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 ...
Read More
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 ...
Read More
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 ...
Read More
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
zahra mehri; Mohsen Rashidi; Azar moslemi; zahra madahi
Abstract
Introduction: This study aims to identify and prioritize the factors influencing the financial resilience of the Islamic Revolution Housing Foundation — a public non-governmental organization that plays a key role in providing housing for low-income groups. Given the challenges posed by sanctions, ...
Read More
Introduction: This study aims to identify and prioritize the factors influencing the financial resilience of the Islamic Revolution Housing Foundation — a public non-governmental organization that plays a key role in providing housing for low-income groups. Given the challenges posed by sanctions, economic volatility, and financial constraints, the research seeks to design a comprehensive model of financial resilience using a futures studies approach, outlining the key variables and strategic pathways for sustainable financial stability. Mothodology: A mixed qualitative–quantitative approach was adopted. In the first stage, relevant factors were extracted through systematic literature review and expert interviews. These factors were then screened and weighted using the Best–Worst Method (BWM). Causal and structural relationships among variables were analyzed using the DEMATEL technique. Finally, future scenarios were prioritized with the CODAS model, applying AHP-based weighting for criteria.Fingdings: The results reveal that financial resource provision, liquidity and debt management, political stability, financial transparency, and financial innovation (FinTech) exert the strongest influence on financial resilience. The structural analysis further highlights the mediating role of digitalization in connecting macroeconomic policies with the foundation’s micro-level financial performance. The CODAS analysis identified the optimistic scenario as the most distant from the critical state, reflecting the most favorable vision of the foundation’s financial future.Discussion and Conclusion: Financial resilience is fundamentally structural and managerial in nature, requiring reforms in fiscal policymaking, the promotion of FinTech, and the institutionalization of transparency. It is recommended that the foundation’s Financial Resilience Roadmap be developed based on digital transparency, diversification of financial resources, and capacity building for managers in risk analysis and strategic foresight.
Modeling
mohammad hakkak; Faezeh hasanvand; Mehdi Koraei; Mehdi Fathi
Abstract
In Iranian public sector organizations, a latent inclination toward advancement and the acquisition of power exists; however, due to bureaucratic structures, political considerations, and a culture of caution, it is not expressed openly. Accordingly, the present study was conducted with the aim of developing ...
Read More
In Iranian public sector organizations, a latent inclination toward advancement and the acquisition of power exists; however, due to bureaucratic structures, political considerations, and a culture of caution, it is not expressed openly. Accordingly, the present study was conducted with the aim of developing a model of quiet ambition in public sector organizations using a Grounded Theory approach.In terms of purpose, the study is applied. With respect to data collection procedures, it adopts a descriptive design, and in terms of the nature of the data, it constitutes a qualitative inquiry grounded in the Grounded Theory methodology.The research was carried out through in-depth semi-structured interviews with 12 senior and middle managers from public sector organizations. Sampling was conducted purposively and theoretically, and participants were selected based on their specialized knowledge and professional experience relevant to the research topic. Data collection continued until theoretical saturation was achieved.The findings indicate that quiet ambition in Iranian public organizations develops through a five-stage process comprising initiation, reinforcement, institutionalization, control, and repetition. Contextual factors such as weaknesses in traditional bureaucratic structures, job insecurity, a relationship-oriented culture, informal power networks, and resource scarcity activate mechanisms including rigid hierarchical systems, covert coalitions, and competition over limited resources. The results further reveal that quiet ambition exhibits a multilayered structure with a central power core and informal communication channels, leading to unequal resource distribution, discrimination, resistance to change, and reduced organizational efficiency. The consequences of this phenomenon include erosion of public trust, diminished employee motivation, weakened organizational justice, and increased hidden costs. These networks are sustained through concealment practices, the creation of new dependencies, and active responses to perceived threats.
Modeling
masoud ghasemi; Hamid Reza Maghami; Ahmad Reza Kasraei
Abstract
This study was conducted with the aim of designing a novel model for enhancing employee productivity based on artificial intelligence in the Ministry of Energy. The main problem addressed in the study was to identify and explain the components affecting employee productivity enhancement during the implementation ...
