فصلنامه مطالعات رفتار سازمانی
سال پنجم شماره 2 (پیاپی 18، تابستان 1395)

Maintaining and improving the level of administrative health are among the most important concerns of leaders and managers in today’s organizations and this is not possible except by identifying factors which affect administrative health and the role of each of those factors. Therefore, the impact of happiness on administrative health with the mediating effect of quality of work life has been considered in this study. This study is an applied one and it is a descriptive, non-pilot and field study in terms of data collection method. The research model is measured through a sample 374 employees of Mellat Bank in Tehran and using simple random sampling. The necessary information was collected through questionnaires, which their validity was tested and then analyzed by using SPSS and Lisrel software and applying the mean test, Friedman test, Structural Equation Modeling and the confirmatory factor analysis. The research findings indicate that there are significant relationships between happiness, administrative health and quality of work life. Therefore, the research hypothesis was confirmed expressing that happiness has a positive and significant effect on administrative health with the mediating effect of quality of work life.

Because family business relationships go well beyond the workplace, issues of trust among family members in business together are critical. Trust causes special relationship development within organizations that these relationships are effecting on organizational performance. Family businesses as organizations develop trust and these special relationships better and faster than other types of businesses. This article considering theories in this field and investigates its mechanism. The research uses survey methods. Research census is family firms in Soleyman Sabahi Industrial City Town. According to poll, all active family firms were interviewed. 3 laborer questionnaires and 1 firm owner questionnaire were distributed in each firm. Totally, 163 family firms were investigated. Structural model and measurement model were analyzed by AMOS software. The research results rate of firm performance explanation in family firms is 51 percent. Measures of goodness of fit confirm consistency between observed values and the values expected under the model in question.

In today’s competitive world, innovation is necessary not only for development of organizations but also for their survival. Today’s organizations need rapid and ongoing innovations of their products, services, technologies, and processes, and organizations which cannot supply innovative products and services continuously will be doomed to failure. Universities as one of the most basic social institutions are no exception and innovative behavior of organizations’ managers and staff has a crucial effect in their success. The purpose of this study is to investigate the effect of emotional intelligence on innovative behavior of managers, considering the mediating role of rational and intuitive decision-making styles. To achieve this goal, a sample of managers of one of the country’s universities was selected and surveyed. Population of the study consists of 107 staff managers of faculties and institutions of this university. Data were analyzed by structural equation modeling with partial least squares approach. The results show that emotional intelligence has a positive and significant effect on managers’ innovative behaviors and also has an effect on their intuitive decision-making style, but it does not effect on their innovative behaviors through rational and intuitive decision-making styles.

This paper aims to design and explain desirable model of Islamic organizational culture to deal with administrative corruption in organizations. In this paper, first dimensions, components and indicators of Islamic culture were identified according to religious teachings, value concepts and related scientific theories, then they were tested in order to measure the validity of the model. The research method is Mixed (consists of qualitative-quantitative studies) with sequential exploratory approach. In the first part, descriptive-analytical method (documentary-library) and meta-analysis and in the second part limited field-survey method were used. This research is descriptive in terms of purpose and applied in terms of results and qualitative in terms of data type. By studying numerous resources and researches in this field, four types of cultures and 30 cultural indicators were identified which were presented in a conceptual model format based on the desired model of Islamic organizational culture to deal with administrative corruption in organizations.

Organizational silence reduces the effectiveness of decision-making and the processes of change in organizations by limiting employees’ remarks and this is the issue which many organizations are complaining. This study aims to provide a better understanding of the factors affecting organizational silence and the relationship between them. First, the factors were identified through a comprehensive review of the literature and interviews with experts and were classified in three categories: organizational characteristics, personnel characteristics and management characteristics. Multiple pairwise comparisons were performed to determine the weights and priorities of factors (Fuzzy AHP). Then, the obtained weights were used to create fuzzy rules base. The designed fuzzy if-then rules, make it possible to analyze and compare pairs of different factors in creating and developing silence in the organization in the form of 3D plots (Fuzzy Surfaces). The findings show that the main factor which create silence in the organization is management characteristics. Based on analysis of Fuzzy Surfaces, manager's personality and management style are the most important aspects of management characteristics that reinforce each other in silence expansion in the organization. However, the role of non-effective reward system and lack of communication opportunities is almost negligible in creating organizational silence. But if these variables are associated with high levels of other factors, they can contribute to expansion of silence. The designed fuzzy expert system can be used as a tool to assess and predict the level of silence in the organization.

Organizational integrity much attention has been in recent years as a mechanism for control and prevention of corruption.
Organizational integrity has been highly regarded as a mechanism for controlling and preventing administrative corruption in recent years. The aim of this study is to investigate the relationship between organizational social capital and organizational integrity in two dimensions of transparency and accountability. In this study, organizational social capital was measured with three relational, structural ad cognitive components. The research is applied one. The research method is surveying and data collection tool is the questionnaire. The population of this study is 1070 employees of National Iranian Gas Company. 204 employees were selected according to Cochran formula and through random stratified sampling. Data extracted from this sample was analyzed using SPSS software and Pearson correlation test, regression analysis, and path analysis. The research findings show moderate to high correlation of social capital and organizational integrity. The average of organizational integrity was estimated at a moderate level. Common objectives, expectations, cooperation, intimacy, commitment and relationship type are among affective components in regression analysis. Overall, half (50 percent) of organizational integrity changes are explained by the measured components of organizational social capital in this study.
The aim of this study is to investigate the relationship between organizational social capital with organizational integrity emphasis on transparency and accountability. Organizational social capital investigates with three components of relational, structural ad cognitive.
The research method employed in this study, based on survey and data collection tool, was a questionnaire. The population of this study consisted of National Iranian Gas Company with 1070 employees that 204 employees randomly with stratified sampling were chosen. Data extracted from the sample using spss software and Pearson correlation test, regression analysis, and path analysis have analyzed. Our Findings show that the correlation coefficients of social capital showed a significantly positive affection on organizational integrity. The mean of organizational integrity in this study is on average. The findings of regression also show that common objective, expectations, cooperation, intimacy and commitment from dimension of organizational social capital has a significant effect on organizational integrity. The regression results show 50% variation in organizational integrity can be explained by organizational social capital.

Considering the conflict between two categories of deviant behaviors and the employees’ well-being, appropriate individual, group, leadership and organizational factors should be identified to control them. In this line, some investigations have been already carried out separately to identify effective factors in showing deviant behaviors and providing the employees’ well-being at work. However, the present study aims to examine direct and indirect impacts of authentic leadership on the employees’ well-being and deviant behaviors through psychological capital. It is performed on a sample consisting 136 employees of Natanz Municipality using simple random sampling method. The investigation is a correlational research and the instrument used to collect data is questionnaire. To analyze the data so collected, the structural equation modeling method is used by Lisrel 8.8 software. The results show that exogenous variable (authentic leadership) can affect all endogenous variables (deviant behaviors, psychological capital and the employees’ well-being) significantly. On the other hand, the psychological capital has a positively significant impact on the employees’ well-being, while it cannot have a negatively significant effect on the deviant behaviors.