Regulating employee behavior in organizations through understanding the similarities of counterfactual thinking structure and Quinn and Cameron's organizational culture model
Subject Areas : Behavioral Studies in Management
Gholamreza Ghanimati
1
(Faculty of Management and Social Sciences, Department of management, North Tehran Branch, Islamic Azad University, Tehran, Iran)
Zahra Alipour Darvishi
2
(Faculty of Management and Accounting, University of Tehran)
hamidreza yazdani
3
(univercity of tehran)
نادر شیخ الاسلامی
4
(دانشیار گروه مدیریت راهبردی دانشگاه علوم انتظامی امین تهران)
Keywords: counterfactual thinking, organizational culture, behavior regulation, human resources,
Abstract :
The aim of the current research is to understand the similarities between the structure of counterfactual thinking and the organizational culture model of Quinn and Cameron in order to regulate the behavior of employees. This research has been done with meta-synthisis method, which was analyzed after three stages of screening 40 Persian and English articles. Data analysis was done using three-level coding method (concept, subcategory, category). The structure of the organizational culture model (market organizational culture, developmental organizational culture, hierarchical organizational culture and tribal organizational culture) and the structure of counterfactual thinking included (upward comparison, downward comparison, reference to others and the environment, and self-reference) Then the similarities between these two were identified and analyzed including 8 similarities. The validity of the research was examined by the method and reliability through the Kappa coefficient of agreement. Out of the 8 similarities obtained, 6 were aligned and 2 were not aligned. The results of this article can be used to diagnose the behavior of employees.
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