davoud moheb ali
Volume 7, Issue 25.26 , March 2000, , Pages 35-54
jafar mamizadeh
Volume 7, Issue 25.26 , March 2000, , Pages 55-72
Seyedreza Pourghafari; Alireza Manzari tavakoli; Sanjar Salajeghe; Mahdi Dehghani soltani
Abstract
The purpose of the research is to investigate the effect of organizational culture on employee voice through the mediation of employee empowerment in the headquarters of the Bank of Agriculture and its branches in Tehran using the Fuzzy DEMATEL technique. The current research is descriptive-exploratory ...
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The purpose of the research is to investigate the effect of organizational culture on employee voice through the mediation of employee empowerment in the headquarters of the Bank of Agriculture and its branches in Tehran using the Fuzzy DEMATEL technique. The current research is descriptive-exploratory practical in terms of its purpose, and its data analysis is mixed. In the qualitative part, content analysis was used, and in the quantitative part, the fuzzy DEMATEL method was used. In the qualitative part, an in-depth, semi-structured interview was conducted between 16 experts who were identified using a targeted snowball method, which includes four dimensions for organizational culture: customer orientation, orderliness, expertise, and ethics; 4 dimensions for employee empowerment, including training, dynamics, responsibility, and feedback, and four dimensions for employee voice, including beneficial, usefulness, compatible, and warning. In the quantitative phase, the internal dependence and mutual effects of the mentioned criteria were examined by distributing a questionnaire among nine informants who were identified using the targeted snowball method and the fuzzy DEMATEL technique. The results showed that the criteria of education, responsibility, beneficial tone, morality, orderliness, specialization, dynamism, and warning tone are among the effective criteria, respectively, and the criteria of feedback, beneficial tone, customer orientation, and consistent tone are among the effective criteria.IntroductionIn today's competitive environment, to achieve organizational goals, the relationship between managers and employees must be so that subordinates can easily and without worry share their constructive opinions and ideas to increase efficiency (Bahrami & Kayani, 2019). Consequently, whenever employees believe that they can create essential changes in their environment by expressing their opinions and ideas, they will benefit their organization by expressing them (Ali et al., 2018). This behavior of their "voice" has been accepted by many organizations (Shuja'i et al., 2019). With a comprehensive review of the "voice" literature, it can be stated that the main goal is to give all the employees in the organization the opportunity to regularly share their problems and concerns with the managers and superiors of the organization (Sargolzaei & Kikha, 2020). Shan et al. (2020) stated in their research that organizational culture is one of the factors known to encourage the voice of employees and has a great effect on encouraging the voice of employees in an organization; therefore, the lack of appropriate culture in the organization can be an obstacle to create the phenomenon of voice (Sholekar & Shoghi, 2017). According to the latest research, the role of organizational culture and the voice of employees has been underestimated by researchers (Gholampour et al., 2019).On the other hand, Viveros et al. (2018) consider voice as a precondition for employee participation in the organization and related to empowerment. Empowerment is attributed to a process in which the manager helps employees acquire the necessary competence to make decisions without dependence. In addition to being effective in the functioning of people, this process will also affect their personality (Sina et al., 2021). Although employee empowerment has been proposed as an antecedent of employee voice behavior in the literature, little effort has been made to investigate the effect of empowerment on voice behaviors to provide prompt service to important stakeholders, and few studies have investigated how empowerment affects employee voice behaviors. (Park et al., 2021). The issue that caused this research to be done in the Agricultural Bank was the need for more attention to the points of view of some employees, experts, and experts of the bank regarding the work processes by their superiors. The result of this behavior, in addition to creating dissatisfaction among clients and the loss of social capital at the community level, has reduced the loyalty of current customers to the Bank of Agriculture. If the prevailing trend continues, the current customers will not have the recommendation to encourage other customers to use the services of this bank, and this factor will cause the decline and decrease of the bank's profitability in the long run.Research Question(s)How does organizational culture affect employee voice through the mediation of employee empowerment? Moreover, what are the practical and influential relationships of the discussed indicators in the mentioned model?Literature ReviewOrganizational CultureIn recent years, organizational culture has become an important topic in scientific research, and