مطالعات رفتار سازمانی

مطالعات رفتار سازمانی

معرفی "تاب‌آوری سازمانی در برابر فساد"، به‌عنوان مفهومی نو در ادبیات ضدفساد: تحلیل مفهوم

نوع مقاله : مقاله پژوهشی

نویسندگان
سید محمد مقیمی 1
فرهاد رهبر 2
حمیدرضا یزدانی 3
سعیدرضا مقدم فر 4
1 استاد، دانشکده مدیریت دانشگاه تهران، تهران، ایران .
2 استاد، دانشکده اقتصاد، دانشگاه تهران، تهران، ایران.
3 استادیار، دانشکده مدیریت پردیس فارابی، دانشگاه تهران، تهران، ایران.
4 دانشجوی دکتری مدیریت سازمان‌های دولتی، دانشگاه تهران، تهران، ایران.
چکیده
پژوهش حاضر با هدف معرفی مفهوم تاب‌آوری سازمانی در برابر فساد، انجام شده است. در این پژوهش با روش کیفی تحلیل مفهوم با رویکرد هدف‌محور، سعی ‌شد تا با استفاده از مفاهیم موجود و استدلال استفهامی، مفهوم تاب‌آوری سازمانی در برابر فساد شکل داده‌ شود. برای این منظور، در منابع علمی Google Scholar, Science Direct, Web of Science و پایگاه‌های علوم انسانی و جهاد دانشگاهی، مقالات منتشرشده بعد از سال 2000 که در متن آنها واژه‌های تاب‌آوری سازمانی، فساد، Organizational Resiliencce و Corruprion بود، انتخاب شد. سپس از ترکیب کلیدواژه Corruptoin با کلیدواژه‌های Anti, Fight, Combat, Curb, Reduce, Prevent, Control, Resistence مقالات، محدود شد. درادامه با مطالعه چکیده مقالات، تعداد 39 مقاله مرتبط شناسایی و به‌طورکامل مطالعه شد. بررسی‌ها نشان داد تاب‌آوری سازمانی در برابر فساد با مفاهیم کاهش فساد، ضدفساد، مقابله با فساد، پیشگیری از فساد، کنترل فساد و مقاومت در برابر فساد؛ مرتبط ولی با آنها تفاوت دارد. اجزای تاب‌آوری سازمانی در برابر فساد عبارتند از: پیش‌دستی، پایش، پاسخ، بازسازی وجهه سازمانی و مدیریت مشروعیت، انسجام دوباره و یادگیری. تاب‌آوری سازمانی در برابر فساد، یک فراقابلیت یعنی مجموعه‌ای از توانایی‌ها و اقدامات برای قبل، حین و بعد از فساد است. سازمان تاب‌آور، به رویدادهای فساد، فرایندهای فسادزا و فرهنگ سازمانی زمینه‌ساز فساد توجه دارد.
کلیدواژه‌ها
تاب‌آوری سازمانی
فساد
تاب‌آوری سازمانی در برابر فساد
تحلیل مفهوم
موضوعات

عنوان مقاله English

Introducing the “Organizational Resilience against Corruption” As a New Concept in the Anti-Corruption Literature: Concept Analysis

نویسندگان English

Seyyed Mohammad Moghimi 1
Farhad Rahbar 2
Hamid Reza Yazdani 3
Saeed Reza Moghadamfar 4
1 Professor, Faculty of Management, University of Tehran, Tehran, Iran
2 Professor, Faculty of Economics, University of Tehran, Tehran, Iran.
3 Assistant Professor, Faculty of Management and Accounting, College of Farabi, University of Tehran, Tehran, Iran.
4 Ph.D. Student in Public Policy, Faculty of Management, University of Tehran, Tehran, Iran.
چکیده English

This article has aimed to propose the concept of "organizational resilience against corruption" as a new concept.

