پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 49 |
| تعداد شمارهها | 1,317 |
| تعداد مقالات | 11,384 |
| تعداد مشاهده مقاله | 24,319,757 |
| تعداد دریافت فایل اصل مقاله | 16,254,618 |
آسیبشناسی پدیده کبوتران حرم در سازمانهای صنعتی شبهدولتی: مطالعه موردی شرکت فولاد مبارکه اصفهان | ||
| مدیریت سیاسی | ||
| دوره 1، شماره 1، شهریور 1405، صفحه 77-95 اصل مقاله (735.48 K) | ||
| نوع مقاله: مقاله پژوهشی | ||
| نویسندگان | ||
| مهدی محمدی* 1؛ حسن ادیب2 | ||
| 1استادیار گروه مدیریت، دانشگاه پیام نور، تهران، ایران. | ||
| 2کارشناسی ارشد، گروه مدیریت دولتی، دانشگاه پیام نور، واحد شاهین شهر، اصفهان، ایران. | ||
| چکیده | ||
| در دنیای امروز، سازمانها با چالشهای پیچیده مدیریتی، فرهنگی و رفتاری روبرو هستند. بررسی الگوهای رفتاری و فرهنگی کارکنان، جایگاه مهمی در مطالعات مدیریتی یافته است. یکی از دغدغههای کلیدی مدیریت دولتی و سازمانهای بزرگ، شناسایی آسیبهای پنهان در ساختار اداری است که رشد، نوآوری و کارایی سازمانی را تهدید میکند. پدیده «کبوتران حرم» بهعنوان مفهومی بومی و استعاری در فرهنگ سازمانی ایران، به روابط حمایتی خاص و رفتارهای نمایشی اشاره دارد که افراد بدون خلق ارزش واقعی، صرفاً از طریق نزدیکی به مراکز قدرت، موقعیت خود را حفظ میکنند. آسیبشناسی این پدیده، شناسایی ابعاد آسیبزا، موانع تداوم و پیامدهای آن در شرکت فولاد مبارکه اصفهان بود.روش پژوهش ترکیبی (اکتشافی-متوالی) بود. در فاز کیفی، مصاحبههای نیمهساختاریافته با مدیران، کارشناسان و خبرگان کلیدی سازمان انجام شد. در فاز کمی، پرسشنامهای مبتنی بر یافتههای کیفی طراحی و بر روی نمونه گستردهای از کارکنان توزیع گردید و دادهها با مدلسازی معادلات ساختاری تحلیل شدند. یافته ها نشان داد پدیده کبوتران حرم، چرخهای آسیبزای سازمانی است که از چهار مؤلفه اصلی تشکیل شده است: روابط خاص حمایتی (خویشاوندی، همشهری، همرزمی و روابط غیررسمی)، رفتارهای نمایشی و محافظهکارانه، اولویت وفاداری ظاهری بر شایستگی و عملکرد واقعی، و عادیسازی تبعیض و روابط غیررسمی. این چرخه به دلیل موانعی مانند ضعف نظارت و شفافیت، فرهنگ رابطهمحور، ساختار بسته منابع انسانی، نظام ارزیابی ناعادلانه و فشارهای خارجی (سیاسی و جناحی) تداوم مییابد. این پژوهش، اولین مطالعه موردی ترکیبی بر این استعاره در یک سازمان صنعتی بزرگ شبهدولتی ایران است و پیشنهادهای عملی برای شکستن این چرخه ارائه میدهد. | ||
| کلیدواژهها | ||
| پدیده کبوتران حرم؛ روابط خاص حمایتی؛ شایستهسالاری؛ فرهنگ سازمانی؛ شبکههای غیررسمی؛ فرار استعدادها | ||
| عنوان مقاله [English] | ||
| Pathology of the Shrine Pigeon Phenomenon in Semi-Governmental Industrial Organizations: A Case Study of Isfahan Mobarakeh Steel Company | ||
| نویسندگان [English] | ||
| Mehdi Mohammadi1؛ Hassan Adib2 | ||
| 1Assistant Professor of Management, Payame Noor University, Tehran, Iran. | ||
| 2MSc, Department of Public Administration, Payam Noor University, Shahin Shahr Branch, Isfahan, Iran | ||
| چکیده [English] | ||
| A) Introduction: n the contemporary organizational landscape, particularly within large and complex public and quasi-governmental sectors, managers face a wide spectrum of multifaceted challenges that span administrative structures, cultural norms, and behavioral patterns. The systematic examination of employees’ behavioral and cultural dynamics has become an increasingly critical domain in management and organizational behavior research. Among the most persistent yet under-examined concerns in public administration and large-scale industrial organizations is the presence of latent dysfunctions embedded within managerial and administrative systems. These hidden pathologies gradually erode organizational growth, suppress innovation, undermine operational efficiency, and threaten long-term sustainability and competitive advantage. One of the most culturally distinctive manifestations of such dysfunction in the Iranian organizational context is the phenomenon known as “Shrine Pigeons” (Kaboutaran-e Haram). This native metaphorical concept, deeply rooted in Iranian organizational culture and collective discourse, describes a pattern of specific supportive relationships and performative behaviors through which certain individuals maintain, protect, or advance their organizational positions without generating genuine value or measurable