Designing the Model of Strategic Proactive Behaviors in an Organization: A grounded theory

Extended Abstract
Abstract
Employees 'strategic proactive behaviors in the organization underpin the continuous improvement of individual and organizational job performance, because accelerated environmental dynamics require some form of increased intellectual and practical capacity to improve existing or create new ones that are embedded in employees' strategic proactive behaviors. Although there has been a lot of research into the antecedents and consequences of proactive behavior by managers and employees, so far the model of forming such behaviors in employees has not been addressed. This research is a fundamental research, and it's kind of a grounded theory. Grounded theory is used to theorize organizational phenomena. The purpose of this study was to understand the grounded theory the model of shaping employees' strategic proactive behaviors in a selected research organization. The data were summarized in 18 semi-structured interviews with the selected experts of the university and organization under the study and then the interconnected categories in the form of Casual Conditions, Axial Conditions, Context Conditions, Intervening Conditions, Strategies and Consequences of paradigm of proactive strategic behavior of employees were identified. Research findings can help managers understand the policies, systems, and practices that help shape or prevent such behaviors.
Introduction
Adaptability to constantly evolving conditions requires employees who have the characteristic of Strategic Proactive Behaviors. In general, strategic Proactive behaviors refer to initiating behaviors that are predictive, change-oriented, and based on the fertility of personal initiative. Instead of waiting for an event to occur in order to react to an event, people with a strategic activism tend to actively figure out that change themselves. Accordingly, such people take creative initiatives in their careers and take predictive actions that take place in the light of foresight. Instead of changing their position, they change their position.
Research Methodology
The method of the present research is qualitative and to discover the concepts and relationships in the raw data and to organize them in the form of a theoretical explanatory plan, the analysis of the major part of this research is interpretive. The data theory research strategy has been used as a qualitative research approach. This approach has systematic procedures for theorizing about phenomena based on the inductive approach. The method of data collection in this study is cross-sectional and in terms of the nature of the data, it is qualitative and based on the exploratory approach. The logic of selecting the sample members was based on theoretical sampling and then snowball, in addition to specialized and organizational expertise, experience and professional interaction, knowledge and awareness based on research. The target population at this stage included 18 selected organizational managers and experts and related university experts who were collected and completed data and information through in-depth semi-structured interviews. A total of 24 interviews (selected individuals). And introduced) but during the process, the researcher was convinced that it was done and ended with 18 information saturation interviews.
Finding
Research data were counted during semi-structured interviews with selected academic experts and the organization under study and then extracted in the coding process and related categories in the form of causal conditions, phenomenon-oriented, contextual conditions, intervening conditions, strategies and consequences. A specific conceptual model was described and elaborated during the selective coding stage of each model element in order to create a research theory. The results of the research can help managers to identify the policies, systems and procedures that help or prevent the occurrence of such behaviors.
Discussion and Results
Based on the results of the present study; the dimensions of the strategic Proactive behavior pattern are:
Casual conditions:
-The complexity of the organization's activities
-Environmental uncertainty
-Changing the organizational paradigm
-Dynamics of the economic system
-Multiple factors influencing policy and decision sensitivity
Axial Conditions:
- Knowledge, skills
-Maturity, intelligence
- Questioning
- Preventive attitude and problem solving
- Active listening to identify issues
Context Conditions:  
- Constructive interaction and support of managers
- Acceptability and legitimacy. Strategic activist behavior in the organization
- Clear orientation of the organization regarding strategic activism
- Flexibility of organizational structure against the occurrence of strategic activist behavior
- Allocation of resources and facilities
- Transparency of data and information in the organization
Intervening Conditions:
- Environmental conditions
- Sensitive institutional position of the organization
- Conflicting interests of interest groups
- Social credibility of strategic actors
Strategies:
-Futurist, observer, innovator
-Critical thinking
- Knowledge sharing, scientific dissemination, creating common insights
- Practical commitment
- Resistance management
Consequences:
-Mental dynamism, creativity and innovation
-Individual development
-Commitment and intellectual and emotional belonging
-The brand attractiveness of the organization
-Competitive advantage of the organization
-Development and effectiveness of the organization