University of Isfahan Positive Psychology Research 2476-4248 9 4 2024 02 20 A Model of positive organizational behavior in creative industries A Model of positive organizational behavior in creative industries 115 136 28459 10.22108/ppls.2024.137887.2433 FA Mehdi Yazdanshenas Associate professor, department of business management, faculty of management and accounting, Allameh Tabatab`i University, Tehran, Iran. Hamed Dehghanan Associate professor, department of business management, faculty of management and accounting, Allameh Tabatab`i University, Tehran, Iran. Seyyed Mojtaba Mahmoudzadeh Associate professor, department of business management, faculty of management and accounting, Allameh Tabatab`i University, Tehran, Iran. Mohammad Hosein Shojaee PHD student of Business management, Faculty of Management and Accounting, Allameh Tabataba’i University, Tehran, Iran. 0000-0002-0752-5892 Journal Article 2023 06 02 Positive organizational behavior has recently been raised as one of the challenging and attractive topics in management science. Positive organizational behavior is capable of creating a sustainable competitive advantage for contemporary organizations by benefiting from a new management tool, i.e. psychological capital, in addition to human capital and social capital. Considering the importance of positive organizational behavior, the current research has tried to provide a model of positive organizational behavior in creative industries. The current research has presented a coherent model in the field of positive organizational behavior through the method of multiple Grounded theory and using existing literature and theories as well as semi-structured interviews with specialists and experts in this industry. The sampling method was judgmental and the interviews continued until theoretical saturation. The data obtained from coding was analyzed and led to the extraction of 235 primary codes, 30 secondary codes, 19 concepts and 6 categories. Positive organizational behavior in creative industries includes the core category (positive organizational behavior), causal conditions, background conditions, intervening conditions, strategies and consequences. Positive organizational behavior also includes objective individual behaviors, subjective individual behaviors, group behaviors, and organizational behaviors. The positive-oriented organizational behavior model in the field of creative industries is fundamentally different from the organizational behavior model in other industries due to the nature of creativity, the importance of human resource processes, and the flat and non-hierarchical organizational structure. On the other hand, the economic situation and socio-cultural conditions make the model of positive organizational behavior in creative industries different from other industries. Introduction Many studies have been conducted in the field of positivism in organizations and topics such as organizational behavior, organizational leadership, organizational development, and human resource management. The starting point of this line of research can be considered the initial theorizing of positive psychology by Seligman and Csikszentmihalyi (2000). Past research in the field of positive organizational behavior shows the importance and benefits of this issue to promote productivity in the organization (Carter & Youssef-Morgan, 2021). Like positivist psychology, positivist organizational behavior does not claim to organize new discussions and discoveries of the importance of positivism. However, it emphasizes that more focus is needed on theorizing, research, and application of positive insight, action, and behavior in organizations. In other words, Seligman claims that positive psychology is not a new discovery but a different paradigm (Seligman et al., 2005). Method The purpose of this study is to present a model for positive organizational behavior in creative industries. This study is applied research in terms of purpose. According to the purpose of the study, a qualitative approach was used to collect data. In the current study, multiple grounded theory method was used, with one of its distinguishing points being emphasis on the necessity of combining the deductive and inductive approaches in developing the theory. The research population included creative industry experts and the sampling method was judgmental. Two conditions of knowledge and experience in the field of creative industries have been taken into consideration for sample selection. In order to check the validity of the model, in addition to reviewing the literature and research theories, interviews were conducted with creative industry experts. After conducting the interviews and extracting the model of positive organizational behavior in creative industries, the extracted model was sent to the interviewees for approval. The combination of experimental validation and internal validation in the theory development process is also another tool to check the validity of the model. Semi-structured interviews were used to collect data. Data analysis was done using Strauss and Corbin’s techniques and other multiple grounded theory techniques, including open, axial, and selective coding. Results The findings of this study showed that three main categories of individual factors (including attitudinal characteristics, behavioral characteristics, psychological characteristics), group factors (including leadership theories, political behavior, brainstorming and leadership skills) and organizational factors ( including organizational democracy, social capital, human capital, organizational entrepreneurship, cultural capital, organizational agility, organizational transparency, working methods and standards) were the causal conditions affecting positive organizational behavior. This finding suggests that focusing on improving these factors leads to the formation and development of positive organizational behavior in creative industries. In order to achieve positive organizational behavior in creative industries, managers should be selected who have characteristics such as charisma, ideal influence, inspiring motivation, the ability to persuade people and adhere to moral values so that the sense and motivation of positivity can be strengthened among the key elements of cultural businesses. Also, positive attitudes such as work-life balance, psychological ownership, perceived organizational support, positive work experience, and perceived organizational justice provide conditions for promoting and expanding positive behaviors among employees. Improving collective work conditions and low power distance between managers and other people of the organization as well as promoting the spirit of group activities in the organization leads to the improvement of positive organizational behaviors. In such a situation, managers communicate with others in a more favorable organizational climate and thus create positive interactions in a positive climate. The results of this study show that, in order to realize and actualize positive organizational behavior in the current conditions of creative industries, some strategies are adopted. These strategies can be influenced by contextual conditions and intervening factors and bring about consequences at