Nuopponen and Nasi’s target oriented method of concept analysis was used to form concept of organizational resilience against corruption through abductive and synthetic methods by using existing concepts and insights. For this purpose, data base of Google scholar, Science direct, Web of science, SID.ir and Ensani.ir have been searched to retrieve the related literature. Literature search was limited from 2000, with the keywords of corruption and organizational resilience. Then results were filtered by the keywords of anti, fight, combat, curb, reduce, prevent, control, resistance and corruption. Finally, after reading the abstract of articles, 39 of them deemed relevant to our study and were reviewed.

In this study, reducing corruption, anti-corruption, fighting/combating/curbing corruption, corruption prevention, corruption control and corruption resistance were identified as coordinate concepts of the organizational resilience against corruption. Anticipate, response, monitoring, legitimacy management, reintegration and learning were recognized as subordinate concepts of organizational resilience against corruption. Organizational resilience against corruption is a meta-capability of organizations and includes what the organizations should have and what should do before, during and after the corruption.

A resilient organization is also aware of corrupted events, corrupting processes, and organizational culture supporting corruption.

کلیدواژه‌ها English

organizational resilience
corruption
organizational resilience against corruption
concept analysis
  1. آقازاده، فتاح؛ عابدی جعفری، حسن؛ طاهرپور کلانتری، حبیب الله و زرندی، سعید (2018)، تدوین مدل علّی بروز فساد اداری در مناطق شهرداری، فصلنامه فرایند مدیریت و توسعه، 31 (3): 3-48.‎
  2. الوانی، سیدمهدی؛ قربانی‌زاده، وجه‌الله و اسلام‌پناه، مهدی (1396)، اولویت‌بندی معیارهای تأثیرگذار بر بازدارندگی فساد اداری با اتکا به رهنمودهای اسلامی، مدیریت دولتی، 9 (2): 283–306.
  3. محمودیان، امید (1398)، طراحی مدل ارزیابی تاب‌آوری زنجیره تأمین صنعت برق، پایان‌نامه دکتری، دانشگاه تهران.
  4. یاراحمدی، حمیدرضا؛ پورعزت، علی‌اصغر؛ کیا کجوری، داود و تقی‌پور گیلانی، یوسف (1399)، مروری بر پیشران‌ها و پسران‌های فساد در سازمان‌ها با استفاده از روش فراترکیب،‌ فصلنامه مطالعات راهبردی، 99 (23): 33-56.
  5. Abdul Kaium, M., & Kim, J. D. (2020). International Resistance Networks for Anti- corruption: Multi- stakeholder Mechanisms. In Peace, Justice and Strong Institutions. (p. 18). Springer.
  6. Abedi Jafari, H., Hasanpour, A., Abbassian, H., Havasi, S. (2019). Designing a Model for Explaining and Fighting Corruption in the Private Sector, Using Grounded theory. Organizational Behavior Studies Quarterly. 7(4), 317–340.
  7. Alazzabi, W. Y. E., Mustafa, H., & Abdul Latiff, A. R. (2020). Corruption and control from the perspective of Islam. Journal of Financial Crime, 27(2), 355–368.
  8. Amir, S. (2019). The Sociotechnical Constitution of Resilience: A New Perspective on Governing Risk and Disaster. London: Palgrave Macmillan.
  9. Andersson, T., Cäker, M., Tengblad, S., & Wickelgren, M. (2019). Building traits for organizational resilience through balancing organizational structures. Scandinavian Journal of Management, 35(1), 36–45.
  10. Annarelli, A., & Nonino, F. (2016). Strategic and operational management of organizational resilience: Current state of research and future directions. Omega, 62, 1–18.
  11. Arellano-gault, D. (2017). Corruption as an organizational process : Understanding the logic of the denormalization of corruption. Contaduría y Administración, 1–16.
  12. Ashforth, B. E. (2019). The Double-Edge of Organizational Legitimation. October.
  13. Athanasouli, D., & Goujard, A. (2015). Corruption and management practices: Firm level evidence. Journal of Comparative Economics, 43(4), 1014–1034.
