Document Type : Exploratory
Authors
1 Professor, Department of Business Strategy and Policy, Faculty of Business Management, College of Management, University of Tehran, Tehran, Iran
2 Associate Prof., Department of Leadership and Human Capital, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran
3 MSc. Student, Department of Public Policy and Public Administration, College of Management, University of Tehran, Tehran, Iran.
Abstract
This study aims to develop a comprehensive model for identifying the antecedents, control mechanisms, and mitigative strategies of cyberloafing in Iranian public organizations to enhance productivity and mitigate cyber risks. Prior research highlights a significant gap in culturally tailored strategies for managing cyberloafing in organizational contexts. Employing a qualitative approach with thematic analysis, this study analyzed data from 12 semi-structured interviews with management and psychology experts from organizations such as the Ministry of Industry, Mine and Trade, the National Productivity Organization, the Chamber of Commerce, and universities. The analysis identified three overarching themes: 1) Antecedents of cyberloafing, encompassing individual factors (e.g., lack of motivation, stress, low self-control, burnout, generational digital dependency, workplace loneliness), organizational factors (e.g., weak supervision, poor organizational culture, role ambiguity, lack of reward transparency), and technological factors (e.g., easy internet access, digital triggers); 2) Control mechanisms, including technological tools (e.g., real-time feedback, productivity dashboards, self-regulatory notifications) and organizational policies (e.g., participatory monitoring, transparent guidelines), with challenges such as privacy concerns and implementation weaknesses; 3) Mitigative and preventive strategies, comprising motivation enhancement (e.g., meaningful projects, autonomy, transparent rewards), training (e.g., digital literacy, time and stress management), and organizational culture improvement (e.g., collaborative spaces, transformational leadership, professionalism). Internal digital platforms and social interaction spaces emerged as contextually relevant solutions. Cyberloafing in Iranian organizations is a multifaceted phenomenon driven by individual, organizational, and technological interplay. Effective management requires non-restrictive technological tools and participatory policies, while sustainable reduction hinges on motivation, digital literacy training, and professional culture-building. The proposed model offers practical, context-specific strategies to boost organizational productivity and paves the way for future research on digital behavior management.
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