نوع مقاله : مقاله پژوهشی

نویسنده

• امیرهوشنگ نظرپوری

دانشیار گروه مدیریت لرستان

چکیده

گاهی اوقات کارکنان یک سازمان برای کمک به بقای شرکت به رفتارهای غیراخلاقی متوسل شوند که رفتار غیراخلاقی طرفدار سازمان نامیده می‌شود که اگرچه به ظاهر به نفع سازمان است اما پیامدهای مخربی برای سازمان دارد. بنابراین این پژوهش به دنبال شناسایی پیشایندها و پسایندهای رفتار غیراخلاقی طرفدار سازمان است. این‌ پژوهش‌ به‌‌صورت آمیخته در پارادایم‌ قیاسی‌ استقرایی‌ است‌ که‌ از نظر هدف، کاربردی و از حیث‌ ماهیت‌ و روش، توصیفی‌ پیمایشی‌ است‌. جامعه‌ آماری پژوهش‌ متشکل از اساتید دانشگاه در حوزه رفتار و روانشناسی ورزشی و همچنین متخصصان منابع انسانی اداره ورزش و جوانان استان لرستان هستند که با استفاده از روش نمونه‌گیری گلوله برفی و بر اساس اصل کفایت نظری 26 نفر به عنوان نمونه پژوهش انتخاب شدند. در بخش‌ کیفی‌ پژوهش‌ ابزار گردآوری اطلاعات مصاحبه‌ نیمه‌ ساختاریافته‌ است‌. برای روایی و پایایی ابزار گردآوری اطلاعات در بخش کیفی از روش محتوایی و روایی نظری و پایایی درون‌کدگذار و میان‌کدگذار استفاده شد که نشان از تایید روایی و پایایی ابزار کیفی پژوهش داشت. همچنین ابزار گردآوری داده در بخش کمی پرسشنامه است که برای آن از روایی اعتبار محتوا و پایایی بازآزمون استفاده شده که تایید شدند. در بخش‌ کیفی‌، داده‌های کیفی‌ به‌دست‌ آمده از مصاحبه‌ با استفاده از نرم‌افزار مکس کیودا (MAXQDA) و روش کدگذاری تحلیل‌ شد و همچنین برای تحلیل کمی از روش نقشه شناختی فازی (FCM) بهره گرفته شد. طبق نتایج این پژوهش هویت سازمانی و تبادل اجتماعی بیشترین تاثیر را بر روی رفتار غیراخلاقی طرفدار سازمان دارند. همچنین عواقب سازمانی و آینده استراتژیک سازمان از مهم‌ترین پسایندهای رفتار غیراخلاقی طرفدار سازمان می‌باشند.

کلیدواژه‌ها

• رفتار غیر اخلاقی طرفدار سازمان
• رفتار غیر اخلاقی
• رفتار سازمان‌یار
• نقشه شناختی فازی

موضوعات

• مدیریت رفتار سازمانی

عنوان مقاله [English]

unethical pro-organization behavior in sport organizations: fuzzy cognitive map of antecedents and consequences

نویسنده [English]

• amirhoshang Nazarpouri

lorestan

چکیده [English]

