Modeling
Mehran Mesri; Ali Shariatnejad
Abstract
In this research, the goal of a development-oriented organization is an organization that uses all the capacities available in the organization to reach an optimal level of service provision. Municipalities are among the semi-private organizations that the quality of services provided in them is of great ...
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In this research, the goal of a development-oriented organization is an organization that uses all the capacities available in the organization to reach an optimal level of service provision. Municipalities are among the semi-private organizations that the quality of services provided in them is of great concern to the public and therefore can have a great impact on citizens' satisfaction and public trust. As a result, this research was conducted with the aim of designing a development-oriented organization model in the municipalities of Kurdistan province. This research was done with the method of foundational data theory. Based on limited theoretical literature and mainly relying on interviews with 20 university faculty members who are familiar with the organizational structure of municipalities, as well as mayors and deputy mayors, it was conducted in a targeted way. Data obtained from theoretical studies and interviews were conducted in the form of open coding, selective coding and axial coding. The results obtained from the codings include development-oriented management, development-oriented employees, development-oriented policy, development-oriented structure, and development-oriented culture, which constitute the factors affecting the development-oriented organization in the municipalities of Kurdistan province. In the general summary, these results showed that the main reasons that will cause municipalities to become development-oriented include development-oriented management and development-oriented structure. Also, factors related to the main causes of development-oriented municipalities include development-oriented policy, development-oriented requirements of municipalities, including development-oriented employees, as well as background factors of the development-oriented municipalities, including development culture. Finally, the most important consequences of the central development of municipalities were identified, which include increasing public trust, increasing responsiveness and developing human resources of municipalities.
Modeling
Yazdan Shirmohammadi
Abstract
This qualitative study aims to design and articulate an intelligent digital ecosystem model tailored for the Cultural Heritage, Handicrafts, and Tourism Organization within the Web 4.0 environment. Drawing upon grounded theory methodology, data were collected through in-depth semi-structured interviews ...
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This qualitative study aims to design and articulate an intelligent digital ecosystem model tailored for the Cultural Heritage, Handicrafts, and Tourism Organization within the Web 4.0 environment. Drawing upon grounded theory methodology, data were collected through in-depth semi-structured interviews with 35 senior managers, digital experts, and cultural heritage specialists. The data analysis unfolded through open coding (yielding 185 primary codes), axial coding (identifying 25 key concepts), and selective coding (refining six major categories). The model’s causal conditions include the globalization of Web 4.0, rising customer demands for digital engagement, international competition, the need to digitally safeguard cultural assets, technological disparities, and the growing requirement for digitally skilled personnel. Contextual factors affecting the model’s development encompass limited infrastructure, budgetary constraints, multicultural user expectations, governmental support, and the local innovation ecosystem. At the heart of the model lies the core phenomenon: the formulation of a centralized and intelligent digital ecosystem aligned with Web 4.0 standards—featuring integrated platforms, centralized data governance, and adoption of international benchmarks. Intervening conditions such as managerial competencies, financial-economic policy challenges, organizational dynamics, and workforce readiness shape the strategic response. The proposed strategies include the implementation of augmented reality training, development of smart tourism platforms, partnerships with knowledge-based firms, cybersecurity framework design, AI-enabled chatbot deployment, and attracting external investment. The anticipated outcomes of this intelligent ecosystem include improved user satisfaction, cost-efficiency, enhanced institutional image, new revenue channels, digital documentation of cultural artifacts, and increased organizational transparency. This study contributes a localized, actionable model for intelligent digital transformation within cultural organizations, particularly those operating in emerging economies. Keywords: Smart model, Digital ecosystem, Cultural heritage, Web 4.0, Strategic transformation
Modeling
MASOUD ghaempanah; Kumars Ahmadi; Adel Salavati; Adel Fatemy
Abstract
Designing antecedent- consequence structure for implementing the 34000 human resources model with emphasis on managers' lived experiencesToday, efficient human resources are the main indicator of an organization's superiority over other organizations, and the emphasis on effective and efficient human ...
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Designing antecedent- consequence structure for implementing the 34000 human resources model with emphasis on managers' lived experiencesToday, efficient human resources are the main indicator of an organization's superiority over other organizations, and the emphasis on effective and efficient human resources in the field of education is increasing. The purpose of the research is to examine the lived experience of managers from implementing the 34000 human resources model. The present study is a descriptive-analytical study, and in terms of method, it is a mixed qualitative-quantitative and exploratory study.The qualitative part is a phenomenological approach that is conducted by interviewing managers with lived experience based on the 34000 model and coding using the ISM-DEMATEL combined method. The statistical population of the quantitative part includes all managers of organizations that used the above model. The statistical sample is 127 people. This model helps the organization to adopt the best human resources practices on a path of excellence.At the same time, it applies total quality management measures in order to continuously improve in a specific area and has a specific approach to organizational transformation and continuously and evolutionaryly follows successive changes. This model ultimately leads to a change in organizational culture. At the same time, it applies total quality management measures in order to continuously improve in a specific area and has a specific approach to organizational transformation.
Modeling
amir lalisarabi; belal panahi
Abstract
The main goal of this research was to identify the factors affecting the lack of transparency in Tabriz government organizations.This research is fundamental in terms of its nature and its methodology is mixed with a sequential-exploratory approach and it has been done in two parts, qualitative and quantitative. ...
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The main goal of this research was to identify the factors affecting the lack of transparency in Tabriz government organizations.This research is fundamental in terms of its nature and its methodology is mixed with a sequential-exploratory approach and it has been done in two parts, qualitative and quantitative. Qualitative data were collected using interviews with 15 experts who were selected in a purposeful way and were analyzed using the database method and using three stages of open, central and selective coding. Quantitative data were collected by questionnaire and tested using confirmatory factor analysis method and finally the factors affecting the lack of transparency were identified. In the qualitative part of the research, 133 sub-categories were categorized in the form of 51 sub-categories and 6 main categories. The relationships of all research components were confirmed during the structural equation test. The lack of comprehensiveness of the previous research results in the early stages led to the presentation of the initial model based on the researchers' inferences. The reluctance to whistle-blowing among employees and the existence of economic and social crises were chosen as the central categories of the research due to frequent repetition in the process of interviews. the dimensions, the anti-transparency government category had the highest effect on the lack of transparency with a statistic equal to 6.42 and an effect size of 0.88. Identifying the dimensions and components affecting the lack of transparency and providing strategies to prevent the lack of transparency and the consequences of the lack of transparency after the test in the environment of government organizations in a new way is the innovation of the article.
Modeling
Zeinab Salehi Khalaf Badam; Naser Barkhordar; Rashid Zolfaghari Zaafarani
Abstract
Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations ...
