The effects of social media on organizational behaviours in non-democratic countries
- Autores: Ali Fathi Makvand
- Directores de la Tesis: Vicenc Fernández Alarcón (dir. tes.)
- Lectura: En la Universitat Politècnica de Catalunya (UPC) ( España ) en 2018
- Idioma: español
- Tribunal Calificador de la Tesis: Carlos Rodríguez Monroy (presid.), José María Sallán Leyes (secret.), Mihaela Enache (voc.)
- Programa de doctorado: Programa de Doctorado en Administración y Dirección de Empresas por la Universidad Politécnica de Catalunya
- Materias:
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- Resumen
Context: Culture is a set of values, opinions and beliefs which shape people lives, societies, nations and organizations. However, organizational culture is the most essential context at the heart of the organizational development career but national culture has an effective impact on the organizational members behaviours and attitudes. The appearance of social media and its popularity among people have created different variables in the way that organizational members communicate, which impact on the stability of organizational development. But how organizational behaviours turn into challenges when social media as a new communication technology is introduced to the companies where the national culture of their countries has not embedded democracy principles? Objectives: This research proposed to determine how the use of social media impacts negatively and positively, on organizational behaviors inside of organizations hold in non-democratic countries in terms of leadership, collaboration, communication, interaction between seniors and subordinates.
Method: The empirical research in this research consists of two qualitative proposals based methods by applying semi-structured interviews with 18 different level managers (Middle and Senior, CEO) from different large and medium companies in Iran. Hofstede Cultural Dimensions are the main cultural analysis framework which have been applied to the data analysis collected from interviews.
Results: A framework for conceptualizing organizational behaviours in challenging with new communication technology in non-democratic cultural context which results a categorization of organizational behaviours specification variables and a set of propositions about their causes.
Conclusions/Implications: The influence, importance and implication of both the national culture and organizational culture on challenging with social media networks have been focused and a set of new discussions have been developed for the future studies. Moreover, the detailed concentration of this research on the relation between social media effects and non-democratic culture context have brought many new views for the future researchers to have deeper understanding about the outcomes of new communication technology on organizational behaviours in developing nations where the democracy principles are not a part of national culture.