contribution. Rather than relying on merit, competence, expertise, or actual performance, these individuals secure their status primarily through proximity to centers of power, informal networks, strategic displays of loyalty, and impression-management tactics. In large quasi-governmental industrial organizations such as Mobarakeh Steel Company of Isfahan—a strategically vital entity in Iran’s industrial and economic landscape—this phenomenon can exert profound negative effects on meritocracy, employee motivation, organizational trust, innovation capacity, and overall performance. Despite its apparent prevalence and cultural embeddedness, systematic empirical research addressing this culturally specific organizational dysfunction remains scarce, creating a significant gap in both domestic and international management literature. B) Objective: The primary objective of the present study was to conduct a comprehensive pathology of the “Shrine Pigeons” phenomenon within Mobarakeh Steel Company of Isfahan. More specifically, the research sought to identify the harmful dimensions and constitutive components of this phenomenon, uncover the key structural, cultural, and environmental obstacles that enable and sustain its continuity, and examine its multi-level consequences on both individual employees and the organization as a whole. In addition, the study aimed to develop practical, contextually grounded recommendations capable of disrupting this detrimental cycle and fostering a healthier organizational environment based on transparency, accountability, and genuine meritocracy. C) Method: This research employed a sequential exploratory mixed-methods design, which is particularly suitable for investigating under-theorized and culturally embedded organizational phenomena. In the qualitative phase, semi-structured in-depth interviews were conducted with 15 senior managers, mid-level experts, and key organizational informants. Participants were selected through a combination of purposive and snowball sampling strategies and interviews continued until conceptual saturation was achieved (saturation reached at the thirteenth interview, with two additional interviews conducted for confirmation). The qualitative data were systematically analyzed using thematic analysis supported by Attride-Stirling’s thematic network approach and managed through MAXQDA 2020 software. This process enabled the extraction of core dimensions, underlying mechanisms, barriers to change, and multi-level consequences. Building directly upon the qualitative findings, the quantitative phase involved the design of a researcher-made questionnaire. Initially, between two and four items were generated for each of the 16 extracted themes, resulting in a pool of 48 items. After rigorous content validity assessment by seven experts in management and organizational behavior (CVR > 0.79, CVI > 0.80), pilot testing on 40 respondents, and item reduction based on factor loadings and conceptual clarity, ,the final instrument consisted of 16 items—one strongest and most representative item per theme—measured on a six-point Likert scale. The constructs of “Challenges,” “Shrine Pigeons Phenomenon,” and “Consequences” were modeled as reflective. Cronbach’s alpha coefficients ranged from 0.779 to 0.847, while composite reliability (CR) values exceede0.85 for all major constructs. The questionnaire was administered to a stratified random sample of 385 employees across different organizational levels and units. