واکاوی الگوهای ذهنی مدیران دولتی نسبت به پدیده «واپس زنی دانش»

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استادیار، گروه مدیریت اجرایی، دانشکده علوم اقتصادی و اداری، دانشگاه مازندران، بابلسر، ایران.

2 استادیار گروه مدیریت بازرگانی، دانشگاه حضرت معصومه(س)، قم، ایران.

10.22034/jipas.2022.351052.1438

چکیده

دانش و قدرت دو روی یک سکه هستند که عبارت توانا بود هر که دانا بود را تداعی می‌کند، اما آیا منظور از این دانایی بیشتر شدن دانش است؟ یا منظور تشخیص آنچه باید بدانیم و آنچه نباید بدانیم است. ساده‌تر آنکه «گاهی می‌دانیم که اگر ندانیم بهتر است». از این‌رو، دانش را پس می‌زنیم. این پدیده «واپس‌زنی دانش» نامیده می‌شود. مطالعه حاضر به‌دنبال درک و کشف ابعاد آن از نگاه مدیران ارشد سازمان است. تجربه زیسته پژوهشگران‌ در کنار مدیران ارشد در سازمان‌های مختلف خاستگاه شکل‌گیری این مطالعه است. نتایج این مطالعه نشان می‌دهد که از مجموعه استراتژی‌های رفتاری مدیران این‌گونه بر می‌آید که کسب دانش به‌خودی خود قدرت نیست، بلکه در جبهه مقابل آن، غفلت و عدم شفافیت با دانش رقابت می‌کند. مطالعه حاضر، پژوهشی کیفی است که با استفاده از روش پژوهش کیو انجام شده است. داده‌های کیفی در این مطالعه برگرفته از مصاحبه‌های عمیق با 16 مدیر ارشد در بخش دولتی است. یافته‌ها حاکی از آن است که به‌دلایل سازمانی، محیطی و شخصی مدیران گاهی «عمداً و آگاهانه» دانش را پس می‌زنند و در مواجهه با شواهد متناقض با عقاید خود «بی‌توجهی» می‌کنند.

کلیدواژه‌ها


عنوان مقاله [English]

Exploring the Mindset Models of Public Sector Managers Regarding the Phenomenon of “Knowledge Neglecting”

نویسندگان [English]

  • Bahareh Abedin 1
  • Shahnaz Akbari Emami 2
1 Assisstant professor, MBA Department, Faculty of Economics and Administrative Sciences, University of Mazandaran, Babolsar, Iran.
2 Assistant Professor, Department of Management, Faculty of Humanities, Hazrat Masoumeh University, Qom, Iran.
چکیده [English]

Knowledge and power are two sides of the same coin, which the phrase “the Knowledge, the Power” evokes it, but does this understanding mean more knowledge? Or it means distinguishing what we should know and what we should not know. It is simpler that “sometimes we know that it is better not to know”. Therefore, we reject knowledge. This phenomenon is called “knowledge neglecting”. This study seeks to understand and discover its dimensions from the point of view of senior managers in public sector. The lived experience of researchers along with senior managers in different organizations is the origin of this study. The results of this study show that the behavioral strategies of managers indicate that the acquisition of knowledge is not power in itself; but on the opposite front, neglecting and lack of transparency compete with knowledge. The current study is a qualitative research that was conducted using the Q-research method. Qualitative data in this study are derived from in-depth interviews with 16 senior managers in the public sector. The findings indicate that due to organizational, environmental and personal reasons, managers sometimes “deliberately and consciously” ignore knowledge and "neglect" when faced with evidence that contradicts their beliefs.

کلیدواژه‌ها [English]

  • Knowledge Neglecting
  • Deliberate Neglecting
  • Senior Public Sector Managers
  • Q Methodology
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