Conceptualization
nabi omidi
Abstract
Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational LevelsAbstractThis study analyzes the phenomenon of “Sanctuary Selection” within the managerial structures of Iranian public ...
Read More
Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational LevelsAbstractThis study analyzes the phenomenon of “Sanctuary Selection” within the managerial structures of Iranian public organizations a process in which senior managers deliberately appoint weak and less influential subordinates to minimize potential threats to their positions and reinforce personal power networks. Over time, this behavior has become an unwritten norm, leading to consequences such as reduced efficiency, suppression of talent, and stagnation in organizational transformation. Adopting a quantitative, applied-developmental approach, the research employed a researcher-designed questionnaire and survey method targeting 174 managers, experts, and university professors in Tehran. Data analysis involved the Kolmogorov–Smirnov test for normality, exploratory factor analysis with varimax rotation, and the use of SPSS and LISREL software. Instrument validity was confirmed via KMO and Bartlett’s tests. Findings revealed four core factors explaining over 90% of the variance: organizational-managerial, intentional-strategic, cultural-social, and psychological-behavioral components. Key variables such as weak appointment systems, anti-elitist culture, personal power consolidation, and fear of job loss were found to play significant roles in shaping this behavior. The study concludes that “Sanctuary Selection” is a multi-layered, opportunistic approach shaped by structural, managerial, cultural, and psychological interactions within Iranian public organizations. Reforming this pattern requires major changes in appointment systems, organizational culture, procedural transparency, and administrative integrity.Keywords:Sanctuary Selection،Incompetence,Based Selection،Management Structure،Governmental Organizations.
Modeling
Masoud Eslami; Nader Bohlooli; Abbasgholi Sangi Nour Pour; Hosein Emari
Abstract
Introduction Digital transformation has become a fundamental organizational imperative, reshaping ...
Read More
Introduction Digital transformation has become a fundamental organizational imperative, reshaping value creation, human resource management, decision-making, and organizational responses to technological change. The rapid development of technologies such as artificial intelligence, big data, the Internet of Things, cloud computing, blockchain, and extended and virtual reality has increased the need for new forms of leadership. Accordingly, digital transformation leadership extends beyond technology adoption and requires the integration of technology, human resources, organizational culture, processes, and strategic objectives.Human resource management plays a central role in this process because employees are the primary organizational resource through which digital capabilities are developed and implemented. Therefore, human resource managers need to move beyond traditional administrative roles and develop digital competencies, foster innovation and organizational learning, manage resistance to change, and align human capital with digital strategies. Although previous studies have identified digital competencies, strategic vision, digital culture, organizational learning, technological intelligence, customer orientation, and adaptability as important elements of digital leadership, an integrated model specifically addressing digital transformation leadership in human resource management and its relationship with economic productivity in government organizations remains necessary. Accordingly, this study aimed to design a comprehensive model of digital transformation leadership for human resource managers in government organizations and identify its dimensions, components, and indicators.MethodologyThe study was applied in terms of purpose and qualitative in terms of data and employed the systematic/Paradigmatic grounded theory approach. The statistical population in the qualitative phase consisted of experts in management and planning, technology, strategic and economic management, and human resource management who possessed doctoral-level qualifications as well as academic, research, or practical expertise in the field. Using purposive theoretical sampling, 15 experts were selected and interviewed until theoretical saturation was achieved.Semi-structured interviews constituted the principal data-collection instrument. The research process was conducted through several interconnected stages. First, relevant national and international theoretical and empirical studies on digital transformation leadership were extensively reviewed. Subsequently, open coding was conducted to identify the initial concepts and indicators emerging from the literature and expert interviews. Axial coding was then employed to organize and categorize the identified indicators into broader dimensions and components. Selective coding was subsequently conducted to establish relationships among the emerging categories within the paradigmatic grounded theory framework. Additional expert consultation, including in-depth interviews, the Delphi technique, and brainstorming, was used to refine and prioritize the dimensions, components, and indicators until theoretical saturation was reached. The qualitative data were managed using MAXQDA 2020.The validity and credibility of the resulting model were strengthened through triangulation, member checking, prolonged engagement with the data, and conscious control of researcher assumptions and biases. The data were collected over a four-month period, from February to May 2024, and the final model was presented to experts for validation. The dimensions, components, and indicators were subsequently prioritized and revalidated by the experts to ensure the theoretical and practical credibility of the proposed framework. FindingsThe findings resulted in the identification of five major dimensions, 24 components, and 102 indicators constituting the digital transformation leadership model for human resource managers. The model was organized according to the paradigmatic grounded theory structure into causal conditions, contextual conditions, intervening conditions, strategies, and consequences.The causal dimension comprised human capital, digital value capital, digital economy, and digital transformation. Human capital emphasized employees’ skills and expertise, training and development, work experience, motivation and commitment, creativity and innovation, employee well-being, job satisfaction, and turnover. Digital value capital included digital assets, digital knowledge and skills, digital innovation culture, technological infrastructure, and the adoption and use of emerging technologies. The digital economy dimension