different levels. The suggested strategies include positive human capital practices (including the subcategories of positive compensation, positive individual development, positive organizational development, positive recruiting and hiring, positive performance management and positive socialization), creating an organic organizational structure, developing positive communication, teaching positivity in the organization, the supporting organization, and culture-building actions. However, the selection of these strategies is positive-oriented. Considering the determinants of organizational behavior, background and intervening conditions also play an important role in creating these strategies. Background conditions usually refer to the factors in the organization and environment that have many effects. One of these factors is organizational culture. The main values, principles, rules and norms in creative industries shape the dominant behavioral style of employees and the dominant management style of creative industries similar to other organizations. In general, employees will try to behave in accordance with the main values and norms in the organization and adapt their work models and styles to it. In addition to the organizational culture, favorable financial and economic conditions of the organization are also effective in determining the existing strategies in creative industries. Therefore, favorable financial and economic conditions determine, shape and develop structures in cultural businesses that will ultimately strengthen positive behaviors at the level of the entire organization. Conclusion The analysis of the interview data as well as the theoretical foundations of the study led to the identification of 23 main categories in the form of six categories of causal conditions, central category, background conditions, intervening conditions, strategies and consequences. The findings of this study show that causal conditions include individual factors, group factors, and organizational factors. Also, background conditions include economic conditions of the organization, demographic factors and job characteristics. In addition, the intervening factors include macro-economic factors, macro-social-cultural factors, legal factors and technological factors. Suggested strategies to strengthen and develop positive organizational behavior include positive human capital practices, creating an organic organizational structure, developing positive communication, teaching positivity in the organization, supporting organization, and culture-building practices. Also, the consequences include individual, group and organizational consequences. The results of this study are consistent with the results of some of the previous researches. The findings of this research in relation to the consequences of positive organizational behavior are consistent with the results of Farjadinejad et al. (2020). Moreover, the individual, group and organizational dimensions in the central concept of this study are consistent with the researches of Searle and Barbuto (2013) and Searle and Barbuto (2011). In addition, identification of causal conditions including theories of leadership, organizational climate, and organizational justice in the current research are in line with Kim's (2015) study. Also, the results of the current research are consistent with the research of Shahid and Muchiri (2018). Ethical Consideration Compliance with Ethical Guidelines: All ethical issues such as confidentiality of participants' identity were attended to and informed consent was obtained from the participants. Authors’ Contributions: This article is extracted form the doctoral thesis of the first author. Extraction, preparation, editing and submission of the article were done by the first and second authors. third and fourth authors are thesis advisors. Conflict of interest: There is no conflict of interest between the authors of this article. Funding: The authors received no financial support for the study. Acknowledgment: The authors thank all the participants of this study. Positive organizational behavior has recently been raised as one of the challenging and attractive topics in management science. Positive organizational behavior is capable of creating a sustainable competitive advantage for contemporary organizations by benefiting from a new management tool, i.e. psychological capital, in addition to human capital and social capital. Considering the importance of positive organizational behavior, the current research has tried to provide a model of positive organizational behavior in creative industries. The current research has presented a coherent model in the field of positive organizational behavior through the method of multiple Grounded theory and using existing literature and theories as well as semi-structured interviews with specialists and experts in this industry. The sampling method was judgmental and the interviews continued until theoretical saturation. The data obtained from coding was analyzed and led to the extraction of 235 primary codes, 30 secondary codes, 19 concepts and 6 categories. Positive organizational behavior in creative industries includes the core category (positive organizational behavior), causal conditions, background conditions, intervening conditions, strategies and consequences. Positive organizational behavior also includes objective individual behaviors, subjective individual behaviors, group behaviors, and organizational behaviors. The positive-oriented organizational behavior model in the field of creative industries is fundamentally different from the organizational behavior model in other industries due to the nature of creativity, the importance of human resource processes, and the flat and non-hierarchical organizational structure. On the other hand, the economic situation and socio-cultural conditions make the model of positive organizational behavior in creative industries different from other industries. Introduction Many studies have been conducted in the field of positivism in organizations and topics such as organizational behavior, organizational leadership, organizational development, and human resource management. The starting point of this line of research can be considered the initial theorizing of positive psychology by Seligman and Csikszentmihalyi (2000). Past research in the field of positive organizational behavior shows the importance and benefits of this issue to promote productivity in the organization (Carter & Youssef-Morgan, 2021). Like positivist psychology, positivist organizational behavior does not claim to organize new discussions and discoveries of the importance of positivism. However, it emphasizes that more focus is needed on theorizing, research, and application of positive insight, action, and behavior in organizations. In other words, Seligman claims that positive psychology is not a new discovery but a different paradigm (Seligman et al., 2005). Method The purpose of this study is to present a model for positive organizational behavior in creative industries. This study is applied research in terms of purpose. According to the purpose of the study, a qualitative approach was used to collect data. In the current study, multiple grounded theory method was used, with