangle and a typology of rumor was classified based on organizational hierarchical levels, including vertical rumor, horizontal rumor, and mixed hierarchical rumor These were categorized into three subthemes: the gossip sender, the gossip recipient, and the gossip target.In addition, a conceptual framework was developed to illustrate the interactions within the rumor triangle and a typology of rumor was classified based on organizational hierarchical levels, including vertical rumor, horizontal rumor, and mixed hierarchical rumor
Conceptualization
davood kia kojouri; Yaaman Charyani Zanjani
Abstract
In contemporary times, mafia-style political behaviors within organizations overshadow formal rules and established communications. The book and film trilogy The Godfather offers a vivid portrayal of such behaviors and the hidden dynamics underlying these interactions, meticulously revealing their complexities. ...
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In contemporary times, mafia-style political behaviors within organizations overshadow formal rules and established communications. The book and film trilogy The Godfather offers a vivid portrayal of such behaviors and the hidden dynamics underlying these interactions, meticulously revealing their complexities. This study aims to develop a model of mafia political behavior in organizational management, as depicted in The Godfather, and to examine the applicability of these strategies in organizational management. A mixed-methods approach (qualitative-quantitative) was employed. The qualitative phase involved detailed content analysis of the films and book, while the quantitative phase utilized a questionnaire derived from 64 initial items obtained through open coding. These items were refined via three Delphi rounds with seven purposively selected experts in political behavior. The validated outputs informed axial and selective coding. Content validity was confirmed through the Delphi technique, while qualitative reliability was established via Cohen’s Kappa. Quantitative reliability was verified using Kendall’s coefficient of concordance, confirming consistency across all stages. The identified components include: decision-making capacity and power exertion, perception management and influence over others’ thoughts, and strategies for maintaining and augmenting power. The analysis revealed that the political behaviors and power strategies illustrated in The Godfather can aid organizational managers in refining political conduct and managing relationships. By studying these behaviors, managers can enhance their leadership and management skills to navigate complex organizational dynamics effectively.
Conceptualization
nabi omidi
Abstract
Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational LevelsAbstractThis study analyzes the phenomenon of “Sanctuary Selection” within the managerial structures of Iranian public ...
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Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational LevelsAbstractThis study analyzes the phenomenon of “Sanctuary Selection” within the managerial structures of Iranian public organizations a process in which senior managers deliberately appoint weak and less influential subordinates to minimize potential threats to their positions and reinforce personal power networks. Over time, this behavior has become an unwritten norm, leading to consequences such as reduced efficiency, suppression of talent, and stagnation in organizational transformation. Adopting a quantitative, applied-developmental approach, the research employed a researcher-designed questionnaire and survey method targeting 174 managers, experts, and university professors in Tehran. Data analysis involved the Kolmogorov–Smirnov test for normality, exploratory factor analysis with varimax rotation, and the use of SPSS and LISREL software. Instrument validity was confirmed via KMO and Bartlett’s tests. Findings revealed four core factors explaining over 90% of the variance: organizational-managerial, intentional-strategic, cultural-social, and psychological-behavioral components. Key variables such as weak appointment systems, anti-elitist culture, personal power consolidation, and fear of job loss were found to play significant roles in shaping this behavior. The study concludes that “Sanctuary Selection” is a multi-layered, opportunistic approach shaped by structural, managerial, cultural, and psychological interactions within Iranian public organizations. Reforming this pattern requires major changes in appointment systems, organizational culture, procedural transparency, and administrative integrity.Keywords:Sanctuary Selection،Incompetence,Based Selection،Management Structure،Governmental Organizations.
Conceptualization
Bahar Ebrahimi; Hasan Danaeefard; Seyyed Hossein Kazemi; Seyyed Yagoub Hosseini
Abstract
IntroductionThe rapid development of information technology and digital transformation has transformed the role of human resource management (HRM) from a primarily administrative function into a more strategic component of organizational performance and value creation. In this context, data-driven human ...
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IntroductionThe rapid development of information technology and digital transformation has transformed the role of human resource management (HRM) from a primarily administrative function into a more strategic component of organizational performance and value creation. In this context, data-driven human resource management (DDHRM) has emerged as an approach that improves HR decision-making through the systematic collection, analysis, interpretation, and use of employee and organizational data. Unlike traditional approaches that rely heavily on managerial intuition and experience, DDHRM emphasizes evidence-based decision-making. The growing use of data in HR has also generated overlapping concepts, including HR analytics, people analytics, human capital analytics, workforce analytics, and data-driven HR decision-making. Although these concepts share common elements, their boundaries and relationships remain unclear. This conceptual ambiguity has limited theoretical development and created challenges for organizations seeking to implement data-driven HR practices. Therefore, this study aimed to clarify the concept of DDHRM by identifying its defining dimensions, antecedents, and consequences and by establishing a more coherent conceptual foundation for future research and organizational practice. MethodologyThis qualitative study employed Rodgers’ evolutionary concept analysis methodology, which is particularly appropriate for emerging concepts whose meanings evolve across time and contexts. The approach examines the defining characteristics of a concept, its antecedents and consequences, related concepts, and, where appropriate, empirical referents. The literature search was conducted in the Web of Science (WoS) and Scopus databases using a range of keywords associated with data-driven HRM and HR analytics. The search covered titles, abstracts, and keywords without imposing a publication-year restriction. The initial search yielded 480 publications, including 285 records from Scopus and 195 from Web of Science. After merging the databases, 95 duplicate records were removed. Screening of titles and abstracts resulted in the exclusion of 313 publications because of insufficient relevance. Consequently, 72 articles were selected for full-text analysis. The inclusion criteria consisted of English-language journal articles containing relevant keywords in the title, abstract, or keywords and providing access to the full text. Conference papers and books were excluded. The selected studies were systematically reviewed, and information concerning the characteristics, antecedents, and consequences of DDHRM was extracted and coded. Thematic analysis was conducted through iterative comparison and refinement of emerging themes, following the components of Rodgers’ evolutionary concept analysis. The resulting concepts, dimensions, and operational definitions were also reviewed by two experts involved in the analytical process to enhance the credibility of the findings. FindingsThe analysis identified five central dimensions of data-driven human resource management: data collection and analysis, data governance, data technology, data storytelling, and data-based decision-making.First, data collection and analysis constitutes the foundation of DDHRM. It involves systematically obtaining data from internal sources, such as HR management systems, employee surveys, and performance evaluations, as well as external labor-market and industry sources. Descriptive, predictive, and prescriptive analytics can then be applied to identify patterns and predict future developments.Second, data