University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 The Antecedents and Consequences of Shared Leadership: The Case Study of Bushehr Public Schools The Antecedents and Consequences of Shared Leadership: The Case Study of Bushehr Public Schools 229 255 79114 10.22059/jomc.2020.301502.1008029 FA Fatemeh Taheri Assistant Professor, College of Farabi, University of Tehran, Qom, Iran 0000-0003-3420-6106 Seyedeh Samaneh Hosseininia Hatkeposhti MSc., College of Farabi , University of Tehran, Qom, Iran Journal Article 2020 04 29 To continue fulfilling their social and educational roles, educational institutes such as schools should adopt new leadership trends based on current theories. Shared leadership is one such theory that allows teachers to cooperate in making and implementing decisions. The purpose of this study was to provide a model for the antecedents and consequences of shared leadership at schools. To this end, first an initial overview of 138 internationally valid articles published between 2000 and 2020 was done. Due to the unsuitability of title, abstract, and body text, 78 articles were removed, and the remaining 60 articles were adopted for the final analysis. The review of these was done to examine the suggested antecedents and consequences of shared leadership. This study was applied in terms of purpose and descriptive-correlational in terms of research method. The statistical population included all 1299 high school teachers of Bushehr city. From among these, 297 teachers were selected using the relative stratified random sampling method. Nine standard questionnaires formed the data collection instruments of the study, whose reliability and validity were confirmed based on Cronbach’s alpha, expert opinion, and structural equation modeling. The collected data was analyzed using SPSS and PLS software packages. Results showed that professional features and psychological security have significant effects on shared leadership. However, no significant result was found for the effect of team personality as well as the psychological security as an intervening factor. Moreover, it was confirmed that shared leadership has significant effects on knowledge sharing, empowerment, collective psychological capital, creativity, and organizational citizenship behavior. Considering the factors that affect the power of shared leadership in teachers, we can enhance them and use the results and consequences of this type of leadership among teachers. To continue fulfilling their social and educational roles, educational institutes such as schools should adopt new leadership trends based on current theories. Shared leadership is one such theory that allows teachers to cooperate in making and implementing decisions. The purpose of this study was to provide a model for the antecedents and consequences of shared leadership at schools. To this end, first an initial overview of 138 internationally valid articles published between 2000 and 2020 was done. Due to the unsuitability of title, abstract, and body text, 78 articles were removed, and the remaining 60 articles were adopted for the final analysis. The review of these was done to examine the suggested antecedents and consequences of shared leadership. This study was applied in terms of purpose and descriptive-correlational in terms of research method. The statistical population included all 1299 high school teachers of Bushehr city. From among these, 297 teachers were selected using the relative stratified random sampling method. Nine standard questionnaires formed the data collection instruments of the study, whose reliability and validity were confirmed based on Cronbach’s alpha, expert opinion, and structural equation modeling. The collected data was analyzed using SPSS and PLS software packages. Results showed that professional features and psychological security have significant effects on shared leadership. However, no significant result was found for the effect of team personality as well as the psychological security as an intervening factor. Moreover, it was confirmed that shared leadership has significant effects on knowledge sharing, empowerment, collective psychological capital, creativity, and organizational citizenship behavior. Considering the factors that affect the power of shared leadership in teachers, we can enhance them and use the results and consequences of this type of leadership among teachers.

