فصلنامه مطالعات مدیریت (بهبود و تحول)
پیاپی 104 (تابستان 1401)

In psychology and management, psychological ownership is known as an important psychological antecedent for motivation, attitudes, and behaviors of managers at work. The present research aimed to understand the phenomenon of psychological ownership towards management positions among public managers conducted by the phenomenological approach. It was an applied and developmental study in terms of goal, which used semi-structured in-depth interviews for data collection. The statistical population was composed of the managers of public organizations in Ilam province, Iran. The sample was taken by purposive technique and continued until theoretical saturation was achieved. Finally, 20 public organization managers were interviewed. The collected data were analyzed by the thematic method using the content analysis approach. The results revealed one theme, eight categories, and 21 sub-categories. The constituents of the concept of psychological ownership include attachment, continuity, fidelity, accountability, domineering, Identification, autonomy, and self-efficacy belief. Public agencies should take constructive actions to manage this phenomenon.

the researchers used standard questionnaires that had already been approved for their reliability and validity to the study field, ie Ilam Power Distribution Company to distribute and collect the desired meter. Data analysis was performed using structural equation modeling based on the least squares approach using Smart PLS software. The results showed that all the relationships of the drawn path have been confirmed in the conceptual model. Accordingly, perceived organizational support and the support of perceived colleagues have a positive and significant relationship in the occurrence of pioneering behaviors and atmosphere. Also, the relationship atmosphere has a positive and significant effect on the emergence of pioneering behaviors of the company's employees. Finally, perceived organizational support and perceived peer support through the relationship variable have a positive and indirect effect on the emergence of pioneering behaviors. The results of this research will have innovations in the field of reflecting pioneering behaviors in the organization environment and will help managers and employees in understanding and introducing such behaviors and their causes as motivators of pioneering action.

In Enterprise information technologies life cycle in organization, Different factors such as reengineering of processes, shift in regulations, performance improvement could cause periods of change in these Information technologies. The purpose of this study is the investigation of the role of user’s knowledge of these change periods based on their perception of task difficulty. For reaching to this purpose, data of 153 staff of one public bank and it’s for subsidiaries in Tehran is collected. this collection is based on a simple random sampling and is accomplishes by means of questionnaire. This study is an applied research which correlate between variables and use structural equation modeling for evaluation of cause and effects. Results by aide of SmartPLS3 software, showed that “command based knowledge”, “tool procedural knowledge” and “business procedural knowledge” affect user’s evaluation of task difficulties. It is also concluded that user’s with more technology experience evaluate tasks less difficult.

In many organizational interactions,the employee and the organization have different understandings of the obligations of each party and how to fulfill their obligations.Divergence of these perceptions can lead to misunderstandings,conflicts and even breaches of contract.The main purpose of this study is to "provide a framework for stabilizing the employee-organization relationship,studied:Snapp".This research is applied-developmental in terms of purpose and mixed method in terms of approach and descriptive-survey in terms of data collection method.The statistical population used in this study were Snapp managers and experts in middle and senior levels and the sample size was 15 Snapp organizational experts.To select these people,targeted sampling and snowball sampling methods were used.In this study,interpretive structural modeling(ISM) and MICMAC analysis were used to identify the criteria and explore the relationships between them,After studying the literature and conducting in-depth semi-structured interviews with the sample size.Findings of the study showed the extraction of six components "employee characteristics,cultural characteristics,structural factors, governance model, policy rationality and environmental context" in a four-level ISM graph. Environmental contexts and policy rationality were identified as the most effective components and employee characteristics as the most impressive component in stabilizing the relationship between the employee and the organization.

The phenomenon of communication apprehension is a behavioral pattern that persuades people to tend to communicate with anxiety and it is along with a constant feeling of fear and tension about an action or perception of a social event which leads to destructive professional and organizational results. The purpose of this study is to identify the incidents and consequences of communication apprehension phenomenon. The research strategy, was empirical phenomenology and its participants are the staff of Imam Khomeini Relief Committee in Fars province who were selected using purposeful sampling method. Qualitative data was collected through semi-structured interviews with open-ended questions from 21 individuals to theoretical saturation stage and was analyzed by the approach of Diekelmann et al (1989) and NVIVO 12 software. The results indicate the existence of six factors (personal characteristics, managers’ characteristics, job factors, environmental factors, and organizational and family factors) as the incidents for the occurrence of communication apprehension that has individual and organizational behavioral destructive factors.

The purpose of this study is to design the model of organizational metamorphosis so that organizations Could have a model for adaptation in the environment of frequent and drastic changes in the environment. Due to its nature, the environment of ICT industry has frequent and very drastic changes. In this regard, the conceptual literature related to the research topic has been reviewed and then after holding interviews with ICT industry experts who worked in field of strategy, the components affecting organizational metamorphosis were identified.16 semi-structured interviews were conducted and the model has reached theoretical saturation. Using the accompanying researcher method and also examining the internal agreement index conducted by two experts and obtaining 72% and 76% internal agreement points, the organizational metamorphosis model was drafted. In turbulent environments with rapid and drastic changes, organizations need a model beyond strategic planning and must change their internal structures or even return to their previous configurations.