governance encompasses the policies, processes, responsibilities, standards, and structures required to ensure data quality, security, privacy, appropriate access, and regulatory compliance. Effective DDHRM therefore requires clear ownership and accountability for employee data and explicit rules governing its collection, storage, analysis, and use.Third, data technology refers to the technological infrastructure and analytical tools that enable organizations to store, integrate, process, visualize, and analyze HR data. Technology connects data resources with HR processes and provides the infrastructure necessary for transforming raw data into actionable information.Fourth, data storytelling represents the ability to translate analytical results into meaningful and understandable narratives for managers and organizational stakeholders. It serves as a bridge between technical analysis and managerial action, because analytical capabilities alone do not guarantee that insights will be incorporated into organizational decisions.Fifth, data-based decision-making represents the practical realization of DDHRM. It occurs when decisions concerning recruitment, performance management, employee development, and other HR functions are systematically informed by evidence and analytical results rather than relying solely on intuition, precedent, or personal experience. Together, these dimensions demonstrate that DDHRM is a socio-organizational process rather than an analytical activity.The study also identified several antecedents necessary for successful implementation, including information technology capability and infrastructure, skilled data analysts, data governance, a data-oriented organizational culture, organizational size and resources, managerial capabilities and support, and behavioral factors such as performance expectancy, social influence, and facilitating conditions. These findings indicate that successful adoption requires the simultaneous development of human, organizational, managerial, and behavioral capabilities.The identified consequences include improved HR decision-making, greater efficiency and effectiveness, stronger alignment between HR activities and organizational objectives, improved talent management, and enhanced organizational performance and competitiveness. Improved HR processes may also contribute to employee well-being. However, DDHRM can create challenges concerning employee privacy, data security, and the responsible use of personal information, which depend substantially on effective governance of employee data. Discussion and ConclusionThe findings provide a comprehensive conceptualization of DDHRM by integrating technological, analytical, organizational, and human dimensions. The five identified dimensions demonstrate that data-driven HRM extends beyond the technical application of HR analytics. In particular, data storytelling highlights the importance of transforming analytical outputs into managerial understanding and actionable knowledge. The findings further indicate that DDHRM should be understood as an integrated system in which technology, human expertise, organizational culture, governance, and managerial support interact. Consequently, investment in analytical technologies alone is unlikely to ensure successful adoption unless organizations simultaneously develop analytical capabilities, governance mechanisms, and an evidence-oriented culture. Conceptually, the study helps clarify the boundaries of DDHRM in relation to related constructs such as HR analytics, people analytics, and human capital analytics. Although these concepts overlap, DDHRM represents a broader process integrating data collection and analysis, governance, technology, interpretation, and evidence-based decision-making within HR practices. From a practical perspective, organizations should approach DDHRM as an organizational transformation rather than simply as the acquisition of analytical software. Developing technological infrastructure and storytelling competencies, data governance, a data-oriented culture, and managerial support are complementary requirements for effective implementation. At the same time, organizations must establish appropriate safeguards for data security and responsible data use. Overall, DDHRM is a multidimensional and evolving concept that can strengthen the strategic role of HRM when technological and analytical capabilities are combined with effective governance, human expertise, organizational readiness, and responsible decision-making.
Conceptualization
Mohammad Reza Mohajernia; Gholam Ali Tabarsa; Maryam Akhavan Kharazian
Abstract
IntroductionIn the contemporary competitive business landscape, organizational success is increasingly dependent on employee performance and ethical conduct. However, a paradoxical phenomenon known as "Unethical Pro-Organizational Behavior" (UPB) has emerged as a critical area of concern in organizational ...
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IntroductionIn the contemporary competitive business landscape, organizational success is increasingly dependent on employee performance and ethical conduct. However, a paradoxical phenomenon known as "Unethical Pro-Organizational Behavior" (UPB) has emerged as a critical area of concern in organizational behavior and business ethics literature. Defined as acts intended to benefit the organization or its members but which violate core societal values, laws, or ethical standards(Umphress et al, 2010), UPB presents a unique challenge. Unlike traditional deviant workplace behaviors aimed at harming the organization, UPB is driven by a motivation to help the organization, creating a cognitive dissonance between altruistic intent and unethical means. High-profile scandals, such as the Volkswagen emissions scandal and Toshiba’s accounting fraud, illustrate how employees may engage in unethical acts under the belief that they are serving the organization’s best interests. Despite its prevalence, UPB remains less studied compared to other organizational citizenship behaviors or counterproductive work behaviors. The dual nature of UPB—simultaneously supportive of organizational goals yet destructive to ethical norms—requires a comprehensive synthesis of existing research to understand its antecedents, mechanisms, and consequences. This study aims to provide a bibliometric analysis of the UPB domain, mapping its intellectual structure, identifying key influential scholars and journals, tracing thematic evolution, and examining the social structure of research collaboration. By doing so, it seeks to bridge the gap between fragmented studies and offer a holistic view of the field’s development from its inception to 2026. MothodologyThis research employs a bibliometric approach, specifically utilizing the five-step method proposed by Zupic and Cater (2015), to systematically analyze the scientific literature on UPB. The study is descriptive-analytical in nature, aiming to quantify and visualize the structure and dynamics of the research field. Data were extracted from two major bibliographic databases: Web of Science (WoS) and Scopus. The search string included keywords related to "unethical pro-organizational behavior" across titles, abstracts, and keywords to ensure comprehensive coverage. Initially, 244 articles were retrieved from WoS and 299 from Scopus. After applying inclusion criteria—restricting the document type to peer-reviewed journal articles and review papers, and limiting the language to English and Persian (with subsequent focus on English for global analysis)—a final dataset of 290 high-quality articles published between 2010 and 2026 was compiled. The analysis was conducted using R software (version 4.4.2) and specialized bibliometric tools. Several analytical techniques were employed to address the research questions: descriptive statistics were used to assess publication trends and growth rates; citation analysis identified the most influential journals, authors, and documents based on h-index, g-index, and m-index; bibliographic coupling and co-word analysis were used to map thematic trends and conceptual structures; and co-authorship network analysis explored the social structure of collaboration among countries and researchers. The co-word analysis allowed for the identification of conceptual clusters based on keyword co-occurrence, while bibliographic coupling helped trace the intellectual flow of the field. This multi-method approach ensures a robust and multidimensional understanding of the UPB research landscape. FindingsThe bibliometric analysis reveals significant growth and maturation in the field of UPB. The dataset of 290 articles shows an annual growth rate of 13%, indicating sustained and increasing academic interest. The average age of the articles is approximately 3.5 years, with