incorporated e-commerce, digital financial services, sharing-economy platforms, and digital platforms. Digital transformation focused on digital change management, digital learning and development, and digital customer orientation.The contextual dimension consisted of digital culture, digital governance, change management, and leadership styles. These components emphasized the acceptance and adaptation of new technologies, knowledge sharing, transparency and open communication, customer experience, digital policies and regulations, data security and protection, digital risk management, technology governance structures, change-management strategies, employee participation, resistance management, and transformational, servant, participative, and transformational leadership approaches.The intervening dimension included digital communication, digital literacy, foresight, soft skills, and performance indicators. Digital communication incorporated digital communication tools, communication strategies, multichannel communication management, communication analysis, and digital communication culture. Digital literacy encompassed information, media, security and privacy, technological, and analytical literacy. Foresight involved forecasting technological trends, analyzing future scenarios, and strategic planning capabilities. Soft skills included effective communication, critical thinking and problem solving, time management, organization, collaboration, and teamwork. Performance indicators focused on process efficiency, customer satisfaction, product and service quality, and financial returns.The strategic dimension comprised digital roadmapping, talent management, knowledge orientation, meritocracy, organizational transparency, and systems thinking. These components emphasized strategic digital objectives, technology implementation plans, employee training and empowerment, digital talent attraction and development, performance management, knowledge management and sharing, innovation, fair and transparent promotion and decision-making processes, accountability, system integration, digital platform development, stakeholder integration, advanced data analytics, and responsiveness to market and technological changes.Finally, the consequences dimension consisted of organizational and workplace success, smart organization, organizational sustainability, stakeholder experience, and return on investment. These outcomes included employee satisfaction, workplace quality, organizational stability and growth, advanced data analytics, process automation, data-driven decision-making, predictive modeling, machine learning and artificial intelligence, sustainable resource management, social responsibility, financial and economic stability, sustainable innovation, human capital development, customer and employee experience, supplier interaction, direct financial returns, increased productivity, reduced operating costs, and customer value creation. Discussion and ConclusionThe findings demonstrate that digital transformation leadership in human resource management is a multidimensional phenomenon that cannot be reduced to technological competence alone. The proposed model establishes an integrated relationship between human capital, digital capabilities, organizational context, leadership practices, strategic mechanisms, and organizational outcomes. The identification of five dimensions, 24 components, and 102 indicators provides a comprehensive framework for understanding how human resource managers can contribute to digital transformation and, ultimately, organizational productivity.The findings highlight human capital, digital value capital, and the digital economy as fundamental causal conditions. This indicates that successful digital transformation begins with the development and effective utilization of human and digital resources. At the contextual level, digital culture, digital governance, and change management provide the organizational environment required for technological adoption and transformation. Digital communication, digital literacy, and foresight operate as important intervening mechanisms by enabling employees and managers to use digital technologies effectively, communicate across organizational boundaries, and anticipate emerging technological developments. The strategic dimension further demonstrates that digital transformation requires more than technology acquisition. Digital roadmaps, talent management, knowledge orientation, meritocracy, organizational transparency, and systems thinking provide mechanisms through which digital objectives can be translated into organizational practices. These findings are consistent with previous studies cited in the article, particularly regarding the importance of teamwork, technological and human-resource alignment, digital vision, change-management readiness, digital literacy, customer orientation, talent orientation, digital communication, digital strategy, digital infrastructure, digital culture, and organizational structure.The consequences identified in the model also demonstrate the potential contribution of digital transformation leadership to organizational and economic performance. Organizational and workplace success, smart organizational capabilities, sustainability, stakeholder experience, and return on investment represent the principal outcomes of the proposed framework. In particular, increased productivity, reduced operating costs, financial returns, improved employee satisfaction, enhanced workplace quality, sustainable innovation, and improved stakeholder experience indicate how digital transformation leadership can contribute to economic productivity in government organizations.The study therefore concludes that effective digital transformation in government organizations requires human resource managers to assume an integrated leadership role combining technological awareness, strategic thinking, change management, human capital development, digital communication, organizational learning, and foresight. The proposed model provides a structured framework through which government organizations can align human resource practices with digital transformation objectives and create conditions for improved organizational effectiveness and economic productivity. Its principal contribution lies in integrating human-resource leadership with digital transformation and economic productivity within a single grounded framework derived from expert knowledge and validated through an iterative qualitative process.
Modeling
Amir hooshang Nazarpouri; Ali Shariatnejad; Leila Hassanpour
Abstract
the current research was carried out with the aim of identifying and explaining the antecedent and consequent factors of Micromanagement in governmental organizations. This study which simultaneously used two quantitative and qualitative approaches, is applied research based on purpose and exploratory ...
