فریبرز رحیم نیا

Voluntary deviation from self-control, commonly referred to as moral licensing, is a phenomenon in which an individual justifies his or her immoral and counterproductive behavior depending on various factors, especially past creditable behaviors and activities, without worrying about the loss of his or her reputation and esteem. Considering the undesirable consequences of this phenomenon for the individual, organization and society, this study attempts to find the reasons and factors that lead to the formation of moral licensing in addition to the individual's previous creditable behaviors and activities. The research philosophy was descriptive, the approach was qualitative, and the strategy was emergent-based grounded theory. The population under study consists of managers and employees of public administrations in northeastern Iran. 17 individuals were selected as purposive samples until theoretical saturation was reached. A semi-structured interview was used to collect data. Analysis of the interviews based on actual and theoretical coding shows that the causes of moral licensing are classified into six categories. Identifying these causes can provide solutions to prevent moral licensing in the organizations.

INTRODUCTION: Iran has long been recognized as one of the most accident-prone areas in the world due to its special geographical location. Therefore, it is of utmost importance to devote special attention to crisis management in organizations and the identification of related strengths, weaknesses, opportunities, and threats. METHODS: The present study aimed to identify the strategic positioning of crisis management after natural disasters at the Ferdowsi University of Mashhad as the center of excellence in the east of the country. To this end, the internal and external factors which militate against university crisis management were identified. Thereafter, the strategic positioning of this university was determined among four positions, namely offensive, defensive, adaptive, and contingency, using a combination of SWOT (strengths, weaknesses, opportunities, and threats) analysis, analytic hierarchy process (AHP), and Monte Carlo simulation, and strategies were presented. The statistical population were university facility experts and managers among whom 10 cases were selected by purposive sampling. FINDINGS: Based on the obtained results, the highest weights in different sub-criteria were as follows: compliance with the required technical and safety standards in new constructions of the university campus (strength), the absence of any specific plan for dealing with various types of crises in different buildings (weakness), the proximity of the fire station to the university campus (opportunity), and indecisiveness of organizations supervising building retrofitting, including provincial government and Roads and Urban Development Office (threat). CONCLUSION: The results of the present study demonstrated that strategic positioning can be identified by analyzing internal and external factors. Moreover, among the four strategic positions, it was found that the Ferdowsi University of Mashhad adopted an offensive crisis management strategy in 45.4% of the cases.