Read More
This study was conducted with the aim of designing a novel model for enhancing employee productivity based on artificial intelligence in the Ministry of Energy. The main problem addressed in the study was to identify and explain the components affecting employee productivity enhancement during the implementation and application of artificial intelligence and to provide an integrated framework for managing it. The study employed a qualitative approach using thematic analysis. Data were collected through 10 semi-structured interviews with experts in the fields of artificial intelligence, human resource management, productivity, and managers familiar with the structure and missions of the Ministry of Energy. Following the transcription, refinement, and analysis of the data, 531 meaning units were identified and categorized into 23 basic themes, 7 organizing themes, and 3 overarching themes. To enhance the credibility of the findings, continuous review of codes, examination of discrepant cases, independent coding by a second researcher, and review of the results by three academic experts were conducted. The inter-coder agreement coefficient was 0.75. The findings showed that the proposed model consists of three layers: readiness, organizational support, and responsible governance of AI implementation; employee empowerment, motivation, and intelligent performance management; and credibility, fairness, and algorithmic governance. The results indicate that enhancing productivity through artificial intelligence is not the result of adopting a single technology, but rather the outcome of interaction among technological and data readiness, organizational support, employee empowerment, intelligent performance management, and responsible governance. The proposed model can serve as a basis for prioritizing managerial actions and designing a gradual pathway for the implementation of artificial intelligence in human resource management within the Ministry of Energy.
Modeling
hasan alvedari; moslem soleymanpor; reza norouzi ajirloo
Abstract
The purpose of this article is to identify and classify the pattern of antecedents affecting employees' helping behavior in the form of a structural-interpretive model. This research is applied in terms of its purpose and descriptive in terms of data collection, and the phenomenological method has been ...
Read More
The purpose of this article is to identify and classify the pattern of antecedents affecting employees' helping behavior in the form of a structural-interpretive model. This research is applied in terms of its purpose and descriptive in terms of data collection, and the phenomenological method has been used to identify factors and ISM in classifying its factors. The present research has a qualitative approach and is based on the opinions of experts, and the opinions of 21 experts in the field of organizational behavior at Payam Noor University of Tehran have been used. The final and main result of the research includes an integrated model of the pattern of antecedents affecting employees' helping behavior in a hierarchy with one-way or two-way relationships. This integrated model has been obtained from examining and analyzing the relationships and classifying the antecedents affecting employees' helping behavior; and it helps managers and decision-makers in the field of human resources and organizational behavior in the country to have a comprehensive view and attitude of the complex relationships between employees and their behaviors at the national level. The results of this model show that the drivers of decision-making styles are the basic and fundamental factors, and managerial factors, organizational policies, support from colleagues, quality of the work environment, psychological participation, stressful situations, communication styles, and current responsibility at the second level, and social dynamics factors, organizational support and leadership, training and development, cultural orientation, leadership, and organizational culture at the third level, and religious and personal factors at the fourth level, and the spiritual factor at the fifth level, which is employee-helping behavior.
Modeling
Maryam Ghaffarzadehsaraskanroud; esfandiar farajvand; Yagoob Alavi Matin
Abstract
In the first phase, the research literature and theoretical foundations concerning the "learning government," learning, and adaptability amidst environmental uncertainty were reviewed; subsequently, the necessary data were collected through in-depth, semi-structured interviews with managers and experts ...
Read More
In the first phase, the research literature and theoretical foundations concerning the "learning government," learning, and adaptability amidst environmental uncertainty were reviewed; subsequently, the necessary data were collected through in-depth, semi-structured interviews with managers and experts from government organizations. Participants were selected using purposive sampling, and the sampling process continued until theoretical saturation was reached—meaning that no new, significant themes emerged in the final interviews. A total of 15 individuals participated in the study. Semi-structured interviews served as the data collection instrument, and data analysis was conducted using thematic analysis, involving a systematic process of coding and categorization. Data analysis resulted in the extraction and categorization of 309 basic themes, 88 organizing themes, and 7 global themes. The findings revealed that a "learning government"—capable of adapting to uncertain environmental conditions—can be defined through seven key dimensions: learning attitude, learning behavior, learning policy, learning interactions, learning structure, learning culture, and learning environment. Through their mutual interaction, these dimensions enhance the government's capacity to acquire and generate knowledge, learn from experience, reflect upon and refine procedures, respond to changes, and adapt to environmental shifts and uncertainties. Based on the research findings, the proposed framework can serve as a practical and operational tool to enhance government learning, foster knowledge development and application, and improve the decision-making and planning capabilities of public sector managers amidst environmental uncertainty. By identifying and elucidating the dimensions of the "learning government" and outlining the conceptual relationships between them, this study not only addresses a gap in the existing literature but also provides a practical framework for strengthening the government's adaptive capacity in the face of uncertain environmental conditions.