https://jomc.ut.ac.ir/article_79114_3da17e65668542db6dfb263e746c21c9.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 A Metasynthesis of University Organizational Culture Components: A Qualitative Approach to Recognizing the Priorities of the Meritocratic Academic Community A Metasynthesis of University Organizational Culture Components: A Qualitative Approach to Recognizing the Priorities of the Meritocratic Academic Community 257 290 78798 10.22059/jomc.2020.304402.1008071 FA Fatemeh Ordoo PhD Student, Faculty of Psychology and Educational Science, University of Tehran, Tehran, Iran 0000-0003-3900-3164 Javad Pourkarimi Assistant Professor, Faculty of Psychology and Educational Science, University of Tehran, Tehran, Iran 0000-0002-4599-9087 Mohammadreza Keramati Associate Professor, Faculty of Psychology and Educational Science, University of Tehran, Tehran, Iran Gholamreza Zakersalehi Associate Professor, Institute for Research & Planning in Higher Education, Tehran, Iran Journal Article 2020 06 14 The purpose of this study was to provide, recognize, and metasynthesize the components of university organizational culture. To this end, a metasynthesis of the Iranian and international articles published from 2010 to 2020 was carried out. The findings of the study were categorized into three parts, namely assumptions, values, and artifacts. The prioritization of the 88 components derived from 74 articles revealed that in the assumptions construct, the value principles of the organization and physical-spiritual wellbeing in the epistemology component and organizational identity and organizational experiences in the identity-seeking component are of importance. In the value construct, components such as academicians’ competences, participation and teamwork, scientific independence and freedom, organizational learning, and learning methods (as norms) and negative clichés (as anomalies) were identified. Finally, within the artifacts construct, components such as communication platform, interaction among individuals (structure), academic management and the role of leadership (human resources), resource allocation and bargaining over resources, and organizational change and evolution atmosphere (process) were recognized. Finally, the artifacts construct was deemed as the principal priority of the meritocratic academic community, the main part of which is the structure component. The purpose of this study was to provide, recognize, and metasynthesize the components of university organizational culture. To this end, a metasynthesis of the Iranian and international articles published from 2010 to 2020 was carried out. The findings of the study were categorized into three parts, namely assumptions, values, and artifacts. The prioritization of the 88 components derived from 74 articles revealed that in the assumptions construct, the value principles of the organization and physical-spiritual wellbeing in the epistemology component and organizational identity and organizational experiences in the identity-seeking component are of importance. In the value construct, components such as academicians’ competences, participation and teamwork, scientific independence and freedom, organizational learning, and learning methods (as norms) and negative clichés (as anomalies) were identified. Finally, within the artifacts construct, components such as communication platform, interaction among individuals (structure), academic management and the role of leadership (human resources), resource allocation and bargaining over resources, and organizational change and evolution atmosphere (process) were recognized. Finally, the artifacts construct was deemed as the principal priority of the meritocratic academic community, the main part of which is the structure component.

https://jomc.ut.ac.ir/article_78798_0d44cb642ff46b9b1693c39dd5714025.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 Identifying the components, context and consequences of the organizational justice model based on Islamic values Identifying the components, context and consequences of the organizational justice model based on Islamic values 291 319 83579 10.22059/jomc.2021.322152.1008267 FA Sevda Zarbi PhD Student of Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran 0000-0003-1797-6117 Alireza Amirkabiri Assistant Professor, Faculty of Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran Mohammad Reza Rabiee Mandejin Assistant Professor, Faculty of Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran 0000-0001-8571-1415 Journal Article 2021 04 28 Since the observance of organizational justice in the work environment has various effects such as job satisfaction, organizational commitment, pessimism, performance and job motivation, so its observance in the education organization which is an educational organization and the future human resources infrastructure of society in It is formed, it is important and necessary. Therefore, the purpose of this study is to design an organizational justice model with an approach to Islamic values and the research question is what are the indicators and sub-indicators of organizational justice based on Islamic values? The research method is qualitative in terms of the nature of the data and applied in terms of purpose.The research participants consisted of 27 management experts who were selected by purposive sampling. Data were collected through in-depth semi-structured interviews and data analysis was performed using content analysis technique and MAXQDA software. The results indicate the identification of three main themes for organizational justice with the approach of Islamic values, including distributive justice (principle of equality and equality; principle of fairness; principle of need); Procedural