an average citation count of 26 per article, suggesting high impact and relevance. The Journal of Business Ethics emerged as the most influential journal, followed by the Journal of Applied Psychology and Organization Science, highlighting the interdisciplinary nature of the research, bridging ethics, psychology, and management. In terms of authorship, Elizabeth Eve Umphress, John B. Bingham, and Marie S. Mitchell are identified as foundational scholars, having established the theoretical frameworks in the early years. However, recent years have seen a surge in productivity from Chinese scholars, particularly Ying Zhang, Yu Wang, and Shuang Zhang, indicating a shift in the center of gravity towards Asian contexts. These scholars demonstrate high h-index and g-index values, reflecting both high productivity and consistent citation impact.Thematic analysis through co-word clustering identified six major research streams. The dominant stream, characterized by high centrality and density, focuses on "Organizational Identity and Foundational Ethics," linking UPB to social identity theory and moral justification. Another significant stream explores "Moral Psychology, Leadership, and Social Exchange," emphasizing factors like psychological entitlement, leader-member exchange, and ethical leadership. A third cluster highlights "Cognitive Mechanisms and Ethical Leadership," focusing on moral disengagement and the dual role of leadership in either mitigating or exacerbating UPB. Other clusters address "Business Ethics and Job Satisfaction," "Negative Consequences and Complex Leadership Styles," and "Ethical Climate and Psychological Resources." Conceptual mapping further revealed three core structures: organizational drivers and leadership styles, psychological foundations and moral identity, and consequences and conceptual expansion (including unethical pro-family behavior). Social network analysis of authorship and country collaboration depicted a bipolar global structure dominated by the United States and China. The US acts as the theoretical hub and global connector, while China serves as a major production center and field laboratory, often testing US-derived theories in specific cultural contexts. Emerging collaborations with countries in Southeast Asia, India, and Korea suggest a democratization and localization of the field. Discussion and ConclusionThe findings of this bibliometric study highlight the complex and evolving nature of Unethical Pro-Organizational Behavior (UPB) research. The field has progressed from early definitional debates toward more sophisticated investigations of psychological mechanisms and contextual factors. The prominence of Organizational Identity and Moral Disengagement underscores the central paradox of UPB: employees may rationalize unethical acts as necessary sacrifices for organizational benefit. This suggests that UPB is not simply a consequence of individual moral failure but may emerge from organizational pressures, leadership practices, and social exchange dynamics.The growing contribution of Chinese scholars reflects the increasing relevance of UPB in collectivist and high-context cultural settings, where group loyalty and face-saving may encourage pro-organizational misconduct. This trend highlights the need for future research to incorporate cultural differences and move beyond predominantly Western theoretical perspectives. The prominence of Ethical Leadership and Bottom-line Mentality further emphasizes the role of management in shaping ethical climates. In particular, strong pressure for performance outcomes combined with inadequate ethical oversight may increase employees’ tendency to justify unethical behavior in the organization’s interest.The emergence of Unethical Pro-Family Behavior also indicates an expansion of UPB research toward broader forms of in-group favoritism, suggesting that prioritizing group interests over universal ethical standards may extend beyond organizational contexts. Moreover, findings such as emotional exhaustion reveal that UPB can impose psychological costs on employees in addition to reputational and organizational consequences.In conclusion, this study provides a comprehensive overview of the UPB research domain, identifying its major contributors, thematic evolution, and patterns of international collaboration. Overall, UPB appears to be a multifaceted phenomenon shaped by the interaction of individual psychology, organizational culture, and leadership. From a practical perspective, organizations should strengthen ethical climates, establish clear codes of conduct, and promote leadership approaches that prioritize integrity over short-term performance. Future research should address the limited evidence from longitudinal and cross-cultural studies, particularly in non-Western contexts, and examine the conditions and interventions that can reduce UPB while allowing organizations to benefit from employee commitment without compromising ethical standards.
Conceptualization
Ali Yasini
Abstract
IntroductionIn contemporary organizational research, increasing attention has been directed toward the subtle and often unregulated dynamics of informal power. Although formal hierarchies remain central to organizational theory, symbolic power, reputation, informal networks, and discretionary access ...
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IntroductionIn contemporary organizational research, increasing attention has been directed toward the subtle and often unregulated dynamics of informal power. Although formal hierarchies remain central to organizational theory, symbolic power, reputation, informal networks, and discretionary access to information can substantially shape employees’ everyday experiences. Within this context, the metaphor of the “organizational Bigfoot” describes influential actors whose power extends beyond formal organizational structures while remaining partly invisible. These individuals, often senior managers, tenured faculty, or long-established employees, may exercise disproportionate influence through social prestige, narrative control, informal alliances, and gatekeeping. Their presence can shape workplace culture, communication, and decision-making, while generating caution, emotional tension, and reduced employee agency even without explicit threats or coercion.Academic institutions provide a particularly relevant context for examining such invisible power. Despite universities’ emphasis on intellectual freedom, collegiality, and scholarly autonomy, academic environments are also influenced by hierarchies associated with academic rank, reputation, disciplinary networks, and access to scarce resources. Consequently, junior faculty and administrative staff may encounter powerful actors who influence career advancement, committee decisions, research opportunities, and acceptable forms of dissent. The organizational Bigfoot metaphor therefore offers a useful framework for understanding how symbolic authority becomes embedded in everyday organizational interactions and psychological experiences.Although previous research on toxic leadership, workplace bullying, abusive supervision, and organizational silence has established the consequences of negative power dynamics, much of this literature emphasizes observable behaviors or quantitative relationships and provides less insight into how individuals subjectively interpret and experience covert forms of influence. Addressing this gap, the present study adopts a phenomenological approach to explore the lived experiences of staff and faculty members working under the influence of organizational Bigfoots. Specifically, it examines how employees perceive covert authoritarianism, understand its effects on organizational functioning, and develop coping strategies. By doing so, the study seeks to advance understanding of informal domination and its implications for employee well-being, innovation, morale, and institutional vitality. MothodologyThis study was grounded in the interpretivist paradigm, viewing organizational phenomena as socially constructed through human interpretation. Given the aim of understanding participants’ lived experiences rather than measuring predefined variables, a qualitative design based on Interpretative Phenomenological Analysis (IPA) was adopted. This approach enabled an in-depth exploration of the psychological, relational, and symbolic dimensions of informal power and how individuals make sense of complex organizational experiences.Data were collected through in-depth semi-structured interviews with 25 purposively selected faculty members and administrative staff at Ilam University who had direct experience with powerful informal actors. Interviews were conducted privately and lasted 60–90 minutes. The interview guide addressed experiences of covert