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Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations of extreme uncertainty. Transformational leadership is known as a process in which leaders and followers push each other to a higher level of ethics and motivation. Municipalities generally have a strong hierarchical structure and a deep bureaucratic culture. This can be a major obstacle to transformational leadership, as it is difficult to shift decision-making power and encourage bottom-up participation from employees. Resistance from middle managers, who are accustomed to traditional command-and-control styles, can be a major obstacle. Tehran Municipality, as a large and complex organization, plays a vital role in providing public services and managing urban affairs. Sometimes, the lack of active participation of employees in decision-making processes can prevent the organization from fully realizing its potential and providing quality and innovative services to citizens. The purpose of this research was to design a transformational leadership model with a participatory approach for Tehran Municipality employees. MethodologyThe present research method is applied in terms of purpose, descriptive-survey in terms of nature and method, and mixed in terms of method. The statistical population of the research included managers with more than ten years of experience in the field of Tehran municipality management, professors and experts in management and urban services familiar with the subject of transformational leadership in the 22 districts of Tehran municipality. Sampling was carried out using purposive, theoretical, and snowball methods with a total of 15 people until the theoretical saturation stage of data collection. The data collection tool was semi-structured interviews and thematic analysis using structural-interpretive modeling. The qualitative data analysis method was a three-stage coding of basic themes, organizing themes, and overarching themes. Also, for quantitative data, the structural-interpretive modeling method was used with the MICMAC software. In this study, first, using the five initial stages of the content analysis strategy, the components and indicators in the theoretical foundations of transformational leadership are extracted, and after evaluating them using the interview technique and the content analysis method, qualitative analysis and coding of the extracted components and indicators are carried out, and the relevant questions are presented along with the proposed model. To ensure the validity and reliability of the research data, face and content validity were used, and Cronbach's alpha method was used to determine the reliability of the test. FindingsThe findings showed that the transformational leadership model, with an emphasis on the participation of Tehran Municipality employees, consists of 149 codes, 25 basic themes, and 8 organizing themes. The eight main components include creating a shared vision, inspiring motivation, empowering employees, effective interaction and communication, stimulating and influencing, collaborating and thinking together, organizational performance, and virtue ethics. Quantitative results showed that stimulation and influence, employee empowerment, moral and spiritual role models, and creating a shared vision are the most influential and are the underlying components, respectively. It is suggested that the municipality take a step towards achieving organizational goals by creating a fair and transparent recognition and encouragement system for employees. Discussion and ConclusionThe relationships between the components of the model show that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance have a two-way relationship and mutual influence, but the relationship between the other components is one-way. On the other hand, according to the obtained model, it should be acknowledged that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance, which are located at the fifth level, have the greatest impact on other components, and also the component of stimulation and influence, which is located at the first level, receives the greatest impact from other components. The overall results of the research are as follows: Participatory leaders, by creating and promoting a clear and shared vision, define organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go beyond expectations by inspiring and motivating them. This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases the sense of ownership, responsibility, and active participation of employees in decision-making. Emphasis on ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions leads to the promotion of professional ethics, public trust, and organizational sustainability. Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggests that collaborative leaders, by creating and promoting a clear and shared vision, set organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go above and beyond expectations by inspiring and motivating them.This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as by encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases employees' sense of ownership, responsibility, and active participation in decision-making. Emphasizing ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions promotes professional ethics, public trust, and organizational sustainability.Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggestions include holding brainstorming sessions, developing a vision document, recognizing and encouraging, creating growth and development opportunities, delegating authority, providing necessary training, creating communication channels, creating opportunities for exchanging ideas, supporting risk-taking, and forming work teams.
Modeling
Jalil Hashemi; Amirhooshang Nazarpouri; Mohammad Hakkak; Seyed Najmeddin Mousavi
Abstract
Introduction
Organizations are complex social systems in which formal structures, informal relations, and hidden emotions continuously interact. Within these systems, perceived injustice, breaches of psychological contracts, and leadership failures often give rise to deviant responses from employees. ...
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Introduction
Organizations are complex social systems in which formal structures, informal relations, and hidden emotions continuously interact. Within these systems, perceived injustice, breaches of psychological contracts, and leadership failures often give rise to deviant responses from employees. While overt forms of workplace deviance; such as absenteeism, open conflict, or explicit resistance; have been widely studied, covert and subtle retaliatory behaviors remain understudied, despite their significant long-term impact. Among these covert forms, the phenomenon of silent revenge has emerged as a hidden but powerful behavioral response. Silent revenge refers to intentional but covert actions taken by employees to retaliate against perceived organizational mistreatment, unfairness, or neglect, without making these actions directly visible to supervisors or formal systems.
The purpose of this study was to design and explain a grounded theoretical model of silent revenge formation in public organizations. In the specific context of Iranian bureaucratic institutions, where voice channels are limited and hierarchical structures are rigid, employees often perceive that overt protest is risky or ineffective. Consequently, they resort to hidden strategies of retaliation that remain invisible on the surface but gradually erode organizational trust, efficiency, and legitimacy. This research therefore sought to uncover the antecedents, processes, and consequences of silent revenge and to provide a model that both scholars and practitioners can use to better understand and address this concealed threat.
The concept of retaliation in organizations has long been linked to theories of organizational justice, social exchange, and psychological contracts. Equity theory argues that perceived inequities generate pressures to restore balance, while social exchange theory highlights the norm of reciprocity—both positive and negative. When employees perceive breaches in distributive or procedural justice, they may feel compelled to reciprocate in ways that disadvantage the organization. However, existing literature has largely emphasized visible deviance or destructive behaviors such as theft, absenteeism, or overt aggression. Less attention has been paid to subtle, invisible behaviors that employees adopt when formal voice mechanisms are absent or ineffective. Silent revenge fills this gap by explaining how employees retaliate not by openly confronting management but by withdrawing effort, withholding cooperation, manipulating information, or subtly sabotaging organizational processes.
In public organizations, where bureaucratic routines, rigid hierarchies, and opaque procedures prevail, silent revenge can be especially destructive. It erodes the credibility of managerial authority, undermines service quality, and contributes to the erosion of trust between citizens and state institutions. This study thus offers both theoretical and practical significance: it extends organizational deviance literature by theorizing covert retaliation, and it provides public managers with insights into how to detect and mitigate these hidden behaviors.
Methodology
This research employed a qualitative design using grounded theory methodology. Data collection was conducted through semi-structured interviews with a purposive and theoretically selected sample of 16 participants, including human resource managers, frontline employees, experienced observers, and retired senior managers from public organizations in Kurdistan province, Iran. Sampling continued until theoretical saturation was achieved: while saturation was evident after 14 interviews, two additional interviews were conducted to confirm completeness.
The interview protocol included open-ended questions regarding perceptions of unfairness, reactions to managerial behaviors, experiences with conflict or retaliation, and strategies used by employees when they felt powerless to voice concerns. Interviews were transcribed verbatim and analyzed using open, axial, and selective coding procedures. NVivo software was employed to support coding and categorization. Trustworthiness was established through prolonged engagement in the field, member checking, peer debriefing, and the maintenance of reflexive journals. These measures enhanced the credibility, transferability, dependability, and confirmability of the findings.
Findings
The analysis produced a multi-layered model of silent revenge formation consisting of causal factors, contextual conditions, intervening variables, behavioral manifestations, and consequences.
Causal/Antecedent Conditions. Employees described a range of triggers that generated feelings of frustration and injustice, including unfair reward distribution, biased promotions, lack of recognition, prior negative encounters with managers, and the absence of welfare and support systems. These antecedents created emotional tension and a desire for retaliation.
Contextual Conditions. The organizational environment was shown to play a crucial role. Rigid bureaucratic structures, toxic organizational cultures, lack of empathy from leadership, and opaque communication channels limited the possibility of open dialogue. In such settings, employees perceived that overt resistance would not only be ineffective but might also endanger their career security.
Intervening/Moderating Factors. The transition from dissatisfaction to silent revenge was shaped by individual and cultural moderators. Employees with higher emotional sensitivity, lower resilience, or personal economic pressures were more likely to engage in silent revenge. Moreover, socio-cultural norms valuing silence, patience, or indirect resistance reinforced the adoption of covert strategies.
