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
somayeh shadmehri; vahid mirzaei; hamed khorasani toroghi
Abstract
is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted ...
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is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted with the aim of discovering the components of passive leadership and examining its effect on employee time theft in education in Bojnourd city. In this study, first, a review of the literature and research background was conducted, and then the semi-structured in-depth interview tool, which is appropriate for qualitative research methods, especially phenomenology, was used. After conducting 18 interviews and reaching the saturation stage of the Claise method; 25 components were identified in the form of 6 general categories under the titles of weakness in decision-making, avoidance of responsibility, indifference to employees, weakness in team supervision and management, weakness in communication, and lack of support for innovation and motivation. In the quantitative phase, 280 people were randomly selected as the sample size based on the Cochran formula. In order to identify the components of passive leadership, a questionnaire designed by the researcher was used, and then its effect on time theft was measured using the 15-question Harold and Ho Time Theft Questionnaire. According to the results obtained, the research hypothesis was accepted and passive leadership has a positive and significant effect on employee time theft
Modeling
hossein ostad hossein; zahra moghimi; maryam bayani
Abstract
Background: This research aims to present a digital governance model Based on Crowdsourcing in National Center of Iran's Cyberspace.Methodology: This research was conducted with a quantitative approach and a developmental goal. First, the dimensions and components of digital governance were identified ...
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Background: This research aims to present a digital governance model Based on Crowdsourcing in National Center of Iran's Cyberspace.Methodology: This research was conducted with a quantitative approach and a developmental goal. First, the dimensions and components of digital governance were identified through a systematic review of scientific sources. Then, using the Delphi technique and the participation of 15 experts, the components were refined and confirmed. In the next stage, the research model was evaluated with structural modeling and artificial neural networks and MATLAB and SmartPLS software were used for data analysis. The statistical population consisted of 690 managers and senior experts of the National Cyberspace Center, consulting firms, and affiliated subsidiaries, who were classified using a random sampling method and the questionnaire was distributed to a sample size of 248 people.Findings: The results showed that the digital governance model with a Crowdsourcing approach is a multidimensional model that includes various dimensions such as digital ecosystem, digital economy, digital infrastructure, legal and regulatory, cultural and social, and Crowdsourcing approach. Conclusion: The results of this study show that the digital governance model with a Crowdsourcing approach not only uses domestic capacities to promote digital governance, but can also act as a local and resistance model for the country.
Modeling
nasim Arbab Shirani; Akbar Etebarian Khorasgani; Reza Ebrahimzadeh Dastjerdi
Abstract
Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that ...
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Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that arises when unethical behaviors or violations of values are observed.Accordingly, the present study aims to explore the pattern of managers’ moral anger in selected branches of state-owned banks in the city of Isfahan. This research is applied–developmental in terms of purpose and was conducted using a qualitative approach and the grounded theory method. To identify the components of the moral anger model, semi-structured interviews were carried out with 15 academic experts and branch managers of state-owned banks through purposive sampling, adhering to the principle of theoretical saturation.Additionally, to examine the fit of the extracted conceptual model, a researcher-made questionnaire based on the qualitative findings was utilized.The validity of the questionnaire was assessed using the content validity ratio, and Content Validity Index and its reliability was evaluated through inter-coder reliability.Data analysis led to the extraction of a set of concepts organized into six categories: causal conditions, the core phenomenon, contextual conditions, intervening conditions, strategies, and consequences. The findings indicate that managers’ moral anger is influenced by a combination of causal conditions such as individual cognitive and psychological characteristics, psychological pressures associated with leadership roles, and interpersonal and intergroup factors. Furthermore, certain structural deficiencies, lack of transparency, and absence of ethical support within the organization act as contextual conditions that contribute to the emergence and intensification of this phenomenon.Moral anger also results in consequences at three levels: individual, interpersonal, and organizational
Modeling
Sayyed Mahmoud Mirahmadi; Akbar Etebarian Khorasgani; Alborz Gheitani
Abstract
Employee achievement motivation, as one of the key factors in improving individual and organizational performance, plays a fundamental role in achieving the goals of service organizations, especially medical universities. Given the complexity of the factors affecting achievement motivation and the interactions ...
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Employee achievement motivation, as one of the key factors in improving individual and organizational performance, plays a fundamental role in achieving the goals of service organizations, especially medical universities. Given the complexity of the factors affecting achievement motivation and the interactions between them, the use of systemic and interpretive approaches seems essential to explain this phenomenon. The present study was conducted with the aim of designing a structural-interpretive model of employee achievement motivation at Shahrekord University of Medical Sciences. This research is applied in terms of purpose and qualitative-exploratory in nature. The statistical population of the study included academic experts and experienced managers at Shahrekord University of Medical Sciences who were selected in a snowball method. Data collection was conducted through semi-structured interviews and the data were analyzed using thematic analysis. The original themes included 1 overarching theme, 7 organizing themes, 15 basic themes, and 75 initial codes. Next, in order to explain the causal relationships and classify the identified factors, the interpretive structural modeling (ISM) method was used. The research findings showed that the motivation for employee advancement is affected by a set of individual, job, organizational, managerial, and environmental factors that are located at different levels of the interpretive structural model. The results of the model indicate that the underlying factors such as managerial support, organizational justice, and motivational culture have the greatest influence and affect other motivational factors. In contrast, variables such as job performance and desire for advancement are located at higher levels of the model and play a more consequential role.
Modeling
Mona Ghafourian; Mahdieh Rezaei; Mohammad Reza Sarmadi; Reza Rasouli
Abstract
The present study was conducted with the aim of developing a competency model for the occupational field of environmental protection education and extension, which is one of the specialized job categories of the Environmental Protection Organization. This research was carried out within a qualitative ...
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The present study was conducted with the aim of developing a competency model for the occupational field of environmental protection education and extension, which is one of the specialized job categories of the Environmental Protection Organization. This research was carried out within a qualitative approach using the thematic analysis method. In this regard, in-depth semi-structured interviews were conducted with 17 experts and specialists in the occupational field of environmental protection education and extension, who were selected through snowball sampling. Data analysis was performed using the processes of open, axial, and selective coding.Following the transcription and analysis of the interview data, eleven competencies were identified and extracted, including: initiator competency; audience psychology and cultural development competency; teamwork and social networking competency; knowledge-based competencies; specialized technical competencies; competencies related to the application of artificial intelligence and technology; individual and organizational development competencies; interpersonal and organizational communication competency; comprehensive analysis and problem-solving competency; effective management of project and program implementation; and personality traits. Subsequently, in order to validate the discovered model by the interviewees, their views were collected through a questionnaire encompassing the components and concepts of the model. Quantitative analyses of the collected data indicated expert confirmation of the proposed model. The core competencies and their constituent components can be used as an appropriate framework in recruitment, promotion, training and development, talent identification, talent development, and succession planning processes, as well as a specialized competency model for the job of environmental protection education and extension within assessment and development centers.
Modeling
Ali Omidi; Ali Shariatnejad
Abstract
IntroductionA lot of research in the two fields of human resource management and organizational behavior has been compiled in the form of scientific articles in various Persian journals in recent years, one of the most specialized and important journals is the Quarterly Journal of Government Organization ...
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IntroductionA lot of research in the two fields of human resource management and organizational behavior has been compiled in the form of scientific articles in various Persian journals in recent years, one of the most specialized and important journals is the Quarterly Journal of Government Organization Management, which covers the latest scientific findings related to the fields of human resource management (recruitment, attraction, employment, talent retention, training and development, compensation, etc.) and organizational behavior (at three individual, group, and organizational levels). Its goal is to improve the scientific level of management specialists and familiarize organizational experts with the latest achievements and scientific findings related to the fields of human resources and organizational behavior. Human resources of any organization are the main factor of its life, and therefore understanding humans is essential for its effective management. In today's world, human resources, as one of the basic pillars of any organization, play an important role in achieving organizational goals and strategies. However, preserving and maintaining this valuable capital is a fundamental priority for any institution and society, which can have more impact on organizational growth and survival than any other factor. However, many organizations face numerous challenges in managing their human resources. These challenges include attracting and retaining talent, improving employee skills, creating an appropriate organizational culture, and improving intra-organizational communications. Human resource management is based on the concepts of organizational behavior, which enables the realization of organizational goals through systematic efforts to recognize, understand, and control human behavior. It is worth mentioning that the necessity of conducting research in the field of human resources, especially in today's world, which is facing rapid economic, social, and technological changes, is of great importance, especially due to the research gap in the analysis of research works of publications in the two fields of human resources and organizational behavior in recent years. This research can help advance and improve the performance of organizations by identifying and filling the research gaps in this field. In this research, the aim is to examine the growth and evolution of this type of study from a methodological perspective. This research is a review of the 10-year publication history of the Quarterly Journal of Government Organization Management. MothodologyThis research is developmental and applied in terms of purpose. Because its results help solve problems related to methodological weaknesses in the field of human resources and organizational behavior. The approach of this qualitative research is based on content analysis with a meta-analysis strategy for analyzing articles, which examines the appropriateness and correctness of research methods in primary studies, and helps to methodize the methodological problems of social research. Because this research seeks to examine and analyze the frequency of research methods in the Journal of Government Organization Management, the meta-study method has been used. The data collection method is to review existing documents and documents. The statistical population of the research is all articles in the Quarterly Journal of Government Organization Management between 2012 and 2017. Sampling was not used in this research and all articles published in the aforementioned quarterly were analyzed in a census manner. A total of 169 articles were analyzed from the perspective of 9 indicators including; The number of articles, research areas (organizational behavior and human resources), the