  14. Bahoo, S., Alon, I., & Paltrinieri, A. (2020). Corruption in international business: A review and research agenda. International Business Review, 29(4), 101660.
  15. Baldwin, M. A., & Rose, P. (2009). Concept analysis as a dissertation Methodology. Nursing Education Today, 29(7), 780–783.
  16.  
  17. Bautista-Beauchesne, N., & Garzon, C. (2019). Conceptualizing corruption prevention: a systematic literature review. Journal of Financial Crime, 26(3), 719–745.
  18. Beenen, G., & Pinto, J. (2014). Resisting Organizational-Level Corruption: An Interview with Sherron Watkins.
  19. Beugre, C. D. (2010). Resistance to Socialization into Organizational Corruption: A Model of Deontic Justice. 533–541.
  20. Brandon-Jones, E., Squire, B., Autry, C. W., & Petersen, K. J. (2014). A Contingent Resource-Based Perspective of Supply Chain Resilience and Robustness. Journal of Supply Chain Management, 50(3), 55–73.
  21. Burnard, K., Bhamra, R., (2011). Organisational resilience: development of acon- ceptual framework for organizational responses .Int.J.Prod. Res. 49(18), pp.5581–5599.
  22. Campbell, J. L., & Göritz, A. S. (2014). Culture Corrupts! A Qualitative Study of Organizational Culture in Corrupt Organizations. Journal of Business Ethics, 120(3), 291–311.
  23. Castro, A., Phillips, N., & Ansari, S. (2020). Corporate corruption: A review and an agenda for future research. Academy of Management Annals, 14(2), 935–968.
  24. Charron, N. (2014). Do corruption measures have a perception problem? Assessing the relationship between experiences and perceptions of corruption among citizens and experts. European Political Science Review, 8(1), 147–171.
  25. COSO. 2017. “Enterprise risk management – integrated framework. Executive Summary”.
  26. Madni, A.M., & Jackson, S. (2009). Towards a conceptual framework for resilience engineering. IEEE Syst. J. 3, pp.181–191.
  27. Dix, S., Hussmann, K., & Walton, G. (2012). Legitimacy and stability in fragile situations. U4 Anti-Corruption Resource Centre, issue No, 3.
  28. Duchek, S. (2020). Organizational resilience: a capability-based conceptualization. Business Research, 13(1), 215–246.
  29. Gans-Morse, J., Borges, M., Makarin, A., Mannah-Blankson, T., Nickow, A., & Zhang, D. (2018). Reducing bureaucratic corruption: Interdisciplinary perspectives on what works. World Development, 105, 171–188.
  30. Gorsira, M., Steg, L., Denkers, A., & Huisman, W. (2018). Corruption in Organizations: Ethical Climate and Individual Motives. Administrative Sciences, 8(1), 4.
  31. Gorta, A. (2001). A tool for building corruption resistance. Corruption and anti-corruption, 11-29.
  32. Gorta, A. (2016). Corruption risk areas and corruption resistance. In Measuring Corruption (pp.219-236). Routledge.
  33. Graycar, A. (2015). Corruption: Classification and analysis. Policy and Society, 34(2), 87–96.
  34. Heaston, W. R., Mitchell, M. C., & Kappen, J. A. (2020). Institutional Reflections on Organizational Corruption Control. 26, 403–427.
  35. Hollnagel, E. (2015a). Disaster Management, Control, and Resilience. In Disaster Management: Enabling Resilience (pp. 21–36). Springer.
  36. Hollnagel, E. (2015b). RAG – Resilience Analysis Grid. In Resilience engineering in practice, a guidebook (pp. 275-296.). Farnham, UK: Ashgate.
  37. Kim, S., Kim, H.J., Lee, H. (2009). An institutional analysis of qn e-government system for anti-corruption: The case of OPEN. Government Information Quaterly, 26(1), 42–50.
  38. Lange, D. (2008). A multidimensional conceptualization of organizational corruption control. Academy of Management Review, 33(3), 710–729.
  39. Lennerfors, T. T. (2018). The Laughing Matter of Corruption and Anti-Corruption: Theoretical Foundations. Zeitschrift Für Wirtschafts- Und Unternehmensethik, 19(1), 40–56.
