Other
Niloufar Mozafari; Alireza Koushki Jahromi
Abstract
IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive ...
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IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive is being supplanted by a more malignant phenomenon: Human Resource Polarization. Unlike routine disagreements regarding strategy or resource allocation, polarization in administrative organizations involves the calcification of the workforce into distinct, often hostile, camps defined by ideological, cultural, or social identities. This phenomenon is particularly acute in administrative and public sector organizations, where bureaucratic rigidities, hierarchical power structures, and proximity to political discourse can act as accelerants for division.The problem addressed in this study is not merely the existence of diversity, but the mismanagement of it, leading to "affective polarization." This occurs when professional disagreements devolve into emotional animosity, characterized by a distinct "us versus them" mentality. In administrative settings, this often manifests as a schism between traditionalists and reformists, or between groups aligned with differing external political narratives. The theoretical urgency of this research stems from the concept of "False Polarization" a cognitive bias where employees overestimate the extremism of their colleagues' views, thereby creating chasm-like divisions based on perceived, rather than actual, differences. This "illusion of extreme conflict" leads to organizational silence, reduced knowledge sharing, and a breakdown in the social contract of the workplace.Despite the growing prevalence of this issue, the existing literature remains fragmented. Studies in political science address societal polarization, while management literature focuses on general conflict resolution. There is a significant paucity of research that integrates these domains to explore how polarization specifically manifests within the structural constraints of administrative organizations. Consequently, this study aims to bridge this gap by identifying, classifying, and analyzing the drivers, consequences, and mitigation strategies of HR polarization. By adopting a meta-synthetic approach, this research seeks to provide a unified theoretical framework that empowers HR leaders to navigate the complexities of a divided workforce, moving beyond simple conflict management toward a strategy of organizational cohesion and pluralism.MethodologyTo achieve a holistic understanding of this multifaceted phenomenon, this study employs a Qualitative Meta-Synthesis approach. Meta-synthesis is chosen for its capacity to integrate and interpret findings from disparate qualitative studies, allowing for the construction of a new, comprehensive interpretive framework that surpasses the insights of any single study.The research protocol follows the seven-step model proposed by Sandelowski and Barroso (2007), ensuring a rigorous and systematic process: Formulation of Research Questions: The study was guided by three central inquiries: What are the antecedents of HR polarization? What are its organizational and individual consequences? What strategic interventions can mitigate its effects? Systematic Literature Search: A comprehensive search was conducted across major academic databases, including ScienceDirect, Google Scholar, Sage, and Emerald. The search parameters encompassed the time frame from 1996 to 2025, utilizing keywords such as "polarized workforce," "ideological conflict in organizations," "workplace polarization," and "affective polarization in HR." Screening and Selection (PRISMA): The search initially yielded 592 potential sources. A multi-stage screening process based on the PRISMA protocol was utilized. After removing duplicates and screening titles/abstracts for relevance to the administrative/organizational context, the remaining full texts were assessed. Quality Appraisal: To ensure the validity of the synthesis, the CASP (Critical Skills Appraisal Program) checklist was applied to the remaining qualitative studies. Only studies meeting the threshold for methodological rigor were retained. Data Extraction and Synthesis: Ultimately, 19 high-quality studies (articles and books) were selected for the final analysis. Coding: Data were analyzed using an inductive thematic analysis approach. The researchers employed open coding to identify units of meaning, which were then grouped into sub-themes and main categories. To ensure reliability, a Test-Retest Reliability method was employed, where the coding process was repeated after a one-month interval, yielding a reliability coefficient (percentage agreement) of 88.23%, which indicates a high level of consistency. FindingsThe meta-synthesis resulted in the extraction of 34 distinct codes, which were clustered into three overarching categories: (1) Drivers and Antecedents, (2) Consequences, and (3) Mitigation Strategies. Drivers of Polarization (The Roots of Division): The analysis revealed that polarization is not mono-causal but stems from a convergence of psychological, structural, and social factors.Psychological/Cognitive Factors: A primary driver is "False Polarization" and cognitive distortion. The findings