academic field of the responsible author and the number of authors in each article, types of research, research approaches, data collection tools, data sampling methods, data analysis methods, and geographical distribution were examined. To examine the validity of this study, each of the indicators in question was compared with other related articles, and in each case, the differences were examined and revised. In addition, before starting to analyze all the articles, a framework was designed and evaluated on 20, and the strengths and weaknesses of the list were identified and resolved. To examine the reliability of the analyses conducted in this article, 13 articles (7% of the total articles) were randomly selected and made available to academic experts (Krippendorf, 1980). Their results and classifications were 90% consistent with the classifications made by the researchers of this article.FindingsAccording to the research findings, from 2012 to 2017, 169 articles were published in the Journal of Government Organization Management in the two fields of organizational behavior and human resources. The largest number of articles published was in the field of organizational behavior, which was from 2016 to 2022. Regarding the level of collaboration between authors, most of the research was conducted with the collaboration of three people (61 cases) and four people (61 cases), followed by two people (31 cases). The classification of methods used in this research journal includes; fundamental, developmental, and applied methods. Accordingly, fundamental research is conducted with the aim of testing theories, describing relationships between phenomena, and adding to the existing body of knowledge in a specific subject area. Applied research seeks to develop applied knowledge in a specific field; in this type of research, the goal is to move towards the practical application of knowledge. Developmental research also includes a set of processes to develop and determine the suitability of educational products such as plans, methods, and programs. According to the findings of this study, out of a total of 196 articles reviewed, 72 percent of the articles were applied, 6 percent were developmental, 15 percent were fundamental, and 7 percent were mixed. Regarding the composition of the articles in terms of approach (quantitative, qualitative, mixed), it can be said that out of a total of 196 articles, 60 articles (35.5%) were conducted with a quantitative approach, 49 articles (29%) with a qualitative approach, and another 60 articles (35.5%) with a mixed approach in the areas of organizational behavior and human resources, which showed that the dominant approach was quantitative and mixed. In most of the research conducted in the fields of organizational behavior and human resources in this quarterly, 72 articles (42%) used mixed methods to collect data, which, considering the mixed approach of most of the research, used a combination of questionnaires and interviews. Also, according to the findings of this research, the sampling method of most of the articles was purposive (21%) and then random (20%). The data analysis method of most of the articles was structural equations with 23%. Also, factor analysis was 13% and qualitative analysis methods (grounded data, theme analysis, content analysis) were 32%. To examine and determine the topics in the two fields of organizational behavior and human resources and the contribution of each in the published works, the classification of study levels in both fields was used, taking into account the main variables discussed in each article. Considering the titles and keywords used in the articles, the number of articles in each field was separated and it was found that the most articles were in the field of organizational behavior (73 percent). With the studies conducted regarding the geographical distribution of universities in the country and also the type of university (government, non-government, Payam Noor, free), government, Payam Noor and free universities in Tehran province had the highest share of writing the articles under study with a frequency of 73 percent. Discussion and ConclusionThe complexities of human behavior, the diverse needs of humans, and how to meet them in organizations are each a separate topic that has come to the aid of management science and is called organizational behavior. The study of individual behavior in workplaces has long been of interest to management scientists, but a topic that has emerged in recent decades and has attracted the attention of psychologists and sociologists in addition to behaviorists is called organizational behavior. In the field of organizational behavior, systematic and organized study replaces subjective judgments, meaning that scientific documents and evidence collected under monitored and controlled conditions are evaluated and measured in a rational manner. On the other hand, the development of organizational behavior has gained importance as a key strategy in improving the efficiency and performance of Iranian government organizations. Organizational behavior in government organizations studies and analyzes behaviors, communications, and interactions between individuals and groups in the environment of these organizations. This concept includes various aspects such as organizational commitment, employee motivation, job satisfaction, organizational culture, and communication processes, all of which affect the overall performance of the organization. Considering the growth trend of human resource management and organizational behavior research, it shows that the amount of research with a public management approach (organizational behavior and human resources) has grown significantly in recent years, and this could be due to a serious change in the expansion and change of researchers' mental maps in this direction. Another point that is noteworthy in this meta-study is the limited use of empirical data in research; therefore, it is necessary to create a basis for establishing greater communication between other management scholars and executive managers with this field of knowledge by increasing the interest in this type of data in research. One of the important and influential fields in the country is the field of human resource and organizational behavior studies. Since the knowledge created in this field is used as a basis in various government departments, it has a serious impact on the country's government system, and its reform can improve and resolve existing concerns in this field.
Modeling
Yazdan Shirmohammadi
Abstract
Introduction
The emergence of Web 4.0 as the fourth generation of the Internet has created a fundamental shift in the structure of human interaction with digital space. Beyond merely employing artificial intelligence, Web 4.0 integrates emerging technologies such as the Internet of Things (IoT), augmented ...
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Introduction
The emergence of Web 4.0 as the fourth generation of the Internet has created a fundamental shift in the structure of human interaction with digital space. Beyond merely employing artificial intelligence, Web 4.0 integrates emerging technologies such as the Internet of Things (IoT), augmented and virtual reality (AR/VR), big data, advanced analytics, and self‑learning systems into an intelligent, interactive, and adaptive digital ecosystem. In the global tourism industry, countries such as Vietnam and Singapore have successfully utilized social robots, facial recognition, AI‑based chatbots, and AR platforms to significantly increase tourist satisfaction and operational efficiency. For example, leading international brands like Marriott and Singapore Airlines have used intelligent chatbots, behavioral data analysis, and AI‑driven customer experience management systems to enhance service processes and improve user experience in real time. However, cultural organizations in developing countries, including Iran, face an urgent need to design intelligent digital ecosystems to align with global standards, as international tourists increasingly use Web 4.0 technologies to choose travel destinations. Domestic research has shown that applying Web 4.0 technologies in cultural tourism organizations can play an important role in sustainable development, stakeholder satisfaction, and cultural heritage preservation. Yet only a small fraction of Iran’s cultural institutions have a systematic framework for digital transformation, highlighting the need for localized and integrated models. The Cultural Heritage, Handicrafts and Tourism Organization of Iran, as the governing body responsible for preserving and developing the country’s cultural heritage, confronts three key challenges: digitalization of cultural assets, changing patterns of audience interaction, and integration of emerging technologies. Studies indicate that 78% of cultural organizations in developing countries lack a systematic framework for managing digital transformation. Research gaps exist in four areas: theoretical (integration of cultural management and advanced digital technologies), methodological (lack of mixed‑method approaches), practical (need for localized models considering Iran’s cultural diversity, infrastructure limitations, and legal and religious requirements), and technological (modeling the specific dynamics of Web 4.0 technologies in cultural heritage). Therefore, this study aims to design and develop an intelligent digital ecosystem model for the Cultural Heritage, Handicrafts and Tourism Organization in the context of Web 4.0.
Methodology
This research employed an exploratory mixed‑methods design (qualitative‑quantitative). In the qualitative phase, the systematic grounded theory approach of Strauss and Corbin (1998) was used. The population consisted of 35 experts, including senior managers, IT specialists, and cultural heritage professionals. Purposive sampling combined with the snowball technique was applied. Data were collected through in‑depth semi‑structured interviews until theoretical saturation, which was achieved after the 19th interview. Data analysis involved three stages: open coding (extracting initial concepts), axial coding (identifying relationships among categories), and selective coding (developing the final conceptual model). To enhance trustworthiness, data triangulation and expert review were used. In the quantitative phase, the resulting model was tested using structural equation modeling (SEM) with SmartPLS. A researcher‑developed questionnaire was administered to 384 key stakeholders (middle managers, digital service providers, and clients). Validity was assessed through confirmatory factor analysis (CFA), and reliability was examined using Cronbach’s alpha and composite reliability (CR).
Findings
Open coding produced 250 initial codes, which were gradually reduced to 40 conceptual codes and, after expert validation, to 25 final codes, organized into six main categories within the paradigm model. Causal conditions included globalization of Web 4.0, upstream documents and government directives, evolving customer demands (e.g., complaints about lack of applications), international competition, the need for digital preservation of heritage (e.g., deterioration of historical monuments), technological gaps (e.g., World Bank reports on digital backwardness), and employee needs (e.g., lack of digital skills). The core phenomenon – the central category – was identified as “the intelligent digital ecosystem model for the Cultural Heritage, Handicrafts and Tourism Organization in the Web 4.0 context,” consisting of Web 4.0 integration, centralized management systems, multi‑user platforms, data integration, expert solutions, and benchmarking of successful global experiences. Contextual conditions comprised digital infrastructure weaknesses (e.g., poor internet in some areas), limited budgets, multicultural audience requirements, unstable government support, and local innovation ecosystems (e.g., startup capacities). Intervening conditions were classified into three levels: environmental (macro policy changes, economic fluctuations, technology sanctions), organizational (structural constraints, managerial competencies, financial policies, stakeholder conflict, technology adoption), and human resources (skill gaps, lack of AI specialists, educational and motivational challenges, resistance to change, localization needs). Strategies were identified in three directions: technological and infrastructural (designing a smart tourism platform, AI chatbots, security protocols); knowledge and educational (AR training for guides, digital literacy enhancement, fostering a culture of innovation); and participative and economic (collaboration with knowledge‑based firms, local community involvement in brand content development, attracting foreign investment). Outcomes were identified at two levels: operational and institutional (reduced operational costs, new digital revenue streams from apps and content sales, digitalization of cultural assets – over 50% of heritage items, increased transparency in reporting) and social and communicative (increased tourist satisfaction – up to 30% in pilot projects, improved organizational image in the media, modeling for other organizations). In the quantitative phase, the KMO measure was 0.969, and Bartlett’s test was significant (χ² = 12,907.464, df = 561, p < 0.001). Cronbach’s alpha for all constructs exceeded 0.899, composite reliability ranged from 0.838 to 0.901, and average variance extracted (AVE) was above 0.605, all meeting recommended thresholds. Model fit indices were acceptable: CMIN/DF = 2.651, RMSEA = 0.057, CFI = 0.854, TLI = 0.840, GFI = 0.740, AGFI = 0.701. Structural equation modeling results supported all seven hypotheses with positive path coefficients and p‑values less than 0.001: causal conditions → contextual conditions (β = 0.958), causal conditions → core phenomenon (β = 0.876), causal conditions → intervening conditions (β = 0.852), contextual conditions → strategies (β = 0.407), core phenomenon → strategies (β = 0.325), intervening conditions → strategies (β = 0.199), and strategies → outcomes (β = 0.862).
