Beheshteh Fazlail; mojtaba moazzami
Abstract
The current research has been conducted with the aim of investigating the effect of organizational leadership style on human resource management while emphasizing the mediating role of competitive work environment. The research method was descriptive-correlative. The statistical population of this research ...
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The current research has been conducted with the aim of investigating the effect of organizational leadership style on human resource management while emphasizing the mediating role of competitive work environment. The research method was descriptive-correlative. The statistical population of this research is all the employees of Asia Insurance Company in Tehran, which is currently 3922 people, of which 350 people have been selected as a statistical sample using Cochran's sample size determination method and simple random sampling method. In this research, the standard organizational leadership style questionnaire of Bardens and Metzkas (1996), the standard questionnaire of human resource management by Sarmad et al. (2013), and the standard questionnaire of the competitive work environment of Fletcher and Nussbaum (2010) were used to collect data, and the Descriptive and inferential statistics technique have also been used. To analyze data, descriptive statistical methods of gender, education, and age are used, along with separating minimum, maximum, average, standard deviation, skewness and kurtosis test, factor analysis test, structural equation method, and Spss 22 and Smart Pls software. The results of the research show that the organizational leadership style has no significant effect on human resource management and it has been rejected, but the organizational leadership style on the competitive work environment, the competitive work environment on human resource management, and the organizational leadership style on human resource management with the mediating role of the competitive work environment have a significant effect which has been confirmed.
Extended Abstract
Introduction
Along with planning, organizing and controlling, the leadership of the organization is considered one of the essential and important duties of the manager and plays a fundamental role in the management of the organization. Leadership is the process of directing and exerting influence on the activities of the group or members of the organization. The research of Ko (2011) has shown that the leadership style of managers is one of the effective factors in increasing morale, motivation, performance, efficiency and effectiveness and ultimately productivity in organizations. Various classifications of leadership styles have been done by researchers, but in a new classification based on the way of performance in 2015, Setin and Kinnick divided leaders into two groups: exchange and transformational. A relationship-oriented leader pays attention to the needs and motivation of subordinates and improves personal, group and organizational needs and provides new opportunities for the organization to identify effective methods for doing work (Jafari Harandi & Najafi, 2018). Considering the many challenges facing organizations and employees in the 21st century, employees need to update their knowledge, skills and expertise; and organizations should invest more and more effectively in their human resources more than before. Therefore, the correct understanding and identification of the factors affecting employee learning plays an important role in ensuring the managers of the effectiveness of human resources training and development plans (Force & Glory, 2021).
Human resources are the most valuable and important asset of an organization. And the individual and collective efforts of people resulting from knowledge, thinking, creativity and efficiency of the human resource management that brings the organization closer or further away from the set goals. Therefore, considering the importance of human resource management as the most prominent factor of competitive advantage and the importance of managers' skills in the correct leadership, human resource management directly affects the efficiency and effectiveness of human resources (Soleimani & Babadi et al, 2022). On the other hand, the competitive pressures in the global markets are increasing so much that improving quality, low-cost production, timely fulfillment of customer expectations and managerial accountability is not only an option but a strategic necessity. These competitive conditions have made organizational learning and knowledge management to be the focus of organizations' managers, along with issues such as quality management, modeling, re-engineering, downsizing and outsourcing, and strategic planning, organizational learning, and knowledge management (Darban et al, 2020). Gaining competitive capabilities in today's world has become one of the basic challenges of different countries at the international level. The resource-based view allows us to understand well the method of using and combining resources by the organization, the factors of achieving a sustainable competitive advantage, and the nature of the resources used by the organization (Hosseini & Shams, 2014).