power and informal authority, emotional and cognitive responses, effects on communication and innovation, coping strategies, and perceptions of organizational culture and leadership.Data analysis followed Braun and Clarke’s (2021) six-phase thematic analysis. Interviews were transcribed verbatim and repeatedly reviewed, followed by initial coding, theme development, and iterative refinement of themes to establish conceptual clarity and coherence.Research rigor was assessed using Lincoln and Guba’s (1985) criteria. Credibility was enhanced through member checking with three participants and peer debriefing. Confirmability was supported through reflexivity and analytic memos, while transferability was strengthened through rich contextual descriptions. Dependability was addressed through a transparent audit trail documenting methodological procedures, coding decisions, and theme development. FingdingsData analysis revealed five overarching themes, each reflecting distinct dimensions of participants’ lived experiences under the influence of organizational Bigfoots. Fifteen subthemes supported these main categories The Heavy Shadow of Covert AuthoritarianismParticipants described these powerful actors as possessing an “aura of untouchability,” wielding authority beyond formal roles. Their presence was experienced as a constant, looming force shaping meetings, decisions, and informal conversations. Even in their absence, employees modified their behavior based on anticipated reactions. This shadow governance produced climates characterized by self-censorship, anticipatory compliance, and emotional vigilance. Organizational Ecosystem BlockageThe second theme captured the structural and procedural barriers created by these individuals. Participants described how powerful actors acted as gatekeepers, controlling access to resources, approval channels, collaborations, and information flows. Innovation and creative initiatives were often stalled, redirected, or dismissed unless aligned with the preferences of the dominant actor. This produced a sense of stagnation in which organizational processes became rigid, slow, and tightly filtered. Psychological–Emotional ErosionParticipants reported chronic emotional strain, including anxiety, frustration, anger, and diminished self-worth. Repeated exposure to subtle intimidation, dismissiveness, or exclusion eroded professional confidence. Many described emotional fatigue and a progressive withdrawal from organizational engagement. This erosion was not the result of overt hostility but of persistent micro-dynamics that undermined psychological security. Systematic BetrayalA strong subtheme centered on the failure of organizational structures to protect employees. Participants expressed pessimism toward formal complaint mechanisms, perceiving them as symbolic rather than functional. Some believed that institutional processes implicitly protected powerful individuals due to their prestige, long tenure, or political connections. This sense of institutional betrayal intensified feelings of vulnerability and mistrust. Survival and Camouflage StrategiesEmployees developed adaptive behaviors aimed at minimizing exposure to risk. These included strategic silence, impression management, limiting initiative, avoiding visibility, and “professional camouflage.” Although these strategies enabled short-term self-preservation, they simultaneously reinforced organizational stagnation. Participants noted that genuine creativity or constructive criticism became emotionally costly and professionally risky.Across all themes, participants repeatedly referenced two emergent collective phenomena: “graveyard silence”—a climate of pervasive quietude, avoidance, and conformity—and “innovation sterilization”, in which creative energies are redirected away from productivity and toward coping and self-protection. Together, these patterns illustrate how organizational Bigfoots reshape the entire institutional ecosystem, affecting not only individual experiences but also organizational outcomes. Discussion and ConclusionThe study provides a nuanced understanding of how informal power operates in organizational contexts through the metaphor of the organizational Bigfoot. Unlike formal authority, Bigfoot-style power is diffuse, symbolic, and often invisible—yet deeply consequential. The findings demonstrate that such actors influence not only interpersonal relationships but also institutional structures, communication norms, and psychological climates.One of the most significant theoretical insights concerns the invisible nature of dominance. The shadow cast by these powerful individuals does not require overt aggression; rather, it functions through perceived consequences, collective narratives, and internalized expectations. This aligns with emerging theories of symbolic violence and soft domination within organizations, where power operates through perception rather than explicit coercion.The identified phenomena of “graveyard silence” and “innovation sterilization” offer important contributions to understanding organizational dysfunction. When employees devote cognitive and emotional resources to managing uncertainty and navigating powerful informal actors, their capacity for creativity, collaboration, and risk-taking diminishes. Over time, this dynamic becomes self-reinforcing: reduced innovation weakens organizational vitality, which further concentrates power among dominant actors.Practical implications are equally significant. Organizations—especially universities—must recognize the limitations of formal structures in addressing informal power dynamics. Training programs that promote ethical leadership, emotional intelligence, and accountability are necessary but insufficient. More importantly, institutions need to introduce confidential reporting mechanisms, transparent decision-making processes, and distributed leadership models that reduce the likelihood of power monopolization.In conclusion, this study expands theoretical understanding of informal power by conceptualizing organizational Bigfoots and empirically examining their effects on employees’ lived experience. By revealing the emotional, relational, and structural consequences of shadow domination, the study underscores the importance of organizational cultures that promote psychological safety, transparency, and equitable access to influence. Addressing these issues is essential for fostering workplace environments where innovation, well-being, and organizational learning can thrive.
Conceptualization
Fatemeh Bagheri; Adel Zahed Babolan; hosein Taqavi; Ali Khaleghkhah
Abstract
Organizational toxicity, manifested through power-centered relationships, distrust, and persistent conflict, poses a serious threat to school effectiveness and organizational health. Although research on toxic leadership and destructive workplace behaviors has expanded, comprehensive frameworks for managing ...
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Organizational toxicity, manifested through power-centered relationships, distrust, and persistent conflict, poses a serious threat to school effectiveness and organizational health. Although research on toxic leadership and destructive workplace behaviors has expanded, comprehensive frameworks for managing this phenomenon in educational contexts remain limited. The present study aimed to develop a conceptual model for managing organizational toxicity in secondary schools. This applied qualitative research employed a meta-synthesis approach based on Sandelowski and Barroso’s seven-step framework and PRISMA guidelines. A systematic search of national and international databases identified 564 records published between 2010 and 2024. After removing duplicates, screening titles and abstracts, and assessing methodological quality using the CASP checklist, 34 studies were included in the final analysis. Data were analyzed through network thematic analysis across basic, organizing, and global themes, with a test–retest reliability coefficient of 82.2%. The findings yielded 37 refined codes grouped into eight subcategories and two overarching dimensions: intra-organizational interventions and macro or strategic interventions. Results indicate that managing toxicity in schools is a multi-level process requiring integrated individual, interpersonal, structural, and strategic actions. The proposed model provides a conceptual and practical framework for policymakers and school leaders to identify, prevent, and sustainably manage toxic organizational dynamics while offering a foundation for future empirical research in educational management.
Conceptualization
Fatemehzahra Tabrizian; Abbasali Rastgar; Azim Zarei; Davood Feiz
Abstract
Introduction Workplace relationships constitute a fundamental dimension of organizational life and ...