Discussion and Conclusion
The results indicate that Iran’s tourism industry is transitioning toward an intelligent digital ecosystem in the context of Web 4.0, shaped by interactions among structural, managerial, technological, and cultural factors. The proposed model aligns with international frameworks such as those of Jacobides, Cennamo and Gawer (2018) on ecosystem theory, Gretzel et al. (2020) on smart tourism, Tiwana et al. (2019) on digital governance, and Boes et al. (2023) on digital tourism ecosystems. However, the model offers significant local innovations by incorporating Iran’s specific cultural diversity (multi‑ethnic contexts such as Kurdish and Lor communities), infrastructure limitations, institutional instability, and technology sanctions. Unlike many global models that focus primarily on technical aspects, the present model explicitly emphasizes the representation of local cultural identity, participation of indigenous communities (handicraft artists, local guides), intellectual property rights of cultural content, spatial justice, and digital sustainability. The strong direct effect of strategies on outcomes (β = 0.862) confirms that well‑designed technological, knowledge‑based, and participative strategies can significantly improve tourist satisfaction, organizational transparency, and brand image. The model’s six key components – intelligent technological infrastructure (AI, IoT, cloud computing), interactive digital content management (personalized, multimedia, AR/VR), big data analytics systems (behavioral pattern analysis, demand forecasting), smart stakeholder interaction mechanisms (integrated platforms connecting tourists, guides, artists, and investors), digital governance with a multi‑stakeholder approach (national standards, adaptive monitoring, performance evaluation), and advanced cybersecurity systems (defense in depth, intrusion detection, RBAC) – form a comprehensive framework for digital transformation in Iranian cultural institutions. Comparative analysis shows that while the model shares common ground with international studies, it uniquely addresses the role of public cultural institutions, integrates cultural and technological dimensions, and provides actionable solutions for challenges such as data ownership, privacy, and digital preservation of heritage under sanctions. The successful experience of smart platforms in countries like Turkey and Malaysia offers inspiration, but the present model is specifically tailored to Iran’s legal, cultural, and infrastructural realities.
Recommendations
At the macro level (national policy and governance): establish an agile “Digital Transformation Steering Center for Cultural Heritage”; formulate a national digital transformation document covering data ownership, ethical digital interaction, cultural security, and a participatory evaluation system; conduct comparative studies with South Korea, Estonia, and Finland to localize global frameworks; use blockchain for transaction recording, cultural content ownership, and resource transparency; design foresight scenarios for smart heritage over a five‑ to ten‑year horizon with trend prediction and uncertainty analysis. At the meso level (organizational and regional management): design and implement a comprehensive smart infrastructure plan including IoT, augmented reality, cloud storage, and AI; launch a multi‑lingual, location‑based, personalized tourism services and brand platform; establish a monitoring and evaluation center for digital brand performance with indicators such as service usage rate, user satisfaction, and stakeholder participation; institutionalize digital talent management by identifying specialists, defining career paths, and connecting with universities; create a digital tourism ideas bank and innovation center; establish a “smart heritage living lab” as a shared experimental space; develop sentiment analysis systems and online management dashboards for real‑time feedback and decision‑making. At the micro level (local community, culture, and indigenous businesses): design AR tours based on local cultural narratives in cooperation with native associations; launch a network of local influencers to produce authentic content; create digital marketplaces for handicrafts and cultural products using e‑commerce platforms; deploy a multi‑lingual tourist support system using AI chatbots; implement a digital experience registration system for continuous brand improvement; apply gamification models in heritage applications; develop a sustainable engagement framework for returning tourists including digital loyalty services and exclusive packages; analyze cultural and social dimensions of technology acceptance among Kurdish and Lor communities to enhance digital participation and empathy.
Modeling
amir lalisarabi; Belal Panahi
Abstract
Introduction
Today, successful organizations are striving to continuously review their performance in order to maintain their survival and growth, and to improve their performance if possible. One of these important capabilities that affects organizational performance is organizational transparency.
Organizational ...
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Introduction
Today, successful organizations are striving to continuously review their performance in order to maintain their survival and growth, and to improve their performance if possible. One of these important capabilities that affects organizational performance is organizational transparency.
Organizational transparency is a key factor in building trust and is achieved when a company responds to requests for information about its management. Transparency will also make it possible for an organization's real information to be used by different people. Organizational transparency represents the assurance of openness within the organization, accountability, and visibility, which have always been demanded by various stakeholders in society as universal ideals; therefore, the increasing demand for insight, clarity, accountability, and improved access to authentic and authentic knowledge in organizations has led to organizational transparency playing an effective role in improving and developing organizational affairs and helping organizations achieve sustainable competitive advantage, effective performance, and increased organizational effectiveness.
In this context, promoting accountability and transparency of governments without having transparent and accountable organizations seems impossible. In such circumstances, the lack of organizational transparency in an atmosphere of competitive pressures provides the potential for unethical and criminal behavior. Transparency leads to the formation of effective communications, increased competition, improved organizational trust, reduced organizational tensions and conflicts, and improved the quality of decision-making.
Given the shortcomings of the laws on transparency and the lack of comprehensive study of it and in some cases negligence on the part of the implementers, the issue of lack of transparency requires more attention and scientific analysis than ever before. The laws passed and the measures taken to establish organizational transparency in the government sector have not been very effective so far, and the evidence of this is Iran's unfavorable position in the corruption perception index in recent years. In the opinion of the authors of this article, the lack of full implementation of e-government components, the lack of attention to establishing democracy indicators, and the low quality improvement index of bureaucracy, etc. in some government organizations in the Tabriz metropolis were the main reasons for strengthening the orientation, bias, and prejudice regarding the lack of transparency. Given the sensitivity and importance of transparency in government organizations, this research seeks to identify the factors affecting the lack of transparency in government organizations. The main question of the research is: What are the factors that cause the lack of transparency in government organizations in the Tabriz metropolis?
Methodology
In terms of interpretive paradigm, in terms of exploratory purpose, in terms of fundamental nature, in terms of cross-sectional time, survey data collection techniques and data analysis method is content analysis. In terms of methodology, the current research is of a mixed type (qualitative and quantitative) with a sequential-exploratory approach. In this way, qualitative data was collected first, and then, using them, a survey was made in the test environment, and quantitative data was collected. The stages of their implementation were consecutive and the researchers tried to discover and identify the factors affecting the lack of transparency. In the first stage, using a qualitative approach and using structured interviews with experts, the foundation data method was used. The exploration of categories was categorized using the inductive approach (part to whole) in the form of sub-categories, sub-categories and main categories. At this stage, the researcher obtained the codes by conducting 15 interviews and after finalizing the three stages of coding (open coding, central coding and selective coding) and summarizing them, all the selected codes were again provided to the expert group and correction comments were made. They were obtained and applied regarding the selection of core and optional codes and finally the entire coding process was approved by the expert group, then in the second phase, each of the subcategories and subcategories was surveyed in the form of a questionnaire with a Likert scale. 5 options have been prepared and distributed among the statistical sample in order to confirm and check it in the government organizations of Tabriz city, and quantitative data were collected and analyzed using the questionnaire tool. The data of the quantitative section were tested using the method of confirmatory factor analysis and structural equations, and finally the factors affecting the lack of transparency were identified.
Findings
In the qualitative part of the research, 133 subcategories were categorized in the form of 51 subcategories and 6 main categories of anti-transparency government, anti-transparency structure, anti-transparency culture, anti-transparency employees, anti-transparency atmosphere, and anti-transparency managers. The relationships of all research components were confirmed through the structural equation test.
Practical Implications
The reluctance to whistle-blowing among employees and the existence of economic and social crises due to frequent repetition in the process of interviews were selected as the central categories of the research. Also, among the dimensions, the anti-transparency government category with a t-statistic of 6.42 and an effect size of 0.88 has the highest impact, and the category of anti-transparency managers with a t-statistic of 6.82 and an effect size of 0.85 has the lowest impact on There was a lack of transparency.
Discussion and Conclusion
In the early stages, the lack of previous researches, led to the presentation of the initial model based on the researchers inference. According to the results of the structural equation test, the two components "lack of attention to justice and public interest in policy-making" and "lack of attention to transparency in the design of policies" are the most important factors affecting the lack of transparency. Based on the obtained results, giving importance and prioritizing justice and transparency of policy design goals for the general public has a high effect on the formation and creation of a transparent government. The working procedures of the governments should be at a level of transparency and follow up and gain the interests of the society that the statesmen themselves consider any kind of concealment contrary to the principles and current administrative procedures and except in special political and strategic cases and in all cases that gain national interests. It is necessary to remove the confidentiality of programs in other current government affairs and processes and to be a leader in the transparency of affairs so that government organizations are encouraged to be accountable.
Modeling
Farhad Sharifi; Karam Khalili; Adel Salavati
Abstract
Introduction This study aimed to design a comprehensive hierarchical model for identifying silent protests within governmental organizations, using Ilam University of Medical Sciences as a case study. Silent protests, characterized by non-explicit, indirect employee actions such as reduced effort, fake ...