justice (stability; non-bias; correctness; representation of all stakeholders; correction of mistakes; ethics) and interpersonal justice (respect and trust; interest, attention and communication; clear decisions and sufficient explanations). Also, the necessary grounds and contexts for the implementation of organizational justice and its consequences were identified. Since the observance of organizational justice in the work environment has various effects such as job satisfaction, organizational commitment, pessimism, performance and job motivation, so its observance in the education organization which is an educational organization and the future human resources infrastructure of society in It is formed, it is important and necessary. Therefore, the purpose of this study is to design an organizational justice model with an approach to Islamic values and the research question is what are the indicators and sub-indicators of organizational justice based on Islamic values? The research method is qualitative in terms of the nature of the data and applied in terms of purpose.The research participants consisted of 27 management experts who were selected by purposive sampling. Data were collected through in-depth semi-structured interviews and data analysis was performed using content analysis technique and MAXQDA software. The results indicate the identification of three main themes for organizational justice with the approach of Islamic values, including distributive justice (principle of equality and equality; principle of fairness; principle of need); Procedural justice (stability; non-bias; correctness; representation of all stakeholders; correction of mistakes; ethics) and interpersonal justice (respect and trust; interest, attention and communication; clear decisions and sufficient explanations). Also, the necessary grounds and contexts for the implementation of organizational justice and its consequences were identified.

https://jomc.ut.ac.ir/article_83579_aa4906ee72f0d88f780c626c4339b8dc.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 The Metasynthesis and Metamethod of Deviant Behavior Research in Iranian Organizations: An Investigation of the Consequences The Metasynthesis and Metamethod of Deviant Behavior Research in Iranian Organizations: An Investigation of the Consequences 321 351 84728 10.22059/jomc.2021.324089.1008291 FA Zahra Ahmadi Alvar PhD Candidate, Faculty of Economic, Management & Administrative Sciences, Semnan University, Semnan, Iran 0000-0001-9178-6827 Davood Feiz Professor, Faculty of Economic, Management, and Administrative Sciences, Semnan University, Semnan, Iran 0000-0002-5535-4370 Meysam Modarresi Assistant Professor, Faculty of Economic, Management, and Administrative Sciences, Semnan University, Semnan, Iran 0000-0001-9317-7347 Journal Article 2021 05 19 The purpose of this study was to highlight the concept of organizational deviant behavior by investigating the previous studies, presenting a comprehensive image of this process, providing a valuable insight about the status of deviant behavior research in Iran, and guiding future studies in order to fill the existing gaps in this arena. Using metasynthesis method, the findings of the quantitative and qualitative methods were combined and the final model was designed. To this end, the content of 95 studies on organizational deviant behaviors was studied through Sandelowski and Barroso’s (2007) seven-step model. Then, by compiling, combining, and interpreting the findings of those studies, the related dimensions and codes were extracted and used to develop a new model based on the consequences in order to provide a new and comprehensive image of organizational deviant behaviors. The deviant behavior model of this study identified 118 indices in the form of 13 secondary and 5 primary dimensions. The primary dimensions of the model are self-destruction, destruction of colleagues, destruction of managers, destruction of organization, and phenomenalism. Organizational deviant behaviors in most studies have been investigated as the dependent variable using Robinson and Bennett classification. The study at hand precisely examined these behaviors, gave in a new classification of these behaviors, and provided a comprehensive model of their consequences in Iran. The purpose of this study was to highlight the concept of organizational deviant behavior by investigating the previous studies, presenting a comprehensive image of this process, providing a valuable insight about the status of deviant behavior research in Iran, and guiding future studies in order to fill the existing gaps in this arena. Using metasynthesis method, the findings of the quantitative and qualitative methods were combined and the final model was designed. To this end, the content of 95 studies on organizational deviant behaviors was studied through Sandelowski and Barroso’s (2007) seven-step model. Then, by compiling, combining, and interpreting the findings of those studies, the related dimensions and codes were extracted and used to develop a new model based on the consequences in order to provide a new and comprehensive image of organizational deviant behaviors. The deviant behavior model of this study identified 118 indices in the form of 13 secondary and 5 primary dimensions. The primary dimensions of the model are self-destruction, destruction of colleagues, destruction of managers, destruction of organization, and phenomenalism. Organizational deviant behaviors in most studies have been investigated as the dependent variable using Robinson and Bennett classification. The study at hand precisely examined these behaviors, gave in a new classification of these behaviors, and provided a comprehensive model of their consequences in Iran.