researchers are always eager to recognize and measure organizational culture to understand from what angle people look at their organization (Kirimi et al., 2018). Therefore, it is necessary to identify organizational culture to manage culture and transformation (Abbaspour et al., 2017). The research considers organizational culture as a set of values, shared norms, beliefs, and opinions governing the organization (Zarei et al., 2021). It shows the spirit of the organization, its way of thinking and functioning, its values, the ethics and purpose of the organization (Shirazi et al., 2021). Empowering employees"Empowerment" is defined as employees' perception of the degree of freedom of action and the opportunity the manager gives them to make decisions and commitments (Khorakian et al., 2021). According to Ranjbar and Abbaszadeh Sohron (2021), empowerment means injecting strength into employees. The benefits of empowerment can be divided into two categories: 1. Organizational benefits: Empowering employees in organizations causes flexibility, quality improvement, and cost control. 2. Individual benefits: Empowering employees gives more motivation to perform tasks and reduces conflicts in the individual and group dimensions, and people can have more control over their surroundings. (Afshon, 2018:; Boiri, 2018).Employee voiceIn 1970, Hirschman used the word "Voice" for the first time and defined it as "any effort to create change instead of running away from objectionable issues." He stated that employees react to inappropriate situations by leaving the organization or expressing their displeasure (Ghafurian Shagerdi et al., 2017). A comprehensive study of the literature about voice has defined this term as the verbal expression of information, opinions, and ideas about work with the positive motivation of participating in efforts in an altruistic and passive way in the organization (Bahmani Choubbasti et al., 2018). Research on the voice of employees has shown various benefits from making employees speak, the most important of which are improving team performance, increasing team creativity, increasing employee job retention, saving economic and social costs, increasing quality and innovation in products and services, encouraging employees to propose new ideas to solve problems, improving management decision-making, increasing organizational compatibility and ensuring better development opportunities for the organization (Nazir et al., 2021).MethodologyThis research was a mixed type of research done in qualitative and quantitative phases. The content analysis method was used in the qualitative part. In this research, 16 experts of the target community with expertise in the management field were present. They were identified using the targeted snowball method, and interviews were conducted in-depth semi-structured until the theoretical saturation stage. In the quantitative part, the fuzzy Dimetal method was used. Some selected reporters should complete the fuzzy DEMATEL questionnaire. In multi-criteria decision-making styles, there is no need for a large number of samples, and the number of people depends on the composition and topic of the panel of experts (Azizian et al., 2019: 168). In this section, nine journalists with education related to public administration were selected using the targeted snowball method.ResultsIn the prevailing conditions, the participation and expression of employees' views in organizational decisions and activities is a successful procedure in the competitiveness of organizations, especially financial institutions and the money market, which requires a suitable foundation for employees. Considering the importance of the topic, it was tried to investigate the effect of organizational culture on employees' voices through the mediation of employee empowerment using the Fuzzy Dimetal technique. In order to know the main and sub-components of the considered model, interviews were conducted until theoretical saturation and in a targeted snowball method with the informants of the Bank of Agriculture, which led to the identification of 4 criteria for each of the research variables, which are which include customer orientation, ethics, orderliness and specialization for organizational culture structure; training, dynamism, accountability and feedback for the employee empowerment structure and beneficial, beneficial, consistent and warning voice for the employee voice structure. This research drew conclusions by drawing the shape and size of D+R and D-R. Finally, the degree of influence and effectiveness and the intensity of influence and effectiveness of the indicators were determined, written as follows. Influential indicators 1. Training: It is the most influential and important criterion compared to other criteria, which shows that training is important for empowering managers and employees, respectively, to master the processes of effective listening and voice expression in work processes.Responsibility: which is in the second rank of influence and importance. Commitment and responsibility make employees easily comment and propose solutions for problems that slow down or stop the growing process of the system based on work experience.Beneficial and warning voices are in the third and eighth levels of influence and