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Introduction Workplace relationships constitute a fundamental dimension of organizational life and shape not only outcomes but also the mental health and professional character of employees. In recent years, increasing scholarly attention has been focused on the destructive interpersonal dynamics in organizations, in toxic workplace environments characterized by abusive supervision, manipulation, exclusion, and psychological aggression. Among these covert and psychologically damaging behaviors, workplace gaslighting has emerged as a distinct and insidious form of emotional abuse.The term “gaslighting” originates from the 1939 play “Gaslighting,” in which a man manipulates environmental cues to make his wife question his sanity. In organizational contexts, workplace gaslighting refers to a deliberate and systematic pattern of psychological manipulation through which a perpetrator—who is in a position of power—undermines the target’s perception of reality, memory, judgment, or competence. Indirect bullying, subtle and subtle, is disguised as a concern, management feedback. This may include prior agreed-upon decisions, distortion of facts, public or private discrediting, withholding information, or portraying the victim as insensitive or incompetent.Empirical studies conducted in recent years have documented the harmful messages of gaslighting in the workplace. Research by Katsiroumpa et al. has linked gaslighting to stress, increased work engagement, and decreased self-confidence in one’s professional activities. Similarly, reports by Galanis et al. highlight the link between toxic workplace behaviors and burnout, passive resignation, and intention to quit. These studies establish that gaslighting not only affects interpersonal relationships, but also undermines psychological, organizational, and employee safety.Despite the growing recognition of its destructiveness, most existing research focuses on defining gaslighting and examining its psychological and organizational messages. Much less attention is paid to understanding the response to and coping with this phenomenon. From a practical perspective, it is crucial to design coping strategies for interventions, strengthen job crafting, and develop supportive organizational policies. From a theoretical perspective, examining coping behaviors provides insight into agency, resistance, and adaptive mechanisms in contexts of power disempowerment.Accordingly, the present study aimed to identify and analyze the coping strategies employed by employees in response to gaslighting in the workplace in government organizations. This research, with its empirical experiences of a qualitative exploratory nature, seeks lived discoveries, interpretations, and behavioral responses when faced with subtle psychological manipulations. This question addresses the following main question: How do employees cope with gaslighting at the organizational level? MothodologyThis research was developmental in nature and employed an exploratory qualitative design grounded in an interpretive paradigm. Given the covert, context-dependent, and experience-based nature of workplace gaslighting, a qualitative approach was deemed appropriate to capture nuanced meanings, subjective interpretations, and coping processes that might not be accessible through quantitative measures. The study population consisted of two groups: (1) academic experts in management, organizational behavior, and organizational psychology, and (2) employees of governmental organizations in Semnan, Iran, who had direct or indirect experience with workplace gaslighting. Purposeful sampling was employed to select information-rich participants capable of providing in-depth insights into the phenomenon. The inclusion criteria required either professional expertise in organizational behavior and toxic workplace dynamics or firsthand workplace experience relevant to the topic.A total of 12 participants were interviewed. Sampling continued until theoretical saturation was reached, meaning that no new substantive themes emerged after the twelfth interview. The sample included university faculty members, senior managers, administrative staff, financial managers, human resource specialists, and accounting experts, ensuring diversity in organizational roles and hierarchical levels.Data were collected through semi-structured, in-depth interviews. The interview protocol was developed based on an extensive review of the literature on workplace gaslighting, emotional abuse, coping theory, and toxic organizational climates. Questions explored participants’ perceptions of gaslighting behaviors, emotional reactions, coping mechanisms, sources of support, perceived effectiveness of different strategies, and long-term consequences. Interviews were conducted with informed consent, audio-recorded, and transcribed verbatim.Data analysis was performed using thematic analysis following the six-phase framework proposed by Braun and Clarke (2006).The analysis was primarily inductive, allowing themes to emerge from participants’ accounts rather than imposing a predetermined conceptual model. However, in the interpretive stage, findings were discussed in relation to coping theories and research on toxic workplace behaviors. The software MAXQDA 2020 was used to facilitate systematic coding and data management.To enhance reliability, inter-coder agreement was assessed using Holsti’s coefficient, which yielded a value of 0.702, indicating acceptable reliability. Trustworthiness was ensured through the criteria of credibility, transferability, dependability, and confirmability. Techniques such as member checking, detailed documentation of analytic steps, maintenance of field notes, and rich contextual description were employed to strengthen methodological rigor. FindingsThe thematic analysis of the interviews revealed five overarching themes and thirteen sub-themes representing the coping strategies employed by employees:Psychological EmpowermentPsychological empowerment emerged as a central proactive coping strategy. Participants described efforts to strengthen internal resources, including emotional regulation, cognitive reframing, and self-affirmation. Subthemes included self-control, management of emotional reactions to distorted narratives, enhancement of self-concept, and maintaining work–life balance. Evidence-Based DocumentationA second major strategy involved systematic documentation of interactions and events. Participants described recording conversations, preserving emails and messages, writing meeting summaries, and seeking confirmation of instructions in written form.Documentation served multiple purposes: it restored a sense of cognitive clarity, countered attempts to distort reality, and provided tangible evidence for potential formal complaints. This strategy was perceived as empowering because it reestablished control over facts and minimized self-doubt. Professional Competency Enhancement and Boundary SettingMany participants responded to gaslighting by strengthening professional performance. They emphasized meticulous task completion, skill development, and demonstrating expertise to reduce opportunities for unjust criticism.Boundary setting also emerged as an important subtheme. Employees reported learning to say “no” to unreasonable demands, limiting self-disclosure, and carefully managing information flow. By asserting professional limits and reducing exposure to manipulation, they aimed to protect both their credibility and psychological well-being. Social Support and Recourse to Formal StructuresSocial validation and collective coping played a crucial role. Participants described consulting trusted colleagues to “reality-check” events, forming informal support networks, and building alliances. These networks helped counteract isolation and reinforced shared interpretations of contested situations.In addition, some employees turned to formal organizational mechanisms, such as human resource departments, disciplinary committees, or higher-level management. When combined with documentation, formal reporting was seen as a structured method of confronting manipulative behavior. Avoidant and Passive StrategiesThe final theme reflected more withdrawal-oriented responses. These included silence, emotional distancing, reduced engagement, minimal compliance with extra-role tasks, and physical avoidance of the perpetrator.For some participants, coping culminated in contemplating resignation or actively seeking alternative employment. While often described as a last resort, leaving the organization was perceived as a necessary self-protective act when other strategies proved ineffective.Overall, findings indicate that employees employ a combination of proactive (empowerment, documentation, competence-building) and defensive (avoidance, withdrawal) strategies. The choice of strategy appeared influenced by perceived organizational support, power imbalance, and personal resilience. Discussion and ConclusionThe findings of this study demonstrate that employees confronted with workplace gaslighting adopt multidimensional coping strategies that operate at psychological, behavioral, professional, and organizational levels. Rather than remaining passive recipients of manipulation, participants actively sought to restore control, protect their professional identity, and preserve their psychological well-being. Our findings also indicate that employees utilize compensatory and psychological empowerment strategies to reconstruct their lost psychological cohesion in the face of this collapse.Psychological empowerment—through emotional regulation, self-affirmation, and cognitive reframing—emerged as a core internal resource, consistent with resilience-based perspectives in organizational psychology. Evidence-based documentation functioned as a practical mechanism to counteract reality distortion, while professional competency enhancement and boundary setting served to reinforce credibility and reduce vulnerability to unjust criticism.The importance of social support and formal reporting channels highlights that coping is not solely an individual process but is embedded within organizational structures. Where supportive systems were accessible, employees were more likely to pursue constructive and proactive responses. In contrast, avoidant strategies and intentions to resign reflected perceived ineffectiveness of institutional protections.Overall, the study underscores that addressing workplace gaslighting requires both strengthening employees’ psychological capacities and establishing transparent, accountable organizational mechanisms. Without structural support, even resilient employees may ultimately disengage or withdraw. Effective prevention and intervention therefore depend on integrating individual empowerment with formal organizational safeguards.