Read More
the current research was carried out with the aim of identifying and explaining the antecedent and consequent factors of Micromanagement in governmental organizations. This study which simultaneously used two quantitative and qualitative approaches, is applied research based on purpose and exploratory in terms of method. The statistical population of the study was the managers of the governmental organizations of Lorestan Province and the professors of Lorestan University, the sample members were selected using the purposeful sampling method and based on the principle of theoretical adequacy, the views and opinions of 30 of them were examined, the information and data Required, collected and theoretical saturation was achieved. The tool for collecting information in the qualitative part is an interview and in the quantitative part is a questionnaire, whose validity and reliability were confirmed. In the qualitative section, the data obtained from the interview were analyzed with the Atlas.ti software and the coding method, and the antecedent and consequent factors of Micromanagement were identified. In the quantitative part, using the Delphi Fuzzy method, the priority of these factors was determined. The results of the research indicate that in the among, lack of trust in employees by the manager, manager's fear and negative attitude towards delegating authority, were identified as the most important antecedent factors of Micromanagement and also, Increasing employee stress, Dependence of employees on the orders of the manager as the most important consequence factors behind this style of management in government organizations.
Fatemezahra ilaninezhad; Einollah Keshavarz Turk; Mohammadrahim Eyvazi,; Mohammadmahdi Zoalfagarzade; Safar Fazli
Abstract
This study sought to design a framework for teaching foresight to top managers of governmental organizations in the Islamic Republic of Iran. First, the research literature in three areas of "management of governmental organizations", "foresight" and "teaching foresight" was reviewed. Then, using the ...
Read More
This study sought to design a framework for teaching foresight to top managers of governmental organizations in the Islamic Republic of Iran. First, the research literature in three areas of "management of governmental organizations", "foresight" and "teaching foresight" was reviewed. Then, using the "Grounded Theory" method and using the "in-depth interview" tool, first-hand data were collected. This data in three different phases, through "open coding, axial coding and selective coding", were analyzed. Based on the research findings, a general framework for teaching foresight to top managers of Iranian governmental organizations was presented in which in addition to the category of foresight education as a axial category, other categories related to this field such as causal conditions, contextual conditions, intervening conditions, strategies and consequences were also introduced. Therefore, this macro framework can be used as a general model for teaching foresight to top managers of governmental organizations in the Islamic Republic of Iran.
Esfandyar Farajvand; Mehran Mesri
Abstract
Communication is one of the most important factors of the human workforce’s development and sublimation and it is enumerated amongst the vital factors for the success of every organization. Management is often recounted as the heart of organization and the communication stream is reminded of as ...
Read More
Communication is one of the most important factors of the human workforce’s development and sublimation and it is enumerated amongst the vital factors for the success of every organization. Management is often recounted as the heart of organization and the communication stream is reminded of as the blood-making flow of the organization. If the stream of communication is flawed by the management, a phenomenon termed organizational stroke emerges. The present study aims at elaboration and designing of a model for organizational stroke in the governmental organizations. This study takes advantage of the qualitative research strategy and uses a method drawn on the data to offer a comprehensive model for the organizational stroke in the governmental organizations. The present study’s findings are the products of interview with 15 experts selected from the area of the governmental management based on a purposive method. Holsti reliability and descriptive validity methods were used to determine the validity and reliability of the research. The analyzes performed in the open, axial and selective coding process showed 391 The key point, 106 open codes, 32 axial codes, 5 selective codes and 2 categories, which led to the emergence of the final research model. The present study’s findings include the indicators of the human Factors, managerial Factors, structural Factors , cultural Factors and Environmental factors that have been found to influence the organizational stroke in the governmental organizations. The outcomes of the organizational stroke and strategies for reducing it were also identified.
Modeling
Mir Ali Seyed Naghavi; Reza Vaezi; Vajhollah Ghorbani Zadeh; Mohammad Afkaneh
Volume 6, Issue 2 , April 2018, , Pages 11-26
Abstract
There is a desire to survive in any organization. Profitability in the private sector and public satisfaction in the public sector guarantee survival. That is why the quality of education in both public and private sectors is essential. The private sector has surpassed the public sector in the use of ...
Read More
There is a desire to survive in any organization. Profitability in the private sector and public satisfaction in the public sector guarantee survival. That is why the quality of education in both public and private sectors is essential. The private sector has surpassed the public sector in the use of management patterns. The present study was conducted in a qualitative approach framework by using the grounded theory research method. Semi-structured interviews were used for data collection. Using snowball sampling method, 18 experts familiar with the concept of human resource (HR) excellence including university professors, HR managers of governmental organizations, and experts in the field of excellence were interviewed. Data analysis was conducted in open, axial and selective coding and the desired pattern was designed based on the results. The pattern includes: causal conditions (inefficiencies, expectations and requirements), the main phenomenon (HR excellence in the governmental organization), contextual condition (the theory of new public service, culture of excellence and rules), intervening conditions (sub-models, governmental management features and differences between public and private sectors), strategies (government, politicians, HR organization, HR functions, administrative ethics, people, partners and family), results (organizational and HR), outcomes(organizational, community and idealistic), and perception (people and colleagues).
