Volume 9, Issue 3 (10-2025)
EBHPME 2025, 9(3): 0-0 |
Back to browse issues page
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Solati Z, Amrollahi biuki N, Golverdi M. Exploring Organizational Deception among Community Nurses in Iran: A Grounded Theory Qualitative Study. EBHPME 2025; 9 (3)
URL: http://jebhpme.ssu.ac.ir/article-1-526-en.html
URL: http://jebhpme.ssu.ac.ir/article-1-526-en.html
Department of Public Administration, Faculty of Humanity and Social Sciences, Ardakan University, Ardakan, Iran , amrolahi.n@ardakan.ac.ir
Abstract: (34 Views)
Background: Although numerous news reports have surfaced regarding morally distressing situations in the workplace, little research exists on the topic of deception by organizational research professionals.
Methods: Data were collected through semi-structured interviews, and the relevant text was subsequently extracted and condensed using the method proposed by Strauss and Corbin. This study employed a qualitative grounded theory approach to examine how organizational deception manifests among Iran's Community nurses. The research sample consisted of 29 nurses working at public hospitals in Shiraz, Iran.
Results: Three categories of components affecting the Organizational Deception in Iran's Community nurses were identified. In the open coding stage, 40 concepts were obtained, which were finally reduced to 11 subcategories. Six contributing factors to workplace deception were identified and classified into one of two groups. Under the grouping of personality components, the identified organizational deception included: 1- antisocial attitudes, 2- machiavellianism, and 3- passive-aggressive behavior. The remaining deception factors were categorized as cognitive elements: 1- seeking material and non-tangible benefits and 2- coercion in the workplace. The negative consequences of organizational deception were observed at individual (relational and psychological), group (interpersonal and external to the organization), and organizational levels. Moreover, managerial factors (management style) and organizational factors (organizational culture, workplace structure, and working conditions) were found to influence the issue of deception in the workplace. This study revealed the strategies used for deception in the workplace, which can include deception as a means of escape and a manipulative tool for handling information.
Conclusions: Deceptive actions by nurses harm not only their colleagues and patients but also the credibility of public sector hospitals, reducing citizens' trust in governments. Policymakers and health sector managers should prioritize ethical practices in their operations and consider preventive measures against deception in the workplace. Given the increased potential for communicable disease outbreaks in the world, the integrity and honesty of nurses worldwide during caregiving situations are critical.
Methods: Data were collected through semi-structured interviews, and the relevant text was subsequently extracted and condensed using the method proposed by Strauss and Corbin. This study employed a qualitative grounded theory approach to examine how organizational deception manifests among Iran's Community nurses. The research sample consisted of 29 nurses working at public hospitals in Shiraz, Iran.
Results: Three categories of components affecting the Organizational Deception in Iran's Community nurses were identified. In the open coding stage, 40 concepts were obtained, which were finally reduced to 11 subcategories. Six contributing factors to workplace deception were identified and classified into one of two groups. Under the grouping of personality components, the identified organizational deception included: 1- antisocial attitudes, 2- machiavellianism, and 3- passive-aggressive behavior. The remaining deception factors were categorized as cognitive elements: 1- seeking material and non-tangible benefits and 2- coercion in the workplace. The negative consequences of organizational deception were observed at individual (relational and psychological), group (interpersonal and external to the organization), and organizational levels. Moreover, managerial factors (management style) and organizational factors (organizational culture, workplace structure, and working conditions) were found to influence the issue of deception in the workplace. This study revealed the strategies used for deception in the workplace, which can include deception as a means of escape and a manipulative tool for handling information.
Conclusions: Deceptive actions by nurses harm not only their colleagues and patients but also the credibility of public sector hospitals, reducing citizens' trust in governments. Policymakers and health sector managers should prioritize ethical practices in their operations and consider preventive measures against deception in the workplace. Given the increased potential for communicable disease outbreaks in the world, the integrity and honesty of nurses worldwide during caregiving situations are critical.
Keywords: Organizational deception, Strauss and Corbin’s grounded theory, Information manipulation theory, Community nurses
Type of Study: Original article |
Subject:
General
Received: 2025/03/12 | Accepted: 2025/10/27 | Published: 2025/10/27
Received: 2025/03/12 | Accepted: 2025/10/27 | Published: 2025/10/27
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License. |