Modeling
Fereshteh Ghaleh Agha Babaei; Hossein Damghanian
Abstract
Introduction
Nostalgia, broadly defined as a sentimental longing for the past, is an emotion characterized by a blend of pleasure, yearning, and an awareness of the impossibility of recreating past experiences. This phenomenon, rooted in the selective recall of meaningful past memories, has, after centuries ...
Read More
Introduction
Nostalgia, broadly defined as a sentimental longing for the past, is an emotion characterized by a blend of pleasure, yearning, and an awareness of the impossibility of recreating past experiences. This phenomenon, rooted in the selective recall of meaningful past memories, has, after centuries of limited scientific attention, recently emerged as a focal topic in psychology and organizational studies. While early perspectives pathologized nostalgia, contemporary research suggests it is predominantly adaptive, aiding individuals in understanding their experiences, regulating emotions, and maintaining a consistent sense of identity. Found in nearly all humans, this experience fosters interpersonal emotional bonds through the evocation of pleasant and valued memories. Organizational nostalgia, a specific manifestation of this sentiment, arises within the workplace through organizational narratives-accounts that are often positive yet tinged with a subtle sense of loss or yearning.
Beyond an individual experience, organizational nostalgia shapes collective emotional patterns by sharing similar memories, thereby influencing employees’ attitudes, behaviors, and inclinations. This phenomenon can encompass physical spaces, rituals, shared moments, colleagues, past challenges, and achievements, with its effects holding significant implications for organizational management and policymaking. There is no singular viewpoint regarding organizational nostalgia; some consider it conservative and potentially innovation-stifling, while others posit it as a psychological resource for strengthening relationships, enhancing creativity, fostering work meaningfulness, and promoting resilience. Despite growing scientific interest, the purposeful application of nostalgia in organizations remains limited, underscoring the need for systematic exploration.
The administrative sector of the Ministry of Education, with its continuous changes in educational technologies, curricula, policies, and leadership, presents a sensitive context for the emergence of organizational nostalgia. The presence of long-serving employees amidst these ongoing transformations heightens nostalgic sensitivities, offering a lens through which to understand underlying emotions, resistances, or alignment with changes. Given the paucity of localized studies in this domain, the present research endeavors to bridge the existing theoretical and practical gap, providing evidence that facilitates the judicious utilization of organizational nostalgia while considering its diverse consequences. Consequently, the aim of this study is to examine the effects of organizational nostalgia within the administrative sector of the Ministry of Education, seeking to answer the central question: What are the effects of organizational nostalgia in the administrative sector of the Ministry of Education?
Methodology
This study is exploratory in nature, with the primary objective of identifying the consequences of organizational nostalgia. To achieve this aim, in-depth, semi-structured interviews were conducted with knowledgeable participants. Each interview lasted between 30 to 45 minutes. Following an introduction to the researcher, initial rapport-building, and a clear explanation of the research objectives, general questions were posed, including: (1) Have you ever reflected nostalgically on your past work experiences within the Ministry of Education? (2) What events, individuals, or periods best evoke the concept of a “good organizational past”? (3) What emotions do these memories elicit? (4) How do these experiences influence employees’ daily behaviors? and (5) Do these recollections impact interpersonal interactions? Based on participants’ responses, follow-up probing questions were then introduced.
Participant selection was executed through purposive and snowball sampling techniques. The primary inclusion criteria were: (1) possessing at least a Master’s or Doctoral degree in management, organizational, or educational studies to ensure academic competence; (2) having a minimum of ten years of professional experience in administrative roles within the Ministry of Education, across at least two different organizational units, to provide a broader historical and cultural perspective; (3) demonstrating theoretical awareness or a publication record in areas such as organizational nostalgia, organizational culture, and change management; and (4) exhibiting the capacity for reflection and narrative articulation to convey emotional-cognitive insights. A total of 19 experts were interviewed, and data saturation was achieved following the nineteenth interview, as no new codes or themes emerged.