importance, respectively. The information, knowledge, ideas, and opinions of employees are a vital factor for the organization because by expressing their voice, employees release their thoughts, and all their focus will be directed to their work.Morality: It is in the fourth category of influence and importance. The existence of morality in the organization by creating positive psychological security and the feeling of support and value the management towards the employees will motivate the employees to express their opposition to the management and their views and points of view.Orderly thinking: It is placed in the fifth influence category. Discipline helps employees to behave in a controlled and responsible manner and follow the guidelines specified by the organization.Specialization: It is in the sixth category of influence. Specialist employees with experience in their work area have constructive views and points of view that originate from their professional and working knowledge, and this individual factor, which is internal, is the origin of their opinions.Dynamics: It is placed in the seventh category of influence; Dynamic employees themselves identify problems and take action to solve them and are considered an important determining factor in the success and effectiveness of the organization. Effective indicators1. Feedback: It is the most effective measure; Organizations can benefit from the benefits of employees' voices when they announce performance feedback to employees and ask for their views and opinions, especially feedback that challenges the organization's procedures and policies.2. Beneficial voice: The second category is the effective criterion. When the conditions and platform for voice expression are provided in the organization, employees willingly express their problems and personal desires, which indicates a sense of security and a friendly and intimate relationship with superiors; on the other hand, it shows the hierarchical organizational culture with low power distance.3. Customer orientation: The third category is the influence criterion; paying attention to the customer's needs, which is expressed in the form of voice and expressing views and suggestions from employees, should be placed as the main part of the goals and values of the organization.Compatible voice: The last category is the measure of effectiveness. This type of voice is a non-participatory behavior based on the employees' feeling that they cannot change the current situation. This tone of voice causes the emergence of agreeable statements and simply supports the status quo.Discussion This research determined that the dimensions of training, responsibility, beneficial voice, morality, orderliness, specialization, dynamism, and warning voice have the highest influence on the voice of employees and cause its development. Conclusion The research results showed that to develop the voice of employees, it is necessary to improve the dimensions of training, responsibility, useful voice, morality, orderliness, specialization, dynamism, and warning voice. AcknowledgmentsThis article was extracted from a doctoral dissertation entitled "Explaining the relationship between organizational culture and employees' voice through the mediation of employee empowerment in Iran's state banks in order to provide the desired model (case study: Bank of Agriculture headquarters and its branches in Greate Tehran)." We want to express our gratitude to the Applied Research Center of the Agricultural Bank and all the professors who helped develop this research.
Abstract
In this paper, has been studied relationship between organizational trust and job satisfaction. The populations of the study are employees of public organization in Tehran and a sample consists of 218 employees of the organization. To study Organizational trust has been used the model Ellonen, Bloom ...
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In this paper, has been studied relationship between organizational trust and job satisfaction. The populations of the study are employees of public organization in Tehran and a sample consists of 218 employees of the organization. To study Organizational trust has been used the model Ellonen, Bloom West and Pamalaynn, and to study job satisfaction has been used the model Smith, Kendall and Hulin, and his colleagues. For test the hypothesis, has been used Spearman correlation test and Friedman Test rankings. Also for analysis of data has been used of software’s SPSS. The spearman correlation test results revealed a significant Positive relationship between organizational trust and job satisfaction. Also survey results showed a significant positive relationship between all dimensions of organizational trust (Lateral trust, Vertical trust, Institutional trust) and job satisfaction. In addition the results show that all dimensions organizational trust and have a positive relationship with all aspects of job satisfaction.
Human Resource Management
ali shariatnejad; Seyedeh Maryam Mousavi zadeh
Abstract
The only constant principle in our world today is change, in such a way that change has become a constant element of today's equations. Change and transformation has caused new stimuli in the business world and has made flexibility skills an important necessity. Therefore, the current ...