Behavioral Strategies of Silent Revenge. Participants described a variety of tactics, including withholding or distorting information, intentional work slowdowns, reduced quality of output, covert sabotage of resources, spreading rumors to undermine leaders, disengagement from team activities, and undermining managerial authority in subtle ways. Importantly, these behaviors were not random but calculated efforts to retaliate without detection.
Consequences. Silent revenge was shown to produce damaging outcomes at multiple levels. At the individual level, employees experienced burnout, emotional exhaustion, and declining organizational commitment. At the organizational level, consequences included reduced productivity, information breakdowns, declining service quality, and reputational harm. At the societal level, the erosion of trust in public institutions undermined citizen confidence and fostered cynicism toward state governance.
Discussion and Interpretation
The findings extend prior theories of organizational justice, psychological contracts, and organizational silence. While previous studies acknowledged that breaches of fairness can lead to deviance, this study shows that when formal complaint channels are absent, retaliation does not disappear; rather, it takes hidden and less detectable forms.
The model suggests that silent revenge functions as a form of “exit without leaving”-a way for employees to symbolically withdraw while remaining within the organization. This aligns with the literature on “quiet quitting,” but with a more retaliatory orientation. Furthermore, the study highlights the cultural context: in societies where direct confrontation with authority is discouraged, covert retaliation becomes an adaptive response.
By integrating individual, organizational, and cultural factors, the model advances the literature on deviant workplace behavior. It also offers a framework for future research to develop measurement scales, test causal dynamics, and compare cross-cultural differences in silent retaliation.
Practical Implications
The study offers several actionable recommendations for public organizations:
- Strengthening organizational justice: ensuring fairness in reward distribution, transparent promotion systems, and clear procedural guidelines.
- Developing safe voice channels: creating anonymous reporting mechanisms, independent grievance systems, and ombudsperson offices to provide employees with constructive outlets.
- Leadership training: equipping managers with skills in empathy, fair decision-making, and conflict resolution to reduce the likelihood of retaliatory perceptions.
- Early detection systems: using HR analytics and monitoring performance indicators (delays, errors, absenteeism) to identify patterns of silent revenge before escalation.
- Employee support: offering wellness programs, workload management, and professional development to reduce stressors that fuel retaliatory impulses.
Limitations and Future Research
As a qualitative study, the findings are context-specific and not intended for statistical generalization. Future research should develop quantitative instruments to measure silent revenge, conduct large-scale surveys, and employ longitudinal designs to trace the temporal evolution of covert retaliation. Comparative research across sectors and cultural contexts would further validate and refine the model.
This study provides one of the first systematic attempts to conceptualize and empirically model the phenomenon of silent revenge in organizations. By identifying its antecedents, processes, and consequences, the research highlights the hidden ways in which employees retaliate when they feel mistreated but lack safe avenues for voice. For public organizations, recognizing and addressing silent revenge is critical not only for preserving productivity and trust but also for maintaining the legitimacy of state institutions. The grounded theory model and recommendations presented here thus contribute to both academic theory and practical organizational reform.
Modeling
behzad Jafarzadeh Kuchaki; Fatemeh Jafarzadeh; Vajiheh Javani; Fershte Aghajani
Abstract
Introduction In the era of globalization, human societies are rapidly moving toward organizational ...
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Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.
Modeling
hossein gorjipour
Abstract
Introduction
Employees’ psychological security is a key component of occupational health and organizational performance, encompassing a sense of calm, absence of anxiety and worry, and trust in the work environment. It serves as a foundation for increased job satisfaction and employee productivity. ...
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Introduction
Employees’ psychological security is a key component of occupational health and organizational performance, encompassing a sense of calm, absence of anxiety and worry, and trust in the work environment. It serves as a foundation for increased job satisfaction and employee productivity. In today’s complex world, economic instability, rapid social changes, political crises, and work-related pressures threaten individuals’ mental well-being, leading to heightened anxiety, reduced quality of interpersonal relationships, and the emergence of mental health challenges. Research has shown that a lack of psychological security among employees is associated with increased anxiety, depression, lower job satisfaction, and decreased organizational productivity, which not only impacts individual well-being but also disrupts service quality, workplace interactions, and team performance. From an Islamic and rational perspective, mental tranquility and the absence of fear and anxiety, conditioned upon faith and piety, constitute a fundamental requirement for a healthy and successful life. The Qur’an promises psychological security to a faithful society, highlighting the importance of such security for both individuals and communities. Accordingly, integrating religious principles into organizational practices can create psychologically safe work environments, enhance employee well-being, and improve organizational performance. The present study aimed to identify the factors threatening employees’ psychological security in workplace settings and to develop a model for sustainable psychological security grounded in Islamic teachings. This research is significant in two ways: first, scientifically, it enriches the literature on psychological security and organizational management by integrating organizational psychology and religious teachings, providing practical strategies to enhance employees’ mental well-being. Second, in terms of research necessity, prior studies have primarily focused on psychological perspectives, with limited attention to the role of religious teachings; thus, this study fills an important gap by offering an Islamic-based framework. The novelty of this study lies in presenting an integrated model that leverages concepts such as piety, trust in God, patience, and gratitude to promote employees’ psychological security, while situating these principles within the scientific framework of organizational psychology.
The study addresses key questions: which factors threaten employees’ psychological security in workplaces, how Islamic teachings can be applied to enhance psychological security, and what model can be proposed to sustainably improve employees’ mental well-being in organizational settings. The findings of this study can support organizations—particularly those guided by religious principles-in designing psychologically safe work environments, improving employee well-being, enhancing job satisfaction, and boosting overall organizational performance. Moreover, it provides a practical and ethical framework for managing psychological threats, offering actionable insights for promoting holistic employee development.
Methodology
The present study is a qualitative, exploratory, and applied research aimed at identifying psychological threats affecting employees’ psychological security in organizations and developing a model for achieving sustainable psychological security based on Islamic teachings. The qualitative approach was chosen due to the complex and subjective nature of psychological security and the need to gain a deep understanding of employees’ lived experiences. This approach enables the identification of influential factors and the extraction of relevant concepts through direct interaction with participants, thereby providing a foundation for practical solutions. Data were collected through semi-structured interviews with 30 employees working in governmental and non-governmental, non-profit organizations. Participants were selected based on having at least five years of work experience, prior exposure to challenges related to psychological security, and willingness to provide in-depth information on the topic. Interviews continued until theoretical saturation was reached, and data were recorded through detailed note-taking and, in some cases, audio recording with participants’ consent.
The sample included employees from different organizational levels and educational backgrounds to enhance data credibility and comprehensiveness. Data analysis was conducted using qualitative content analysis, including coding, extraction of main and sub-categories, and categorization of psychological threats. Initially, the interview transcripts were coded, and similar concepts were grouped together. Relationships between codes were then examined, leading to the formation of categories based on shared characteristics, with organizing titles assigned to each category. This method allowed for the identification of meaningful patterns, concepts, and categories, enabling the recognition of psychological threats affecting employees and the development of appropriate strategies grounded in Islamic principles. To ensure research validity and reliability, the extracted codes and categories were reviewed by two organizational psychology experts, and findings were also shared with some participants for feedback (participant validation). Inter-coder agreement was applied to assess reliability, and the final categories were confirmed by both the experts and the researcher. Finally, psychological threats were analyzed from the perspective of Islamic teachings, and suitable strategies for managing these threats were identified. These strategies were then integrated into a comprehensive model comprising dimensions, components, and specific indicators, which can assist organizations in creating psychologically safe work environments.