https://jomc.ut.ac.ir/article_84728_94a0a115d904667a74b0bd83cf89d8e6.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 The Presentation of a Model for the Identification of Public Sector Managers’ Political Behaviors The Presentation of a Model for the Identification of Public Sector Managers’ Political Behaviors 353 373 83590 10.22059/jomc.2021.323437.1008283 FA Masoud Soltani Fath PhD Student, Department of Public Management, Chalous Branch, Islamic Azad University, Chalous, Iran 0000-0002-3415-2163 Davood Kia Kojoori Associate Professor, Department of Public Management, Chalous Branch, Islamic Azad University, Chalous, Iran 0000-0002-3070-6907 Saeed Eslami Associate Professor, Department of Politic Management, Chalous Branch, Islamic Azad University, Chalous, Iran Behzad Farrokhseresht Asistant Professor, Department of Public Management, Chalous Branch, Islamic Azad University, Chalous, Iran Journal Article 2021 06 01 The concept of organizational politics and the political behaviors of individuals have grabbed the attention of researchers for long, but due to various reasons, we have observed a special attention to the individuals’ political behaviors in organizations in recent years. Aside from the factors effective on the political perception and behavior, the managers’ mental model has a substantial role in the formation of their political behavior style in organizations. The ultimate goal of this study was the identification and provision of the mental model related to the political behavior model of managers using Q-methodology. The discourse atmosphere was formed based on the library research and semi-structured interviews with interviewees who had been chosen through snowball sampling method. Using Delphi method, 50 Q-statements were collected. Then, based on non-random purposive sampling, the Q-cards were distributed among the intended statistical population, who undertook Q-statement sorting in Q-categories through forced distribution method. After interpreting the Q-factors and statements, the model of the managers’ political behavior style was provided with two dimensions, namely belief in the political behavior and reaction to political behavior. Based on this model, five types of political behavior style of mangers were identified and interpreted. The concept of organizational politics and the political behaviors of individuals have grabbed the attention of researchers for long, but due to various reasons, we have observed a special attention to the individuals’ political behaviors in organizations in recent years. Aside from the factors effective on the political perception and behavior, the managers’ mental model has a substantial role in the formation of their political behavior style in organizations. The ultimate goal of this study was the identification and provision of the mental model related to the political behavior model of managers using Q-methodology. The discourse atmosphere was formed based on the library research and semi-structured interviews with interviewees who had been chosen through snowball sampling method. Using Delphi method, 50 Q-statements were collected. Then, based on non-random purposive sampling, the Q-cards were distributed among the intended statistical population, who undertook Q-statement sorting in Q-categories through forced distribution method. After interpreting the Q-factors and statements, the model of the managers’ political behavior style was provided with two dimensions, namely belief in the political behavior and reaction to political behavior. Based on this model, five types of political behavior style of mangers were identified and interpreted.