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The only constant principle in our world today is change, in such a way that change has become a constant element of today's equations. Change and transformation has caused new stimuli in the business world and has made flexibility skills an important necessity. Therefore, the current research was conducted with the aim of recognizing and understanding the cognitive flexibility skills of managers with the FCM method. This research is applied in terms of purpose and it is survey and exploratory research in terms of data collection method. The statistical population of the research consists of experts including industrial and organizational psychologists and managers of knowledge-based companies, whose sample members were selected using the purposeful sampling method and based on the principle of theoretical saturation. The data collection tool is interview in the qualitative part and a questionnaire in the quantitative part. The validity and reliability of the tools have been analyzed using content validity and intra-coder-inter-coder reliability for the interview and content validity and retest reliability for the questionnaire, respectively. In this research, content analysis and coding method was used in qualitative part and fuzzy mapping method (FCM) in quantitative part for data analysis.
Human Resource Management
mahdi kheirandish; Akbar Hassanpoor; yousef vakili; hasan akbari
Abstract
The aim of this study is to explain the pattern of supply, development and maintenance of human resources in privatized manufacturing companies. This research is qualitative, practical, and exploratory based on the aim. In qualitative section, additionally, the research strategy has been based on the ...
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The aim of this study is to explain the pattern of supply, development and maintenance of human resources in privatized manufacturing companies. This research is qualitative, practical, and exploratory based on the aim. In qualitative section, additionally, the research strategy has been based on the analysis of interviews with experts and human resource managers of privated companies. The statistical population of the research is all companies and manufacturing enterprises that have been assigned to the private sectors during the last 10 years that 26 companies based on technical evaluation of privatization organization and also indicators of profitability, productivity, employment and fundraising, etc., were introduced as successful companies in the privatization field. Eventually, 12 companies were selected as the final sampling to collect research data. The data collection method was in-depth and semi-structured interviews with chief executive officer (CEO)s or human resources managers of the selected companies. Moreover, according to the principle of theoretical data saturation, all these people were interviewed. Research data analysis focused on three subgroups supply, maintenance, and development of human resources. Regarding the human resources supply in successful privatized companies, .
The Theories of Organizational Behavior
Saber Taghipour; Seyednajmoudin Mousavi; Mohammad Hakkak; Reza Sephahvand
Abstract
, the purpose of this study was to design a demonstration policy model in the banking industry. The qualitative community in this research was formed by all university professors in the field of public administration, banking management, strategic management, along with board members and CEOs of the ...
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, the purpose of this study was to design a demonstration policy model in the banking industry. The qualitative community in this research was formed by all university professors in the field of public administration, banking management, strategic management, along with board members and CEOs of the country's banks, and the number of participants in this study was 18 people. The quantitative statistical population of this study was made up of board members and senior managers of the country's banks. The number of 45 people from the statistical population was determined as the research sample. The findings of this study showed that organizational culture, personality traits of managers, environmental requirements, politicking, emotional intelligence, demonstrative management style, speculation, non-demanding, purposeful orientation of public opinion, showcase performance, organizational conditions and organizational atmosphere are considered as the main dimensions of performance policy in the banking industry. The identified prioritization showed that in the order of personality characteristics of managers, targeted orientation of public opinion, organization, organizational culture, environmental conditions, organizational climate, emotional intelligence, showcase performance, organizational conditions, non-existence, style Demonstrative management and politicization are important aspects of dramatic politicization.
The Theories of Organizational Behavior
akbar hassanpoor; Saeed Jafarinia; maryam Tehrani; sareh ebrahimi
Abstract
Loneliness is a modern epidemic that needs a cure. In recent years, especially during the Covid-19 crisis, loneliness at work has become a more serious issue and has attracted increasing attention due to its complex consequences. The purpose of this research is to design a model of workplace loneliness ...
