Articles
مشاوره شغلی و سازمانی (20081626)(4)pp. 127-152
Aim: Human resource management can create a better working life for employees to develop a happy organizational environment. To achieve this goal, it is necessary to discover and understand the mechanism of positive emotions in the workplace. In this regard, this study aimed to investigate the humor model of employees in the workplace in Parsian Gas Refining Company. Methods: This research was conducted for applied-developmental purposes using a qualitative approach and the theory of data basis. Semi-structured interviews were conducted with 15 college experts and managers of Parsian Gas Refining Company to determine the components of the humor model in the workplace using a purposive sampling method, observing the saturation rule. In the quantitative part, a researcher-made questionnaire was used based on the qualitative aspect of the research to evaluate the suitability of the developed conceptual model. The validity of the questionnaire was calculated using the content validity ratio, and its reliability was evaluated by comparing the reliability of the two coders. Results: The analysis of the interviews led to the extraction of 51 concepts, which were classified into six categories: causal factors, central phenomena, contextual factors, intervening factors, strategies, and consequences. Conclusions: Mental and physical rest of workers is essential in today's work environment. One of the most effective means to achieve this goal and create a pleasant work environment is humor in the workplace. The results of this study could help managers identify strategies to promote or prevent the occurrence of such behaviors.
International Journal of Business Innovation and Research (17510252)33(2)pp. 215-235
The current study aimed to design the leadership model for knowledge-oriented enterprises in Isfahan province via the mixed-research methodology and the use of the grounded theory in qualitative section. To this end, a group of primary themes was collected during a coding process and some categories were extracted besides performing open interviews with 17 senior managers of knowledge-based enterprises and academic experts. Then, the link between these categories was explained in the form of causal conditions, axial phenomenon, underlying conditions, intervening conditions, and strategies and consequences in the framework of coding paradigm and a theory was created. In the quantitative section, the governing relations and benefits of all major factors of the proposed qualitative model were evaluated and confirmed via structural equation modelling by means of AMOS software. © 2024 Inderscience Enterprises Ltd.. All rights reserved.
International Journal of Procurement Management (17538432)16(4)pp. 478-498
One of the effective components of organisational health is cheerful spirit, and positive emotional relationship that is emerged as confidence, trust, empathy, and friendship among the employees. Humour in the workplace is one type of humorous relationship that can lead to such relationships that decreases inter-organisational conflicts and enhances job motivation. Therefore, it is important to explore humour’s relationship with organisational health. This study aims to explore the relationship between humour in the workplace and organisational health. It is applicable from the objective aspect and descriptive field from the methodological aspect. The hypotheses were analysed using a correlational method in a specific time interval. The statistical population included employees of Isfahan Steel Company. Simple random sampling was employed and the research sample was determined to equal to 250 persons according to Morgan’s table. The results indicate that there is an acceptable level of relationship between humour in the workplace and organisational health. Among the dimensions of humour, affiliative humour and aggressive humour have the highest relationship with organisational health, respectively. Copyright © 2023 Inderscience Enterprises Ltd.
Management Decision (00251747)60(5)pp. 1257-1295
Purpose: Even the smartest organizations believe that “good enough is never good enough.” Highly intelligent people may be able to do important things individually; still, it is their accumulated brainpower that allows them to do great things. Collective intelligence means when a group of people do things that seem intelligent. On the other hand, when intelligent people are gathered or hired in an organization, they tend toward collective stupidity and slow-wittedness. Therefore, the purpose of the present study is to develop a model of the factors affecting and affected by collective stupidity. Design/methodology/approach: This study was conducted using a mixed-method approach and in two phases: qualitative and quantitative. First, in the qualitative phase and in order to achieve new findings, semi-structured interviews with experts from 12 knowledge-based companies were used to design a conceptual model and formulate the hypotheses. At the end of the qualitative phase, the conceptual model and relationships between variables were drawn. Then, in the quantitative phase, by running structural equation modeling, the antecedents and consequences of collective stupidity derived from the qualitative phase findings were analyzed and the research hypotheses were tested in 110 industrial knowledge-based companies. Findings: The results of the qualitative phase revealed that individual, group and organizational factors were the antecedents of collective stupidity, with individual factors having three dimensions, collective ones including two dimensions and organizational ones focusing on the characteristics of managers/companies. It was also found that collective stupidity had individual consequences in three dimensions and organizational consequences in five dimensions; and one-sidedness, non-strategic thinking, organizational injustice and weakness in the management of key personnel were extracted as mediators. The results of the quantitative phase confirmed the research model and showed that individual factors and organizational consequences had the lowest (0.037) and highest (1.084) effect sizes on collective stupidity, respectively. Research limitations/implications: The study of the phenomenon in a particular context and the difficulty of generalizing the findings to other situations, the small size of the study population due to the disproportionate number of experts to the total staff in the qualitative phase, and the limited participation of experts due to the negative nature of the issue in the quantitative phase. Taking advantage of the diversity of experts' mental abilities through equipping the organization with tools for recognizing collective stupidity, improving collective decision-making, enhancing the efficiency of think tanks and organizational prosperity in the age of knowledge economy, preventing damage to the body of knowledge of the company and reducing social loafing can be the main operational implications of this study. Originality/value: Using a mixed-method approach for analyzing the antecedents and consequences of collective stupidity in this study and examining such a phenomenon in a knowledge-based organizational context and its implementation in a developing country can be among the innovations of the present research. By following a few studies conducted in this field in addition to the organizational pathology of the phenomenon using a fundamental method, this study obtained deep results on how to make the maximum use of experts’ capacities. This was to the extent that in all of the three sections, i.e. the antecedents and consequences of collective stupidity, a new factor emerged. © 2021, Emerald Publishing Limited.