  40. Luo, Y. (2005). An Organizational Perspective of Corruption. Management and Organization Review, 1(1).
  41. Ma, Z., Xiao, L., & Yin, J. (2018). Toward a dynamic model of organizational resilience. Nankai Business Review International, 9(3), 246–263.
  42. Mccusker, R. (2006). Review of anti-corruption strategies. Technical and Background Paper, 23-75.
  43. Mcmanus, S. (2015). A Framework for Assessing and Improving the Resilience of Organisations. January.
  44. Mulgan, R & Wanna, J. (2019). Developing cultures of integrity in the public and private sector, in Adam Graycar & Russell G Smith (Ed). Handbook of Global Research and Practice in Corruption, Edward Elgar Publishing, Cheltenham, UK and Northampton, USA, pp.416-429.
  45. Near, J. P., & Miceli, M. P. (2016). After the wrongdoing: What managers should know about whistleblowing. Business Horizons, 59(1), 105–114.
  46. Nuopponen, A. (2011). Methods of concept analysis – tools for systematic concept analysis. 2(1), 4–15.
  47. Olsen, W.P. (2010). The Anti-Corruption Handbook: How to Protect Your Business in the Global Marketplace. Willy.
  48. Osrecki, F. (2016). Fighting corruption with transparent organizations: Anti - corruption and functional deviance in organizational behavior. Ephemera, 15(2). 337.
  49. Patriarca, R., Di Gravio, G., Costantino, F., Falegnami, A., & Bilotta, F. (2018). An Analytic Framework to Assess Organizational Resilience. Safety and Health at Work, 9(3), 265–276.
  50. Pfarrer, M. D., Decelles, K. A., Smith, K. G., & Taylor, M. S. (2008). After the fall : Reintegrating the corrupt organization. Academy of Management Review, 33(3), 730-749.
  51. Pick, D., Issa, T., Hughes, V., Sawyer, A., & Teo, S. T. T. (2012). A Typology of Corruption Resistance for Public Sector Organizations. 1–15.
  52. Pualy, G. (2014). Preventing corruption by strengthening organizational integrity, Public Finance quarterly.
  53. Rerup, C., & Levinthal, D. A. (2014). Situating the Concept of Organizational Mindfulness: The Multiple Dimensions of Organizational Learning. In Mindful change in times of permanent organization (pp.33-48). Springer, Berlin, Heidelberg.
  54. Rose-Ackerman, S., & Palifka, B. J. (2016). Corruption and government: Causes, consequences, and reform: Second Edition. 1–62.
  55. Saenz, C., & Brown, H. (2018). The disclosure of anticorruption aspects in companies of the construction sector: Main companies worldwide and in Latin America. Journal of Cleaner Production, 196, 259–272.
  56. Sartor, M. A., & Beamish, P. W. (2020). Private Sector Corruption, Public Sector Corruption and the Organizational Structure of Foreign Subsidiaries. Journal of Business Ethics, 167(4), 725–744.
  57. Schembera, S., & Scherer, A. G. (2017). Organizational strategies in the context of legitimacy loss: Radical versus gradual responses to disclosed corruption. Strategic Organization, 15(3), 301–337.
  58. Shadnam, M., & Lawrence, T. B. (2011). In Organizations: An Institutional Theory of Moral Collapse. 3, 379–407.
  59. Tafolli, F., & Grabner-Kräuter, S. (2020). Employee perceptions of corporate social responsibility and organizational corruption: empirical evidence from Kosovo. Corporate Governance (Bingley), 20(7), 1349–1370.
  60. Talbot, D., Gilly, J., Kechidi, M., & Talbot, D. (2014). Resilience of organisations and territories: The role of pivot firms. European Management Journal, 32(4), 596–602.
  61. Tunley, M., Button, M., Shepherd, D., & Blackbourn, D. (2018). Preventing occupational corruption: Utilising situational crime prevention techniques and theory to enhance organisational resilience. Security Journal, 31(1).
  62. Zyglidopoulos, S., Hirsch, P., Martin de Holan, P., & Phillips, N. (2017). Expanding Research on Corporate Corruption, Management, and Organizations. Journal of Management Inquiry, 26(3), 247–253.
  63.  
  64.