In the way of creating a competitive advantage, there are two important points to consider: First, the organization can create a stable competitive advantage through its merits, which is valuable for customers, and is always superior to competitors. Second, due to the increase in environmental complexity and the intensity of competition, competitive advantage is either easily imitated by competitors or fades in the eyes of customers and must be replaced with new advantages (Zarei, 2022). Based on this, organizations should think about finding sustainable competitive advantages for themselves (Alavi Matin & Chavoshipour, 2017).Sustainable competitive advantage refers to those advantages that are valuable for customers due to the use of the organization's competencies, cannot be easily imitated and copied by competitors, and bring the organization decent performance and competitiveness. Today, organizations must have a competitive advantage to improve performance and face competitors, because superior performance, which is the goal of all organizations, comes from their competitive advantage. In recent years, competitive advantage has been at the center of the discussion of competitive strategies (Nemati et al., 2019).
According to the mentioned contents, this research seeks to answer the question that, to what extent does organizational leadership style affect human resource management while emphasizing the role of a mediator of a competitive work environment in Asia Insurance Company in Tehran?
Theoretical framework
Leadership is the ability to influence the group to achieve goals. If the source of influence is personal, the person is considered as a leader (Shabri Abd et al, 2016). Leadership is the ability to attract people and influence and affect them so that people (followers) voluntarily accept individual personality and leadership in a given situation to achieve their goals and needs (Jafari Harandi & Najafi, 2018) A leader is generally in the center of group activities and changes and, in a word: is a manifestation of the groups will, The method by which a leader uses his influence to achieve the goal is calld leadership style, and Organizational leadership style is basically the manager's attitude towards his role and employees' (Khosrovabadi et al., 2021). Some also define the leadership style as fixed characteristics or characteristics of the leader in addition to fixed behavioral patterns (Yongping et al., 2018).
Human resource management is: the process of working with people, so that these people and their organization achieve full potential (Yongping et al., 2018). Therefore, human resources are the most valuable and important assets of an organization, and the individual and collective efforts of people are the result of knowledge, thinking, creativity and efficiency of human resources that bring the organization closer or further away from the set goals. Thus, considering the importance of human resources as the most prominent factor of competitive advantage and the importance of managers' skills in the correct leadership of human resources, leadership directly affects the efficiency and effectiveness of human resources (Fedorova et al., 2019).
Human source is one of the most important inputs of each organizational system, Competitiveness is a process that every organization tries to do better than others and surpass them. In general, it can be said that a sustainable competitive advantage consists of features such as durability, high security capability, appropriate tolerability, high biological capability, high support capability, high acceptability, proper power of justification and persuasion, and considerable negotiation power which, according to the stability and strength of the duration of the competitive advantage, all or some of the above features will exist in it. Global business leaders increasingly believe in the view that knowledge is one of the most important organizational capabilities and competencies, and it can be said that it is the basis and root of all competitive advantages (Arabshahi & Mirzaei, 2021). The possibility of achieving a strategic competitive advantage in the 21st century is for organizations that have understood this importance that their survival depends on the ability to capture intelligence and ingenuity, and transfer it to usable knowledge and quickly disseminate it at organizational levels (Hojatpour, 2021).
Methodology
The research method is descriptive- correlative, and practical in terms of purpose. The statistical population includes all the employees of Asia Insurance Company in Tehran, which currently includes 3922 people. Also, the number of 350 employees of Tehran Asia Insurance Co. was selected as a statistical sample using Cochran's sample size determination method.In order to collect data related to the variable of organizational leadership style, the standard questionnaire by Bardens and Metzkas (1996), and the standard questionnaire by Sarmad et al. (2013) for the variable of the human resource management, and the standard questionnaire by Fletcher and Nussbaum's (2010) for the variable of the competitive work environment were used.
