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طراحی مدل علل بدشانس پنداری سازمانی در سازمان‌های دولتی | ||
| مدیریت سازمان‌های دولتی | ||
| مقاله 3، دوره 14، شماره 4 (پیاپی 56)، مهر 1405، صفحه 35-54 اصل مقاله (916.37 K) | ||
| نوع مقاله: اکتشافی | ||
| شناسه دیجیتال (DOI): 10.30473/ipom.2026.76988.5297 | ||
| نویسندگان | ||
| جهان عبدی1؛ اردشیر شیری* 2 | ||
| 1استادیار، گروه مدیریت، مؤسسه آموزش عالی باختر (دانشگاه باختر ایلام)، ایلام، ایران. | ||
| 2دانشیار، گروه مدیریت، دانشگاه ایلام، ایلام، ایران | ||
| چکیده | ||
| بدشانس‌پنداری سازمانی به‌عنوان یکی از نگرش‌های منفی نوظهور در سازمان‌های دولتی، می‌تواند پیامدهای قابل‌توجهی بر انگیزش، تعهد و عملکرد کارکنان داشته باشد. هدف این پژوهش شناسایی و تبیین ابعاد و عوامل شکل‌دهنده بدشانس‌پنداری سازمانی در سازمان‌های دولتی با رویکرد کیفی است. مطالعه به روش تحلیل تم و از طریق ۱۵ مصاحبه عمیق نیمه ساختاریافته با مدیران و کارکنان انجام شد. در مرحله کدگذاری اولیه، ۳۵ مفهوم استخراج شد که پس از پالایش و ادغام، ۲۱ مفهوم نهایی در قالب ۱۱ تم فرعی و ۶ تم اصلی شامل عوامل فرهنگی و سازمانی، شناختی و ذهنی، عملکردی، حمایتی و مدیریتی، روانی و هیجانی و سیاسی و روابط سازمانی دسته‌بندی شدند. برای اطمینان از روایی و پایایی داده‌ها، از روش‌های اشباع نظری و مقایسه مداوم استفاده شد و ضریب توافق دو کدگذار بالاتر از 7/0 بود. یافته‌ها نشان داد که فرهنگ‌سازمانی منفی، نسبت دادن ناکامی‌ها به عوامل بیرونی، عدم اطمینان نسبت به آینده، احساس ناتوانی در کنترل شرایط و یادگیری ناکافی از شکست‌ها، پیامدهای عملکردی ضعیف، حمایت ناکافی از کارکنان و نقش مدیران زمینه‌ساز شکل‌گیری بدشانس‌پنداری سازمانی هستند. علاوه‌بر این، تأثیر نگرش‌های فردی و الگوهای روانی و هیجانی نیز در تثبیت نگرش‌های منفی مؤثر است و تأثیر رفتارهای سیاسی و نقش نمایندگان و استانداران این نگرش را تشدید می‌کند، به‌گونه‌ای که موفقیت و ناکامی کارکنان بیش از شایستگی، ناشی از شانس و روابط سیاسی تلقی می‌شود. بر اساس یافته‌ها، الگویی مفهومی ارائه شد که می‌تواند مبنایی برای طراحی مداخلات مدیریتی و سیاست‌گذاری‌های اصلاحی در سازمان‌های دولتی به‌منظور کاهش نگرش‌های منفی و ارتقای عملکرد سازمانی باشد. | ||
| کلیدواژه‌ها | ||
| بدشانس‌پنداری سازمانی؛ رفتار سازمانی؛ تحلیل تم؛ سازمان‌های دولتی؛ استان ایلام | ||
| عنوان مقاله [English] | ||
| Determining the Dimensions and Formative Factors of Organizational Bad Luck in Government Organizations: A Thematic Analysis Approach | ||
| نویسندگان [English] | ||
| jahan abdi1؛ Ardashir Shiri2 | ||
| 1Assistant Professor, Department of Management, Bakhtar Higher Institution of Education, Ilam, Iran. | ||
| 2Associate Professor, Department of Management, Ilam University, Ilam, Iran. | ||
| چکیده [English] | ||
| Introduction Organizational outcomes are not determined solely by structural, managerial, and environmental factors; they are also influenced by managers' subjective interpretations of uncertainty, random events, and attributional beliefs. Among these beliefs, organizational bad luck represents a collective perception through which organizational failures are attributed to uncontrollable external forces rather than managerial competence or organizational capabilities. Although Attribution Theory, Locus of Control Theory, and Learned Helplessness Theory provide partial explanations for attributional behavior, organizational bad luck has rarely been conceptualized as an independent organizational phenomenon, particularly within the context of public administration. Existing studies have primarily focused on individual-level beliefs about luck, while little attention has been devoted to understanding how such beliefs become institutionalized within organizations through cultural, managerial, structural, psychological, and political mechanisms. Addressing this theoretical gap, the present study aims to identify the dimensions and formative factors of organizational bad luck in Iranian government organizations and to develop an indigenous conceptual model explaining its emergence and persistence. Methodology This study adopted an applied qualitative research design using thematic analysis. Data were collected through fifteen semi-structured, in-depth interviews with university faculty members specializing