Document Type : Original Article
Authors
Department of Management, Faculty of Management and Economics, Lorestan University, Iran
Abstract
Purpose: Researchers have demonstrated that metaphors are not merely linguistic features but are powerful mental models through which individuals understand their world by connecting complex phenomena to prior and tangible experiences. A network, as a structure of connections, can encompass both positive aspects and negative aspects. Dark networking, as a negative phenomenon, utilizes this connective structure to advance unethical or non-transparent objectives. This type of networking often operates in the shadows, employing tools of concealment and deception to achieve its goals. Researchers have explored the dark side of organizational behavior, organizations, leadership, emerging organizational forms, internal capital markets, social capital, and excessive self-esteem. However, the phenomenon of dark networking has been scarcely examined in research, to the extent that no theoretical definition or explanation has been established. Based on the provided answers, it becomes evident that the concept of dark networking has not yet been thoroughly investigated, and achieving a deep understanding of this phenomenon is essential to provide a comprehensive grasp of its nature and content. Therefore, this study seeks to elucidate the concept of dark networking using the iceberg framework.
Design/Methodology/Approach: In this study, subjective reality, subjective knowledge, and qualitative methods are employed, which are associated with the interpretive paradigm. In terms of purpose, this research is fundamental, and in terms of nature, it is exploratory, falling under the category of descriptive survey research. The primary population of the study consisted of managers from the Qom Province Electricity Distribution Company, from whom 16 individuals were selected using purposive sampling. Subsequently, interviews were conducted with 13 participants, achieving data adequacy and theoretical saturation. However, to ensure greater confidence, interviews were also conducted with three additional individuals. The secondary population of the study included academic experts in management and psychology from Qom, with two experts from each field selected through purposive sampling. Their insights were utilized to develop a conceptual metaphor and conceptual story.
Findings: The categories of experiences include learned helplessness, the importance of communicating with influential people, the importance of proximity to decision-making centers, and the importance of access to information. The category of surface metaphors includes forgetting, wickedness, invisible network, backstabbing, failure, playing crazy, choosing a shade, politics, Jack of all trades, parasitism, and squalor. The category of values includes personal development, scarcity mentality, friendship, and failure of others. Network gatherings, confidential meetings, family relations, participation in ceremonies, and secret negotiations are included in the category of practices. The category of communication includes cheating, fighting, positive portrayal, exclusivity, character assassination, and apparent friendship. Extraversion, narcissism, carelessness, relationalism, opportunism, and strong negotiation are in the category of non-metaphorical characterization. Regarding the cognitive filter, it can be said that what is seen is interpersonal communication, and what is not seen is the unethical secret intention. According to the findings of the research, it can be concluded that the worldview is expressed in dark networking, individualism, and the use of non-constructive competition, as well as the conceptual metaphor, "invisible dirty webs" and the conceptual story, "Let's never walk alone until I reach my destination".
Discussion and Conclusion: By using metaphors, we can envision dark networking as an invisible yet powerful network that operates in the background of organizational or social relationships. This metaphor helps us better understand the complex and hidden nature of this phenomenon and identify ways to detect and counteract it. Performance indicators should be made available to employees so that they are aware of what the organization expects from them and the extent to which they need to align with each of the organizational goals based on their position. In this way, the paths to achieving both material and non-material success should be clearly defined within the organization, and welfare benefits should be distributed according to established criteria and the decisions of relevant committees. Additionally, by holding group Q&A sessions or one-on-one meetings, employees' needs and demands can be monitored promptly, appropriate responses can be provided, and any misunderstandings—which may be a significant source of ethical misconduct—can be resolved. It is essential to acknowledge that effective human resources must act proactively as an active liaison between senior management and employees to prevent both overt and hidden dissatisfaction.
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