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Introduction This study aimed to design a comprehensive hierarchical model for identifying silent protests within governmental organizations, using Ilam University of Medical Sciences as a case study. Silent protests, characterized by non-explicit, indirect employee actions such as reduced effort, fake participation, and organizational withdrawal, pose a significant threat to organizational health and performance, particularly in the public sector. Early identification is crucial for proactive management. MethodologyThis applied research employed a mixed-methods approach (qualitative-quantitative). The qualitative phase utilized the meta-synthesis method based on the seven-step model by Sandelowski and Barroso. A systematic review of 41 relevant articles from valid databases, published from 2013 onwards, was conducted. Through content analysis and coding, 19 key indicators for identifying silent protests were extracted. The reliability of the meta-synthesis process was confirmed by a Cohen's Kappa coefficient of 0.89, achieved through expert review.In the quantitative phase, the combined ISM-DEMATEL method was employed. Data were collected from 16 purposefully selected experts from Ilam University of Medical Sciences, who met specific criteria including a PhD in relevant fields, associate professor rank or higher, and over 10 years of relevant experience. First, the 19 extracted indicators were validated using the Fuzzy Delphi method, with all indicators confirmed against a threshold of 0.7. Subsequently, experts completed a paired comparison questionnaire based on a 0-4 scale to determine the inter-influential relationships among the indicators. The data were analyzed using MATLAB software to form the initial direct relation matrix, calculate the total relation matrix, determine a threshold (0.06), and finally construct the reachability matrix for level partitioning and model development. FindingsThe meta-synthesis resulted in the identification of 19 primary indicators (C1-C19): Organizational Commitment (C1), Organizational Maturity (C2), Managers' Ethics (C3), Changes in Organizational Behavior of Employees (C4), Employee Adherence (C5), Employee Satisfaction (C6), Level of Healthy Work Interactions (C7), Fake Participation (C8), Level of Use of Directive Management (C9), Development of Human Relations (C10), Managers' Decision-Making Style (C11), Organizational Developments (C12), Organizational Culture (C13), Listening to Employee Voice (C14), Managers' Charismatic Level (C15), Manager's Attitude towards Employees (C16), Organizational Loneliness (C17), Organizational Learning (C18), and Manager's Communication Skills (C19).The DEMATEL-ISM analysis structured these 19 indicators into a definitive four-level hierarchical model, clarifying the causal relationships and hierarchy among them. The findings revealed that "Listening to Employee Voice" (C14) is the most influential and foundational indicator, positioned at the base (Level 4) of the model. This indicator acts as the cornerstone, directly influencing all upper levels.Level 1 (Manifestation Level): This top level comprises the most immediate and observable symptoms of silent protests. Indicators at this level include Organizational Commitment (C1), Organizational Maturity (C2), Changes in Organizational Behavior (C4), Employee Adherence (C5), Employee Satisfaction (C6), Fake Participation (C8), Organizational Developments (C12), Organizational Loneliness (C17), and Organizational Learning (C18). A decline in these areas serves as a primary warning signal.Level 2 (Mediating Organizational Factors): This level contains factors that are directly influenced by managerial practices and, in turn, drive the manifestations at Level 1. Key indicators here are Managers' Ethics (C3), Level of Use of Directive Management (C9), Managers' Decision-Making Style (C11), Organizational Culture (C13), Manager's Attitude towards Employees (C16), and Manager's Communication Skills (C19).Level 3 (Relational & Leadership Channels): This level represents the primary channels through which "listening" translates into organizational climate. It includes the Level of Healthy Work Interactions (C7), Development of Human Relations (C10), and Managers' Charismatic Level (C15). These factors are directly affected by the core practice of listening.Level 4 (Foundational Cause): At the base of the model lies "Listening to Employee Voice" (C14), identified as the most influential lever for preventing and identifying silent protests.The final Interpretive Structural Model (ISM) diagram visually represents these four levels and the directional relationships between the indicators, providing a clear map of the pathways through which silent protests develop and can be identified. Discussion and ConclusionThis study presents a novel, hierarchical causal model that elucidates the complex interrelationships among factors leading to silent protests in a government organization. It identifies "Listening to Employee Voice" not merely as a communicative tool but as the foundational managerial practice for the early detection and effective management of such protests. The model underscores that observable issues like low commitment and satisfaction (Level 1) are ultimately rooted in deeper managerial and relational factors, with listening being the most critical starting point for intervention.The findings align with existing literature emphasizing the roles of psychological safety, managerial support, awareness, and organizational justice in reducing silence and "quiet quitting." The model provides a practical and diagnostic framework for managers in governmental and healthcare organizations. It advises a dual approach: 1) a top-down strategy focusing on institutionalizing genuine listening mechanisms, fostering justice, redesigning decision-making styles, and reducing reliance on directive management; and 2) a bottom-up strategy involving the implementation of dashboards to continuously monitor the nine Level 1 indicators for early warning signs, enabling targeted interventions.For future research, testing this multi-level model in diverse public sector contexts, employing longitudinal designs, and incorporating additional public administration-specific constructs like red tape and goal ambiguity are recommended to enhance the model's generalizability, causal strength, and explanatory power.
Modeling
Rahmatollah Gholipor; Seyed kamal Vaezi; Maysam Karimi
Abstract
IntroductionCyberloafing-employees’ use of internet-enabled devices for personal, non-work activities during paid working time-has become a pervasive issue in modern organizations. Although digital technologies facilitate communication and service delivery, they also enable off-task behaviors that ...
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IntroductionCyberloafing-employees’ use of internet-enabled devices for personal, non-work activities during paid working time-has become a pervasive issue in modern organizations. Although digital technologies facilitate communication and service delivery, they also enable off-task behaviors that may reduce productivity, disrupt workflows, and increase security risks. These concerns are particularly salient in public-sector organizations, where accountability, service continuity, and information integrity are critical to public value creation. In Iran, public organizations operate within a distinct socio-cultural and institutional context characterized by hierarchical governance structures, strong regulatory oversight, and uneven technological infrastructure. Such conditions shape both the antecedents of cyberloafing and the acceptability of managerial responses. Consequently, findings from private-sector or Western contexts cannot be directly generalized without contextual adaptation. This study aims to develop a context-sensitive model of cyberloafing in Iranian public organizations by identifying its key antecedents, feasible control mechanisms, and culturally appropriate preventive and mitigative strategies. Specifically, the research addresses three questions: (1) which individual, organizational, and technological factors contribute to cyberloafing; (2) which control mechanisms are perceived as effective, feasible, and ethically acceptable; and (3) which strategies can reduce cyberloafing while respecting employee privacy and organizational norms. By integrating behavioral and socio-technical perspectives, the study contributes both theoretical insight and practical guidance for public-sector managers and policymakers. MethodologyThis study adopted a qualitative, exploratory design using reflexive thematic analysis. Participants were selected through purposeful and snowball sampling and included managers, HR professionals, organizational development experts, and applied psychologists working in Iranian public-sector institutions. In total, twenty-one semi-structured interviews were conducted with professionals affiliated with governmental organizations, public universities, and quasi-public bodies. Interviews explored three domains: patterns of off-task online behavior, existing control practices and policies, and recommended preventive or mitigative strategies aligned with local norms. Interviews lasted 45-75 minutes, were audio-recorded with informed consent, and transcribed verbatim. Data analysis followed the three-stage approach proposed by King and Horrocks. First, open coding was used to capture descriptive accounts. Second, related codes were clustered through axial coding to develop interpretive categories. Finally, higher-order themes were constructed to generate a coherent conceptual model encompassing antecedents, control mechanisms, and preventive strategies. Trustworthiness was enhanced through peer debriefing, member checking, reflexive memo-writing, and maintenance of an audit trail. Ethical principles-including confidentiality, anonymization, and voluntary participation-were strictly observed. FindingsThe analysis yielded three interrelated themes: antecedents of cyberloafing, control mechanisms and implementation challenges, and preventive and mitigative strategies. Antecedents of cyberloafing emerged from the interaction of individual, organizational, and technological factors. At the individual level, low intrinsic motivation, burnout, weak self-regulation, and generational digital habits encouraged short online “micro-breaks.” Organizational contributors included unclear job expectations, weak performance feedback, misaligned reward systems, and cultural tolerance of minor rule violations. Technological antecedents involved ubiquitous internet access, poor separation between work and personal use, and inefficient work systems that increased susceptibility to digital distractions. Control mechanisms and challenges ranged from restrictive technical measures (e.g., filtering and monitoring) to supportive tools (e.g., productivity dashboards and self-monitoring notifications). While restrictive approaches were seen as effective in the short term, they were widely criticized for undermining trust and provoking resistance. Key implementation challenges included privacy concerns, inaccurate monitoring data, administrative burden, and inconsistent enforcement. Preventive and mitigative strategies emphasized motivational and participatory approaches. Participants favored job redesign, transparent reward systems, digital literacy and stress-management training, and participatory policy development. Non-intrusive monitoring and aggregated feedback mechanisms were viewed as more acceptable and effective than punitive surveillance. Discussion and ConclusionThis study demonstrates that cyberloafing in Iranian public organizations is a socio-technical phenomenon shaped by individual motivations, organizational structures, and digital affordances. Approaches relying solely on surveillance and restriction risk eroding trust and may generate counterproductive behaviors. In contrast, strategies that combine participatory governance, motivational job design, and responsible technology use appear more sustainable. The findings support an integrative framework linking behavioral factors—such as motivation and self-regulation—with systems-level elements including leadership practices, job design, and IT infrastructure. Practically, the study proposes a phased approach involving diagnostic assessment, co-designed internet usage policies, pilot implementation of non-intrusive monitoring tools, and complementary interventions such as training and reward realignment. While limited by its qualitative design and contextual scope, this research provides a grounded foundation for future mixed-method and intervention-based studies. Overall, effective cyberloafing management in the public sector requires balanced, ethical, and context-sensitive strategies that protect both organizational performance and employee well-being.
Modeling
MASOUD ghaempanah; Kumars Ahmadi; Adel Salavati; Adel Fatemy
Abstract
Introduction The present study aims to investigate and explain the lived experience of government ...
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Introduction The present study aims to investigate and explain the lived experience of government managers in the implementation of the 34000 human resources standard. In recent years, attention to human capital management as one of the most important strategic resources of organizations has increased significantly. Government organizations, due to the breadth of their duties, the complexity of their administrative structure, and their decisive role in the country's social and economic development, are more in need of systematic patterns and standards in the field of human resources management than other organizations. In this regard, the 34000 human resources standard, one of the new management frameworks designed and introduced with the aim of improving the quality of human capital management, developing organizational culture, increasing employee productivity, and creating mechanisms for human resources excellence, has been designed and introduced. Despite the importance of this standard, many government organizations still lack a deep and comprehensive understanding of the executive experiences related to its implementation. Therefore, examining the lived experiences of managers in this field can help to better understand the executive dimensions, challenges, and opportunities related to the implementation of this standard. Methodology The present study is applied in terms of purpose and methodology and is classified as mixed research (qualitative-quantitative) and was conducted with an exploratory approach. In the first stage, the qualitative part of the research was conducted using a phenomenological approach in order to discover and explain the lived experiences of managers in human resources. In this part, the data required for the establishment of the 34000 HR standard was collected through in-depth and semi-structured interviews with government managers who had practical experience in implementing or applying this standard. The selection of participants was carried out in a purposeful manner and by considering criteria such as management experience, familiarity with human resource management systems, and direct experience in implementing the 34000 HR standard. The interviews continued until theoretical saturation was reached, and the resulting data were examined using phenomenological analysis methods to extract the main themes related to the managers' experience. Discussion and ConclusionIn order to analyze the relationships between the identified factors and determine their impact structure, DEMATEL ISM-structural modeling methods were used. For this purpose, combined techniques were used that allow the identification of causal relationships between components and the determination of their impact and influence. Using these methods helped researchers, in addition to identifying key factors in the establishment of the 34000 standard, analyze the network of relationships between them and determine the hierarchical structure of the effective factors. This approach provided a deeper understanding of the standard's implementation mechanisms and the interaction between the various components of human resource management. In the quantitative part of the research, a survey method was used to test the conceptual model and examine the impact of the identified factors. The statistical population of this part included 127 managers and human resource experts from companies who had experience using the 34000 human resource standard, who were selected using the sampling method. A questionnaire was used to collect quantitative data, which was designed based on the findings of the qualitative phase and the theoretical framework of the research. Before the final implementation of the questionnaire, the validity and reliability of the measurement tool were examined. The results of the analyses showed that the mean of the extracted variance and the Cronbach's alpha indices were at an acceptable level, which indicates the suitability of the measurement tool and the reliability of the data. The descriptive findings of the study showed that the composition of the sample population was diverse in terms of demographic characteristics. In terms of age distribution, individuals were in different age groups, and a review of work history showed that a significant portion of them had more than ten years of experience in the field of human resources management or expertise. This diversity in demographic characteristics led to different views and experiences about the implementation of the 34000 standard in organizations. The results of data analysis showed that the implementation of the 34000 standard in human resources showed that it can have significant effects on improving the performance of human resource management in government organizations. One of the most important results of this research is the role of this standard in systematizing human resources processes and creating a structured framework for planning, implementing, and evaluating employee-related activities. Managers participating in the research stated that using the 34000 standard can increase transparency in human resources policies and procedures and enable long-term planning in the field of human capital development. Another important finding is the role of this standard in promoting organizational culture, strengthening professional values, increasing organizational participation, and strengthening the spirit of cooperation among organizational members. Also, the results of the structural model analysis showed that the goodness-of-fit index of the calculated model is 0.388, which indicates the appropriate fit of the model and its acceptable explanatory power. This result indicates that the model presented in the study has been able to explain the relationships between the variables under study well.Overall, the findings of this study show that the HR 34000 standard can be used as an effective tool to improve organizational performance, enhance employee productivity, and achieve strategic goals of government organizations. Finally, it is suggested that government organizations provide the necessary platforms for training, empowering managers, and exchanging successful experiences to facilitate more effective use of this standard.