Conceptualization
Ali Eskandari; Farrokh Ghouchani; Akbar Alam Tabriz; Morteza Soltani
Abstract
Introduction Budgeting is not merely a financial document; it serves as a strategic instrument through ...
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Introduction Budgeting is not merely a financial document; it serves as a strategic instrument through which policies at micro, meso, and macro levels are operationalized. At the macro level, resource allocation to sectors such as research and development, healthcare, or defense reflects national priorities and policy decisions. At the meso and micro levels, budgeting enables the practical implementation of strategies within specific sectors and organizations. Annual budgeting in healthcare or higher education exemplifies the execution of policies at the intermediate level, whereas budgeting within executive agencies represents micro-level policy implementation. This is particularly significant in the public sector, where quantifying objectives, measuring outputs, and assessing effectiveness is inherently challenging and, in some cases, nearly impossible.Over time, various budgeting approaches have been developed and applied, each tailored to the contextual demands of its era. Traditional methods, including centralized, linear, formula-based, programmatic, and zero-based budgeting, primarily focus on tracking how and where resources are spent. In contrast, operational budgeting emphasizes achieving outcomes and objectives rather than merely monitoring resource allocation. It introduces the dimensions of efficiency and effectiveness into traditional budgeting, enabling the systematic monitoring of organizational units and staff performance.The successful implementation of operational budgeting requires fulfilling specific informational, systemic, and communicational prerequisites. Informational requirements encompass strategic and operational data related to both efficiency and effectiveness. Communicational requirements refer to the necessary linkages and attributions among different elements, such as costs, activities, and outputs. Systemic requirements involve core and subsidiary systems essential for data provision and the execution of budgeting processes.Despite its potential benefits, many governmental organizations face significant challenges in effectively implementing operational budgeting due to deficiencies in these three domains. These challenges reduce transparency, result in inefficient resource allocation, and hinder accurate performance evaluation. Previous studies have largely focused on the theoretical advantages of operational budgeting, such as enhanced accountability and reduced corruption, while practical operational requirements, particularly in governmental contexts, remain underexplored. Research often addresses these requirements in a fragmented manner, considering informational, systemic, or communicational aspects separately, rather than analyzing their combined impact on successful implementation.Although operational budgeting can improve financial discipline, service delivery, and organizational efficiency, challenges persist. These include difficulties in selecting and standardizing appropriate performance indicators, inconsistencies in data quality, and resistance to organizational cultural change. Addressing these obstacles requires applied research and practical models tailored to the local context. Accordingly, this study aims to examine the informational, systemic, and communicational requirements for operational budgeting in governmental organizations to facilitate its effective implementation. The central research question is: “What are the informational, systemic, and communicational requirements for operational budgeting in governmental organizations?” MothodologyThis study employs a pragmatic research philosophy and a mixed-methods design to comprehensively identify and validate the requirements for operational budgeting in government organizations. Following an inductive approach, the research begins with qualitative data collection and analysis to uncover patterns and concepts, which are subsequently tested quantitatively to formulate validated propositions.The qualitative phase utilizes thematic analysis to systematically identify informational, systemic, and communicational requirements. Data were collected through an extensive review of scholarly literature, organizational reports, and relevant documents, continuing until theoretical saturation was reached. Twelve key documents were analyzed in depth, following a structured eight-step process including extraction, coding, categorization, and synthesis of themes. Themes were classified into three hierarchical levels: basic, organizing, and overarching. To enhance reliability and minimize researcher bias, extracted themes were reviewed by a second expert, resulting in a 90% agreement rate. The outcome of the qualitative phase informed the development of a conceptual model.In the quantitative phase, a structured questionnaire was administered to a randomly selected sample of 101 experts from governmental organizations with established budgeting mechanisms. Participants were required to have at least ten years of professional experience in budgeting, relevant academic qualifications, and demonstrated expertise in performance-based budgeting systems and financial technologies. The questionnaire assessed informational, communicational, and systemic requirements across 23 items, with content validity confirmed by subject-matter experts. Reliability analysis using Cronbach’s alpha yielded a coefficient of0.83 indicating satisfactory internal consistency.Quantitative data analysis involved descriptive statistics to evaluate central tendencies and dispersion, and inferential statistics, specifically one-sample mean tests, to assess the adequacy of identified requirements. Scores above three were considered favorable, while scores at or below three indicated insufficiencies. This mixed-methods approach allowed for the systematic identification, validation, and modeling of the practical requirements for effective operational budgeting in government institutions. FindingsInformational requirements for operational budgeting are broadly categorized into effectiveness-oriented and efficiency-oriented requirements. Effectiveness-oriented information is top-down in nature and primarily applied within performance evaluation systems, whereas efficiency-oriented information is bottom-up, closely related to cost accounting and expenditure tracking.Effectiveness-oriented informational requirements include developing the organization’s mission statement and vision. The mission statement defines the organization’s unique purpose, addressing key questions: what is provided (product or service), who the beneficiaries are, where the organization operates, why the organization exists, and how it distinguishes itself through unique competencies. The vision statement, built upon the mission and organizational values, outlines the desired future state, translating static mission directives into dynamic strategic objectives. Subsequently, long-term (typically five-year) and short-term (annual) goals are formulated to ensure alignment with the mission and vision. Operational or quantitative goals specify the anticipated level of outputs necessary to achieve overarching organizational objectives. Performance indicators, defined as measurable standards, facilitate monitoring progress toward these goals. In addition, current organizational performance data must be documented and accessible to management as a baseline for comparison with planned outputs.Efficiency-oriented informational requirements focus on identifying cost resources and activity centers. Accurate classification of organizational costs and activity centers allows for precise resource allocation. Organizational activities, whether directly contributing to output production or serving as support functions, are identified and analyzed. Furthermore, activities forming organizational processes are mapped to reveal interdependencies and allow performance improvement using cost drivers and performance metrics. Additional relevant data, such as inflation rates and unused workforce capacity, inform budgeting projections and optimize resource utilization.Communicational requirements emphasize the interconnections among resources, activities, outputs, and objectives. Cost drivers link resources to activities, defining the share of each activity in total resource consumption. Activity drivers subsequently allocate activities to outputs, specifying the contribution of each activity to the delivered outputs. This layered linkage ensures that budget allocations are strategically aligned, enables process improvement, and supports performance monitoring, thereby enhancing decision-making and the operationalization of organizational objectives.Systemic requirements highlight the technological and infrastructural prerequisites for effective operational budgeting. Core components include performance evaluation systems based on balanced scorecards, activity-based costing (ABC) systems, integrated budgeting platforms, and subsystems for budget allocation, process improvement, human resource assessment and deployment, procurement and logistics, and management dashboards. Accrual accounting and contract management systems facilitate accurate reporting and connect outputs to performance measurement. Integration across organizational systems and a shared database reduce redundancy, ensuring consistent access to timely and reliable information for all operational budgeting processes.The