Findings
The analysis of the data revealed that psychological threats in organizational settings can be categorized into five main groups:
Unprofessional managerial behavior: Employees reported that behaviors such as lack of professionalism, favoritism, authoritarian leadership, inconsistent decision-making, and a lack of transparency in management created feelings of insecurity, anxiety, and dissatisfaction in the workplace. Such behaviors not only undermine employees’ trust in management but also cultivate a culture of fear, discouraging employees from freely expressing their opinions or taking initiative. Consequently, this negatively affects organizational performance and reduces employee engagement in improvement processes.
Behavioral and interpersonal risks with colleagues: Conflicts, gossip, unhealthy competition, lack of cooperation, and disrespectful interactions among colleagues were identified as significant sources of stress. These interpersonal challenges reduce team cohesion, increase psychological strain, and create an environment in which employees feel emotionally vulnerable. The effects include decreased collaboration, lower motivation, and diminished quality of workplace interactions.
The nature of the job and work responsibilities: Certain job characteristics, such as high workload, unclear responsibilities, monotonous tasks, and exposure to high-pressure situations, directly contribute to psychological stress. Employees emphasized that the absence of role clarity, organizational support, and recognition intensifies job-related stress and reduces their sense of psychological security.
Personal and internal issues: Individual factors, including emotional vulnerability, unresolved personal conflicts, lack of effective coping strategies, and pre-existing mental health conditions, also influence employees’ psychological security. The findings indicated that personal resilience and stress management skills play a critical role in shaping employees’ perceptions of stability and safety at work, with more resilient employees better able to manage workplace stressors.
Economic concerns and livelihood security: Financial difficulties, job insecurity, and worries related to meeting personal and family needs were among the most significant stressors. Fear of income loss, inadequate compensation, or the possibility of job loss not only reduces work performance but also generates persistent anxiety that affects the overall work environment, undermining motivation and job satisfaction.
Analyzing these threats through the lens of Islamic teachings revealed that ethical and spiritual principles can serve as a strong foundation for mitigating psychological risks in the workplace. Concepts emphasizing professional ethics, respect for human dignity, justice, compassion, and spirituality can help create a secure, supportive, and motivating organizational environment. For instance, promoting ethical leadership, fair treatment of employees, and fostering cooperation and mutual respect in accordance with Islamic values can alleviate stress arising from managerial behaviors and interpersonal conflicts. Additionally, engaging in spiritual practices such as meditation, reflection, prayer, and social support can enhance personal resilience and mitigate the negative effects of internal and economic stressors, enabling employees to operate with greater confidence, stability, and psychological well-being.
Discussion and Conclusion
This study investigated the factors influencing employees’ psychological security in organizations and proposed strategies for its enhancement. The findings revealed that psychological security is affected by multiple interrelated factors, which can be categorized into five main dimensions: unprofessional managerial behaviors, interpersonal and behavioral risks with colleagues, job and organizational ambiguities, personal perceptions and attitudes, and concerns regarding livelihood security. Each of these factors can directly or indirectly lead to anxiety, stress, reduced job satisfaction, and ultimately decreased organizational productivity. The results align with previous research, indicating that professional management, healthy interpersonal relationships, organizational transparency, and psychological support play a significant role in enhancing employees’ psychological security. Moreover, a comparative analysis with Islamic teachings—particularly principles of justice, consultation, employee rights, and managerial guidance in Nahj al-Balagheh — demonstrated that applying these principles can strengthen employees’ sense of security and contribute to the creation of an ethical, supportive, and resilient work environment. Based on the findings, it is recommended that organizations design their managerial frameworks in accordance with ethical and Islamic principles and implement clear evaluation mechanisms, defined career advancement pathways, psychological support programs, and skill development training. Such measures can foster a secure, stable, and constructive organizational environment, ultimately improving employees’ psychological well-being, motivation, organizational commitment, and overall productivity
Modeling
Ramin Iraji Noghondar; Abolfazl Farahani
Abstract
IntroductionThe existence of an Islamic financial literacy measurement tool is important because it can be used to measure an individual's level of financial literacy regarding Islamic financial products or services. One of the government organizations whose performance in the financial and economic ...
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IntroductionThe existence of an Islamic financial literacy measurement tool is important because it can be used to measure an individual's level of financial literacy regarding Islamic financial products or services. One of the government organizations whose performance in the financial and economic field is very important is the sports and youth departments at the provincial level. These organizations are responsible for the construction and construction of open and closed sports facilities in urban and non-urban areas, their equipment and maintenance, financial support for sports clubs and teams, helping to attract sponsors for the development of public sports and championships, implementing and monitoring the ticket sales system for official competitions, earning sustainable income from advertising, and benefiting from the capacity of sports supporters, etc. Therefore, the need for accuracy in the field of financial matters, so as to have the greatest return in accordance with Islamic principles, is very important. On the other hand, the development of a new and integrated multidimensional measure of Islamic financial literacy that is both valid and reliable is an important issue. On the other hand, considering the extent of research in organizational environments, it is necessary to use valid information tools to collect comprehensive information. Therefore, the main purpose of this study is to determine the factor structure of the Islamic financial literacy model in the employees of the sports and youth departments of Khorasan Razavi in order to achieve the desired goals.MothodologyThe research method was descriptive and correlational, and was conducted in the field. The statistical population of the research consisted of all employees of the sports and youth departments of Khorasan Razavi, from whom 254 questionnaires were collected through convenient sampling. In order to collect data, the Islamic financial literacy questionnaire made by Dink et al. (2021) which consisted of 20 questions was used. In order to analyze the data, descriptive indices and statistical tests of Cronbach's alpha coefficient, McDonald's omega coefficient, theta coefficient, Brown's classification, exploratory factor analysis and confirmatory factor analysis were used in SPSS, Lisrel and Stata statistical software.FindingsThe results showed that the questions of the Islamic financial literacy questionnaire explained 64.8% of the total variance. Also, the Islamic financial literacy model has acceptable internal reliability (θ=0.927, Ω=0.902, α=0.899). Based on the relationship and significance level, it was determined that all the relationships indicate the relationship between each component and the concept of Islamic financial literacy. The X2 to df ratio indices are equal to 3.33 and the root mean square error of approximation (RMSEA) is equal to 0.072, so the structural model of the questionnaire has the necessary fit. Also, the indices of NFI=0.97, CFI=0.98, GFI=0.95, AGFI=0.91 and IFI=0.98 confirmed the fit of the structural model of the questionnaire.Discussion and ConclusionThe aim of this study was to analyze the factor structure of the Islamic financial literacy model among employees of sports and youth departments in Khorasan Razavi. The research method was descriptive and correlational, and was conducted in the field. The statistical population of the research consisted of all employees of the sports and youth departments of Khorasan Razavi, from whom 254 questionnaires were collected through convenient sampling. In order to collect data, the Islamic financial literacy questionnaire made by Dink et al. (2021) which consisted of 20 questions was used. In order to analyze the data, descriptive indices and statistical tests of Cronbach's alpha coefficient, McDonald's omega coefficient, theta coefficient, Brown's classification, exploratory factor analysis and confirmatory factor analysis were used in SPSS, Lisrel and Stata statistical software. The results showed the reliability of the questionnaire (θ=0.927, Ω=0.902, α=0.899). Also, all the questions had a significant relationship with the components and could be a good predictor for their factor. Finally, the results showed that the components of financial behavior, financial attitude, financial knowledge, and financial awareness are good predictors of the concept of Islamic financial literacy. Therefore, it is concluded that the Islamic Financial Literacy Questionnaire is a reliable and valid scale that can be used to evaluate the financial performance of organizational employees in the field of Islamic financial literacy and obtain stable and reliable results.
