Designing a Paradigm Model to Establish Idiosyncratic Deals in Private Companies: a Grounded Theory Approach

Subject Areas : Human resources management)

Mahdieh Vishalghi ¹ , Abbasali Rastgar ² , Aliasghar Rouholamin ³

1 - PhD candidate, Department of Public Administration, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran
2 - Associate Professor, Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran.
3 - Master of Business Administration, Faculty of Administrative Sciences and Economics, University of Isfahan. Isfahan, Iran

Received: 2021-12-13 Accepted : 2022-03-05 Published : 2023-03-21

Keywords: Grounded Theory Approach, idiosyncratic deals, Deals, Preservation of human resources,

Abstract :

The purpose of the current study was to design a paradigm model in order to establish idiosyncratic deals within private companies of Iran. In this research, a qualitative method based on the grounded theory was utilized. Semi-structured interviews and Strauss and Corbin data analysis were conducted to gather the data. Sampling was carried out using a theoretical sampling approach, and purposive-judgmental and snowball sampling techniques. After analyzing the results of the interviews with 19 professors and experts within private companies, in the process of open, axial, and selective coding, an idiosyncratic deals paradigm model was presented with 6 topics and 28 concepts. Based on the results, the casual factors influencing idiosyncratic deals within private companies are as follows: “hierarchical structures”, “motivation and collaboration”, “wage payment systems”, “resilience”, “behavior and task-oriented leadership style”, “employment limitations”, “lack of satisfaction among employees”, and “unwillingness to change”, the”, “strategic vision of the company”, and the intervening conditions are “managers’ support”, “negotiation power”, “management personal traits”, “leader-member exchanges”, “Adhocracy system within the company”, “meritocracy strategies”, “increased employees’ bargaining power”, “flexible work environment”, “providing novel ICT platforms”, “structural changes”, “improving service compensation system”, “decentralization”, “psychological empowerment”, and “holistic communication”. Moreover, establishing idiosyncratic deals can have “personal consequences” as well as “organizational consequences”.

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