in organizational behavior and public administration, senior and middle managers of government organizations, and experienced public administration consultants in Ilam Province. Participants were selected using purposive snowball sampling until theoretical saturation was achieved. Interview questions focused on the conceptualization, causes, dimensions, and organizational consequences of organizational bad luck. Data analysis followed Braun and Clarke's thematic analysis procedure, including familiarization with the data, initial coding, theme generation, theme review, and theme definition. Constant comparative analysis was employed throughout the coding process. To ensure methodological rigor, member checking, peer review, parallel coding by independent researchers, Holsti's inter-coder agreement coefficient, and content validity assessments using CVR and CVI were conducted. Findings The thematic analysis initially generated thirty-five concepts, which were refined into twenty-one final concepts after eliminating overlaps and redundancies. These concepts were subsequently organized into eleven sub-themes and six overarching themes describing the multidimensional nature of organizational bad luck. The identified dimensions included: (1) cultural and organizational factors, characterized by negative organizational culture, managerial instability, and system blaming; (2) cognitive factors, including external attribution of failure, uncertainty about the future, and reduced perceived control; (3) functional factors reflected in poor organizational performance, weak innovation, and low decision quality; (4) supportive and managerial factors involving inadequate organizational support and ineffective leadership; (5) psychological factors encompassing pessimism, external locus of control, emotional distress, and reduced resilience; and (6) political factors associated with political interference, weakened meritocracy, and the influence of governors and parliamentary representatives on organizational decisions. The findings demonstrate that organizational bad luck emerges through the interaction of these six dimensions rather than from individual beliefs alone. Reliability and validity analyses confirmed the robustness of the coding process, with Holsti's coefficients ranging from 0.74 to 0.82 and all CVR and CVI values exceeding accepted thresholds. Discussion and Conclusion The findings indicate that organizational bad luck constitutes a multidimensional organizational phenomenon rooted in the interaction of cultural, cognitive, managerial, psychological, functional, and political factors rather than an individual cognitive bias. The study extends existing attributional and organizational behavior theories by conceptualizing organizational bad luck as an independent organizational construct shaped by institutional and contextual conditions. Unlike previous research focusing primarily on individual perceptions of luck, this study demonstrates that political interventions, organizational injustice, managerial instability, and dysfunctional organizational culture collectively reinforce fatalistic beliefs and weaken organizational learning, innovation, accountability, and performance. The proposed conceptual model contributes to public administration literature by providing a context-specific framework for understanding organizational bad luck in government organizations. From a practical perspective, the findings suggest that strengthening meritocracy, improving organizational justice, promoting supportive leadership, reducing political interference, and fostering learning-oriented organizational cultures can mitigate fatalistic organizational beliefs and facilitate the transition from organizational helplessness toward organizational responsibility, resilience, and continuous learning. | ||
| کلیدواژه‌ها [English] | ||
| Organizational Bad Luck, Organizational Behavior, Theme Analysis, Government Organizations, Ilam Province Government Organizations | ||
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