|
Investigating the Antecedents and Consequences of Organizational Pride; Case of NIOC
|
Seyed Mostafa Seyedpour1   , Ali Safari 2, Ali Nasr Esfahani3 |
1- Ph.D. candidate , Business Management - Organizational Behavior and Human Resources, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfaha, Iran.
2- Associate Prof., Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran. , a.safari@ase.ui.ac.ir
3- Associate Prof., Department of Management, Faculty of Administrative Sciences and Economics, University of Isfahan, Isfahan, Iran |
|
|
Abstract: (1991 Views) |
| The purpose of this research was to design and test the antecedents and consequences of organizational pride in the National Iranian Oil Company and it was done by mixed method. In the qualitative section, 19 individuals were interviewed and after data analysis, a proposed model has been formed. In the quantitative phase of the research, a researcher-made questionnaire was designed and distributed among 381 members as research samples which had been selected by cluster sampling method. After assuring the reliability and validity, the data were fitted using structural equation modeling. Finally, it was found that intrinsic motivation, organizational image, successful organizational history and the importance of organizational output directly are the antecedents of the organizational pride and the consequences of organizational pride were included: retention in the organization, organizational identity and organizational citizenship behaviors. Also, extra-organizational positive views and employees and their families’ prejudice to the organization mediate the relationship between organizational pride and consequences of organizational pride. |
|
| Keywords: Organizational Pride, Antecedents, Consequences, National Iranian Oil Company (NIOC) |
|
|
Full-Text [PDF 628 kb]
(1000 Downloads)
|
Type of Study: Research |
Received: 2020/02/14 | Accepted: 2020/04/4 | Published: 2021/03/20
|
|
|
|
|
|
|
| Send email to the article author |
|
|
|
| Add your comments about this article |
|
|
|