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS, with 5000 bootstrap subsamples. Model evaluation included assessment of factor loadings, average variance extracted (AVE), Fornell-Larcker criterion, Heterotrait-Monotrait ratio (HTMT), variance inflation factors (VIF), R², Q², SRMR, and complementary predictive measures. D) Findings: The integrated qualitative and quantitative results demonstrated that the “Shrine Pigeons” phenomenon constitutes a self-reinforcing and harmful organizational cycle composed of four interrelated components: (1) specific supportive relationships encompassing kinship ties, hometown affiliations, comradeship from shared service backgrounds, and other informal networks; (2) demonstrative and conservative behaviors oriented toward visibility, impression management, and risk avoidance rather than substantive contribution; (3) the prioritization of apparent loyalty and personal allegiance over actual competence, expertise, and performance outcomes; and (4) the progressive normalization of discrimination and informal relations, whereby previously exceptional or questionable practices gradually become accepted as ordinary organizational reality. This cycle is sustained by a constellation of structural and cultural barriers, including weak independent monitoring and insufficient transparency in decision-making processes, a deeply entrenched relationship-oriented culture that places high value on personal loyalty, a relatively closed human-resource structure characterized by limited managerial rotation, an evaluation and incentive system that remains largely subjective and unfair, and external socio-political pressures arising from political, provincial, and factional influences. Consequences of the phenomenon appear at two distinct yet interconnected levels. At the individual level, employees experience decreased organizational trust, reduced intrinsic work motivation and job satisfaction, elevated emotional exhaustion, and increased intention to leave the organization (talent drain). At the organizational level, the effects include declined operational efficiency and productivity, diminished innovation and creativity, weakened inter-departmental cohesion and collaboration, and elevated hidden costs associated with waste, project delays, rework, and suboptimal decision-making. Among these outcomes, talent drain and the decline in operational productivity emerged as the most critical, both of which directly threaten the organization’s competitive advantage and long-term sustainability in a demanding industrial environment. Structural model results, fully consistent with the Fornell-Larcker matrix, showed significant paths from Challenges to the Phenomenon (β = 0.713) and from the Phenomenon to Consequences (β = 0.752), with satisfactory explanatory and predictive power. E) Conclusion: This study constitutes the first comprehensive mixed-methods case investigation of the “Shrine Pigeons” metaphor within a major Iranian quasi-governmental industrial organization. By combining the interpretive depth of qualitative inquiry with the statistical rigor of quantitative modeling, the research offers a robust theoretical and empirical account of a culturally specific form of organizational dysfunction. The findings underscore the urgent need for simultaneous structural and cultural interventions capable of interrupting the vicious cycle. Practical recommendations derived from the data focus on enhancing mandatory transparency in human-resource processes, establishing genuinely independent oversight mechanisms, redesigning performance evaluation and reward systems toward objective and multi-source criteria, implementing mandatory managerial rotation in sensitive positions, and instituting continuous monitoring through early-warning indicators related to justice perceptions and talent retention. Collectively, these measures can contribute to the gradual cultivation of a healthier organizational culture grounded in justice, competence, accountability, and genuine meritocracy. Future research is encouraged to test and refine the proposed framework across other industrial sectors, organizational types, and comparative cultural contexts, thereby advancing both theoretical understanding and practical solutions for similar relationship-oriented pathologies in organizational life. | ||
| کلیدواژهها [English] | ||
| Shrine Pigeons Phenomenon, Favoritism, Meritocracy, Organizational Culture, Informal Networks, Talent Drain | ||
| مراجع | ||
|
| ||
|
آمار تعداد مشاهده مقاله: 1 |
||