Modeling
Hassan Forati
Abstract
IntroductionGovernance plays a key role in areas such as health, education, infrastructure, capital market regulation, macroeconomic stability, safety net provision, legal system, creation of a good business environment, and environmental protection, all of which are prerequisites and essential features ...
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IntroductionGovernance plays a key role in areas such as health, education, infrastructure, capital market regulation, macroeconomic stability, safety net provision, legal system, creation of a good business environment, and environmental protection, all of which are prerequisites and essential features of a developed economy (Pardehan and Sanyal, 2011). Good governance should be considered as a goal and a process that accelerates growth, equity, and human development potential for people and society (Pardehan and Sanyal, 2011). Good governance is closely linked to economic growth and development, as it enhances the capacity to implement sound policies and manage public resources effectively. Good governance is essential for achieving social justice because it ensures that policies and institutions are responsive to the needs of all citizens, including marginalized groups (Ndidi and Kaus, 2015). Gender justice is a human right and a fundamental prerequisite for economic and social development in a society. Good governance through gender justice and women’s participation can lead to sustainable development. Gender justice involves ensuring equal rights, opportunities and treatment for all genders, addressing discrimination and gender-based violence, and promoting women’s rights as fundamental human rights. This concept emphasizes the importance of gender mainstreaming in governance, which includes the active participation of women in decision-making processes and representation at various levels. Good governance is essential to promote gender justice, as it ensures fair treatment and equal opportunities for all genders. Principles of good governance, such as participation, rule of law, transparency, accountability, consensus and equality, directly support gender justice and provide a framework in which both men and women can participate in decision-making processes and access resources (Karkaba et al., 2017). Attention to women and social justice in governance is essential to reduce the gender gap in the country. And since gender justice is an integral part of good governance, this type of governance refers to the responsiveness of public policies and institutions to the needs of all citizens. Therefore, the country's policies and institutions must represent the interests of women and men, promoting equal access to resources, rights, and voices. Despite numerous studies in the field of governance and gender justice, there are many research gaps regarding indigenous models that are appropriate for Iranian conditions. By presenting a comprehensive and indigenous model for good governance that is consistent with Iran's cultural and social conditions, this research contributes to the scientific community and society by providing solutions to reduce gender inequality and strengthen women's participation.
Mothodology
The research is applied in terms of purpose and is exploratory in nature with a qualitative method. This method was chosen due to the complex and multidimensional nature of the subject to identify relevant indicators and patterns through an in-depth analysis of perspectives and experiences. The analysis approach is based on the content analysis method. Common methods in thematic analysis include format, matrix themes, theme network themes, and comparative analysis, which was used in this study. In the theme network developed by Atride Stirling (2001), themes are classified according to a specific process and in the form of basic, organizing, and overarching themes. The stages of the thematic analysis research based on the Brown and Clarke model (2006) are as follows: This step includes topic selection, research, problem statement, statement of research objectives and questions, selection of research design, determination of scope, community, and sample. The statistical population includes academic experts with experience in the field of good governance and gender justice, as well as activists in the field of women's rights. In selecting the experts, experience, assistant professor status for academic staff, suitability of the field of study, and familiarity with the field of good governance and women's rights were considered criteria. The relevance of this community to the purpose of the study is that these groups, as reliable sources of knowledge and experience, provide the necessary practical and specialized perspectives to identify indicators and design a governance model. For this purpose, 17 experts active in the field of public administration and law, some of whom had political, scientific, educational, and legal careers, were selected purposefully and using the snowball method. In this study, data were collected through semi-structured interviews with 17 experts. From the 15th interview onwards, no new categories were created and theoretical saturation was achieved. In this study, the two-coder agreement method and test-retest reliability were used to measure reliability. To calculate the level of agreement, Cohen's kappa coefficient was used, which was obtained as.74, which indicates acceptable reliability. To examine the validity of the study, in addition to using the researcher's sensitivity strategy in the research process, the findings were provided to 3 academic experts and were approved by them.
Findings
The research results showed that good governance with an approach that focuses on women and gender justice is a complex and multifaceted process that requires comprehensive efforts and cooperation from all sectors of society to implement and realize. Gender justice is one of the main foundations of good governance and means equal rights, opportunities, and resources between women and men. In this study, 131 basic themes were extracted. Then, organizing themes and overarching themes were abstracted according to the basic themes. At this stage, an attempt was made to achieve more abstract themes by reorganizing the basic themes so that researchers can guide them to more comprehensive and central themes. At this stage, 8 organizing themes and 1 overarching theme were identified. Gender justice and equal opportunities in the model of good governance with a gender justice approach include four basic themes of legal, economic, social, and cultural justice. Labor laws, anti-discrimination laws, and an independent and impartial judicial system are the three basic themes of supportive laws and regulations. Transparency and accountability include two basic themes of responding to women's demands and transparency. Participation at different levels of decision-making, participation in the decision-making process, and political participation of women are the three basic themes of women's participation in decision-making and politics in the good governance model with a gender justice approach. Changing attitudes and beliefs in the good governance model includes four basic themes of education and awareness, changing organizational culture, changing attitudes towards the role of women in society, and changing beliefs about women. Creating and developing physical infrastructure and creating and developing economic and administrative infrastructure are the two basic themes of creating appropriate infrastructure. Inter-sectoral cooperation includes six basic themes of providing platforms for cooperation, developing joint work processes, private sector participation, participation of non-governmental organizations, providing joint financial resources, and promoting a culture of cooperation. Continuous monitoring and evaluation includes the themes of strong and efficient monitoring institutions, effective evaluation system, and an effective reporting system.
Discussion and Conclusion
Good governance in Iran with an approach of paying attention to working women and gender justice is governance that seeks to create conditions in which women can participate in all areas of work in accordance with their needs, abilities, and interests, without discrimination, and with equal access to job opportunities. This will enhance the role and status of women in society and government, private, and non-governmental organizations. Based on the first research question, paying attention to women and gender issues in the field of good governance in Iran can be important from several aspects; first, eliminating gender discrimination in laws, regulations, and governance structures can play an important role in achieving social justice. second, women's participation in various political, economic, and social areas can lead to improved governance and policy-making efficiency. third, paying attention to gender issues and creating equal opportunities can play a role in achieving sustainable development and women's empowerment. One of the most important elements for achieving gender justice is the formulation and fair implementation of laws that address equal rights under the law, equal employment opportunities and working conditions, equal pay and benefits, as well as equal social security and welfare for working women. Labor laws should focus on equal rights and benefits for women and men, restrictions on working hours, and protection for working mothers. Responding to women’s demands, especially in the areas of gender discrimination and the wage gap, demonstrates the importance of implementing protective laws to promote gender justice in the workplace. The presence of women at the national, provincial, local levels, and even in non-governmental and private organizations demonstrates the importance of increasing their participation in management and macro-policymaking. Changing attitudes and beliefs is the beating heart of achieving gender justice. Without changing these attitudes, even the best laws and policies cannot fully achieve their goals. The development of physical and economic infrastructure, especially in the areas of public transportation, kindergartens, and health and medical centers, is a vital need to improve women’s living and working conditions. Training and developing women’s skills and creating an equal organizational culture are essential strategies for strengthening women’s position in the labor market. Establishing independent oversight organizations and strong and efficient institutions is one of the first steps in ensuring the effective implementation of policies and programs in the field of women’s rights. These institutions should be able to evaluate and monitor the performance of executive bodies and the implementation of laws and regulations related to gender justice.