Discussion and Results
In order to investigate the hypothesis of the research, the modeling of structural equations, the method of structural equation modeling with the help of spss software was used to test the hypotheses from inferential statistics. Then PLS software was used to test the hypotheses or the conceptual model of the research, and the results showed that the path coefficient of the relationship between organizational leadership style and human resource management is (-0.068). The P-Value significance coefficient is also (1.650) and its value is less than the significance threshold, i.e. (1.96). Therefore, organizational leadership style does not have a significant effect on human resource management in Asia Insurance Co., Tehran, so the first hypothesis of the research is not confirmed. The path coefficient of the strength of the relationship between organizational leadership style and competitive work environment is (-0.255). The P-Value significance coefficient is also (3.440) and its value is more than the threshold of significance i.e. (1.96). Therefore, the second hypothesis based on the relationship between organizational leadership style and competitive work environment is confirmed. The path coefficient of the strength of the relationship between competitive work environment and human resource management is (0.727). The P-Value significance coefficient is also (21.229) and its value is more than the threshold of significance i.e. (1.96). Therefore, the third hypothesis based on the relationship between competitive work environment and human resource management is confirmed. The result of the Sobel test of the relationship between organizational leadership style and human resource management and competitive work environment is (2.38). The absolute value of the number obtained from the Sobel test is compared with the number 1.96, and if the Z-value is greater than 1.96, the significance of the effect of the mediator variable is confirmed. Therefore, according to the result of the Sobel test, the fourth hypothesis of the research is also confirmed.
Conclusion
The main purpose of this article is to investigate the effect of organizational leadership style on human resource management while emphasizing the mediating role of competitive work environment. Effective organizational leadership should provide a way to direct the efforts of all employees to accomplish the organization's human resource management. Without leadership or direction, the existing link between organizational human resources may be weakened or broken. This issue can lead to a suboptimal situation in which individual work is done only to achieve the individual's goals, and at the same time, the entire organization loses its efficiency and adequacy and is prevented to achieve its goals. Therefore, for an organization to remain successful, the existence of organizational leadership is obligatory and necessary. Also, in today's competitive environment, the key requirement for companies to succeed is to identify how to create, maintain and sustain competitive advantage. In order to develop and exploit their competitive advantage, organizations must have capabilities that can be used to create scarce, valuable and inimitable resources. Properly managing human resources within the organization is a type of competitive advantage that is difficult to imitate and copy for all organizational leaders and should be developed as a part of organizational resources. Human resources are, in fact, the assets of the organization, which does not enable it to design and deploy strategies aimed at increasing productivity and efficiency and ultimately growing the competitiveness of the organization, and a defect in this issue can improve the performance of human resources within the organization. According to the mentioned content, it can be concluded that organizational leadership style on human resources management with the condition of existence of competitive work environment can cause organizational growth and stability. Therefore, it can be said; there is a significant effect between organizational leadership style on human resource management by explaining the mediating role of existence of competitive work environment in Asia Insurance Company of Tehran, and the main hypothesis of the research is confirmed. The results of the main research hypothesis test by Al-Wadiri and Mobini (2018), Jafari Herandi and Najafi (2018) and Nemati et al. (2019), Norouzi and Droudi (2019), Martin Santana et al. are in accordance with each other.
Based on the obtained results, it is suggested: the way the organization's management uses various management methods and leadership styles is an important factor to create the desired organizational performance; Managers should give employees the right to make decisions or comment on various matters within the organization, because the silence of employees towards organizational human resources will reduce job satisfaction in the long run, or produce the worse consequences of job indifference in the work environment. It is suggested that the goals and missions of each organization should be specified and determined for all the management factors of the organization, such as organization, planning, motivation and leadership, human and material resource management, control and monitoring systems, so that the goals and missions of the organization can be better followed in order to achieve the desired performance. It is suggested to hold training courses, scientific and specialized seminars on human resources management in organizations or provide conditions for participation in training courses, scientific and specialized seminars in a competitive work environment outside the organization and create material and non-material incentives for employees in order to try to increase their interest in pursuing training programs for organizational leaders and increasing the quality and quantity of their organizational performance. It is also suggested to improve and grow the organization by creating an understanding and spirit of knowing the leadership within the organization and how to relate human resource management processes and achieve a competitive advantage in organizations.
management
kamran nazari; Peyman Akbari
Abstract
Abstract
The present study dealt with the antecedents of knowledge concealment with the aim of meta-analysis. This research, in terms of purpose, is descriptive, and in terms of the type of practical use, and in terms of the type of data, it is quantitative research. The statistical population of this ...