Modeling
Hasan Alvedari; Saeed Kian Poor; Arian Jamali Azad
Abstract
Budget Deficit, Economic Growth, Iran, Mixed Wavelet Model, Fiscal Stimulus.Iran's economy has long struggled with a persistent and deepening budget deficit, driven by interlocking structural vulnerabilities. The most important is heavy dependence on oil export revenues, which exposes the budget to sharp ...
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Budget Deficit, Economic Growth, Iran, Mixed Wavelet Model, Fiscal Stimulus.Iran's economy has long struggled with a persistent and deepening budget deficit, driven by interlocking structural vulnerabilities. The most important is heavy dependence on oil export revenues, which exposes the budget to sharp fluctuations in global oil prices.In recent years, tightening international sanctions, restricted access to global financial networks, and an inflexible structure of current expenditures (especially subsidies and public sector salaries) have substantially eroded the government's fiscal space. At the same time, the country has failed to develop a resilient, broad-based non-oil tax system.Consequently, revenue generation remains highly concentrated and unstable, leading to steady accumulation of public debt, crowding-out of private investment, and weakening of the government's ability to finance long-term development. Beyond macroeconomic consequences, the chronic deficit has seriously impaired the performance of government organizations, diminishing their planning capacity, operational efficiency, and accountability.The theoretical relationship between budget deficits and economic growth remains one of the most debated issues in macroeconomics. Keynesian theory holds that, particularly in the short run and during economic downturns, deficit-financed public spending can act as a powerful fiscal stimulus, raising aggregate demand and temporarily lifting growth. Neoclassical and public debt theories, by contrast, warn that persistent deficits push up interest rates, crowd out private investment, and create expectations of future tax increases or spending cuts, all of which undermine long-run growth. The Ricardian equivalence hypothesis goes further. It argues that rational agents perceive current deficits as deferred taxation and adjust their savings accordingly, thus neutralizing any stimulative effect.In the Iranian case, these competing mechanisms are complicated by overwhelming oil revenue instability, institutional rigidities, and a history of short-term, reactive fiscal policymaking. Existing empirical studies on Iran have largely relied on linear or time-invariant models. Those models cannot capture the multi-scale, nonlinear, and evolving character of the deficit–growth nexus under conditions of structural breaks and external shocks. Therefore, a research gap exists for a dynamic analytical framework that can simultaneously decompose data into different frequency layers and allow the strength of the fiscal transmission mechanism to vary over time. This study addresses that gap by deploying a combined wavelet–TVP-VAR approach. Its aim is to provide a nuanced understanding of how budget deficit management can either support or jeopardize the sustainability of economic growth in Iran’s public sector. The research is guided by two hypotheses. First, the effect of the budget deficit on economic growth differs substantially between the short run and the long run. Second, volatility in the budget deficit—rather than its average level alone—directly contributes to instability in the performance of government organizations and in overall economic growth.MothodologyAnnual data for the period 2011–2023 (corresponding to Iranian calendar years 1390–1402) were collected from multiple authoritative sources, including the Plan and Budget Organization, the Ministry of Economic Affairs and Finance, the Central Bank of Iran, the Statistical Center of Iran, as well as international databases such as the World Bank and the International Monetary Fund (IMF). The analytical framework integrates wavelet decomposition with a time‑varying parameter vector autoregressive (TVP‑VAR) model. Prior to wavelet analysis, the data were normalized and zero‑padding was applied to extend the series to 16 observations, which is a power of two and a requirement for efficient wavelet transformation. A Daubechies 1 wavelet decomposition was then carried out up to level four, generating both approximation and detail coefficients. These coefficients capture multi‑scale patterns, revealing short‑run fluctuations and long‑run trends simultaneously. All extracted coefficients were subsequently used as inputs to a TVP‑VAR model, where the coefficient matrix is allowed to evolve over time. The parameters were estimated recursively using the Kalman filter, which provides efficient updating as new observations become available. To quantify estimation uncertainty, a bootstrap procedure with 50 iterations was employed. A series of pre‑estimation tests were conducted: the Augmented Dickey‑Fuller (ADF) test for stationarity indicated that the deficit series is non‑stationary while the growth series is stationary; the Engle‑Granger cointegration test confirmed the existence of a long‑run equilibrium relationship among the variables; parameter stability tests validated the time‑varying specification; the Durbin‑Watson statistic showed no significant autocorrelation; the Jarque‑Bera test confirmed normality of residuals; and homoscedasticity was also satisfied. Finally, a dynamic net spillover diagram was constructed to visualize the time‑varying mutual influences among the variables, offering insights into how shocks propagate across the system over different horizons. FindingsWavelet decomposition revealed striking differences between the two series. Budget deficit coefficients exhibited large, multi-scale fluctuations. For example, detail coefficients at fine scales reached approximately 1,241,720 and -737,031 (values expressed in million Iranian rials; equivalent to about 1. 24 and -0. 74 billion rials, respectively). These magnitudes reflect sharp fiscal shocks and structural breaks, confirming that the deficit is driven by both a slow-moving trend and high-frequency volatility originating from oil price swings, international sanctions, and discretionary fiscal interventions. In contrast, economic growth coefficients were substantially smaller in scale; occasional mild signals appeared around 0. 9 percent (at the finest wavelet scale), indicating relative stability and limited high-frequency variation in growth.Coherence analysis demonstrated strong correlation within specific time-frequency zones where fiscal shocks and growth responses were aligned. The dynamic net spillover diagram illustrated evolving mutual influences. A deficit surge during 2012–2013 produced a modest, short-lived growth boost, consistent with a Keynesian stimulus effect. However, by 2017, a new deficit peak was followed by sharply negative growth. Between 2018 and 2021, both variables declined substantially, and the net spillover turned strongly negative, suggesting that the initial stimulus had given way to debt accumulation and crowding-out of private investment. In 2022–2023, the deficit rose again while growth remained subdued, indicating a decoupling.Time-varying parameter estimates formalized the first hypothesis. Short-run coefficients were small and often negative (e. g. , -1. 36 for the GDP response) without a reliable positive effect, likely due to import leakages and expectations of instability. Medium-run coefficients fluctuated widely, from 1. 81 to -2. 85, confirming strong conditionality on oil market conditions, monetary accommodation, and the composition of public spending. Long-run coefficients turned consistently and strongly negative (deficit coefficients around -2. 44 and -2. 43; GDP response -3. 06). These figures reveal that persistent deficits generate rising debt service costs, higher real interest rates, crowding-out of private investment, and declining productivity.The second hypothesis was also validated. The large wavelet coefficients and pronounced swings in net spillovers show that deficit volatility itself generates economic instability. This volatility disrupts medium-term planning in government organizations, discourages private investment, and complicates monetary policy, thereby transmitting fiscal instability into real economic instability. Discussion and ConclusionThe empirical results reconcile seemingly contradictory theoretical perspectives by revealing a distinct temporal pattern. In the very short run and under conditions of severe economic slack, a controlled deficit expansion may provide a mild, temporary boost to demand. This is in line with Keynesian logic. However, medium-run effects are fragile and highly conditional. They can turn negative quickly if the deficit is perceived as unsustainable. Over the long run, the evidence overwhelmingly supports the neoclassical and public debt views. Elevated and persistent budget deficits exert a significantly negative impact on growth through debt overhang, diminished investment efficiency, and macroeconomic instability.The combined wavelet-TVP-VAR approach proved uniquely suited to uncovering these multi-scale, time-evolving dynamics. It separated transient noise from persistent trends and tracked the evolution of fiscal multipliers across different regimes with a high degree of flexibility.From a public management and policy perspective, the findings carry profound implications. They make clear that the current approach to budget deficit management in Iranian government organizations is often reactive, short-term-oriented, and excessively reliant on volatile oil receipts. This approach is not only ineffective but actively detrimental to long-term economic performance. The observed pattern—short-lived boosts followed by protracted declines—underscores the absence of institutional mechanisms. These mechanisms should channel deficit spending into productive, self-sustaining investments and enforce fiscal discipline once the economy recovers.In light of these conclusions, five policy and managerial recommendations are proposed. First, performance-based budgeting systems must be strengthened across government agencies. This ensures that all expenditure, especially deficit-financed spending, is transparent, outcome-oriented, and subject to rigorous oversight, thereby reducing the tendency toward structural deficits. Second, dedicated capacity-building programs should be designed for public sector financial managers. These programs should focus on dynamic fiscal analysis, public debt management, and risk assessment to shift from crisis-driven responses to strategic, anticipatory fiscal planning. Third, an enhanced institutional oversight architecture should be established under bodies such as the Supreme Economic Coordination Council. This architecture would continuously monitor deficit levels and their real-time impact on the performance of state organizations, triggering corrective actions when predefined thresholds are breached. Fourth, a gradual and credible strategy to reduce the budget’s dependence on unstable oil revenues is essential. This strategy involves developing a diversified tax base, strengthening non-oil exports, and empowering provincial governments to generate own-source income. Fifth, a comprehensive good financial governance framework should be adopted. It should center on transparency, stakeholder participation, and modern management tools such as dynamic fiscal dashboards that provide real-time feedback on deficit fluctuations and their transmission channels.In sum, this study demonstrates that effective budget deficit management is not simply a technical financial exercise but a strategic managerial imperative. Without deep structural reforms that embed fiscal discipline, predictability, and a long-term orientation into the fabric of public organizations, deficit financing will remain a source of chronic instability rather than a lever for sustainable growth. The transition from a short-sighted, oil-dependent fiscal model to a resilient, growth-supportive framework is both an urgent necessity and the central recommendation of this work.
