Designing a Measurement Model for Perceived Organizational Ruthlessness and Explaining Its Impact on Organizational Performance with a Strategic Approach (Case Study: Textile Industry of Isfahan Province)

Authors

    Mohammad Nikbakht Jarghouyeh PhD Student in Industrial Management, Major Strategy, Department of Industrial Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran
    Hasan Mehrmanesh * Assistance Professor, Department of Industrial Management, Central Tehran Branch, Islamic Azad University, Tehran, Iran has.mehrmanesh@iauctb.ac.ir
    Seyed Hasan Hosseini Associate Professor, Department of Management, Imam Ali University, Tehran, Iran

Keywords:

Perceived organizational ruthlessness, organizational performance , strategic approach , textile industry

Abstract

This study aims to design a measurement model for perceived organizational ruthlessness and to explain its impact on organizational performance with a strategic approach in the textile industry of Isfahan Province. This study employs a mixed-methods approach. In the qualitative phase, 13 university professors and senior managers from the textile industry were selected through purposive snowball sampling. Open and semi-structured interviews were conducted, and data were analyzed using Strauss and Corbin’s grounded theory method. In the quantitative phase, a sample of 344 individuals from a population of 2,554 was selected based on Cochran’s formula. To test the model developed in the qualitative phase and examine its impact on organizational performance, research instruments (questionnaires) were used, and the data were analyzed using structural equation modeling (SEM) with LISREL software. The concepts were identified in six dimensions: factors influencing perceived organizational ruthlessness (causal conditions), the structure of perceived organizational ruthlessness (central phenomenon), contextual factors affecting perceived organizational ruthlessness (contextual conditions), intervening factors influencing perceived organizational ruthlessness (intervening conditions), strategies for mitigating perceived organizational ruthlessness (strategies), and the outcomes of mitigating perceived organizational ruthlessness (outcomes), forming the research model. The quantitative phase examined the impact of strategies for mitigating perceived organizational ruthlessness. The research was confirmed at a 95% confidence level. In other words, based on the research hypothesis, strategies for mitigating perceived organizational ruthlessness have a direct and positive impact on organizational performance in the textile industry of Isfahan Province.

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Published

2024-01-01

Submitted

2023-11-05

Revised

2023-12-09

Accepted

2023-12-22

How to Cite

Nikbakht Jarghouyeh, M. ., Mehrmanesh, H., & Hosseini, S. H. (2024). Designing a Measurement Model for Perceived Organizational Ruthlessness and Explaining Its Impact on Organizational Performance with a Strategic Approach (Case Study: Textile Industry of Isfahan Province). Digital Transformation and Administration Innovation, 2(1), 10-17. https://journaldtai.com/index.php/jdtai/article/view/66

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