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Abstract
The present study dealt with the antecedents of knowledge concealment with the aim of meta-analysis. This research, in terms of purpose, is descriptive, and in terms of the type of practical use, and in terms of the type of data, it is quantitative research. The statistical population of this research included domestic and foreign related individuals during the years 2016 to 2022, and 25 cases were included in the analysis process using a targeted non-random sampling method. Selected studies were analyzed using MAXQDA 20 software (to find effective factors) and CMA2 software (comprehensive meta-analysis software). Among the antecedents of knowledge hiding, 7 effect sizes are large (more than 0.5), 2 effect sizes are medium (between 0.3 and 0.5). In other words, leadership, organizational structure, knowledge ownership, technical knowledge, knowledge sharing perspective, psychological characteristics of employees, human resource management had the largest effect size. Also, among the antecedents of the relationship between knowledge concealment and competitive work environment, there were 5 large effect sizes, 2 medium effect sizes, and these factors including technology, organizational structure, micro factors, macro factors, and individual factors had the greatest effect. Also, among the antecedents of the relationship between knowledge concealment and organizational justice, there were 6 large effect sizes and 3 medium effect sizes, which include procedural justice, interactive justice, distributive justice, organizational commitment, challenges and diversity, open organizational systems. They had the most effect. In the end, it is suggested that the managers of the organizations provide the possibility of holding activities such as friendly gatherings outside the work environment, which leads to the increase of friendly relations and the reduction of interpersonal distrust.Extended AbstractIntroduction
Today, knowledge is the most important asset and the biggest competitive advantage of many organizations. However, in today's highly variable organizations, the biggest and most complex problem of organizations is collecting and storing, retrieving, searching, distributing and retrieving knowledge. Exploitation of knowledge and intellectual property is a subject that is currently of interest to scientists. In order to achieve its goals, every organization uses a collection of knowledge that has been accumulated by each individual and in their minds. If these knowledges are not used, we can expect the failure of the organization or the high costs caused by the repetition of some decision-making processes and the lack of optimal use of experience and decision-making records. For this reason, leading organizations collect latent knowledge from personnel and work groups, which is called knowledge capital. In recent years, various organizations and companies have started joining the knowledge process, and new concepts such as knowledge work, knowledge work, knowledge management, and knowledge organizations indicate the intensification of this process. A knowledge organization achieves capabilities that can make a great power out of a small force. Such organizations are facing new challenges. Today, the competitive environment of organizations has become more complicated and changing. Continuous changes in knowledge have also created a new imbalance situation for organizations. The endless flow of knowledge has put markets in a constant state of change, which requires organizations to make continuous changes (Rahmi, 2015). Today, the capital of an organization is not only the financial and physical capital, but the knowledge capital of people is more important than the two and has been noticed by managers. In other words, human resource management is a complex aspect of knowledge management. In these organizations, knowledge management is used to optimize communication between employees and between high levels of management. Knowledge management in these organizations helps to create a culture of knowledge sharing among employees. Although knowledge can be acquired by individuals, but for it to be useful, it is necessary for all members of the group to participate in it. Knowledge is a concept beyond data and information. Knowledge refers to the collection of information, the practical solutions related to it, the results of its application in various decisions, the training related to it, the attitude of people in jobs and various responsibilities related to it. Each person's knowledge, even in a specific case, may be different from others. Knowledge is the basis of each person's skill, experience and expertise (Babaei Meybodi and Alirezaei, 2020). In the organization, knowledge is defined as what people know about their customers, products, processes, mistakes and organizational successes. Knowledge can exist in information bases, administrative departments or other internal and external sources of the organization. By all means, organizational knowledge is acquired over time and enables the organization to achieve a deeper understanding and lead its organizational formations with cleverness and intelligence, which are the characteristics of intelligence.