Modeling
Saeid Besharti Kivi
Abstract
The present study was conducted with the aim of modeling the ethics-based model of human resource management at Payam Noor University. This research is in the category of applied, quantitative and correlational research. The participants in this study are 352 faculty members of Payam Noor University ...
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The present study was conducted with the aim of modeling the ethics-based model of human resource management at Payam Noor University. This research is in the category of applied, quantitative and correlational research. The participants in this study are 352 faculty members of Payam Noor University who were selected according to the Krejci and Morgan table and using a random cluster sampling method. The data collection tool is a researcher-made questionnaire that was obtained from the qualitative findings of the thesis. In this study, in addition to describing the demographic information of the participants, structural equation modeling and the partial least squares (PLS) method were used in SPSS version 23 and SmartPLS version 3 software at a significance level of 0.05 for data analysis. The results of the study showed that the research model has a good fit and that causal conditions have a positive and significant effect on the functional category (p=0.001) and the functional category, contextual conditions and intervening conditions also have a positive and significant effect on strategies (p=0.001) and finally, strategies also have a positive and significant effect on consequences (p=0.001). Therefore, by applying the ethics-based human resource management model, Payam Noor University can facilitate improving the quality of internal relations, creating a healthy work environment, and maintaining employee trust. This model also helps improve organizational performance, increase employee commitment and reduce unwanted changes.
Modeling
Ali Shariatnejad; Elahe Maneshdavi
Abstract
One of the global phenomena that has existed for a long time with the emergence of early forms of government and is considered an important factor in causing damage to the policies and public interests of organizations is called administrative trader. Therefore, according to the damages caused by the ...
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One of the global phenomena that has existed for a long time with the emergence of early forms of government and is considered an important factor in causing damage to the policies and public interests of organizations is called administrative trader. Therefore, according to the damages caused by the formation of this phenomenon, the present research was conducted with the aim of identifying and analyzing the antecedents and consequences of administrative trader in government organizations using the FCM method. In terms of its purpose, this research is classified as a descriptive survey research. Also, in terms of the type of data collected, it has a mixed nature, and for this reason, in terms of research philosophy, it has a comparative and inductive approach. The statistical population of the research consists of experts including university professors and organizational managers and employees, 20 of them were selected as sample members using the purposeful sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part of the interview and in the quantitative part is a questionnaire, which was examined by the same sample as the previous one in the interview part. The validity and reliability of the tools have been confirmed by using content validity and intra-coder-inter-coder reliability for the interview and content validity and re-test reliability for the questionnaire. In this research, content analysis and coding method was used in qualitative part and fuzzy cognitive map method in quantitative part for data analysis. The research results include identifying and analyzing the antecedents and consequences of administrative trader in government organizations. According to the findings of the research, among the antecedents of administrative trader, the lack of organizational transparency and the inefficiency of supervisory mechanisms are the most important antecedents, and among the identified consequences, the phenomenon of organizational cronyism has been identified as the most important consequence of administrative trader. Considering that in Iran, government organizations constitute a major part of the existing organizations in the society, therefore, identifying and analyzing the antecedents andconsequences of administrative speculation in government organizations can help improve efficiency, transparency and trust in organizations and ultimately lead to the improvement of services provided by the government to citizens.
Modeling
Hamze Farajollahi moghadam
Abstract
The purpose of this research was to analyze the factors affecting the success of executive coaching. Research Methodology: The current research is practical in terms of its purpose and it is classified as exploratory research from the point of view of the method of data collection. In this research, ...
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The purpose of this research was to analyze the factors affecting the success of executive coaching. Research Methodology: The current research is practical in terms of its purpose and it is classified as exploratory research from the point of view of the method of data collection. In this research, in order to collect data, Google Scholar scientific database was used, and in order to analyze the data, traditional content analysis and open, central and selective coding strategy were used. The findings of the research led to the presentation of a model centered on organizational, individual and professional elements. The effectiveness model of the executive coaching department in variuse organisations has three dimensions: individual, organizational and professional; 26 components of ethics, goal orientation, order orientation, action orientation, awareness, awareness, convergence, support orientation, motivation, transparency, holistic orientation, stability orientation, interaction orientation, goal orientation, adaptability, monitoring orientation, positive Thinking, dependence, demographic, effectiveness, preparation, communication, self-improvement, growth orientation and 109 indicators. This study has filled some gaps in executive coaching literature. Unlike many previous studies in this field that have relied solely on the evaluations of the effectiveness of executive coaching, this study identified the set of factors related to the level of the individual, organization, institutional and infrastructural conditions affecting executive coaching and some new constructs such as He has added formal and informal institutions to the literature of coaching in general and executive coaching in particular.
Modeling
abdollah saedi
Abstract
In the mushroom management style, employees are kept in the dark and are only given knowledge and information within the framework of their tasks.. In fact, managers always hoard knowledge and information to protect their own interests and lead employees to isolation. The present study was conducted ...
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In the mushroom management style, employees are kept in the dark and are only given knowledge and information within the framework of their tasks.. In fact, managers always hoard knowledge and information to protect their own interests and lead employees to isolation. The present study was conducted with the aim of designing a mushroom management style model in government organizations.This research is a mixed research (qualitative-quantitative) in the deductive-inductive paradigm and has an applied objective and a descriptive-survey nature. The statistical population in the qualitative and quantitative parts of the research consists of managers of government organizations and university professors, who were selected as samples using the purposive sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is a semi-structured interview, the validity and reliability of which were confirmed using content validity and intra-coder and inter-coder reliability, respectively. On the other hand, in the quantitative part of the research, a researcher-made questionnaire (based on data from the qualitative part) was used to collect data, the validity of which was accepted using content validity and test-retest reliability. By analyzing the data using content analysis and software, the indicators of the mushroom management style in government organizations were identified, including maintaining power and status, poor communication system, lack of employee awareness, hoarding of knowledge, feeling of incompetence, increasing employee dependency, poor performance, conflicting behaviors, trickle-down sharing of knowledge, rumor-spreading, reduced motivation, lack of participation, organizational pessimism, authoritarianism, leaving the service, and reduced organizational credibility. Finally, a model of the mushroom management style in government organizations was designed using a structural-interpretive approach. The results show that reduced organizational credibility, organizational pessimism, leaving the service, and poor performance are the achievements of mushroom management in government organizations.
Modeling
Abdolllah Salehi; Naser Barkhordar; Mohammadreza Daraei; Mahdi Fadaee
Abstract
Inter-organizational cooperation has emerged as a critical challenge for the success of banks within the competitive banking industry. This study aims to identify the components of inter-organizational cooperation within the banking network. A mixed-method approach, combining qualitative and quantitative ...
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Inter-organizational cooperation has emerged as a critical challenge for the success of banks within the competitive banking industry. This study aims to identify the components of inter-organizational cooperation within the banking network. A mixed-method approach, combining qualitative and quantitative methodologies, was employed. The qualitative phase, designed for exploratory purposes, utilized thematic analysis and involved a statistical population comprising banking industry experts, academics, and consultants. The quantitative phase, adopting a developmental-applied orientation, employed a descriptive-survey method and interpretive structural modeling (ISM) to prioritize the factors influencing inter-organizational collaboration. Samples were selected using purposive sampling, with data collected through interviews (for the qualitative phase) and questionnaires (for the quantitative phase). Based on content analysis, the factors and components affecting inter-organizational cooperation in the banking network, specifically at Mehr Iran Gharzolhasaneh Bank, include adherence to ethical-behavioral principles, attention to individual growth, organizational factors, structural-administrative factors, legal-environmental factors, cultural-social factors, political factors, and organizational financial growth. Furthermore, the results from the interpretive structural modeling indicate the prioritization of these factors as follows: organizational financial growth ranks first, attention to individual growth ranks second, adherence to ethical-behavioral principles and organizational factors rank third, and political, structural-administrative, legal-environmental, and cultural-social factors rank fourth. These findings provide strategic insights for banking institutions to leverage cooperation capacities, thereby enhancing their competitive performance.environment.