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Loneliness is a modern epidemic that needs a cure. In recent years, especially during the Covid-19 crisis, loneliness at work has become a more serious issue and has attracted increasing attention due to its complex consequences. The purpose of this research is to design a model of workplace loneliness in the public sector using the granded theory. The current research is the qualitative researches whose statistical population is the employees of government organizations in Tehran. In this research, purposeful sampling was used which reached the saturation rule by using 17 interviews and continued to 25 interviews for more certainty. To analyze the collected data, open, axial and selective coding methods were used. The research results causal, contextual and intervener conditions, axial category, consequences and strategies to deal with loneliness in the workplace and presenting the model of loneliness in the workplace in the public sector. By providing research-based guidelines, organizations and leaders of the public sector are helped to manage this phenomenon and create healthier work environments, followed by the improvement of individual, team and organizational performance
Organizational Behavior
Zohre Mohamadyari
Abstract
Organizational decline is situation that is created in the form of dissatisfaction or indifference towards work , which reduces the performance and motivation of employees, and the probability of organizational problems increases according to this apathy. The main purpose of this research is to investigate ...
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Organizational decline is situation that is created in the form of dissatisfaction or indifference towards work , which reduces the performance and motivation of employees, and the probability of organizational problems increases according to this apathy. The main purpose of this research is to investigate the effect of the spider management style on organizational decline with regard to the mediating role of anti-elitism. This research is applied based on the purpose and descriptive-correlation based on the nature of the method. The statistical population of this research includes the employees of the government organizations of Ilam city, 325 of them have been selected for the research sample using simple random sampling method. The tool for collecting research data is a standard questionnaire. The content validity and construct validity of the questionnaire have been confirmed, and Cronbach's alpha coefficient and composite reliability have been used to check the reliability of the questionnaires. Visual PLS was used to analyze the research data. The results showed that spider management has a significant effect on organizational decline and anti-elitism. Anti-elitism has a significant effect on organizational decline. The mediating role of anti-elitism in the influence of spider management on organizational decline has also been confirmed.
Human Resource Management
Ali Algharrawialsuwaid; Sayyed Mohsen Allameh; Tayebeh Amirkhani
Abstract
Green leadership is a new approach that has entered the field of human resource management with the importance of finding the environmental category in sustainable development. This issue mainly deals with the motivational and guiding aspects of human resources towards environmental care and the development ...
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Green leadership is a new approach that has entered the field of human resource management with the importance of finding the environmental category in sustainable development. This issue mainly deals with the motivational and guiding aspects of human resources towards environmental care and the development of green culture, Based on this, the current research was conducted with the aim of identifying the themes of human resource management with a green leadership approach in the textile and leather industries of Baghdad with a qualitative strategy. The research method was thematic analysis . The data collection tool was a semi-structured and in-depth interview, which was analyzed using open and axial coding. The research community was (university expert professors related to the subject of human resources and green leadership, entrepreneurs and managers of the textile and leather industry in Baghdad), Returning to interviewees and external auditors was used for validation. The results showed that human resource management with a green leadership approach as a comprehensive theme includes 6 themes of effective communication, environmental skills, green organization, sustainable development, green leadership and green motivation with 37 components in the form of basic themes.
Human Resource Management
Davoud Hosseinpour; Farzaneh Aslibeigi; MirAli Seyyed Naghavi; Alireza Koushkie Jahromi
Abstract
The aim of this research is to identify the effective factors on organizational leadership branding with the approach of employee experience management, which led to the design of a model in Iran's automotive research and development centers. This research was done in terms of purpose, application, discovery ...
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The aim of this research is to identify the effective factors on organizational leadership branding with the approach of employee experience management, which led to the design of a model in Iran's automotive research and development centers. This research was done in terms of purpose, application, discovery and qualitative method. To collect information from articles related to the topic and semi-structured interviews with managers of centers and to analyze the data, content analysis method was used. After descriptive and interpretive coding (King and Horrocks's perspective), the basic topics were classified and a proposed leadership branding model based on employee experience management was presented.The findings of the research show that in order to develop the leadership brand, we need to manage the experience of employees in the main system of the organization in the face of external stakeholders, employees and managers.Based on the obtained themes, for the development of the leadership brand, a positive experience should be formed in how to respond to the stakeholders, human resources management and the development of managers.Under these main themes, sub-themes were identified as points of contact between leadership and employee experience.
