CORPORATE LOYALTY AS SIMULATION: WHY MODERN ORGANIZATIONS CONFUSE ENGAGEMENT WITH ADAPTATION
Fuente:
Zenodo
Guardado en:
| Autores principales: | , , , , |
|---|---|
| Formato: | Recurso digital |
| Publicado: |
Zenodo
2025
|
| Materias: | |
| Acceso en línea: | |
| Etiquetas: |
Agregar Etiqueta
Sin Etiquetas, Sea el primero en etiquetar este registro!
|
| _version_ | 1866901249379532800 |
|---|---|
| author | GELMANOVA ZOYA SALIKHOVNA SAULSKY YURI NIKOLAEVICH IVANOVA ALEXANDRA VLADIMIROVNA FAYEZ WAZANI ABDUL WALID SAIFULLINA ASMA RAMILEVNA |
| author_facet | GELMANOVA ZOYA SALIKHOVNA SAULSKY YURI NIKOLAEVICH IVANOVA ALEXANDRA VLADIMIROVNA FAYEZ WAZANI ABDUL WALID SAIFULLINA ASMA RAMILEVNA |
| contents | <p><em><span lang="EN">In modern organizations, employee engagement metrics often measure employees' rational behavioral adaptation to system requirements rather than genuine corporate loyalty. Apparently high engagement masks simulated behavior: formal compliance with norms without internal identification with the company's goals and values. The study distinguishes between loyalty and adaptation. It is shown that digital HR tools, engagement surveys, and KPIs primarily measure adaptability rather than underlying motivation, leading to a systemic effect of simulated engagement. Substituting adaptation for loyalty creates managerial illusions of stability, distorts personnel decisions, provokes burnout, cynicism, and "silent sabotage," and reduces the organization's capacity for change. A conceptual model for distinguishing loyalty, engagement, and adaptation based on behavioral and motivational criteria is proposed, as well as practical recommendations for the transition from metric control to the diagnosis of the subjective position of employees to improve long-term organizational sustainability.</span></em></p> |
| format | Recurso digital |
| id | zenodo_https___doi_org_10_5281_zenodo_18208644 |
| institution | Zenodo |
| language | |
| publishDate | 2025 |
| publisher | Zenodo |
| record_format | zenodo |
| spellingShingle | CORPORATE LOYALTY AS SIMULATION: WHY MODERN ORGANIZATIONS CONFUSE ENGAGEMENT WITH ADAPTATION GELMANOVA ZOYA SALIKHOVNA SAULSKY YURI NIKOLAEVICH IVANOVA ALEXANDRA VLADIMIROVNA FAYEZ WAZANI ABDUL WALID SAIFULLINA ASMA RAMILEVNA corporate loyalty, employee engagement, simulated engagement, adaptation, HR practices, digital control, personnel risks, management illusions. <p><em><span lang="EN">In modern organizations, employee engagement metrics often measure employees' rational behavioral adaptation to system requirements rather than genuine corporate loyalty. Apparently high engagement masks simulated behavior: formal compliance with norms without internal identification with the company's goals and values. The study distinguishes between loyalty and adaptation. It is shown that digital HR tools, engagement surveys, and KPIs primarily measure adaptability rather than underlying motivation, leading to a systemic effect of simulated engagement. Substituting adaptation for loyalty creates managerial illusions of stability, distorts personnel decisions, provokes burnout, cynicism, and "silent sabotage," and reduces the organization's capacity for change. A conceptual model for distinguishing loyalty, engagement, and adaptation based on behavioral and motivational criteria is proposed, as well as practical recommendations for the transition from metric control to the diagnosis of the subjective position of employees to improve long-term organizational sustainability.</span></em></p> |
| title | CORPORATE LOYALTY AS SIMULATION: WHY MODERN ORGANIZATIONS CONFUSE ENGAGEMENT WITH ADAPTATION |
| topic | corporate loyalty, employee engagement, simulated engagement, adaptation, HR practices, digital control, personnel risks, management illusions. |
| url | https://doi.org/10.5281/zenodo.18208644 |