Modeling
Ebrahim Shiri; Farhad Nejhad Hajali Irani; Jafar Beikzad; Gholamreza Rahimi
Abstract
The development of green behaviors reflects a growing recognition of the strategic role human resources play in advancing green organizations and sustainable branding. Establishing such behaviors requires a supportive context—an enduring concern for organizational leaders. This study aimed to design ...
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The development of green behaviors reflects a growing recognition of the strategic role human resources play in advancing green organizations and sustainable branding. Establishing such behaviors requires a supportive context—an enduring concern for organizational leaders. This study aimed to design and articulate a model of the antecedents and consequences of green human resource management (GHRM) within the framework of sustainable development. Methodologically, the research is applied-developmental in nature and falls under the category of qualitative inquiry. The study's target population comprised experts in human resource management within the Ministry of Energy. Using purposive sampling, snowball techniques, and theoretical saturation, 20 experts were selected to participate. Interview data were analyzed using Strauss and Corbin’s systematic grounded theory approach. The findings revealed that corporate social responsibility serves as a key causal condition in the proposed model. The core phenomenon identified was green human resource management. Within the contextual conditions, the concept of a green organizational culture emerged as central. Individual characteristics were recognized as intervening conditions influencing the process. In terms of strategies, the study highlighted the importance of green support mechanisms and green initiatives. Finally, the consequences of these efforts were reflected in the emergence of efficient green performance as a macro-level outcome.
Modeling
Reza Saleh zadeh; Hadi Teimouri; Ali Asghar Mobasheri
Abstract
The current research was conducted to identify a model for faculty members’ ostracism in the workplace. This study is an applied study by purpose and exploratory research in nature. It was conducted qualitatively using grounded theory in relation to the method. The participants of the research ...
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The current research was conducted to identify a model for faculty members’ ostracism in the workplace. This study is an applied study by purpose and exploratory research in nature. It was conducted qualitatively using grounded theory in relation to the method. The participants of the research included faculty memers of Iranian universities, 19 of them were selected through the purposeful and snowball methods and following the rule of theoretical saturation, and the data was collected through semi structured interviews. The results of this research indicate that three categories of causal factors including individual factors, group factors, and organizational factors, as well as contextual factors (factors related to organizational culture, factors related to organizational structure and factors related to organizational processes), and intervening factors also affect the emergence of this phenomenon in universities. Strategies to prevent the ostracism of faculty members and the consequences of this phenomenon in universities have been determined at both the individual and organizational levels. The findings of the research can create a suitable insight about the emergence of the phenomenon of faculty members’ ostracism in the workplace and provide a basis for planners and policy makers of the university system to prevent it.
Modeling
Davoud Haghkhah; Roghayeh Hasanzadeh
Abstract
In today's complex and dynamic organizational world, employee behavior is recognized as one of the key factors for organizational success. This study aimed to analyze the mechanisms for improving performance in Iranian governmental organizations and to examine the impact of organizational nudges on employee ...
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In today's complex and dynamic organizational world, employee behavior is recognized as one of the key factors for organizational success. This study aimed to analyze the mechanisms for improving performance in Iranian governmental organizations and to examine the impact of organizational nudges on employee behavior. The research employed a qualitative approach using thematic analysis. Data were collected through semi-structured interviews with 50 participants, direct observation, and document analysis. Data analysis was conducted using thematic analysis with the assistance of MAXQDA software. The findings revealed that organizational nudges influence employee behavior through five main mechanisms: environmental, social, psychological,cultural,and technological. Environmental mechanisms reduce employee stress and increase productivity by altering workplace design and simplifying processes. Social mechanisms utilize group norms and social approval to encourage desirable behaviors among employees. Psychological mechanisms improve decision-making by leveraging cognitive biases and framing effects. Cultural mechanisms operate based on organizational values and beliefs, while technological mechanisms use digital tools to deliver nudges. The results indicated that cultural and structural characteristics of organizations significantly influence the effectiveness of nudges. For example, nudges aligned with traditional and cultural values are more likely to be accepted by employees, whereas those in conflict with these values may face resistance. Finally, it is recommended that organizations design nudges that align with their cultural context and utilize modern technologies to enhance effectiveness. Involving employees in the design and implementation of nudges, along with continuous evaluation of their effectiveness, can also contribute to improving organizational performance.This study provides practical recommendations for managers in governmental organizations to effectively guide employee behavior toward organizational goals using well-designed nudges.
Modeling
Saeed Ghazinejad; Hassan Darvish; Mohammad Mahmoudi Maymand
Abstract
The present research has been based on interpretive structural modeling to design the attitude model of employees in terms of job security in facing blockchain in the horizon of 2031. This research is exploratory in terms of purpose and qualitative in terms of approach. In this research, 15 experts were ...
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The present research has been based on interpretive structural modeling to design the attitude model of employees in terms of job security in facing blockchain in the horizon of 2031. This research is exploratory in terms of purpose and qualitative in terms of approach. In this research, 15 experts were interviewed. The snowball method was used to collect information, and then, using thematic analysis method, the information extracted from the texts and interviews were categorized and analyzed. According to the intended goals, semi-structured interviews and text review based on thematic analysis strategy were used for Data collection is used. Finally, 14 basic themes were classified into 72 basic codes in the form of 6 organizing themes and 1 inclusive theme. which was finally obtained based on the method of interpretive structural modeling of the final model. The results of this study showed that this research can help banks in finding effective solutions to create a stable and safe work environment by providing a detailed insight into the attitude of bank employees towards job security in the face of blockchain.
Modeling
Mahboubeh Rashidi; Mirali Seyednaghavi
Abstract
current research tries to examine the pathological analysis of the human resource management model of slack employees, which is taken from the research of Rashidi et al. (2021) in the oil company. This research is quantitative, applied and comparative in terms of philosophical foundations in the paradigm ...
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current research tries to examine the pathological analysis of the human resource management model of slack employees, which is taken from the research of Rashidi et al. (2021) in the oil company. This research is quantitative, applied and comparative in terms of philosophical foundations in the paradigm of positivism. The statistical population of the research includes managers and human resources experts of the oil company. The reliability and validity of the research has been measured in smart pls software and the analysis of questionnaires in SPSS software. The findings of the research show that there is a significant difference between the expected model (as an ideal situation) and the existing situation in the oil company. Performance evaluation in surplus-oriented employees with low strategic value and general competence should be process-based and focus on current control along with performance compliance with standards. In accumulation-oriented employees with high strategic value and general competence, it should be based on evaluation. periodical and match the performance with the standards, in knowledge-oriented employees with the characteristic of low strategic value and unique competence over indirect and result-based control, in value-oriented employees with the characteristic of high strategic value and special competence with future evaluation. is a watcher Rewards and service compensation for surplus-oriented employees on external equality, for accumulation-oriented employees on internal equality, for knowledge-oriented employees on competitive rewards with a focus on financial benefits, and for value-oriented employees on incentive rewards and with The focus is on non-financial rewards.
