Explaining the Causes and Consequences of Covert Revenge among Employees in the Workplace Using Fuzzy Cognitive Mapping

Objective: Covert revenge in public organizations, due to its silent and hidden nature and difficulty in identification, is recognized as a serious challenge in human resource management that carries extensive negative consequences for organizational sustainability and long-term performance. This study aimed to identify and explain the causal model of antecedents and consequences of covert revenge using fuzzy cognitive mapping in public organizations of Lorestan province.



Methodology: The present study is applied in terms of purpose and mixed-method (qualitative-quantitative) in terms of approach. The statistical population in both sections included faculty members of Lorestan University and senior managers of executive organizations in Lorestan province, from which 20 individuals were selected through purposive sampling. The qualitative instrument was semi-structured interviews, and the quantitative instrument was a pairwise comparison questionnaire designed based on factors identified in the qualitative section, completed by the same 20 experts, as expert judgment is essential in fuzzy cognitive mapping to determine causal relationships among factors. Data analysis in the qualitative section was conducted through content analysis and systematic coding, while in the quantitative section, fuzzy cognitive mapping was used to calculate influence, susceptibility, and centrality indices. Validity and reliability in the qualitative section were assessed through content validity, theoretical validity, intra-coder, and inter-coder reliability. In the quantitative section, content validity and test-retest reliability were confirmed.



Findings: Among ten identified antecedents, accumulation of daily minor humiliations, prior experience of organizational non-response to protest, and feeling trapped in the organization, and among ten identified consequences, gradual erosion of psychological capital, normalization of pseudo-behaviors, and hidden maintenance costs were identified as the most important factors. The findings indicate that if covert reactions of employees in public organizations of Lorestan are not properly managed, they will inevitably lead to a destructive cycle of distrust and reduced collaboration; therefore, managers can prevent these negative consequences by identifying hidden signs of dissatisfaction and designing appropriate preventive policies.



Limitations: This study faced several limitations that should be acknowledged. First, findings rely on judgments of faculty members from Lorestan University and senior managers of public organizations in Lorestan province, so their perceptions may be influenced by organizational position, personal experiences, and individual attitudes, potentially introducing some degree of bias. Second, sample size is limited and statistical population is specific to public organizations of Lorestan province, so generalizing results to other organizations and provinces requires considerable caution. Third, due to the sensitive nature of the topic, respondents may provide cautious or socially desirable responses. Fourth, results largely depend on expert judgments in identifying factors and determining relationships; selecting different experts might yield somewhat different outcomes. Fifth, although fuzzy cognitive mapping is suitable for analyzing complex relationships, obtained relationships are based on expert perceptions and are insufficient for definitively proving causal relationships. Finally, this research focuses more on direct and short-term consequences; examining long-term outcomes requires longitudinal studies.



Practical Implications: Despite these limitations, findings of this research offer valuable practical implications for managers of public organizations. Awareness of covert revenge antecedents—such as accumulation of daily minor humiliations, prior experience of organizational non-response to protest, and feeling trapped—helps managers identify warning signs and take preventive actions before crises emerge. Managers should create a safe environment for expressing opinions and problems by building trust and effective communication. Investing in training and developing communication skills for managers and employees can significantly improve organizational climate and effectively reduce covert revenge behaviors.



Article Value: This research represents a novel and significant step in understanding covert revenge in Iranian public organizations. Using an innovative approach, this study identifies multiple dimensions of this phenomenon and presents a fuzzy model to analyze complex relationships between psychological and organizational factors. The results can serve as a solid foundation for future research and development of sustainable strategies for managing covert behaviors in organizational settings.



Article Type: Research Article