Modeling
Ali Shariatnejad; Mehran Mesri; Hossein Tbiniyan
Abstract
Introduction Organizational development is an applied, systematic, and continuous system-wide effort ...
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Introduction Organizational development is an applied, systematic, and continuous system-wide effort and process based on behavioral science and, by utilizing its strategies and techniques, creates and directs the cognitive, cultural, and structural changes of the organization's process in a way that ultimately leads to the organization's ability to achieve efficient strategic orientation, creative problem-solving, and effective self-renewal in line with the changes and requirements of the present and future environment in order to ensure and improve the effectiveness and health of the organization. Organizational development is an important part of the sustainability and growth of a business. Organizational development can be implemented by adopting effective leadership, managing employee performance, and designing a transparent process in the business. A development-oriented organization will be referred to as an organization that organizes and integrates all the capacities available in the organization to achieve a desired level of service provision. Municipalities are among the semi-private organizations in which the quality of services provided is of great interest to the public and therefore can have a great impact on citizen 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. Municipalities are so-called semi-governmental organizations whose performance will greatly affect society, and the actions of municipalities will include all citizens. Therefore, if municipalities become capacity-building organizations that have the ability to solve public problems easily and at all levels, they can increase the level of public satisfaction and even public trust. It is no secret that public trust and public satisfaction have declined in recent years, and this model can help to some extent solve these problems through capacity building to address public issues. As a result, the main goal of the research is to identify the factors affecting the expansionism of municipalities in Kurdistan Province.MothodologyThis research is categorized as basic research in terms of its purpose. The nature of the present study is exploratory research and the qualitative research method is based on the Glaser model. In this study, the statistical population was the managers of the municipalities of Kurdistan province and expert professors in the field of management at the university, 20 of whom were selected as samples using purposive sampling. The criteria for selecting interviewees are: 1) Having professional and executive experience 2) Having scientific and specialized knowledge. Descriptive validity was used to determine the validity of the research. In this study, the test-retest and two coders method was used to measure reliability. In the test-retest method, 3 samples were randomly selected from 20 interviews and each of them was coded twice at intervals of ten to thirty days. Data obtained from theoretical studies and interviews were conducted in the form of open coding, selective coding, and axial coding. FindingsThe research findings include 391 key points, 140 open codes (concepts), 56 axial codes (components), and 5 selective codes (dimensions). Research components include designing a program for continuous improvement, creating incentive programs, influencing employee behavior, promoting creativity, flexible management, participatory decision-making, promoting justice, identifying capacity-building opportunities, commitment, efficient leadership, principled division of labor, purposeful management, improving goals, formulating appropriate strategies, strengthening communications, appropriate control tools, integrating the organization, flexible planning, aligning individual and organizational goals, developing human resources, increasing the perception of job satisfaction, team building, increasing practical abilities, increasing communication skills, attracting efficient employees, job security, continuous organizational support, changing employee attitudes, providing employees, strategic human resources plan, deconstructing laws, providing infrastructure, employing risk-taking managers, explaining long-term and short-term goals, networking, explaining perspectives, sustainable development, the emergence of entrepreneurship, removing political and economic obstacles, efficient supervision, flexible structure, meritocracy, promoting accountability, improving performance evaluation, promoting motivation, delegating authority, organizational development, eliminating unnecessary bureaucracy, creating appropriate technology, resolving internal conflicts, transparency, continuous structural reform, establishing order in the organization, institutionalizing culture. Accountability is institutionalizing a culture of change, avoiding sloganeering, creating an attitude towards development, institutionalizing a culture in communications, institutionalizing a culture of a learning organization, institutionalizing a culture of creativity, and promoting a culture of transparency.Discussion and ConclusionThe dimensions of the research include development-oriented management, development-oriented employees, development-oriented policy, development-oriented structure, and development-oriented culture, which were placed in the framework of the Corbin and Strauss model as follows. The main reasons that will cause municipalities to become development-oriented include development-oriented management and development-oriented structure. Also, the factors related to the main causes of municipal expansionism include expansionist policies, the requirements of municipal expansionism including expansionist employees, and the underlying factors of municipal expansionism including development culture. Finally, the most important consequences of municipal expansionism were identified, which include increasing public trust, increasing accountability, and developing municipal human resources.
Modeling
Sara Behzadi; Ali Rajabzadeh Ghatari; Hassan Soltani; Mohsen Jajarmizadeh; Saeed Razeghi
Abstract
Introduction
Over the last few decades, the rapid growth of digital media has profoundly reshaped communication systems, governance structures, and public policy-making processes worldwide. Platforms such as social media networks, messaging applications, and content-sharing infrastructures have evolved ...
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Introduction
Over the last few decades, the rapid growth of digital media has profoundly reshaped communication systems, governance structures, and public policy-making processes worldwide. Platforms such as social media networks, messaging applications, and content-sharing infrastructures have evolved far beyond their initial function as auxiliary communication tools, now serving as influential socio-technical systems capable of shaping public opinion, political participation, administrative transparency, and cultural dynamics (van Dijck et al., 2018). Their pervasive presence in political, cultural, and social life has created both opportunities and challenges for policymakers and public administrators, necessitating the design of adaptive, resilient, and socially responsible governance frameworks.
Globally, countries have responded differently to these challenges. For instance, in Europe, multi-stakeholder governance models emphasize transparency, platform accountability, and citizen participation, while in East Asia, regulatory frameworks often prioritize control over content and national security considerations. These variations highlight the complex interplay between technological innovation, institutional structures, and socio-cultural factors in shaping digital media policies. Understanding these dynamics is crucial for designing policies that balance innovation, public interest, and regulatory effectiveness, particularly in contexts where governance systems are rapidly adapting to technological change.
In contemporary public management, digital media policy-making is increasingly recognized as a multidimensional governance issue, rather than a narrowly defined regulatory task. The proliferation of algorithmic content distribution, data-driven technologies, and platform-mediated interactions has intensified challenges related to accountability, data protection, content moderation, and institutional coordination (Napoli, 2023). Conventional policy instruments, originally designed for stable and predictable media environments, often prove insufficient to navigate the dynamic and interconnected landscape of digital ecosystems.
In Iran, these developments occur within a unique institutional, legal, and cultural framework. Widespread adoption of social media and digital communication technologies has transformed information exchange, civic engagement, and public discourse. Concurrently, digital media policy-making is characterized by centralized governance, fragmented regulatory responsibilities, and evolving interactions among government institutions, private actors, and civil society organizations. This complex environment is marked by uncertainty, contested problem definitions, and competing stakeholder interests, which pose significant challenges to traditional linear policy approaches.
Emerging technologies, such as artificial intelligence, blockchain, and advanced data analytics, further exacerbate this complexity by introducing additional governance challenges, including algorithmic decision-making, platform accountability, and the safeguarding of public values (Yuan et al., 2023). Linear, control-oriented frameworks are increasingly inadequate for addressing such multifaceted issues. Analytical approaches capable of accommodating complexity, multiple stakeholder perspectives, and systemic interactions are therefore essential for developing effective and sustainable digital media policies.
Despite growing scholarly interest in digital media governance, much of the existing literature remains fragmented across disciplines. Legal and regulatory studies tend to focus on compliance, censorship, and platform responsibility, whereas technology-focused research emphasizes innovation, infrastructure, and data management (Flew et al., 2019). While these approaches provide valuable insights, they frequently overlook the interdependencies between technological, institutional, and socio-cultural dimensions of policy-making, which are critical for understanding the holistic functioning of digital media policies.
In Iran, research on digital media policy-making has largely relied on descriptive analyses or normative critiques, with limited attention to methodological frameworks capable of integrating diverse stakeholder perspectives and policy dimensions. Consequently, there exists a significant gap in understanding how digital media policies operate within a broader governance system, and how interactions among infrastructure, content regulation, and institutional arrangements influence policy effectiveness, coherence, and resilience.
Additionally, many existing policy evaluations implicitly assume that policy problems are clearly defined and stable. In reality, digital media policy-making involves ill-structured problems characterized by ambiguity, competing values, and rapidly evolving technologies. These conditions challenge conventional “hard” policy analysis methods that rely on predefined variables, linear causality, and static institutional assumptions (Mingers & White, 2010). Addressing this gap requires interpretive, participatory, and adaptive methodologies that can capture multiple worldviews and accommodate the evolving nature of policy contexts.
This study addresses these challenges by adopting a systems-based analytical framework that integrates Soft Systems Methodology (SSM) with Cognitive Mapping, allowing for a holistic evaluation of digital media policy-making in Iran. This approach enables the identification of causal relationships, stakeholder perceptions, and systemic interactions that are often overlooked in traditional analyses, providing a comprehensive understanding of complex policy environments.
The primary aim of this research is to evaluate digital media policy-making in Iran through a systems-based perspective that reflects the complexity, interdependence, and dynamic interactions of policy domains and governance actors. Instead of focusing solely on performance indicators, the study seeks to explore how policy processes emerge from the interactions among technological infrastructure, content governance, and institutional arrangements, as interpreted by multiple stakeholders.
The study is grounded in the conceptualization of digital media policy-making as a complex adaptive system, where changes in one domain such as infrastructure development, content regulation, or institutional coordination produce cascading effects across other domains, influencing institutional behavior, public trust, and governance outcomes. Accordingly, effective policy-making requires adaptive, learning-oriented approaches that emphasize systemic coherence and stakeholder collaboration rather than isolated interventions. This perspective aligns with contemporary public management theories that prioritize systems thinking, stakeholder engagement, and policy learning as essential components of governance in complex and dynamic environments.
Mothodology
This study employs a qualitative, exploratory research design, with Soft Systems Methodology serving as the primary analytical framework. SSM is particularly suitable for contexts characterized by complexity, uncertainty, and multiple stakeholders, as it emphasizes problem structuring, iterative learning, and the exploration of different worldviews rather than optimization based on predefined objectives (Checkland & Poulter, 2006).
