دانلود رایگان مقاله انگلیسی بررسی پیشین و پیامدهای دموکراسی سازمانی - امرالد 2017

Abstract

Purpose – Organizational democracy is the new model of organizational design for a Democratic Age, and out of this new model grows a freedom-centered and healthy climate. Democratic management is a key to greater organization success and a necessity to gain higher levels of performance and innovation. The purpose of this study is to explore the antecedents and consequences of organizational democracy in an Iranian context. Design/methodology/approach – Statistical population includes the employees of the Gas Company of Isfahan Province. For data analysis, 263 accurate completed questionnaires are used. Structural equation modeling is applied to investigate the relationship between the research variables. Findings – The findings showed that some types of organizational culture (i.e., selfcriticism, team, and participatory culture) (β=0.33); and some dimensions of organizational structure (i.e., decentralization, flat hierarchy, and less formalization) (β=0.55) as antecedent variables have a significant direct effect on organizational democracy. Also, organizational democracy has a significant direct effect on human resources outcomes consist of organizational commitment, self-efficacy, and improving work relationships (β=0.64); and organizational outcomes consist of organizational learning and organizational agility (β=0.96). Originality/value – Despite years of encouragement from consultants and theorists, managers have generally shown little interest toward democratic process as a system of decision making and management in organizations. This study proposes a comprehensive model for identifying the antecedents and consequences of organizational democracy. Most studies in this field are theoretical rather than empirical. But, in this research the proposed relationships are examined empirically. Keywords: Organizational democracy, Organizational culture, Organizational structure, Human resources outcomes, Organizational outcomes.

Limitations and directions for future research

The results of this study showed that organizational culture and structure have a positive effect on organizational democracy. In addition, organizational democracy has a positive effect on human resources and organizational outcomes. Although implementing democratic process has potential benefits; managers must also be realistic about potential costs (Kerr, 2004). In this research we investigated the antecedents and consequences of organizational democracy in an Iranian context. Therefore, caution should be exercised when generalizing the results and further studies are needed to empirically test the validity of the findings. This research examined the effect of organizational culture and structure on organizational democracy. According to the research literature, there are other variables that influence organizational democracy which can be investigated in future research. Organizational culture and structure are internal factors; it is recommended to investigate the effect of external factors such as political factors. In this research, we examined the effect of organizational democracy on HR (organizational commitment, self-efficacy and work relationships) and organizational (learning and agility) outcomes. We encourage researchers to investigate the effect of organizational democracy on other individual and organizational outcomes. Also, based on Foley and Polanyi (2006) there is much yet to be learned about the economic and social implications of workplace democracy. Based on Crowley et al. (2014) there are conflict approaches to teamwork.