highlight that employees often harbor inaccurate "second-order beliefs" (meta-perceptions)—erroneously believing that members of the "out-group" hold hostile views toward them. This creates a feedback loop of defensive aggression. Furthermore, "Group Polarization" theory was evident, where group discussions tend to push individuals toward more extreme positions than they held originally.Organizational/Structural Factors: In administrative organizations, rigid hierarchical structures and perceived injustice in resource allocation were found to be significant catalysts. When decision-making is opaque and top-down, employees retreat into subgroups for protection, fostering an "us vs. them" dynamic. Task conflicts, when unresolved, rapidly metastasize into relationship conflicts, cementing polarization.Socio-Cultural Factors: The spillover of external societal and political ideologies into the workplace is a critical factor. The formation of "Echo Chambers" or closed information loops within departments ensures that employees are only exposed to validating viewpoints, deepening the ideological divide. Consequences of Polarization (The Organizational Cost): The impact of polarization was found to be pervasive and deleterious.Individual & Team Level: At the micro-level, polarization leads to social fragmentation. It erodes trust, increases stress, and fosters a culture of avoidance where employees refuse to interact with colleagues from the "opposing" camp. This leads to "Epistemic Closure," where teams reject valid information simply because it originates from an out-group source.Organizational Level: At the macro-level, the consequences include strategic paralysis and gridlock. Decision-making slows down as every initiative is viewed through an ideological lens. The study also identified a direct correlation between high polarization and increased turnover rates, particularly among talent who feel alienated by the toxic culture. Furthermore, it results in the sub-optimization of human capital, as collaboration across functional silos becomes impossible. Management Strategies (The Path Forward): The synthesis identified a portfolio of interventions required to de-escalate polarization.Cognitive & Educational: Organizations must implement training focused on "Cognitive Debiasing". This involves exposing the mechanisms of false polarization to employees, helping them realize that the "other side" is less extreme than they imagine. Developing skills for "difficult conversations" is also crucial.Structural Interventions: Breaking down silos is essential. The creation of cross-functional task forces that force interaction between disparate groups can humanize the "other" and reduce affective polarization through the "Contact Hypothesis."Leadership Dynamics: The findings emphasize the need for "Inclusive Leadership". Leaders must transition from authoritarian styles to empathetic approaches that validate different perspectives without endorsing toxicity. Creating "psychologically safe spaces" where diverse viewpoints can be aired without fear of retribution is a critical leadership competency.Discussion and ConclusionThis study characterizes Human Resource Polarization as a central strategic challenge that threatens the core of administrative viability, transcending mere behavioral conflict. The findings reveal that polarization stems from a toxic convergence of ideological divergence, social identity conflicts, and rigid bureaucratic structures, resulting in the "balkanization" of the workforce. Left unchecked, this phenomenon corrodes the psychological contract, diminishes productivity, and accelerates turnover by fostering an environment of distrust. However, the research identifies a critical paradox: while affective polarization is destructive, the underlying diversity of thought remains a vital asset for innovation. The managerial imperative, therefore, is to decouple ideological diversity from emotional hostility, constructing a "containment architecture" that permits disagreement without division.To achieve this, a tripartite intervention strategy is proposed. At the organizational level, policies must institutionalize psychological safety and cognitive de-biasing to neutralize prejudices before they calcify. Structurally, administrative silos must be dismantled through cross-functional interdependence, utilizing the "Contact Hypothesis" to foster empathy through shared goals. Finally, leadership acts as the linchpin; the era of distant administration must yield to empathetic, participatory leadership capable of navigating complex identity politics. Ultimately, mitigating polarization requires a holistic ecosystem approach integrating inclusive policies, permeable structures, and human-centric leadership to transform the volatile energy of conflict into the synergy of cooperative organizational performance.
Pathology
Mohammad Ghorsi; Jafar Beikzad; Farhad Nejhad Hajali Irani; Yahya Dadash Karimi
Abstract
Introduction In the competitive and rapidly evolving banking environment, electronic service innovation is vital as a strategic leverage for maintaining and enhancing the competitive advantage of state-owned banks, such as Bank Keshavarzi. This research aims to explain and analyze the key antecedents ...
