Showing 3 results for Trust.
Volume 4, Issue 2 (12-2022)
Abstract
The purpose of this study was to test the political behavior model on managers' decisions with the mediating role of organizational identity and the moderating role of organizational trust in sports organizations. The study sample was all middle managers Federations, Youth and Sports Ministry, Office of Sport and Youth Sports provinces and provincial heads of 250 people, of whom 104 subjects were randomly selected. The present study is a descriptive-correlational survey research and applied research that was conducted in the field. Data collection was through four questionnaires of political behavior (17 questions), managers' decision making (14 questions), organizational trust (12 questions) and organizational identity (16 questions).Validity and questionnaires were confirmed. Reliability was also reported through Cronbach's alpha coefficient (political behavior =0.89, managers' decision = 0.92, organizational trust =0.85 and organizational identity =0.90). SPSS software, SPSS sample power and Smart PLS were used to analysis the data. The results showed that organizational trust has a positive and significant effect on managers' decisions. Political behavior has a positive and significant effect on managers' decisions. Political behavior has a positive and significant effect on organizational identity. Organizational identity has a positive and significant effect on managers' decisions. Political behavior also has a positive and significant effect on managers' decisions through organizational identity. Finally, the results showed that organizational trust can moderate the relationship between political behavior and managers' decisions as a positive and significant effect. According to the results, it is suggested that when appointing managers, persons should be selected who care about the role and opinion of employees in organizational decisions and consider consulting in their activities.
Volume 7, Issue 4 (2-2018)
Abstract
Using Gray and Balmer’s Conceptual framework, a specific model has developed for Iranian banking system which tested in Tehran. Nonfunctional perceived value and persuading word of mouth as antecedents and trust (system & institutional) as consequence are forming elements of the model. Method of study is mixed (qualitative and quantitative). Qualitative part of study consist of interviews with bank marketing experts and bank customers. Dimensions of bank reputation has explored through content analysis of interviews. Service quality, customer orientation, social responsibility, obeying rules and regulations are recognized as dimensions of bank reputation construct. In quantitative part of study a survey of 436 samples of commercial retail banks has conducted. Sampling method is convenience. Analyze of data shows that customer based bank reputation construct consists three factors. Model test shows that nonfunctional perceived value has positive impact on bank reputation (γ=0/84, p<0/001). Persuading word of mouth has positive impact on bank reputation (γ=0/09, p<0/1). Bank reputation has positive impact on trust (β=0/76, p<0/001).
A. M. Poyafar, A. Arzani, S. A. Javadi, A. Tahmasebi,
Volume 26, Issue 2 (3-2024)
Abstract
Beekeeping on rangelands is considered as a key approach for sustaining pastoral livelihood and reducing pressure on grazing lands. Previous studies are mostly focused on the ecological contributors of apiculture and the social criteria are not treated in much detail. The current research, therefore, uses the case of Sarayan Arid Rangelands in northeast Iran to examine the importance of social capital in adaptation of beekeeping as a pastoral livelihood diversification strategy. Through a random sampling procedure, 180 herders were selected in the study area. Questionnaires were used to collect data on trusts, collaboration, and solidarity as the main determinants of social capital and also herders' interests in beekeeping. Stepwise linear regression method was employed to estimate the relation between herders' interest in beekeeping and their social capital. The results show that about 33% in variance of motivation on beekeeping as a livelihood diversification strategy could be explained by the cooperation, trust, and solidarity among the rangeland users. Therefore, it is vital to introduce policies and measures to support collaboration and social networks among the rangeland users.