informational, communicational, and systemic requirements identified through thematic analysis were subsequently evaluated through a structured questionnaire administered to 101 experts and practitioners in government budgeting. Statistical analysis confirmed that all 23 identified requirements were validated, with significance levels below 0.05, indicating consensus among specialists regarding the criticality of these requirements for effective operational budgeting in government institutions. Discussion and ConclusionThe implementation of operational budgeting systems in government institutions requires the existence of robust infrastructural foundations; in their absence, such systems either cannot be established or result in superficial, one-off implementations lacking sustainability and repeatability. Successful adoption of operational budgeting necessitates the provision of these foundational elements prior to system deployment. This study systematically identifies the essential infrastructural requirements for effective operational budgeting from three perspectives: informational, communicational, and systemic. It is emphasized, however, that these requirements alone are insufficient, and complementary resources—such as human and financial capital—must also be available to support the system’s effective establishment.In response to the primary research question, this study examined the requirements for implementing operational budgeting in public-sector organizations and ultimately identified 23 key factors categorized under three overarching domains: informational, communicational, and systemic requirements, based on literature review and expert consultation. The informational requirements encompass effectiveness-oriented information—including organizational mission and vision, long-term and short-term plans, quantifiable operational objectives, performance indicators, and the current performance status of the organization—and efficiency-oriented information, such as the identification of cost resources and activity centers, mapping of organizational activities, determination of activity-influencing factors, and other critical data for operational budgeting.Communicational requirements involve establishing linkages among resources, activities, outputs, and organizational objectives. Specifically, cost drivers allocate resources to activities, while activity drivers distribute activities to outputs, thereby creating structured connections that enable process improvement, performance monitoring, and strategic alignment within the budgeting framework.Systemic requirements are further divided into primary and secondary system components. Primary system requirements include performance evaluation systems based on balanced scorecards (BSC), activity-based costing (ABC) systems, and the operational budgeting system itself. Secondary system requirements comprise budget allocation and fund disbursement subsystems, process improvement subsystems, human resource evaluation and recruitment subsystems, procurement and support subsystems, and managerial dashboards. Additionally, critical systemic elements that influence operational budgeting establishment include accrual accounting, contract management systems, and integration across organizational systems and shared databases.This study adopts a comprehensive and integrative perspective to identify the informational, communicational, and systemic requirements essential for the implementation of operational budgeting in government organizations. Unlike previous studies that have addressed isolated aspects such as information technology infrastructure, real-time performance monitoring, intelligent decision-support systems, managerial performance evaluation, or cost accounting, this research systematically identifies all these requirements. Consequently, it provides a holistic understanding of the informational, communicational, and systemic needs necessary for the effective execution of operational budgeting
Conceptualization
ali Ghorbani
Abstract
IntroductionOrganizations are not merely collections of formal structures, administrative regulations, and predefined procedures; they also contain hidden and informal layers of human relationships, power coalitions, and networks of influence. A significant part of organizational dynamism or dysfunction ...
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IntroductionOrganizations are not merely collections of formal structures, administrative regulations, and predefined procedures; they also contain hidden and informal layers of human relationships, power coalitions, and networks of influence. A significant part of organizational dynamism or dysfunction emerges not within formal organizational charts, but through these informal interactions. Problem DescribtionOne of the most important phenomena arising within this context is “organizational sectarianism,” a phenomenon that, although rarely studied independently in classical management literature, can be observed in many governmental, private, and semi-governmental organizations. Importance of ResearchIn its general sense, a sect refers to a group of individuals within a larger structure who define distinct identities, interests, and behavioral patterns for themselves and attempt to exert influence over other parts of the system through internal cohesion and the expansion of intra-group relationships. In organizational settings, sects typically emerge in the form of informal power networks, managerial circles, patronage groups, or intra-organizational coalitions. Over time, these groups attempt to monopolize resources, information, organizational positions, and promotion opportunities while creating a parallel power structure by distinguishing between “insiders” and “outsiders.” Research GoalsThe present study aims to conceptualize organizational sectarianism, identify the process of its formation, analyze the life cycle of organizational sects, and propose strategies for managing this phenomenon. MethodologiesThe study adopts a qualitative approach based on “lived experience,” as organizational sectarianism is deeply behavioral, perceptual, and rooted in informal interactions, making it difficult to understand without direct experience in real organizational contexts. Data GatheringResearch data were collected over approximately twelve years of professional observation and experience across eleven governmental, semi-governmental, and private organizations. The studied organizations mainly operated in industrial, service, financial, construction, and tourism sectors. The researcher had direct or indirect interactions with more than 250 managers, experts, and employees at different organizational levels. Data collection methods included participant observation, analysis of formal and informal interactions, examination of appointment patterns, analysis of intra-organizational conflicts, and reflective interpretation of managerial experiences. Data AnalysisData analysis was conducted using Thematic Analysis through three stages: open coding, axial coding, and selective coding. Initially, more than 120 primary codes were extracted from the data, which were subsequently integrated into 28 axial concepts and finally categorized into five major themes: conditions leading to sect formation, mechanisms of informal power exercise, the life cycle of organizational sects, consequences of organizational sectarianism, and strategies for managing sects. FindingsThe findings indicate that organizational sectarianism primarily emerges within contexts characterized by managerial ambiguity, lack of transparency, absence of meritocracy, conflicts of interest, and power-oriented organizational cultures. The more ambiguous organizational goals and visions become, and the more employees perceive success and advancement as dependent on relationships and group affiliations rather than professional performance, the greater the tendency toward participation in sectarian networks.The findings further reveal that organizational sects do not necessarily originate with destructive intentions.In their early stages, managerial groups or aligned circles are often formed with reformist, developmental, or transformational motivations, and their internal cohesion may initially produce positive organizational outcomes. However, over time, due to environmental pressures, increasingly complex power relations, the entry of new stakeholders, and escalating conflicts of interest, these groups gradually shift from “mission-oriented teams” into “power sects.”Based on the findings, the life cycle of organizational sects consists of five major stages. The first stage is the “Idealistic Formation Stage,” during which managerial groups emerge with developmental and transformational objectives. At this stage, internal cohesion primarily serves organizational goals, and sectarian boundaries have not yet formed.The second stage is the “Coalition Building and Patronage Stage.” At this point, parts of the managerial team gradually focus less on organizational objectives and more on consolidating their own positions. Merit-based relationships are increasingly replaced by loyalty-based relationships, and the processes of recruiting aligned individuals, controlling information, and building power networks begin. Gradually, the distinction between “insiders” and “outsiders” becomes institutionalized, and individuals are evaluated based not on performance but on their proximity to the core power structure.The third stage is the “Sectarian Dominance Stage.” Here, the survival of the sect becomes the primary priority, and the organization effectively transforms into a