مریم رحمتی

INTRODUCTION: Organizational insentience has been one of the main challenges in recent years and refers to a situation in which employees of the organization have become indifferent to their organizational environment. This study aimed to design a model for dealing with organizational insentience in the Iranian Red Crescent Society. METHODS: In this qualitative study, after investigating the phenomenon of organizational insentience and reviewing the theoretical foundations, in-depth interviews were conducted with experts, managers, and masters in the Red Crescent Society. Theoretical saturation was achieved after conducting 21 interviews. Subsequently, the data obtained from the interviews were analyzed through grounded theory and qualitative coding (open, axial, and selective coding). FINDINGS: The findings showed that the main axial theme in this study was organizational insentience, and six themes of senselessness toward the concept of work, double standards, accountability, organizational discrimination, lack of strategic management procedures, and inability to implement policies were the requirements for dealing with organizational insentience, which were coded under the theme of causal conditions. In addition, such factors as decent governance, strengthening the psychological dimension, building trust, strengthening staff's skills, organizational independence, strengthening innovation and creativity, justice, supportive behavior, and supportive environment were selected as the main strategies to deal with organizational insentience. CONCLUSION: It seems that the dominant organizational culture, along with management style and type of communication within the organization, has the main effect on the issue of organizational insentience

INTRODUCTION: A good organizational citizen is a thought and idea that includes various behaviors of employees such as accepting and assuming additional duties and responsibilities, following organizational rules and procedures, maintaining and developing a positive attitude, being patient, and tolerating dissatisfaction and problems in the workplace. The increase in the level of organizational citizenship behavior (OCB) in the organization makes the organization an attractive environment for work. In other words, the desired level of OCBs affects the improvement of the performance of employees and, in general, the organization. The Iranian Red Crescent Society is one of the human-centered organizations, and observing the indicators of citizenship behavior is one of the effective factors in the success of its performance. Therefore, this study aimed to investigate the OCB from a social perspective in the Iranian Red Crescent Society. METHODS: The present applied study was conducted based on an exploratory qualitative approach. The statistical population of this study consisted of all managers and employees of the Iranian Red Crescent Society. The required data were collected using in-depth semi-structured interviews, which reached saturation after holding 14 interviews. To analyze the data, content analysis, meta-synthesis, and fuzzy Delphi methods using grounded theory were applied. The MAXQDA software (version 10) was used in the theory analysis process. FINDINGS: In this study, the results were classified into 78 concepts, 14 sub-criteria, and 2 main criteria, including the dimensions of citizenship behavior and the consequences of citizenship behavior. The most important dimensions of OCB consisted of the categories of helpful behaviors, individual creativity, organizational obedience, organizational loyalty, chivalry, civic virtue, and personal growth. CONCLUSION: The results of data analysis showed that the categories of increasing performance productivity and effectiveness, promoting positive relationships among employees, boosting efficiency in resource allocation, reducing maintenance costs, creating the necessary flexibility for innovation, improving customer service, using rare resources effectively were the most important consequences of observing OCB from a social perspective in the IRCS.

Organizational anomie (OA) is defined as the lack of law, as well as violations or weaknesses in the implementation of laws and norms in the organization, which can have detrimental effects on the performance of the organization and its members. The main focus of this study is to establish and validate an organizational anomie scale that can be employed to implement and operate this tool in field studies. The present research is applied-exploratory in terms of purpose and descriptive-survey in terms of method. To conduct this research, issues related to organizational anomie using factor analysis approach and content analysis method of scientific texts as well as from the perspective of qualified and experienced thinkers and experts and a researcher-made questionnaire on organizational anomie in COVID-19 pandemic are analyzed. it placed. Completed by experts and managers. The reliability coefficient of the test was calculated to be 0.85 using Cronbach's alpha test. Exploratory factor analysis of organizational questions revealed that the components of this questionnaire may explain more than 78.512 % of the desired variance. After one rotation of Varimax factors, the correlation between each item with each component was determined in the best situation and accordingly, twelve components were selected and extracted with the most weight: conflicting goals of the individual and organization, weakness in communication, standard selection ,ambiguity in goals, level of trustworthiness, negative attitude of employees towards themselves, feeling useless, understanding justice, weak control, common norms, organizational indifference, lack of socialization. According to the research findings, it can be concluded that organizational anomie is a multidimensional concept with many dimensions and components and cannot be studied with limited dimensions and components.

