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طراحی و تبیین مدل مدیریت کج‌رفتاری مالی مدیران در سازمان‌های دولتی ایران (مورد مطالعه: مدیران سازمان‌های دولتی استان سیستان و بلوچستان) | ||
| اندیشه مدیریت راهبردی (اندیشه مدیریت) | ||
| مقاله 5، دوره 13، شماره 1، فروردین 1398، صفحه 139-164 اصل مقاله (479.7 K) | ||
| نوع مقاله: مقاله علمی-پژوهشی | ||
| شناسه دیجیتال (DOI): 10.30497/smt.2019.2554 | ||
| نویسندگان | ||
| ثریا پیری1؛ محمد موسوی* 2 | ||
| 1دانشجوی دکتری، گروه مدیریت دولتی، دانشگاه پیام نور، تهران. ایران | ||
| 2دانشیار گروه مدیریت دولتی، دانشگاه پیام نور، تهران، ایران. (نویسندۀ مسئول) | ||
| چکیده | ||
| این پژوهش کیفی با هدف مدیریت کج‌رفتاری مالی مدیران در دستگاه‌های دولتی ایران با استفاده از طرح نظام‌مند نظریۀ داده‌بنیاد انجام شده است؛ به این منظور، ضمن انجام مصاحبۀ نیمه‌ساختاریافته با بیست نفر از خبرگان، مدیران، کارشناسان دانشگاهی و دستگاه‌های دولتی، به‌عنوان نمونه، مجموعه‌ای از مضامین اولیه طی فرایند کدگذاری باز گردآوری شد و از دل آن‌ها مقوله‌هایی بیرون آمد؛ سپس در مرحلۀ کدگذاری محوری، پیوند میان این مقوله‌ها ذیل عناوین شرایط علّی، پدیدۀ محوری، راهبردهای کنش و کنش متقابل، بستر، شرایط مداخله‌گر و پیامدهای مدیریت کج‌رفتاری در قالب پارادایم کدگذاری تعیین شد. در ادامه و در مرحلۀ کدگذاری انتخابی، یکایک اجزای پارادایم کدگذاری تشریح شده، سیر داستان ترسیم و نظریه خلق شد؛ سرانجام گزاره‌های حکمی و فرضیه‌های راهبردی پژوهش تدوین شد. نتایج نشان داد که معنابخشی کج‌رفتاری، به‌عنوان پدیدۀ محوری ناشی از عوامل فردی، سازمانی و عوامل فراسازمانی در ذهن مدیران شکل می‌گیرد. عوامل زمینه‌ای (مدیریت منابع) نیز به‌عنوان عوامل محرک کج‌رفتاری مالی مدیران و عوامل مداخله‌گر مدیریتی به‌عنوان عوامل کنترلی و بازدارندۀ کج‌رفتاری مالی مدیران شناسایی شد. مدیران در کنش و واکنش خود به عوامل مؤثر محرک و بازدارنده و تحت‌تأثیر معنابخشی ذهنی خود، دو دسته راهبرد اتخاذ می‌کنند: راهبرد سازنده و راهبرد مخرب. راهبردهای سازنده، پیامدهای مثبت (سازمانی و فراسازمانی) در پی دارد و راهبردهای مخرب پیامدهای منفی (سازمانی و فراسازمانی) به دنبال خواهد داشت. | ||
| کلیدواژه‌ها | ||
| مدیریت کج‌رفتاری؛ کج‌رفتاری مالی مدیران؛ کج‌رفتاری شناختی؛ معنابخشی کج‌رفتاری؛ داده‌بنیاد | ||
| عنوان مقاله [English] | ||
| Exploring a Management Pattern for the Managers’ Financial Deviance in Iran’s State Organizations (case study: managers of governmental organizations in Sistan Va Baluchestan” | ||
| نویسندگان [English] | ||
| Soraya Piri1؛ Mohammad Mousavi2 | ||
| 1PhD Student, Department of Public Administration, Payame Noor University, Tehran. Iran. | ||
| 2Associate Professor of Administrative Management, Payame Noor University, Tehran. Iran (corresponding author) | ||
| چکیده [English] | ||
| The present qualitative research aims at proposing a management method for the managers’ financial Deviance in Iran’s governmental organs using the systematic design of the grounded theory. To do so, in addition to performing semi-structured interviews with 20 experts, managers, university specialists and governmental organizations’ directors, as the study sample volume, a collection of the preliminary topics were re-gathered within the coding process and certain themes were extracted from their heart. Then, in the pivotal coding stage, the link between these topics was determined under such titles as causal conditions, core category, mutual action and reaction strategies, context, intervening conditions and consequences of Deviance management within the format of a paradigm. Next, in a selective coding stage, every single component of the coding paradigm was explicated, the story’s trend was delineated and a theory was composed. Finally, the peremptory predicates and the strategic theories of the study were specified. The study results indicated that deviance sense-making conceived in the minds of the managers as a core category resulted from individual, organizational and the extra-organizational factors. The context factors (resource management), as well, are the driving forces contributing to the financial Deviance consequences of the managers; moreover, intervening managerial factors are identified as the controlling and inhibitive factors barring managers from displaying financial Deviance. In their actions and reactions to the effective stimulating and deterring factors and under the effect of their mental conceptualizations, managers adopt two sets of strategies: constructive and devastative strategies. The constructive strategies are followed by positive outcomes (organizational and extra-organizational); the devastative strategies are followed by negative outcomes (organizational and extra-organizational). | ||
| کلیدواژه‌ها [English] | ||
| Deviance management, Managers’ financial Deviance, Cognitive Deviance, Deviance sense-making, Grounded Theoryonded theory | ||
| مراجع | ||
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