Organizational Leadership
Fatemehsadat Mir; Seyyed medi alvani; Hamed Dehghanan; mehdi golshani; Zohreh Dehdashti
Abstract
The importance of leadership on the one hand and the plurality of opinions in this field on the other hand increase the need to rethink and conduct research in this regard. The purpose of this exploratory research is to identify gaps in existing leadership theories and to present a new meta-theory to ...
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The importance of leadership on the one hand and the plurality of opinions in this field on the other hand increase the need to rethink and conduct research in this regard. The purpose of this exploratory research is to identify gaps in existing leadership theories and to present a new meta-theory to address these gaps. In this library research, we used meta-theory, which is one of the effective research methods for rethinking science. The statistical community is all the articles that investigated leadership theories. Sampling by judgmental method reached the number of 200 articles until theoretical saturation. In this research, we first categorized leadership theories based on the five paradigms of science and then identified theoretical gaps. Based on the research findings, the gaps in the organization's leadership theories go back to the material ontology that governs them, and the solution is to change the perspective towards the unificationist meta-theory and human knowledge in higher dimensions. We have presented our metatheoretical view based on unificationist theories of physics, because unificationist ontology, emphasizing the multiplicity of dimensions and the unity of forces in existence, considers the truth to be something beyond the material world.
Individual & Organization
Fatemeh Alavi Matin; Abbasli Rastgar; Hasan Abedijafari; Mohsen Shafiei Nikabadi
Abstract
The aim of present study was to combine the results of quantitative researches in the field of employee-organization relationship. In this research, the structure of "employee-organization relationship" was considered as a variable with dimensions of satisfaction, trust, commitment and mutual control. ...
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The aim of present study was to combine the results of quantitative researches in the field of employee-organization relationship. In this research, the structure of "employee-organization relationship" was considered as a variable with dimensions of satisfaction, trust, commitment and mutual control. The statistical population of the research was the studies indexed in the Scopus database in the period of 2014-2023. Using the defined protocol, finally 41 hypotheses from 26 studies were selected for the sample. Data extracted from selected studies were evaluated by meta-analysis method. By identifying the most important antecedents related to this structure, the effect size of each antecedents and their overall effect size were measured. According to research results, the antecedents of "employee-organization relationship" variable are respectively: symmetrical communication, transparent communication, communication satisfaction, empowering leadership, authentic leadership, and dialogic communication with strong effect size; organizational justice, communication authenticity, communication responsiveness, and transformational leadership with medium effect size; and the organization character construct with weak effect size. The overall effect size of all antecedents in the model of fixed effect size and random effect size is: 0.629 and 0.626 respectively, that shows the strong effect of the antecedents identified to create favorable employee-organization relationship in the organization.
Human Resource Management
Mohammad Hakkak
Abstract
Purpose: This research was conducted to design a human resource flexibility model with the fuzzy TISM approach at Lorestan University.Method: The research is based on a practical purpose and in terms of method, it is a mixed quantitative and qualitative research. The data have been analyzed through fuzzy ...
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Purpose: This research was conducted to design a human resource flexibility model with the fuzzy TISM approach at Lorestan University.Method: The research is based on a practical purpose and in terms of method, it is a mixed quantitative and qualitative research. The data have been analyzed through fuzzy total interpretive structural modeling. The statistical population of the research in the qualitative and quantitative part was a group of experts, consisting of professors from the Faculty of Economics and Management of Lorestan University, whose orientation and expertise were in the field of human resources management. The flexibility indicators of human resources were identified through theoretical literature and interviews with 7 experts in this field who were selected as a sample using the purposeful sampling method and based on the theoretical adequacy principle. As a result, 12 indicators were extracted. In the quantitative part of the questionnaire, the sample completed pairwise comparisons of indicators. Then, the interpretive structural modeling method was used in the fuzzy environment to create a connection and sequence between the factors and provide a structural model. Results: The leveling of human resource flexibility indicators was done in thirteen stages, finally forming the human resource flexibility model
Human Resource Management
Nasim Afshar-kaveh; Alireza Koushkie Jahromi; Mir Ali Seyyed Naghavi; saeed zarandi
Abstract
Moonlighting is a widespread and increasingly prevalent phenomenon in today's society, forcing human resources managers to develop new strategies for managing their workforce by deeply understanding this pervasive issue and its causes. Thus, the typology of moonlighting and its causes as well as alignment ...