INTRODUCTION: This research aimed to provide a dynamic model of organizational citizenship behavior (OCB) in crisis management non-governmental organizations with a social approach (experimental evidence: Red Crescent Society of the Islamic Republic of Iran). METHODS: This applied research was conducted using a mixed (quantitative-qualitative) method to analyze the data. The statistical population consisted of university professors as well as the managers and experts of the Iranian Red Crescent Society, who were selected by the snowball sampling method. The total number of experts in the Iranian Red Crescent Society and in the academic community accounted for 10 individuals (n=5 each), and the sampling continued until reaching theoretical saturation. The required information was collected through observation, in-depth and semi-in-depth interviews, review of documents, and experts' opinions; finally, by using the exploratory factor analytical statistical method, appropriate measurement tools were prepared. In this research, the Delphi technique and the Decision-Making Trial and Evaluation Laboratory-based Analytic Network Process were employed to determine and prioritize criteria and sub-criteria. For this purpose, the pairwise comparison matrix was used to determine the weight of the criteria. FINDINGS: In this study, helping behaviors, individual initiatives, organizational obedience, organizational loyalty, chivalry, civic virtue, and personal development were among the dimensions of OCB in descending order. CONCLUSION: The results of this research showed that the consequences of OCB included an increase in performance productivity and effectiveness, the promotion of positive relations between employees, more efficiency in allocating resources, reduction in maintenance costs, the provision of necessary flexibility for innovation, improvement of customer service, and effective use of scarce resources.

The purpose of the study is to design a new behavioral model of blockchain technology acceptance in public banks through content analysis. Therefore, based on the theoretical literature and behavioral theories of technology acceptance, the primary conceptual model was presented. Then, by interviewing experts selected by snowball method, the relevant model was finalized. Theoretical validity and interpretive validity methods were used to measure the validity of interviews. To check the reliability of interviews, the test-retest reliability method has been used. The validity of the factors was checked through the Delphi technique and with fuzzy calculations. According to the results, four main factors of the behavioral model are: people, environment, organization, and technology. Totally 10 sub-factors and 36 indicators were identified. This model can contribute to public banks to understand how these various factors interact with each other and how they can be improved to achieve higher acceptance of blockchain technology.

INTRODUCTION The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which the employees of an organization have become indifferent to their organizational environment. The current research was conducted to investigate the causes and contexts of the formation of organizational insentience in the Red Crescent Society of Tehran province, Iran. METHODS: This applied study was conducted based on the descriptive-correlation method of data collection. The statistical population of this research included all the managers of Red Crescent Society in Tehran province in 2021. The samples (n=90) were selected using Cochran's statistical formula and stratified random sampling. The required data were collected using a researcher made organizational insentience questionnaire. The validity and reliability of the questionnaire were checked and confirmed. The collected data were analyzed in Smart PLS software using structural equation modeling with partial least squares approach. FINDINGS: The results of the research showed that causal conditions had a direct, positive, and significant effect on the central category with a standard beta coefficient of 0.725, t=17.625, and P=0.001 at the level of one percent error. Moreover, contextual conditions with a beta coefficient of 0.410, t=3.107, and P=0.002 had a direct, positive, and significant effect on the category of strategies at the level of one percent error. Intervening conditions had a direct, positive, and significant effect on strategies at the level of one percent error (standard beta coefficient=0.221, t=3.008, and P=0.003). The central category had a direct, positive, and significant effect on the strategy category with a beta coefficient of 0.334, t=2.282, and P=0.023 at the five percent error level. Based on the results, at one percent error level, the strategies presented in the research had a direct, positive, and significant effect on the outcomes (standard beta coefficient=0.347, t=3.769, and P=0.000). In total, the results showed the existence of organizational insentience in the Red Crescent Society of Tehran province, which can be reduced by applying appropriate methods. CONCLUSION: According to the findings, by reducing the sense of meaninglessness, double standards, eliminating organizational discrimination, applying appropriate procedures in strategies and their implementation, paying attention to the structural dimensions of the Red Crescent Society in Tehran province, and implementing meritocracy management, it would be possible to increase organizational social capital, the level of interest, commitment, and responsibility of employees towards the Society and work, organizational independence, organizational justice, the atmosphere of trust, and supportive behaviors from the Society and employees. By adopting these measures, a step would be taken toward preventing the formation of organizational insentience in the Red Crescent Society of Tehran province.