tool for preserving group power and interests. Appointments become politically directed, information is filtered, independent individuals are marginalized or excluded, and decision-making processes become politicized. In this stage, sects frequently attempt to establish psychological superiority and portray opponents as incompetent, incompatible, or threatening.The fourth stage is the “Organizational Sedimentation Stage.” When sects weaken or are suppressed, their effects do not disappear but instead become embedded within different layers of the organization. Members of weakened sects often become demotivated, passive, resistant to change, and contributors to organizational stagnation. The study compares this condition to sediment accumulating in arterial pathways, causing organizational processes to slow down and function only temporarily under managerial pressure before returning to stagnation once the pressure subsides.The fifth stage is the “Reproduction or Collapse Stage.” Sedimented sects either find new opportunities to regain power and re-emerge more destructively than before, or they collapse due to internal conflicts of interest. In many cases, when members perceive inequalities in the distribution of benefits within the sect, internal conflicts intensify and group cohesion deteriorates. Members of collapsed sects frequently become frustrated, passive, and disengaged employees who merely await retirement or the end of their service period.The study also demonstrates that organizational sectarianism has extensive negative consequences for organizations. These consequences include reduced organizational trust, weakened meritocracy, decreased productivity, intensified internal conflicts, resistance to change, reduced organizational agility, erosion of social capital, declining employee motivation, and failure to achieve organizational objectives. In sectarianized organizations, organizational energy is diverted away from development and mission fulfillment toward internal competition and the preservation of power balances. Discussion and Conclusion Within the theoretical framework, the study connects organizational sectarianism to related concepts in organizational behavior literature, including organizational politics, informal power, informal groups, organizational tribalism, social identity, resistance to change, and power-based subcultures.The works of theorists such as Jeffrey Pfeffer, Henry Mintzberg, Edgar Schein, and Stephen Robbins suggest that many dimensions of sectarianism have previously been examined under studies of power, organizational culture, and organizational politics, although “organizational sectarianism” itself has rarely been independently conceptualized. Other Findings & SuggestionsAccording to the findings, the most important strategies for managing organizational sects include reforming organizational culture, increasing transparency in goals and information flow, aligning individual and organizational interests, transforming sects into constructive informal teams, implementing job rotation, and, ultimately, decisive managerial intervention.The findings indicate that the primary root of organizational sectarianism lies in power-oriented and hierarchical organizational cultures. When employees observe favoritism, opaque relationships, and the prioritization of loyalty over competence among senior management, these patterns become reproduced throughout lower organizational levels. Therefore, addressing sectarianism requires first and foremost the reform of managerial behavioral patterns and the reconstruction of organizational trust.Furthermore, the findings suggest that information transparency is one of the most important tools for controlling sectarianism. The freer and more direct the flow of information, the less opportunity exists for the emergence of exclusive power circles. Similarly, establishing performance evaluation and reward systems based on actual performance indicators can reduce employees’ dependence on informal networks.Another important finding is that rushed attempts to eliminate sects often produce counterproductive outcomes by strengthening their internal cohesion. In the early stages, transforming sects into constructive informal teams and directing them toward organizational objectives may be more effective than coercive interventions.Overall, this study seeks to conceptualize organizational sectarianism as a structural, cultural, and behavioral phenomenon and to demonstrate that it is not merely the product of individual behavior, but rather the result of complex interactions among organizational culture, power structures, reward systems, managerial ambiguity, and informal relationships. Consequently, managing organizational sectarianism requires a multidimensional and gradual approach grounded in the reform of organizational culture, structures, and processes.
Conceptualization
Ali Yasini; Mohammad Adinehvand; Mahmoudreza Kabiri Yeganeh
Abstract
One of the acute forms of organizational and interpersonal misconduct in communication is the phenomenon of gaslighting, which refers to the emotional abuse of an individual or a type of psychological harassment inflicted by others. This is achieved through the imposition of psychological pressures on ...
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One of the acute forms of organizational and interpersonal misconduct in communication is the phenomenon of gaslighting, which refers to the emotional abuse of an individual or a type of psychological harassment inflicted by others. This is achieved through the imposition of psychological pressures on the targeted individual, resulting in a disruption of their organizational duties. Therefore, the aim of the present study is to analyze employees' perceptions and lived experiences of gaslighting in organizational relationships within government organizations in Kermanshah city. To this end, a qualitative research method employing a phenomenological approach was utilized to understand and identify the phenomenon of gaslighting in organizational contexts. The participants in the study consisted of employees from various government organizations in Kermanshah, with a total of 20 interviews conducted using purposive sampling until data saturation was achieved. The inter-rater agreement coefficient was utilized to assess reliability, while validity of the identified codes was ensured through peer review and participant feedback. The results of the content analysis coding revealed that the phenomenon of gaslighting encompasses 18 main categories, which can be categorized into four distinct areas. The first area pertains to management and leadership, which includes categories such as: the manager's inability to accept mistakes, lack of personal accountability, limitations in decision-making, non-acceptance of others' opinions, and dismissal of emotions. The second area relates to communication and social interactions, which includes categories such as: controlling social relationships, disseminating misinformation, instilling uncertainty and doubt in the individual, concealment, and exploiting feelings of sadness and despair. The third area encompasses managerial and professional behaviors, which includes categories such as: blame-oriented behaviors, Machiavellian conduct, bullying, persistent criticism, projecting behaviors, and utilizing past emotions. The fourth area is psychological, which encompasses categories such as controlling employees' personal lives and blame-related behaviors.
Conceptualization
Ahmad Gholipour; Majid Mokhtarianpour; Ezatollah Abbasian
Abstract
Considering the multitude of actors in the public sector and the wide scope of government interventions, the coordination of actors is an important challenge to achieve the goals. However, this concept still has theoretical and conceptual ambiguities, which in turn have challenged its realization. To ...
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Considering the multitude of actors in the public sector and the wide scope of government interventions, the coordination of actors is an important challenge to achieve the goals. However, this concept still has theoretical and conceptual ambiguities, which in turn have challenged its realization. To address the coordination challenge, three important questions should be clarified: What is the coordination of public sector activists? Why there is a need for coordination between public sector activists? And how can it be achieved? In previous studies, different answers have been given to these questions. However, there is a lack of a comprehensive approach to coordination, which combines the findings of various studies. In this research, an attempt has been made to provide a comprehensive framework for thinking about coordination in the public sector using the meta-synthesis method. For this purpose, after several stages of screening, 51 final documents were selected from more than 1000 documents, and by analyzing them in MAXQDA software, what, why, and how the phenomenon of coordination of activists in the public sector was identified in the form of a total of 7 main categories. The answer to "what this phenomenon is" was put in the form of three main categories: «Ratio of Actions Together To Achieve Common Goal», «Coordination Is A Continuum, Not A Dichtonomy» and «Dimensions Of Coordination». The answer to why this phenomenon is needed was put in the form of three main categories: «Prior Necessities», «Posterior Necessities» and «Coordination Costs». Finally, the answer to how to achieve it was put in the main category of «Creating A Clear, Common, And Valid Basis For Action».