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Moonlighting is a widespread and increasingly prevalent phenomenon in today's society, forcing human resources managers to develop new strategies for managing their workforce by deeply understanding this pervasive issue and its causes. Thus, the typology of moonlighting and its causes as well as alignment checks were the goals of the current study. In terms of its primary goal, the method utilized to collect qualitative data, and the Meta-synthesis methodology, this study is qualitative. For this purpose, a new configuration of the moonlighting phenomena was provided using the seven step model of Sandlovsky and Barroso. In this study, reliability was evaluated using Holstein's method, while validity was checked using Glynn's checklist. After examining and analyzing the results of the systematic review, four types of moonlighting—compulsory moonlighting, targeted moonlighting, full moonlighting, and hybrid moonlighting—as well as three categories of environmental, occupational, and individual antecedents—were discovered. After placing each type of moonlighting according to the components of the three antecedents, the moonlighting model was established as the cornerstone of organizational studies.
Organizational Leadership
Hadi Rostami pashaei; Ali Rezaeian; Hasan Farsijani
Abstract
In the last decade, world-class leadership as a new approach to improve the competitive advantage of organizations has attracted the attention of many researchers in different fields. Many articles have studied world-class leadership in organizational literature, especially strategic management and human ...
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In the last decade, world-class leadership as a new approach to improve the competitive advantage of organizations has attracted the attention of many researchers in different fields. Many articles have studied world-class leadership in organizational literature, especially strategic management and human resources. But so far, a comprehensive review of conceptual and empirical studies has not been done considering the basic characteristics and patterns of this competence and the factors affecting the effectiveness of global leadership. For this reason, in order to clarify the knowledge of this field - the competence of world-class leaders - its effectiveness and its role as an effective structure in the literature of management and organization, this research has comprehensively reviewed 68 conceptual and experimental studies from 2000 to 2022. It pursues two main goals: identifying different conceptualizations of competence of world-class leaders and factors affecting this concept in the field of management and organization. This descriptive study is a systematic literature review in terms of the implementation method. Identifying the concepts of "world-level leadership behaviors", "world-level leadership duties", "world-level leadership relationships", "world-level leadership style" and "external duties of world-level leadership" along with their dimensions are among the results of this research.
Management of Organizational Development
Maryam Khalilzadeh Salmasi; Payam Hanafizadeh; Soroush Ghazinoori
Abstract
Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what ...
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Digital transformation requires banks to move towards exploring new opportunities in addition to exploiting existing facilities. Therefore, banks seek to create organizational ambidexterity by forming alliances with organizations from different industries. The purpose of this article is to answer what type of alliance banks can form with different actors to lead to organizational ambidexterity. For this purpose, the initial conceptual model was formed by synthesizing the ambidexterity, the industrial similarity and the tie strength theories. Then, the code co-occurrence matrix was extracted from the content analysis of 115 empirical articles of alliance in the banking industry. The co-occurrence matrix was used to customize the conceptual model for banking industry in order to propose the type of alliance of the bank with other actors. The conceptual model shows that any type of alliance, based on industrial similarity of the actors with the banking industry, realizes some factors of exploration and exploitation in the form of trade-offs. Therefore, the decision to determine the appropriate type of alliance should be made according to the priority of exploration and exploitation factors based on industrial similarity of actors.