Theoretical foundations
In today's turbulent world, knowledge is the most important competitive advantage of organizations. This makes it necessary for organizations to take action to maintain and continue this competitive advantage. With the development of knowledge management and the increase of knowledge-based organizations, the change in the competitive environment of organizations has intensified and the environment of organizations is moving towards dynamism. Today, managers are eager to manage organizational knowledge so that they can benefit from its useful results. One of the necessary behaviors for knowledge management is the sharing of knowledge among the people of the organization, and this behavior occurs when a person has a desire to help others or learn from others in order to develop new capabilities in the organization. Since the organization cannot force its employees to share their knowledge with other employees and there is no compulsion, knowledge sharing will not happen until the individual wants to. The concept of hiding knowledge is as old as the topic of knowledge management itself. But it is a behavior that has been less researched. Identifying and explaining the effective factors on hiding knowledge is one of the solutions that can help the organization to move towards a knowledge-oriented and learning organization (Oliveira et al, 2018). According to the view of "knowledge is power", people usually hide knowledge so as not to lose their competitive advantage, and despite many researches in the field of knowledge sharing and the efforts of managers, organizations find it very difficult to achieve knowledge sharing. effective among their employees. Researchers have focused more on promoting the desired activities of the organization, especially knowledge sharing, and less attention has been paid to the reasons why people hide knowledge (Hosseinzadeh, and Miri, 2018).
Research Methodology
In terms of purpose, this research is applied, its nature is descriptive-analytical, and its method of implementation is meta-analysis, which is a systematic review and meta-analysis (Systematic Reviews and Meta-Analyses) that examines the meta-analysis of the antecedents of knowledge concealment. pay the statistical population of this research included domestic and foreign related individuals during the years 2016 to 2022, and 25 cases were entered into the analysis process using a non-random purposeful sampling method.
Research findings
The Q test was used to check the homogeneity of the studied studies and it can be claimed with 95% confidence that the null hypothesis that the studies are homogenous is rejected and the hypothesis of heterogeneity among the studies is confirmed. In order to avoid publication bias, the funnel diagram and safe N of error were used. The results showed that as the studies are drawn to the bottom of the funnel, their standard error will increase and their publication bias will increase. The results of linear regression show that at the 95% confidence level, the cut-off value is equal to 1.26935 and the test statistic is 0.58840. Since the value of p is one domain (p=0.42036) and two domains (p=0.81547), it means that the null hypothesis that the funnel plot is symmetrical and that there is no diffusion bias is confirmed. Rosenthal's safe-from-error (N) test shows the number of missing studies (with a mean effect equal to zero), which must be added to the analyzes to obtain statistical insignificance of the overall effect. Based on the results of the above table, it can be seen that 986 more studies need to be conducted and checked so that the p value of the two combined strains does not exceed 0.05, so 986 more studies must be done in order to reach the final results of calculations and analysis. If an error occurs, this indicates the high accuracy and accuracy of the information and results obtained in this research.
Conclusion and Discussion
The results of the meta-analysis of the reviewed studies showed that organizational justice, leadership style, organization design, competitive work environment and human resource management are effective on knowledge concealment in organizations, and this effect size in the reviewed studies is for combined effects. Fixed and random are equal to 0.629 and 0.603 respectively. The results of this research question, with the results of studies such as (Kamalipour et al, 2020), (Valikhani Dehaqani, and Mohammadi, 2022), (Babaei et al, 2020), (Manochehri et al, 2018), (Mehrabi Taleghani and Mohammadian Saravi, 2018), it is both side and straight. In explaining these findings, it can be said that hiding knowledge may be related to employees' fear of losing control and power over their knowledge. In addition, some employees try to protect their competitive advantage among colleagues, and since today knowledge is considered as a valuable asset and a strategic resource and capital, and providing services, quality and economic products without interest. Obtaining and managing this valuable resource is difficult and often impossible. Therefore, organizations need to be more productive from human capital, more efficient and effective learning of employees, satisfaction of customers and employees, prevention of repeating mistakes, reduction of rework, saving time, motivating creativity and innovation, etc. They should put knowledge in the center of their attention and manage it.