The research process began with an extensive review of peer-reviewed literature on digital media governance, public policy-making, and systems-based approaches, providing a conceptual foundation for identifying key policy challenges and designing subsequent research stages. Semi-structured, in-depth interviews were conducted with fifteen experts in digital media, public administration, communication studies, and policy analysis in Iran. These interviews systematically captured stakeholder perceptions regarding regulatory challenges, institutional roles, and emerging technological trends. The selection of participants ensured diversity in expertise, professional experience, and perspectives, which was crucial for achieving a holistic understanding of the policy environment.
Data derived from the literature review and interviews were systematically coded to identify recurring themes, key concepts, and causal linkages. These elements were organized within the SSM framework to produce a structured representation of the policy situation. Cognitive Mapping was applied as a complementary method to visualize complex interactions, feedback loops, and the perceived interdependencies among stakeholders (Eden & Ackermann, 2013). The integration of Cognitive Mapping into the SSM process enabled the transition from exploratory problem analysis to structured evaluation, allowing for the identification of critical leverage points, systemic dependencies, and potential interventions for enhancing policy coherence and effectiveness.
Findings
The study’s findings indicate that digital media policy-making in Iran is shaped by the interplay of three interrelated dimensions: technological and infrastructural development, content governance, and legal-institutional frameworks.
Infrastructural development emerged as a foundational prerequisite for effective policy-making, affecting platform accessibility, content production capacity, and public engagement. However, findings suggest that infrastructural expansion without corresponding regulatory adaptation may exacerbate governance gaps and increase policy fragmentation, particularly in rapidly evolving digital environments. For instance, the deployment of new digital platforms without adequate oversight can result in unequal access, information silos, and reduced public participation.
Content governance represents a central area of policy tension. Digital media platforms facilitate cultural expression, civic engagement, and information dissemination, yet concerns regarding misinformation, ethical standards, and cultural sensitivities shape regulatory orientations. Overly restrictive content policies may constrain creativity and limit public participation, whereas balanced approaches that combine support for domestic content production with media literacy initiatives promote sustainable, socially responsible policy outcomes (Napoli, 2023).
The legal-institutional dimension mediates interactions between technological infrastructure and content governance. Fragmented institutional responsibilities and outdated legal frameworks limit policymakers’ capacity to address emerging challenges such as data protection, platform accountability, and user rights. Effective governance requires enhanced coordination among governmental bodies, private actors, civil society organizations, and academic institutions (Flew et al., 2019). Cognitive Mapping revealed that stakeholder perceptions of institutional roles significantly affect policy implementation, highlighting the importance of clear role definition and collaborative governance.
Discussion and Conclusion
The results underscore the analytical value of systems-based approaches in evaluating complex digital media policy domains. Conceptualizing policy-making as an interconnected system provides deeper insights into stakeholder interactions, causal mechanisms, and dynamic policy effects often overlooked in conventional analyses.
From a public management perspective, the study suggests that policymakers in Iran should adopt integrated strategies addressing technological, content, and institutional dimensions simultaneously. Improved coordination among regulatory bodies, alignment of legal frameworks with technological developments, and participatory policy design processes that incorporate diverse stakeholder perspectives can reduce policy fragmentation, enhance governance effectiveness, and strengthen policy legitimacy. Adaptive, learning-oriented approaches are essential for addressing complexity, uncertainty, and rapid technological evolution in digital media governance.
This study contributes to the literature on digital media governance and public management by demonstrating the operationalization of a systems-based approach for evaluating complex policy domains. By integrating Soft Systems Methodology with Cognitive Mapping, it provides a structured yet interpretive framework capable of capturing multidimensional, contested, and evolving aspects of digital media policy-making in Iran. The research offers both theoretical and practical insights, guiding scholars and policymakers in enhancing policy coherence, adaptability, and effectiveness within rapidly changing governance environments. The study exemplifies how qualitative systems methodologies can be applied to complex policy evaluations, highlighting the importance of stakeholder engagement, systemic thinking, and iterative learning for effective governance.
Modeling
Hasan Alvedari; Moslem Soleymanpor; Reza Norouzi ajirloo
Abstract
Introduction
Functional behavior is the cornerstone of a positive corporate culture. Behaviors such as mutual respect, effective communication, trustworthiness, and ethical conduct promote a supportive and motivating work environment. This positive atmosphere has a significant impact on employee ...
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Introduction
Functional behavior is the cornerstone of a positive corporate culture. Behaviors such as mutual respect, effective communication, trustworthiness, and ethical conduct promote a supportive and motivating work environment. This positive atmosphere has a significant impact on employee morale, job satisfaction, and commitment. As Schneider (1987) theorized in his famous ASA model (Attract-Select-Attrition), companies attract and retain people with similar characteristics, which means that functional behavior can reinforce itself. A culture characterized by functional behavior reduces toxicity, politics, and turnover, creating a place where people enjoy working. Employees, on the other hand, are the face of the organization to its customers. Functional behaviors such as politeness, empathy, competence, and helpfulness are directly experienced by customers and clients and shape their perception of the brand. Studies in the service industry confirm that employee performance behaviors are important factors in customer satisfaction and loyalty. Positive customer interactions with a high-performing employee can lead to repeat business and generate positive word of mouth. On the other hand, leadership effectiveness depends heavily on employee performance. Managers can implement strategies more effectively when their teams are cooperative, open, and trustworthy. Performance behavior creates a foundation for psychological safety, in which employees feel secure in taking risks and expressing ideas without fear of retaliation. This makes the role of managers less about coercion and more about encouragement and strategic leadership, which increases the overall effectiveness of the leadership structure. The main reason for researching performance behavior is its direct link to business performance. Performance-oriented behaviors, such as task competence, conscientiousness, and exceeding the formal job description, are critical factors for effectiveness. This research enables managers to identify which specific behaviors lead to success and then to train and reward those behaviors. The reason for choosing the topic "Functionalism Model of Employee Behavior from Imam Khamenei's Perspective" is his emphasis on the issue of management and employee behaviors based on Islamic values and jihadi culture and trust in God. This approach causes employees to be more motivated to perform their duties and show better performance in achieving organizational goals. Therefore, given the importance of the present topic and the existence of a research gap, the need to address the present topic was strongly felt.
Mothodology
This study is qualitative in terms of method and fundamental in terms of purpose, and the grounded theory method was used to derive the theory. This theory is designed as a precise and systematic approach to examining individuals and their experiences in relation to a social issue. First, keywords related to the functionalism of employee behavior were searched for using Hadith Encyclopedia software and coded in three steps according to the approach of Strauss and Corbin. In this method, the researcher attempts to develop a theory that explains the process of action and interaction in the subject under study. Strauss and Corbin's paradigm model was used for data analysis, which is based on the identification of the central phenomenon, causal conditions, contextual factors, intervening factors, strategies, consequences, and the relationships between them. According to (Strauss and Corbin, 1998), qualitative data analysis for theory building requires the use of open coding, axial coding, and selective coding. Open coding involves data conception and information analysis so that the data can be classified into specific categories. In the open coding phase, concepts are brought to the surface from the depths of the data. In axial coding, the researcher selects a concept from the series of concepts in the open coding phase as a category and links other synonymous concepts to it through a process until the relationship of other categories to it is finally determined. Other categories include causal conditions, enabling conditions, intervention, strategies, and consequences. This coding is considered crucial because it is carried out around a research category. Selective coding is the main phase of theory formation, in which a theory is developed based on the results of the two previous phases. The scope of the present research covers the books and statements of the Supreme Leader. Using the “Hadith Encyclopedia of Leadership” software, words and concepts related to the functionalism of employee behavior in organizations were extracted and coded using the Strauss and Corbin approach. The sampling method is a theoretical type of sampling based on the idea that, in the research process of collecting information, the researcher should pay attention to where the theory is to be developed. The researcher should choose sampling methods to achieve maximum efficiency. Therefore, statements on the functionalism of employee behavior were extracted from the Hadith encyclopedia on the subject of leadership, and to ensure the theoretical saturation of the data, all statements were conceptualized and categorized. Due to the citation of data from books and statements by the leader, consistency with the Leader's website, the transferability index, and the fact that the Leader is the Supreme Leader and Imam of Muslims for all researchers, as well as the reliability and validity of the Leader's words among scholars, which indicate the reliability of the research. Several experts familiar with management sciences were also consulted for the conceptual interpretation of the Leader's statements, and the concepts extracted from the coding were reviewed and approved.
Findings
Results of open coding: Statements on the functionalism of employee behavior were selected and, after open coding, an initial concept was derived from them, which was reviewed several times and also assessed by several experts in Islamic management and religious studies. Among these, the sense of responsibility of managers and employees was the most frequent topic among the categories, with 140 mentions, indicating the interest of managers in this category. This was followed by initiative and innovation with the most repetitions, showing that in addition to a firm belief in this statement, we must also have a plan and a program for it.In the meantime, the categories resulting from open coding were examined and the axial phenomenon was first determined from the categories obtained. Subsequently, causal, contextual, and intervening conditions were identified, taking into account the relationship of the categories to the central phenomenon. In addition, the axial coding was completed by determining strategies and consequences from other categories. Among the identified categories, the sense of responsibility of the manager and employees with the highest frequency was selected as the central phenomenon (axis) and the relationship of other categories to it was examined. By measuring the relationship of the categories to the central phenomenon and presenting the axis categories and related categories in the form of a model, it is possible to represent the functionalism model of employee behavior from the perspective of the supreme leader.
Based on his statements, a number of cases of initiative and innovation, faith and divine piety, simplicity and avoidance of extravagance, managerial role modeling, fairness and avoidance of discrimination, discipline, positive personality and temperament, on-site presence and direct supervision, creating motivation and self-confidence, and acting on the basis of expertise and commitment as causal factors in the discussion of functionalism. Some factors were selected as contextual factors, such as training and development, selection and recruitment, performance rewards, and fairness in the compensation system from a leadership perspective. Meanwhile, avoiding favoritism and emphasizing spiritual motivations were identified as disruptive factors, while solidarity and teamwork, striving for work, avoiding unnecessary bureaucracy, perseverance and seriousness at work, adherence to professional standards, jihad and revolutionary culture, and order and planning were identified as functionalist strategies. The factors of sincerity and sacrifice on the part of employees, cost savings, adherence to standards, the feeling of being useful, and responsibility and accountability were identified as consequences from the perspective of leadership.