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Introduction In the competitive and rapidly evolving banking environment, electronic service innovation is vital as a strategic leverage for maintaining and enhancing the competitive advantage of state-owned banks, such as Bank Keshavarzi. This research aims to explain and analyze the key antecedents effective on the success of electronic service innovation by developing a comprehensive conceptual framework through a systematic synthesis of existing knowledge. The findings of this study are applied and directly usable by policymakers and senior managers of state-owned banks for the optimal allocation of resources in innovation projects. The central research question is: “What are the antecedents of service innovation in Bank Keshavarzi, and how can they be formulated into a comprehensive framework?” MethodologyThe nature of this research is qualitative, descriptive-analytical, and documentary. To achieve the objective, the Meta-synthesis method, based on the seven-stage model of Sandelowski and Barroso (2007), was utilized. The statistical population for the search included all relevant studies published in reputable domestic and foreign scientific databases (such as ScienceDirect, Emerald, Wiley, and Magiran) within the period of 2000 to 2025. The acceptance criteria for articles were publication in accredited sources and the use of qualitative or mixed methods. To ensure the reliability of the analysis process, the strategy of inter-subject agreement between two independent coders was employed. Findings The meta-synthesis process led to the identification and extraction of four main, interconnected antecedents for electronic service innovation. These antecedents are collectively explained through 13 sub-categories and 41 fundamental concepts: 1- Competitive Dynamics (13 Concepts): This antecedent provides the strategic foundation for innovation, emphasizing strategic agility and competitive intelligence (based on Khani & Jafarnejad, 2025), thereby ensuring the bank’s quick and effective response to environmental changes. 2- Intelligent Customer Relationship Management (CRM) (12 Concepts): This factor enhances the bank’s capability to design personalized and effective services. Its focus is on advanced customer behavior analysis and innovative interaction (consistent with Shifar et al., 2024) to strengthen loyalty.3- Digital Transformation (15 Concepts): This antecedent establishes the technological and operational platform for innovation. Its key dimensions include the adoption of novel technologies, channel integration, and the enhancement of digital security and trust (based on Abedini & Yazdani, 2021).4- Digital Value Creation (11 Concepts): This antecedent distinguishes the innovation outcome from a market and customer perspective. Its focus is on improving positioning and branding based on customer behavior (consistent with Fakharian et al., 2023). Discussion and ConclusionThe research findings present a four-dimensional framework, positing that the success of electronic service innovation is conditional on the simultaneous and integrated reinforcement of these antecedents. In this framework, innovation receives strategic direction through Competitive Dynamics, becomes customer-centric through Intelligent CRM, is implemented via Digital Transformation, and achieves market differentiation through Digital Value Creation.This conceptual framework offers a roadmap for Bank Keshavarzi managers to transform the innovation process from a reactive event into a systematic, continuous, and data-driven endeavor. Managers are advised, alongside investing in technology, to pay special attention to soft aspects such as advanced customer behavior analysis and enhancing digital trust (which are vital pillars for innovation adoption). By synthesizing dispersed knowledge, this study contributes to the theoretical development of innovation frameworks in the banking industry.
Conceptualization
Ahmad Gholipour; Majid Mokhtarianpour; Ezatollah Abbasian
Abstract
Considering the multitude of actors in the public sector and the wide scope of government interventions, the coordination of actors is an important challenge to achieve the goals. However, this concept still has theoretical and conceptual ambiguities, which in turn have challenged its realization. To ...
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Considering the multitude of actors in the public sector and the wide scope of government interventions, the coordination of actors is an important challenge to achieve the goals. However, this concept still has theoretical and conceptual ambiguities, which in turn have challenged its realization. To address the coordination challenge, three important questions should be clarified: What is the coordination of public sector activists? Why there is a need for coordination between public sector activists? And how can it be achieved? In previous studies, different answers have been given to these questions. However, there is a lack of a comprehensive approach to coordination, which combines the findings of various studies. In this research, an attempt has been made to provide a comprehensive framework for thinking about coordination in the public sector using the meta-synthesis method. For this purpose, after several stages of screening, 51 final documents were selected from more than 1000 documents, and by analyzing them in MAXQDA software, what, why, and how the phenomenon of coordination of activists in the public sector was identified in the form of a total of 7 main categories. The answer to "what this phenomenon is" was put in the form of three main categories: «Ratio of Actions Together To Achieve Common Goal», «Coordination Is A Continuum, Not A Dichtonomy» and «Dimensions Of Coordination». The answer to why this phenomenon is needed was put in the form of three main categories: «Prior Necessities», «Posterior Necessities» and «Coordination Costs». Finally, the answer to how to achieve it was put in the main category of «Creating A Clear, Common, And Valid Basis For Action».
Causation
Elham Mala; Mehdi Keirandish; Mohammad Javad Taghipourian; Davood Kia Kojouri
Abstract
In today's turbulent environment, teamwork is not enough to achieve team goals; In such a situation, Synergic work teams are necessary requirement; Synergy is a process that unifies teamwork in a context and aims to create an optimal harmonious balance. This research was carried out with the purpose ...