https://jomc.ut.ac.ir/article_83590_44b057bac031d852ec776e1cef572de3.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 Job Performance: Exploring the Role of Organizational Values and Communication Satisfaction in Nurses’ Psychological Ownership Job Performance: Exploring the Role of Organizational Values and Communication Satisfaction in Nurses’ Psychological Ownership 375 399 83801 10.22059/jomc.2021.325007.1008302 FA Azizeh PashaieYousef Kandi PhD Student, Faculty of Literature and Humanities, University of Urmia, Urmia, Iran Mohammad Hassani Professor, Faculty of Literature and Humanities, University of Urmia, Urmia, Iran 0000-0002-6421-429x Journal Article 2021 06 02 As the largest source of human resource in the health sector, nurses have a special position in the medical arena, and the effectiveness of their performance is defined through their direct caretaking of the patients. Therefore, the purpose of the study at hand was to explore the role of organizational values and communication satisfaction through the mediating role of psychological ownership in nurses’ professional performance. This study was applied in terms of purpose and descriptive-correlational in terms of data collection and analysis method (using structural equation modeling). The statistical population involved all the 265 nurses at Sayyid al-Shuhada (a) hospital in Urmia city. Using Krejcie and Morgan table, the sample size was determined to be 155. The participants were then selected through relative stratified random sampling method. In order to collect data, questionnaires were used. After confirmation of the reliability and validity of the instruments, the descriptive and inferential analyses of the data were carried out using SPSS 22 and PLS3 software packages. The results of data analysis showed that organizational values and communication satisfaction have significant, positive effects on psychological ownership, and organizational values and communication values have positive, significant effects on nurses’ job performance through the mediating role of psychological ownership. As the largest source of human resource in the health sector, nurses have a special position in the medical arena, and the effectiveness of their performance is defined through their direct caretaking of the patients. Therefore, the purpose of the study at hand was to explore the role of organizational values and communication satisfaction through the mediating role of psychological ownership in nurses’ professional performance. This study was applied in terms of purpose and descriptive-correlational in terms of data collection and analysis method (using structural equation modeling). The statistical population involved all the 265 nurses at Sayyid al-Shuhada (a) hospital in Urmia city. Using Krejcie and Morgan table, the sample size was determined to be 155. The participants were then selected through relative stratified random sampling method. In order to collect data, questionnaires were used. After confirmation of the reliability and validity of the instruments, the descriptive and inferential analyses of the data were carried out using SPSS 22 and PLS3 software packages. The results of data analysis showed that organizational values and communication satisfaction have significant, positive effects on psychological ownership, and organizational values and communication values have positive, significant effects on nurses’ job performance through the mediating role of psychological ownership.

https://jomc.ut.ac.ir/article_83801_cef035cfde3d3e4fc486dcc70906dab9.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 Designing a Systematic Model for Organizational Evasiveness: Antecedents and Consequences Designing a Systematic Model for Organizational Evasiveness: Antecedents and Consequences 401 425 84216 10.22059/jomc.2021.327517.1008325 FA Alireza Fathiizadeh Assistant Professor, Department of Public Management, Payame Noor University, Tehran, Iran Reza Zare Assistant Professor, Department of Public Management, Payame Noor University, Tehran, Iran Moin Zabeti Assistant Professor, Department of Political Science, Payame Noor University, Tehran, Iran Journal Article 2021 07 20 The root of many human resource efficiency problems that organizations face and the increased clients’ complaints about extreme waste of time during service provision in public organizations can be found in the counterproductive behaviors, especially organizational evasiveness. Thus, the identification of the factors that cause the formation of evasiveness in organizations and their removal is of utmost importance. Adopting a qualitative approach, this article uses grounded theory conceptualization approach to study the factors effective on the formation of evasiveness and its consequences in public organizations. To this end, semi-structured interviews were made with a sample of 17 purposively-selected experts who were among the managers of the public organizations of Sirjan city and faculty members. The interview transcripts were analyzed in three stages of open, axial, and selective coding. The designed model showed that structural and behavioral job destructors create the evasiveness culture. In line with this culture, the evasiveness atmosphere (which involves cyberspace, inappropriate physical atmosphere of the workplace, unfriendly relationships, and political discussions) together with amplifying conditions such as managers’ incompetence and employees’ physical and psychological problems lead to organizational evasiveness. Finally, it was found that organizational evasiveness will bring about numerous negative consequences for the individual, group, and organization. The root of many human resource efficiency problems that organizations face and the increased clients’ complaints about extreme waste of time during service provision in public organizations can be found in the counterproductive behaviors, especially organizational evasiveness. Thus, the identification of the factors that cause the formation of evasiveness in organizations and their removal is of utmost importance. Adopting a qualitative approach, this article uses grounded theory conceptualization approach to study the factors effective on the formation of evasiveness and its consequences in public organizations. To this end, semi-structured interviews were made with a sample of 17 purposively-selected experts who were among the managers of the public organizations of Sirjan city and faculty members. The interview transcripts were analyzed in three stages of open, axial, and selective coding. The designed model showed that structural and behavioral job destructors create the evasiveness culture. In line with this culture, the evasiveness atmosphere (which involves cyberspace, inappropriate physical atmosphere of the workplace, unfriendly relationships, and political discussions) together with amplifying conditions such as managers’ incompetence and employees’ physical and psychological problems lead to organizational evasiveness. Finally, it was found that organizational evasiveness will bring about numerous negative consequences for the individual, group, and organization.