Discussion and Conclusion
An important causal factor is initiative and innovation. This category is also emphasized by the leadership, and from their point of view, innovation has no end but is necessary at every moment. The spirit of creativity, initiative, and innovation in all industries is a principle for the life of the nation and is considered a prerequisite for the country's progress.Another important principle is simplicity. From Ayatollah Khamenei's point of view, simplicity and the avoidance of extravagance are synonymous with a reduction in the tendency toward luxury and a focus on contentment and thrift, which leads to increased efficiency, responsibility, and optimal performance among employees and is a recipe for reforming their consumption habits and social behavior. Another important causal factor is the sincerity and self-sacrifice of employees. The issue of self-sacrifice conceals a greatness that no society can achieve without this important and decisive point. On this basis, sincerity and self-sacrifice are, in Ayatollah Khamenei's view, decisive factors for the development of genuine pragmatism and effective functionalism among employees and form the basis for success at the individual and organizational levels. One of the fundamental factors for the development of functionalist behavior among employees, from the leadership's point of view, is training and development. The training and development of human resources is the cornerstone of pragmatism and functionalism. Training that leads to action creates a force that not only accomplishes the assigned tasks, but also promotes the progress of the respective apparatus and ultimately the progress of the entire country with initiative and creativity. Therefore, investing in practical training and skills that lead to practical and tangible results is one of the main pillars of his view of human resource management. In summary, the views of senior management on the functionalism of employee behavior and the need for the Supreme Leader to pay particular attention to this issue make it clear that the factors influencing the functionalism of employee behavior cannot be ignored. The functional behavior of employees therefore goes far beyond mere compliance with rules. It is a strategic advantage that fundamentally drives performance, creates a culture that attracts and retains talent, builds strong customer relationships, enables leadership, and fosters innovation. It is recommended that companies integrate performance characteristics into their hiring processes by considering the above components and applying these criteria to invest in their most valuable resource: their employees.
Modeling
Zahra Foroutani; Zhila Kiyanfar; Atieh Bohrani
Abstract
Introduction
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational ...
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Introduction
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational secrecy and confidentiality are important mechanisms for protecting valuable and private information in knowledge-based companies. Working on emerging technologies, along with the prominent role of knowledge in the activities of knowledge-based companies, has made organizational confidentiality, protection of intellectual property, and adoption of an appropriate intellectual property strategy an important priority for them. Trade secrets include designs, methods, formulas, processes, and technical know-how that maintain a company's competitive advantage. Protecting these secrets helps maintain a brand, the organization's value, and product development, and is a vital requirement for knowledge-based companies. Therefore, identifying the factors affecting organizational secrecy in these organizations is of utmost importance. Given the importance of this issue, the purpose of this research was to identify the most key, most dependent and most independent factors affecting organizational secrecy and to draw its hierarchical cause-and-effect relationships in knowledge-based companies in Tehran province.
Mothodology
The present study is applied in terms of purpose; exploratory in nature. The data were analyzed through interpretive structural modeling and using MATLAB 9 and MiMac 2 software. The statistical sample was managers and expert experts of 6 knowledge-based companies in Tehran province. Interpretive Structural Modeling (ISM) is an exploratory method for identifying and ranking indicator relationships based on an interpretive paradigm and has five stages. Using this method, it is possible to identify the pattern of causal and complex relationships between a set of factors. Interpretive structural model design (ISM) is a method for examining the effect of each variable on other variables. This method is a type of structural analysis. Its goal is to classify factors and identify relationships between criteria. It is a qualitative-quantitative method that has many applications in various sciences. MICMAC analysis can also be used in this method. This method is included in the multi-criteria decision-making techniques and is suitable for management and social science studies. In Mi'kmaq analysis, factors (variables) are divided into four groups: autonomous, dependent, linked (interacting), and independent. Autonomous factors are factors that have minimal dependency and are relatively separate from the system and have few connections to other elements of the system. Dependent factors are factors that have weak development potential, but are highly dependent on other criteria. Independent factors have low dependence and high directionality; high impact and low impact are characteristics of these variables. Linking factors (connected or connected) are factors that have high power and high guiding power and dependence. The impact and influence of these criteria are very high and any small change in these variables causes fundamental changes in the system. To identify the factors affecting organizational secrecy, first, articles, theses, books, and other related sources were studied and examined using a systematic literature review method. The systematic literature review consisted of five consecutive stages: formulating the research question, applying criteria for inclusion and exclusion of sources, identifying relevant studies, evaluating and selecting the literature, and synthesizing the results. This systematic review, in accordance with the purpose of the research, focused on the main question: What are the factors affecting organizational secrecy? In this stage, 20 sources were identified. Then, the identified articles were evaluated according to their scientific credibility, title, abstract, and content, and finally 15 sources were selected for use in the research. In the next stage, the abstract sections and findings of the selected sources were carefully examined, and in this way, appropriate codes were extracted from each source. After that, the identified codes were reviewed and revised, and while removing duplicate codes and combining and integrating similar codes, 15 final codes were identified as factors affecting organizational secrecy in knowledge-based companies. These identified codes were categorized according to semantic and conceptual commonalities. The output of this process was in the form of three dimensions of individual, organizational, and environmental factors and 15 final codes. After identifying the factors affecting organizational confidentiality and based on these findings, a semi-closed questionnaire was prepared and distributed among 18 managers and experts from six knowledge-based companies located in Tehran province. The purpose of selecting managers and experts in this study was to collect data from individuals who have complete knowledge of the policies, processes, and confidentiality requirements in the organization. Managers, due to their decision-making role and access to strategic information, and expert experts, due to their practical experience and direct exposure to privacy enforcement issues, are considered the best representatives to provide credible and accurate perspectives in this field. The six companies studied were selected based on the official list of knowledge-based companies introduced by the Presidential Vice President for Science and Technology and the Iranian Technology and Innovation Network. The criteria for their selection, in addition to having a knowledge-based certificate, were activity in technological fields and possession of confidential information and sensitive intellectual property, as well as the availability of managers and expert experts to participate in the research. Therefore, the selection of samples was done through purposive sampling method and in accordance with the research objectives. Then, the data were analyzed through interpretive structural modeling using MATLAB 9 and MiMac 2 software. The Lavashe method was used to measure the content validity of the questionnaire, and the test-retest method was used to measure its reliability, and both were confirmed.
Findings
Based on the research findings, 15 variables were identified in the form of 6 levels.
The first level factors include: "bravery", "locus of control", "self-efficacy", and "silence and ignorance". Brave employees perform their duties with care and honesty, and adhere to their commitment to their work and professional principles and ethics. The control center can also be effective in organizational secrecy by creating a safe environment for employees and encouraging them to perform tasks correctly with high creativity. Employees with high self-efficacy work with good quality, share their knowledge and experiences, are aware of the importance of confidentiality and knowledge preservation in the organization, and contribute to the organization in this direction. Also, organizational silence, if timely and reasonable, can be effective in organizational secrecy.
The second-level factors include: "leader-member exchange", "organizational sociability-acceptance", and "transparency-secrecy balance". When leader-member exchange, as interpersonal communication between leaders and their followers in the organization, is of high quality, employees receive more comprehensive support from their supervisors, which in such circumstances provides space for maintaining organizational confidentiality. In socialization, the goal is to maintain core values, including organizational confidentiality, by employees. Regarding the balance between transparency and confidentiality in the organization, it can also be said that if managers and employees of an organization consider transparency as an important principle in their work behaviors in the organization and do not keep necessary information hidden from each other for greater efficiency, it will lead to greater success of the organization; however, a balance must be established between the level of transparency and the level of confidentiality in the organization.
The third level factors include: "Security Monitoring" and "Organizational Resilience". Security monitoring in the organization can support the implementation of various security policies and measures in the organization and ensure the maintenance of the organization's security and confidentiality. Knowledge-based organizations can also increase organizational resilience by being secretive about organizational innovation capabilities.
The fourth level factors include: "organizational support", "concentration of power", and "organizational culture". Support includes communicating with employees, providing resources, and providing necessary training to individuals in the organization. Undoubtedly, providing training and education to employees can increase their awareness of the importance of maintaining and respecting the confidentiality of information. Concentration of power and decision-making authority in organizations can affect organizational confidentiality. However, excessive concentration of power can lead to damage to organizational confidentiality and increase security risks. An effective organizational culture maximizes the values, norms, and dos and don'ts perceived by employees, and in such circumstances, behaviors are directed towards secrecy in the organization.
The fifth level factors include: "Protection of intellectual property" and "Privacy protection". Protecting intellectual property, by creating appropriate infrastructure and policies to preserve and protect intellectual property rights and confidential information, can help increase confidentiality in the organization and prevent access to and misuse of confidential information and intellectual property rights. Privacy also refers to the protection of personal and sensitive information of individuals associated with the organization, and this information includes data about customers, employees, business partners, and other individuals associated with the organization.
The sixth level includes “rules and regulations”. The existence of strong and effective rules and regulations in the organization can help create a culture of confidentiality in the organization. Also, the existence of rules and regulations as a guide to action helps employees avoid inappropriate or unethical behavior in their activities.
The findings also show that environmental factors (laws and regulations, protection of intellectual property and privacy protection) are the most key; Individual factors (bravery, self-efficacy, locus of control, silence, and lack of information) were identified as the most dependent; organizational factors: security monitoring, organizational resilience, organizational support, concentration of power, organizational culture; and environmental factors: protection of intellectual property and laws and regulations were also identified as the most independent factors with the greatest influence and impact and the main driver of the formation of organizational secrecy; so that any action to create and promote secrecy in the organization requires reforms in these factors.
Discussion and Conclusion
The results of this study can be very effective as a basis for managers of knowledge-based companies in the field of organizational secrecy and lead to institutionalization of secrecy and its development at the organizational level. By using the results of this study in identifying the power and influence of each of the factors affecting organizational secrecy, managers of knowledge-based companies can take effective steps to increase the competitiveness and information security coefficient in knowledge-based organizations. Also, the results of this research and the obtained model can provide appropriate direction to training programs in the field of organizational confidentiality in knowledge-based companies and increase the effectiveness of the aforementioned programs. This model can be useful for managers of knowledge-based companies, because it shows them which groups of factors are more fundamental and paying attention to them can pave the way for the development of other factors.
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. ...
Read More
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.