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In today's turbulent environment, teamwork is not enough to achieve team goals; In such a situation, Synergic work teams are necessary requirement; Synergy is a process that unifies teamwork in a context and aims to create an optimal harmonious balance. This research was carried out with the purpose of identifying the factors of the synergistic work team model in Iran's government organizations with meta-composite method. The current research is analytical-descriptive in terms of its practical purpose and in terms of the research method, which was carried out using the meta-synthesis qualitative research method. The metasynthesis method was performed using the seven steps of the method of Sandelowski and Barroso (2007). The statistical population of the research included all the articles in reliable domestic and foreign databases during the years 2000-2024, and 27 articles were selected based on the research criteria. The main and secondary factors of the pattern were extracted using the theme analysis method. Based on the meta-combination results, the factors of the model of complementary work teams in Iranian government organizations include 85 primary concepts, 18 sub-categories and 5 main categories, which include organizational soft factors, synergistic human resource management, synergistic team processes, internal interactions of synergistic teams and synergistic members. The findings of this research guide planners and policy makers in the field of achieving and realizing synergistic work teams.
Modeling
Ebrahim Khodaei; Gholamreza Geraeinejad; َAhmad Keykha
Abstract
Today, governments are facing severe financial shortfalls in financing higher education globally. Therefore, due to the necessity, they have established the tuition policy in higher education and are always looking for strategies to increase the effectiveness of this policy. Based on this, the upcoming ...
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Today, governments are facing severe financial shortfalls in financing higher education globally. Therefore, due to the necessity, they have established the tuition policy in higher education and are always looking for strategies to increase the effectiveness of this policy. Based on this, the upcoming research aims to study the policy components of the tuition economy in the public sector. This research was done in two stages. In the first stage, the components of tuition policy in the higher education system were extracted using the Meta-synthesis method. For this purpose, specialized research keywords were searched in reliable scientific databases in the period (1990-2021). Finally, among 229 articles, 107 articles were included in the final analysis. In the second step, the qualitative section's findings were weighted using the Shannon entropy technique. In total, seven determining components of tuition policy; student (individual, family); University (complexity in tuition pricing, diversity and a plurality of university policies, academic quality of the university); Higher education (leadership in higher education, rules, and regulations in higher education); State (legal and political mechanisms of State, collaborative and supportive mechanisms of State); Macro governance (good governance, macro laws, and regulations) and environmental (cultural norms, social norms) were identified. The student and environmental components had more weight than other components. In the end, the solutions for the higher education system were stated, including considering the concept of differential tuition, which means paying attention to various factors in determining tuition policies based on the rate of return of academic fields, degrees, geographical region, etc.
Azin Hharandi; Mohammad mahdi Parhizgar; Amir Fazel; Mohmmadtaghi Amini
Abstract
Despite the introduction of value co-creation models, its various dimensions and components in universities are still unclear. The purpose of this article is to identify the factors, components and consequences of value co-creatin of university emphasizing the fourth and fifth generation universities ...
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Despite the introduction of value co-creation models, its various dimensions and components in universities are still unclear. The purpose of this article is to identify the factors, components and consequences of value co-creatin of university emphasizing the fourth and fifth generation universities and, consequently, to present a conceptual model based on it. In order to conduct this research, in addition to in-depth study using the meta-synthesis method to identify factors, components and consequences of value co-creation, fuzzy Delphi technique has been used to refine the factors and components. The survey was conducted in four stages and the results of each stage were refined using the formulas of the fuzzy Delphi method. Finally, the model of value co-creation of university with emphasis on value-creating and civilization-building universities with 16 factors, 23 components and 13 outcomes, each designed in three categories, has been presented as a proposed model for value co-creation of university. In this way, universities can analyze the current situation and optimally extract successful experiences, and present plans and measures to improve.
Seyed Mohammadreza Seyedi; Hassan Danaeefard; Asadollah Ganjali; Ahmadali Khaef elahi
Abstract
Role is a behavior that is expected from people according to their position. Importance of ministers' roles isn't concealed to anyone. Ministers -at the top of politics and management- are managers of large organizations called ministries whose smallest decisions can have great effects; Therefore, lack ...