Modeling
sanam siyar; HOSSEIN DAMGHANIAN; Mohsen Farhadinejad
Abstract
Considering the multiple roles of women in society, establishing a work-life balance has become one of the important challenges in their lives. The present study aimed to identify and design a phenomenal model of women's work-life balance with an emphasis on family resilience in government organizations. ...
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Considering the multiple roles of women in society, establishing a work-life balance has become one of the important challenges in their lives. The present study aimed to identify and design a phenomenal model of women's work-life balance with an emphasis on family resilience in government organizations. This applied research was conducted with a qualitative approach and descriptive phenomenological method. The research population consisted of women working in government organizations who were selected through purposive judgment sampling. The data collection tool was a semi-structured interview, which reached data saturation with 11 interviews. The Claise phenomenological method was used to analyze the data. The research findings indicated that women's lived experience was identified in 201 basic concepts, 18 categories, and 4 main themes. The 4 main themes include: strengthening family relationships, supportive organizational climate, job enrichment and redefinition, and adaptation to multiple roles as 4 dimensions of a phenomenal model of work-life balance with an emphasis on family resilience in government organizations. As a result, to establish work-life balance for women with an emphasis on family resilience, it is necessary to focus on four dimensions: family, organizational, career, and individual.
Modeling
Maryam Bayat; Alireza Hassanzadeh; Ali Shayan; Bakhtiar Ostadi
Abstract
In recent years, the development of digital tools and the expansion of big data resources have provided new opportunities for service enhancement and increased efficiency within tax administrations. The reforms are prerequisites for digital transformation (DT), which through substantial alterations to ...
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In recent years, the development of digital tools and the expansion of big data resources have provided new opportunities for service enhancement and increased efficiency within tax administrations. The reforms are prerequisites for digital transformation (DT), which through substantial alterations to procedures and organizational structures, allows tax organizations to respond better to the changing taxpayer’s needs. In this regard, organizational agility is the major factor that contributes to both the speed of digital transformation and its successful implementation. On the other hand, by giving a coordinated management framework, information technology governance (ITG) supports the enhancement of DT strategies. This study aims to examine the effect of ITG on the DT maturity of the Iranian Tax Administration, through the mediating role of organizational agility. The research uses a way of description through the relationship and collection of data, which was done by questionnaires from the employees and managers of the Iranian Tax Administration. The reliability of the questionnaires was tested using Cronbach's alpha coefficient while their validity was verified through confirmatory factor analysis. Statistical data analysis was carried out using structural equation modeling and LISREL software. As per the result of this study, ITG positively affects DT maturity, which is facilitated through increased organizational agility. Therefore, tax administrations with high ITG and organization agility perform better in their digital transformation projects. Accordingly, these findings might be useful for developing digital transformation plans within tax organizations)
Modeling
Gholamreza Azad; Ali Shojaeifard; Mohebi Serajaddin
Abstract
In the government organizations of the country, one of the problems that hinders the progress of the organization is the power-seeking behavior of managers in organizational communication, and experts consider this type of behavior that managers, as the first person in the organization, consciously ...
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In the government organizations of the country, one of the problems that hinders the progress of the organization is the power-seeking behavior of managers in organizational communication, and experts consider this type of behavior that managers, as the first person in the organization, consciously or unconsciously use to achieve power and order in organizations, is a kind of organizational pest. they know Considering that managers' power-seeking behaviors are one of the important issues that have different effects in organizational communication, this research was conducted with the aim of providing a model of power-seeking behaviors in organizational communication among managers of government organizations in the country. The research method is applied in terms of purpose and a mixed approach in terms of data type. The statistical population of the qualitative department of management and communication professors of Tehran province universities who had managerial experience in government organizations of Tehran province, the snowball method was used to select the sample size, and 15 people were interviewed. The statistical population was a quantitative part of managers of government organizations in Tehran province, 380 people were selected as the sample size using Cochran's formula and stratified random sampling method. Data analysis was done in the qualitative part with the help of the foundation's data strategy and in the quantitative part using SPSS 22 and Lisrel 8.54 software. The findings show that the model of power-seeking behaviors in organizational communication among the government organization of the country includes the central category of power-seeking behaviors in organizational communication; Causal conditions with four components of personality characteristics, communication, sociability and management; contexts with three components of political behavior, situational adaptation and job position; Strategy with three components of organizational climate, organizational patterns, organizational rules and regulations; The intervention is with two components of dynamic and complex environment and organizational ethics, and the consequences are with two components of organizational indifference and reduced participation. The results show that the presented model can help to better understand the power-seeking behaviors of government managers in organizational communication.
Modeling
Abolfazl Hosseini; Aliakbar Majdi
Abstract
Organizational inertia is a significant disruptive factor in the functional adaptability of organizations to their environment. This study was conducted with the aim of identifying the antecedents and consequences of organizational inertia in Iran. The study was characterized as a review typology and ...
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Organizational inertia is a significant disruptive factor in the functional adaptability of organizations to their environment. This study was conducted with the aim of identifying the antecedents and consequences of organizational inertia in Iran. The study was characterized as a review typology and relied on a systematic review method. The implementation of the systematic review was based on a structured protocol that included three major phases: research antecedents (defining the main question and question pattern), research process (determining eligibility criteria, search strategy, article selection process, and data extraction), and research outcomes (providing an overview of studies and qualitatively synthesizing findings). Ultimately, 30 articles met the final criteria for data description and synthesis. Descriptive results indicated that most studies were published in management journals, based on a quantitative approach, utilized survey methods, and focused on employee groups. Additionally, from a temporal perspective, the studies had been conducted over the past ten years, with their main issue centering on the explanation of organizational inertia. Qualitative findings also revealed that the antecedents of organizational inertia could be categorized into seven themes (structural, managerial, cognitive, communicative, capability-based, benefit-oriented, and behavioral), while the consequences of organizational inertia could be classified into four themes (normative, cognitive, performance-related, and behavioral). Given the indispensable role of organizational inertia in inhibiting the functioning of organizations in an era of change, there is an urgent need for studies adopting a systems approach to address the issue of organizational inertia.
Modeling
Abdollah Saedi; Nazanin Asadi
Abstract
Big data in the organization can create insight that leads to better decision-making and discovering strategic paths. The purpose of this research is to analyze and evaluate the consequences of big data in human resource management in government organizations. This research is practical in terms of its ...
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Big data in the organization can create insight that leads to better decision-making and discovering strategic paths. The purpose of this research is to analyze and evaluate the consequences of big data in human resource management in government organizations. This research is practical in terms of its purpose, and in terms of the method of collecting descriptive information, it is of the survey type, and in terms of typology, it is among mixed research. The statistical population of the research includes university professors in the field of management and human resource managers in government organizations, 17 of whom were selected using the purposeful sampling method and based on the principle of theoretical adequacy. In the qualitative part of the data collection tool, there is a semi-structured interview, the validity and reliability of the tools were confirmed using content validity and intra-coder and interrater reliability methods, respectively. The tool for collecting data in the quantitative part is a questionnaire, which was confirmed using content validity and retest reliability. In the qualitative part of this research, the data obtained from the interview were identified using the Max-QDA-E software and the analysis coding method and the consequences of big data in human resource management. In the quantitative part of the research, the prioritization of factors and their causal relationships were determined using the fuzzy cognitive mapping method. The results show that intelligent recruiting and hiring, identifying skill gaps, foresight, talent management, eliminating discrimination and retention, employee retention and performance management are respectively the most important consequences of big data in human resource management. The governance of big data in government organizations enables human resource managers to act more intelligently in the fields of human resources such as recruitment and employment, recruitment, salary system, etc.