one of its distinguishing points being emphasis on the necessity of combining the deductive and inductive approaches in developing the theory. The research population included creative industry experts and the sampling method was judgmental. Two conditions of knowledge and experience in the field of creative industries have been taken into consideration for sample selection. In order to check the validity of the model, in addition to reviewing the literature and research theories, interviews were conducted with creative industry experts. After conducting the interviews and extracting the model of positive organizational behavior in creative industries, the extracted model was sent to the interviewees for approval. The combination of experimental validation and internal validation in the theory development process is also another tool to check the validity of the model. Semi-structured interviews were used to collect data. Data analysis was done using Strauss and Corbin’s techniques and other multiple grounded theory techniques, including open, axial, and selective coding. Results The findings of this study showed that three main categories of individual factors (including attitudinal characteristics, behavioral characteristics, psychological characteristics), group factors (including leadership theories, political behavior, brainstorming and leadership skills) and organizational factors ( including organizational democracy, social capital, human capital, organizational entrepreneurship, cultural capital, organizational agility, organizational transparency, working methods and standards) were the causal conditions affecting positive organizational behavior. This finding suggests that focusing on improving these factors leads to the formation and development of positive organizational behavior in creative industries. In order to achieve positive organizational behavior in creative industries, managers should be selected who have characteristics such as charisma, ideal influence, inspiring motivation, the ability to persuade people and adhere to moral values so that the sense and motivation of positivity can be strengthened among the key elements of cultural businesses. Also, positive attitudes such as work-life balance, psychological ownership, perceived organizational support, positive work experience, and perceived organizational justice provide conditions for promoting and expanding positive behaviors among employees. Improving collective work conditions and low power distance between managers and other people of the organization as well as promoting the spirit of group activities in the organization leads to the improvement of positive organizational behaviors. In such a situation, managers communicate with others in a more favorable organizational climate and thus create positive interactions in a positive climate. The results of this study show that, in order to realize and actualize positive organizational behavior in the current conditions of creative industries, some strategies are adopted. These strategies can be influenced by contextual conditions and intervening factors and bring about consequences at different levels. The suggested strategies include positive human capital practices (including the subcategories of positive compensation, positive individual development, positive organizational development, positive recruiting and hiring, positive performance management and positive socialization), creating an organic organizational structure, developing positive communication, teaching positivity in the organization, the supporting organization, and culture-building actions. However, the selection of these strategies is positive-oriented. Considering the determinants of organizational behavior, background and intervening conditions also play an important role in creating these strategies. Background conditions usually refer to the factors in the organization and environment that have many effects. One of these factors is organizational culture. The main values, principles, rules and norms in creative industries shape the dominant behavioral style of employees and the dominant management style of creative industries similar to other organizations. In general, employees will try to behave in accordance with the main values and norms in the organization and adapt their work models and styles to it. In addition to the organizational culture, favorable financial and economic conditions of the organization are also effective in determining the existing strategies in creative industries. Therefore, favorable financial and economic conditions determine, shape and develop structures in cultural businesses that will ultimately strengthen positive behaviors at the level of the entire organization. Conclusion The analysis of the interview data as well as the theoretical foundations of the study led to the identification of 23 main categories in the form of six categories of causal conditions, central category, background conditions, intervening conditions, strategies and consequences. The findings of this study show that causal conditions include individual factors, group factors, and organizational factors. Also, background conditions include economic conditions of the organization, demographic factors and job characteristics. In addition, the intervening factors include macro-economic factors, macro-social-cultural factors, legal factors and technological factors. Suggested strategies to strengthen and develop positive organizational behavior include positive human capital practices, creating an organic organizational structure, developing positive communication, teaching positivity in the organization, supporting organization, and culture-building practices. Also, the consequences include individual, group and organizational consequences. The results of this study are consistent with the results of some of the previous researches. The findings of this research in relation to the consequences of positive organizational behavior are consistent with the results of Farjadinejad et al. (2020). Moreover, the individual, group and organizational dimensions in the central concept of this study are consistent with the researches of Searle and Barbuto (2013) and Searle and Barbuto (2011). In addition, identification of causal conditions including theories of leadership, organizational climate, and organizational justice in the current research are in line with Kim's (2015) study. Also, the results of the current research are consistent with the research of Shahid and Muchiri (2018). Ethical Consideration Compliance with Ethical Guidelines: All ethical issues such as confidentiality of participants' identity were attended to and informed consent was obtained from the participants. Authors’ Contributions: This article is extracted form the doctoral thesis of the first author. Extraction, preparation, editing and submission of the article were done by the first and second authors. third and fourth authors are thesis advisors. Conflict of interest: There is no conflict of interest between the authors of this article. Funding: The authors received no financial support for the study. Acknowledgment: The authors thank all the participants of this study.

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