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Role is a behavior that is expected from people according to their position. Importance of ministers' roles isn't concealed to anyone. Ministers -at the top of politics and management- are managers of large organizations called ministries whose smallest decisions can have great effects; Therefore, lack of their role model, not only prevents them from optimal performance and puts them in a lot of ambiguities and conflicts, but also slows the progress of organizations; Therefore, this study addressed ministers and concentrated on designing a role model for them. Then, since review and concluding past studies findings is an important step in drawing up a comprehensive picture of them, the study concentrated on its meta-synthesis; So, in first step, gained 131 references about the subject, through a deep search in literature, which in a three-stage refinement reduced to 50 related references; which after refining, analyzing and summarizing their themes, resulted in 27 concepts and 7 categories as follows: public relations role, policy role, political role, executive role, parliamentary role, party and constituency representational role and international role. The findings were then validated by Delphi method; which finally party and constituency representational role and its concepts were deleted. The validation shows the last role and its concepts are not applicatory in Iran.
Causation
Saeed Jafarinia; Mehdi Kheirandish; akbar hassanpoor; somayeh Bakhshandeh
Abstract
Research on expectations and work preferences of millennium generation as a young generation of the workforce provides an insight to the managers that facilitates to formulate policies to absorb and retain this generation. Accordingly, the present study, by systematically reviewing the results ...
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Research on expectations and work preferences of millennium generation as a young generation of the workforce provides an insight to the managers that facilitates to formulate policies to absorb and retain this generation. Accordingly, the present study, by systematically reviewing the results of qualitative researches in this area, presented a list of work expectations of this generation and then, using the Shannon Entropy method, the order of their importance was highlighted. This research is descriptive in terms of purpose and is practical in terms of research type. The statistical population of the study consisted of 68 valid qualitative papers and theses, 21 of which were entered into the cross-synthesis process using a judgmental method. In order to measure the agreement between the two raters, the Cohen's kappa coefficient was used and the CVI index was utilized to assess the validity of the results and the validity and reliability were confirmed. The results showed that, respectively, work-life balance, opportunity for professional growth and development at work, having a fun and enjoyable work environment, flexible working time, challenging tasks, teamwork, supportive work environment, more salaries and benefits, and meaningful work are among the most important millennial job expectations.
Modeling
hossein khanifar; naghi mirzaeii; ali parishni; ali poorbehroozan; Hossein khanifar
Volume 6, Issue 3 , July 2018, , Pages 83-98
Abstract
Purpose: Identifying the underlying and determining factors in the applicability of research into corporate social responsibility is unavoidable in the current context. So the purpose of this study is identifying and categorizing the determinative factors toward Applicability of researches of Corporates ...
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Purpose: Identifying the underlying and determining factors in the applicability of research into corporate social responsibility is unavoidable in the current context. So the purpose of this study is identifying and categorizing the determinative factors toward Applicability of researches of Corporates Social responsibility in Iran context.Methodology: Method is based on Interpretative-symbolic philosophy, Inductive approach, Meta study choice also Meta-Synthesis strategy, as well as data gathered through 35 article and used Theme Analysis for extracting related points.Findings: After analyzing all the articles, 135 themes were extracted. Structural, Cultural, Islamic, Motivational and Methodological are factors that important to and influence on applicability of Corporates Social responsibility researches. Understanding the results of this research, which is an extract of previous research, can be a guide for future research. Findings: After analyzing all the articles, 135 themes were extracted. Structural, Cultural, Islamic, Motivational and Methodological are factors that important to and influence on applicability of Corporates Social responsibility researches. Understanding the results of this research, which is an extract of previous research, can be a guide for future research
Masood Dehghani; NoorMohammad Yaghobi; AliReza Mooghali; Zahra Vazifeh
Volume 3, Issue 4 , February 2016, , Pages 93-107
Abstract
Knowledge is increasingly known as a basis for creating a competitive advantage for organizations.Successful knowledge programs need some kind of planning. This research aims to design a pattern for Feasibilityand establishment of knowledge management by using Meta-synthesis method. In order to ...
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Knowledge is increasingly known as a basis for creating a competitive advantage for organizations.Successful knowledge programs need some kind of planning. This research aims to design a pattern for Feasibilityand establishment of knowledge management by using Meta-synthesis method. In order to design and explain a comprehensive pattern, all dimensions of knowledge management have been identified through systematic literature review using 258 papers and Meta-Synthesis method. Then the importance and priority of each proposed dimension was determined using Shannon quantitative method based on content analysis. The results reveal; Rules and Regulations, Meetings, Crisis Management, Commitment toKnowledge program, Evaluation and reward, Documenting experiences, Employee communications (dynamic interactions), Trust, documents and Internal structured knowledge, are the major criteria knowledge management Feasibilityand establishment. At the end the research results demonstrate a three-layer pattern for Feasibilityand establishment of knowledge management.
