طراحی مدل پارادایمی سرمایه روان‌شناختی جمعی: مطالعه‌ای مبتنی بر نظریه داده‌بنیاد و اعتبارسنجی مدل در شرکت خطوط لوله و مخابرات نفت منطقه اصفهان

مریم   بداخانیان; اکبر اعتباریان; سحر  فائقی

Authors

Maryam Badakhanian PhD student , Department of Management, Isf.C., Islamic Azad University, Isfahan, Iran Author https://orcid.org/0009-0003-6229-9001
Akbar Etebarian Department of Management, Isf.C., Islamic Azad University, Isfahan, Iran Author https://orcid.org/0000-0003-0701-984X
Sahar Faeghi Department of Management, Isf.C., Islamic Azad University, Isfahan, Iran https://orcid.org/0000-0002-5223-228X

Keywords:

Collective psychological capital, emergent capability, Data-based theorizing, paradigmatic model, infrastructural organization

Abstract

This study aimed to design a paradigmatic model of collective psychological capital based on grounded theory and empirically validate the model among employees of the Isfahan Region Oil Pipelines and Telecommunications Company. This applied-developmental study employed a sequential exploratory mixed-methods design. In the qualitative phase, 20 managers, supervisors, experts, and experienced employees were selected through purposive and theoretical sampling. Data were collected through in-depth semi-structured interviews until theoretical saturation was reached and were analyzed using open, axial, and selective coding within the grounded theory framework. In the quantitative phase, a researcher-developed questionnaire derived from the qualitative findings was administered to employees, and 312 valid questionnaires were included in the final analysis. Reliability, convergent validity, discriminant validity, and structural equation modeling were used to evaluate the measurement and structural models. Causal conditions had a significant positive effect on collective psychological capital (β=0.624, t=11.483, p<0.001). Contextual conditions significantly predicted both collective psychological capital (β=0.219, t=4.762, p<0.001) and strategies (β=0.287, t=5.916, p<0.001). Intervening conditions had a significant negative effect on strategies (β=-0.176, t=3.842, p<0.001). Collective psychological capital significantly predicted strategies (β=0.536, t=10.274, p<0.001) and organizational consequences (β=0.247, t=5.186, p<0.001). Strategies exerted the strongest positive effect on organizational consequences (β=0.611, t=12.963, p<0.001). The model explained 58.2% of the variance in collective psychological capital, 64.7% in strategies, and 69.3% in organizational consequences. Collective psychological capital is a multilevel, context-dependent organizational resource shaped by leadership, human resource practices, culture, trust, justice, and organizational conditions, and it contributes to improved team performance, work engagement, adaptability, and positive organizational behaviors through appropriate developmental strategies.

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