Background and Purpose: Unethical Pro-Organizational Behavior (UPB) has become an important issue in organizational ethics and sustainable business. UPB refers to intentional employee actions undertaken to support the organization and protect its interests while violating laws, ethical standards, and social expectations . Such behavior may include concealing mistakes, providing misleading information to customers, manipulating financial reports, disclosing competitors’ confidential information, fraud, and bribery (Khushk et al., 2022). Although UPB may generate short-term benefits such as increased sales, reputation protection, or competitive advantage, it can produce serious long-term consequences, including stakeholder harm, reduced trust, financial losses, legal problems, and reputational damage (Cheng et al., 2022). Individual characteristics, personality and values, workplace conditions, job-related factors, employment pressures, and the quality of employees’ exchange relationships with their organization may contribute to its emergence (Tan et al., 2021). Given its dual nature—organizational loyalty accompanied by ethical violations—UPB requires further investigation, particularly in organizational settings where loyalty and performance pressures may encourage such behavior. Accordingly, this study aimed to identify and analyze the antecedents and consequences of UPB and to explain the factors contributing to its occurrence and its organizational outcomes. Understanding these factors can provide a basis for managing UPB while preserving organizational legitimacy, reputation, and sustainability.
Methodology: This study employed a mixed-methods approach within a deductive–inductive paradigm. In terms of purpose, it was applied, and in terms of nature and method, it adopted a descriptive survey design. The qualitative phase identified the components associated with UPB, while the quantitative phase examined the causal relationships among these components and UPB and determined their relative importance. The research population comprised university professors specializing in sports behavior and psychology, as well as managers and deputy managers of the Lorestan Province Department of Sports and Youth. Using snowball sampling and based on theoretical sufficiency, 26 participants were selected. In the qualitative phase, data were collected through semi-structured interviews conducted in person and by telephone. The interview protocol addressed the factors influencing UPB and its consequences. Content validity, theoretical validity, intra-coder reliability, and inter-coder reliability were used to establish the validity and reliability of the qualitative instrument. In the quantitative phase, data were collected through questionnaires administered in person and via email, with content validity and test–retest reliability used to assess the instrument. Qualitative data were analyzed through coding using MAXQDA, while the Fuzzy Cognitive Mapping (FCM) method was employed for quantitative analysis.
Results: The findings showed that organizational identity was the most important antecedent of UPB in sports organizations, followed by social exchange. Other identified antecedents included pseudo-transformational leadership, personality factors, reciprocal expectations, self-serving behavior, legal gaps, stronger affective commitment to the organization, lack of ethical leadership, and organizational dependence. Regarding consequences, organizational consequences were the most important outcome of UPB, followed by the strategic future of the organization. Other consequences included legal issues, individual consequences, damage to brand reputation, organizational distrust, violations of social responsibility, unmet expectations, adverse health-related factors, and reduced organizational income. Overall, the findings indicate that although UPB may emerge from an intention to support the organization, it can generate substantial long-term negative consequences for the reputation, performance, legitimacy, and future of sports organizations.
Discussion: The prominence of organizational identity as the most important antecedent can be explained by the emotional and cognitive bond between organizational members and their organization. Strong identification and belonging may motivate individuals to protect the organization even when such actions conflict with ethical standards. Thus, organizational identity, despite promoting attachment, satisfaction, and participation, may also facilitate the justification of unethical behavior when clear ethical boundaries are absent. This finding is consistent with Amir et al. (2022). The significant role of social exchange further indicates that relationships based on trust, support, and mutual benefits can shape employees’ behavior, particularly when they perceive inadequate organizational support or inequity in the exchange relationship. This result is consistent with Chen et al. (2022). The prominence of organizational consequences demonstrates that UPB, despite its apparent short-term benefits, may ultimately harm the organization itself through diminished trust, reputational damage, legal problems, and reduced legitimacy. This finding is consistent with Vem et al. (2023). Moreover, the importance of the organization’s strategic future indicates that continued UPB may undermine long-term growth, competitiveness, and sustainability, consistent with Wang et al. (2019). Overall, the findings suggest that the central challenge is not simply eliminating UPB, but establishing a balance between organizational loyalty and identification and adherence to ethical principles.
Conclusions: The results demonstrate that UPB is a dual-natured phenomenon that may originate from organizational loyalty and the desire to support the organization but, in the absence of appropriate ethical frameworks, can produce adverse organizational consequences. Organizational identity and social exchange were the most important antecedents, whereas organizational consequences and the strategic future of the organization were the most important outcomes. Therefore, managers of sports organizations should look beyond the apparently supportive nature of such behaviors and consider their long-term effects on reputation, public trust, legitimacy, performance, and sustainability. Strengthening organizational identity should be accompanied by ethical values, transparency, accountability, and effective mechanisms for monitoring and reporting misconduct. Developing trust- and fairness-based relationships, training leaders to distinguish organizational motivation from unethical justification, and establishing clear legal and disciplinary mechanisms can help prevent UPB. Ultimately, effective management of UPB requires organizational loyalty to be defined not in opposition to ethics, but within the framework of professional ethics and organizational responsibility.

کلیدواژه‌ها [English]

• pro-organization unethical behavior
• unethical behavior
• pro-organizational behavior
• fuzzy cognitive map