https://jomc.ut.ac.ir/article_84216_ba0ea568e42fafa2f82f6da07832fb37.pdf

University of Tehran Press Organizational Culture Management 2423-6942 20 2 2022 06 22 An Investigation of the Relationship Between Ambidextrous Organizational Culture and Organizational Performance: Explaining the Role of Strategic Ambidextrous Decisions and Orientations An Investigation of the Relationship Between Ambidextrous Organizational Culture and Organizational Performance: Explaining the Role of Strategic Ambidextrous Decisions and Orientations 427 452 84329 10.22059/jomc.2021.329465.1008342 FA Seyyed Habiballah Tabatabaeian Associate Professor, Department of Management, Allameh Tabataba’i University, Tehran, Iran Mohsen Pourqasem PhD Student of Business Management at University of Tehran, Tehran. Iran Ateyeh Safardoust Markiyeh PhD Student of Technology Management, Allameh Tabataba’i University, Tehran, Iran Journal Article 2021 08 25 One of the factors effective on the performance improvement is organizational culture, especially ambidextrous organizational culture, because we might facilitate the changes and establish new orientations in the organizations through culture. The purpose of this study was to investigate the role of strategic ambidextrous organizational decisions and orientations in biotechnology companies. This study was a descriptive survey, and data was collected through questionnaires. The statistical population of the study was comprised of the biotechnology companies of Iran. As a result of the nature of this study, only productive and industrial companies were taken into account. A sum of 97 questionnaires were filled by and collected from the top managers of these companies. In order to inspect the research assumptions, the partial least squares method approach to structural equation modeling was employed using Smart PLS software. The findings of the study indicated that ambidextrous culture has a direct role in the organizational performance; enhances this role through organization’s ambidexterity, ambidextrous strategic orientation, and ambidextrous strategic decisions; and leads to the improvement of organizational performance. One of the factors effective on the performance improvement is organizational culture, especially ambidextrous organizational culture, because we might facilitate the changes and establish new orientations in the organizations through culture. The purpose of this study was to investigate the role of strategic ambidextrous organizational decisions and orientations in biotechnology companies. This study was a descriptive survey, and data was collected through questionnaires. The statistical population of the study was comprised of the biotechnology companies of Iran. As a result of the nature of this study, only productive and industrial companies were taken into account. A sum of 97 questionnaires were filled by and collected from the top managers of these companies. In order to inspect the research assumptions, the partial least squares method approach to structural equation modeling was employed using Smart PLS software. The findings of the study indicated that ambidextrous culture has a direct role in the organizational performance; enhances this role through organization’s ambidexterity, ambidextrous strategic orientation, and ambidextrous strategic decisions; and leads to the improvement of organizational performance.

https://jomc.ut.ac.ir/article_84329_c3ec0d7895f9fea85c6818ffe83f7d84.pdf