Thematic analysis was employed, adhering to Braun and Clarke’s (2006) six-phase framework: familiarization with the data, generating initial codes, searching for themes, reviewing themes, defining and naming themes, and producing the report. The credibility of the findings was ensured through Guba and Lincoln’s (1989) criteria for trustworthiness, encompassing data triangulation, participant validation, meticulous documentation of coding decisions, independent review by an external expert, and rich contextual description to enhance transferability.
Reliability was assessed using both test–retest and inter-rater agreement methods. In the test–retest procedure, four interviews were re-coded after a 30-day interval, yielding a Holsti reliability coefficient of 0.83. For the inter-rater agreement, an independent researcher coded four randomly selected interviews, resulting in a Holsti coefficient of 0.80. Both values exceed the commonly accepted threshold of 0.80, confirming a stable and consistent coding process.
Findings
The present study was conducted using thematic analysis. Initially, the theoretical framework of the research was established through a review of existing literature. During the coding process, after generating initial codes, similar codes were merged, important codes were developed, and weak, redundant, or irrelevant codes were removed. This iterative process continued, moving back and forth between theoretical concepts and interview data. To organize the themes, the “network of themes” approach by Attride-Stirling was utilized. The data were organized into 29 basic themes, 10 organizing themes, and 5 overarching themes.
1.Psychological and Occupational Well-being: Organizational nostalgia, through the selective recall of positive and successful past experiences, fosters positive emotions and an optimistic outlook toward the organization’s future. This process, by enhancing hope, promoting psychological security, and encouraging employees to voice their perspectives and accept reasonable risks (such as interactions with students and families), leads to reduced stress and anxiety, energy restoration, and prevention of occupational burnout.
2.Individual Performance: This phenomenon also enhances employee commitment, guiding them toward organizational goals even without direct supervision, and increasing their willingness to collaborate and support others. Recalling positive memories strengthens professional identity, facilitates risk-taking and the exploration of new methods, and boosts support for change. However, this phenomenon possesses a dual nature and can, in some instances, lead to excessive caution and emotional resistance to change.
3.Organizational Climate: Organizational nostalgia, by reviving shared past memories (such as the successful implementation of the electronic registration system or the coordinated management of administrative crises within the Ministry of Education), reactivates effective behavioral patterns like inter-unit coordination, task delegation, and accountability.
Organizational Performance: Organizational nostalgia, by revisiting past memories and achievements, empowers employees in their daily tasks while simultaneously reinforcing intrinsic commitment and organizational productivity. The recall of accomplishments, particularly among administrative staff in the Ministry of Education, improves service quality and learning outcomes by empowering human resources, aligning efforts with objectives, and facilitating innovation in methodologies and procedures.
Societal Level: At the societal level, organizational nostalgia, by evoking historical images and narratives, stirs positive emotions among various stakeholders and administrative staff of the Ministry of Education. This, in turn, creates enduring emotional and cognitive bonds between them and the organizational identity. The strategic utilization of roots, traditions, and historical milestones not only enhances the organization’s distinctiveness and credibility but also strengthens the sense of social belonging and collective identity among teachers, staff, and families, thereby paving the way for the organization’s fulfillment of its social responsibility through ethical and collaborative engagement with surrounding communities.
Discussion & Conclusion
Organizational nostalgia mainly produces constructive outcomes. At the individual level, recalling positive memories enhances optimism, psychological safety, and reduces burnout. It also boosts commitment, collaboration, and courage to innovate, though excessive focus on the past may cause resistance. At the group level, nostalgia strengthens cohesion, empathy, and collective identity, while at the organizational level it supports meaningful work, productivity, and experience-based innovation. Societally, it reinforces social belonging and organizational responsibility. These findings highlight nostalgia as a valuable psychological and social resource, but its potential downsides require careful management.
Organizational nostalgia emerged in this study as a predominantly positive emotional experience that can enhance individual well‑being, professional commitment, and proactive work behavior, while strengthening team cohesion and collective identity. Consistent with Leunissen et al. (2024), the findings support the distinction between agentic and communal dimensions of nostalgia. Themes such as professionalism, courage, responsibility, and creativity were aligned with the agentic aspect, while empathy, collaboration, and social connectedness reflected the communal one. This dual alignment suggests that organizational nostalgia simultaneously fulfills employees’ needs for autonomy and belonging within the administrative sector of Iran’s Ministry of Education.
