Abstract
This study aims to investigate a grounded theory (GT) concerned with the dialectic of failure/hope in an organisation based on the principal strategy of the GT approach. The results were formulated in a series of propositions and the model of causal relationships was drawn through the analysis of in-depth interviews with a total number of 17 employees working for a state-owned enterprise. According to the results, the toxic organisational structure was identified as casual conditions with three categories of negative individual behaviours, negative interpersonal behaviours, and bad management behaviours. Additionally, the dialectic of failure/hope was assessed as a core phenomenon. Moreover, the characteristics of a peacemaking leader including coalition and co-thinking, action-orientation, and initiative were brought to light. Ultimately, the outcomes were explored at three levels of increasing personal commitment, improving interpersonal communication skills, and boosting organisational performance and then five propositions of the research model were extracted.
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