Despite its constructive outcomes, nostalgia may carry potential risks-such as excessive caution toward change or selective idealization of the past-that should be managed thoughtfully. Managers can strategically utilize nostalgia alongside 360‑degree feedback and short change‑management programs to promote balanced decision‑making. The inclusion of success stories and symbolic milestones in operational plans, reports, and internal branding may further reinforce shared culture and identity. Employees are encouraged to document and share positive work experiences to strengthen collective learning and motivation. Likewise, human‑resource units can preserve meaningful organizational memories through cultural events, storytelling sessions, and nostalgic spaces in offices, integrating these practices into onboarding and staff development programs.
The study is limited by its focus on the administrative domain and reliance on interviews, which reflect subjective perceptions rather than performance-based evidence. Future research should expand sampling to various organizational contexts and adopt mixed‑method and longitudinal designs to trace the enduring influence of nostalgic memories on behavior and organizational outcomes.
Modeling
jahan abdi; Ardashir Shiri
Abstract
IntroductionOrganizational outcomes are not determined solely by structural, managerial, and environmental factors; they are also influenced by managers' subjective interpretations of uncertainty, random events, and attributional beliefs. Among these beliefs, organizational bad luck represents a collective ...
Read More
IntroductionOrganizational outcomes are not determined solely by structural, managerial, and environmental factors; they are also influenced by managers' subjective interpretations of uncertainty, random events, and attributional beliefs. Among these beliefs, organizational bad luck represents a collective perception through which organizational failures are attributed to uncontrollable external forces rather than managerial competence or organizational capabilities. Although Attribution Theory, Locus of Control Theory, and Learned Helplessness Theory provide partial explanations for attributional behavior, organizational bad luck has rarely been conceptualized as an independent organizational phenomenon, particularly within the context of public administration. Existing studies have primarily focused on individual-level beliefs about luck, while little attention has been devoted to understanding how such beliefs become institutionalized within organizations through cultural, managerial, structural, psychological, and political mechanisms. Addressing this theoretical gap, the present study aims to identify the dimensions and formative factors of organizational bad luck in Iranian government organizations and to develop an indigenous conceptual model explaining its emergence and persistence. MethodologyThis study adopted an applied qualitative research design using thematic analysis. Data were collected through fifteen semi-structured, in-depth interviews with university faculty members specializing in organizational behavior and public administration, senior and middle managers of government organizations, and experienced public administration consultants in Ilam Province. Participants were selected using purposive snowball sampling until theoretical saturation was achieved. Interview questions focused on the conceptualization, causes, dimensions, and organizational consequences of organizational bad luck. Data analysis followed Braun and Clarke's thematic analysis procedure, including familiarization with the data, initial coding, theme generation, theme review, and theme definition. Constant comparative analysis was employed throughout the coding process. To ensure methodological rigor, member checking, peer review, parallel coding by independent researchers, Holsti's inter-coder agreement coefficient, and content validity assessments using CVR and CVI were conducted. FindingsThe thematic analysis initially generated thirty-five concepts, which were refined into twenty-one final concepts after eliminating overlaps and redundancies. These concepts were subsequently organized into eleven sub-themes and six overarching themes describing the multidimensional nature of organizational bad luck. The identified dimensions included: (1) cultural and organizational factors, characterized by negative organizational culture, managerial instability, and system blaming; (2) cognitive factors, including external attribution of failure, uncertainty about the future, and reduced perceived control; (3) functional factors reflected in poor organizational performance, weak innovation, and low decision quality; (4) supportive and managerial factors involving inadequate organizational support and ineffective leadership; (5) psychological factors encompassing pessimism, external locus of control, emotional distress, and reduced resilience; and (6) political factors associated with political interference, weakened meritocracy, and the influence of governors and parliamentary representatives on organizational decisions. The findings demonstrate that organizational bad luck emerges through the interaction of these six dimensions rather than from individual beliefs alone. Reliability and validity analyses confirmed the robustness of the coding process, with Holsti's coefficients ranging from 0.74 to 0.82 and all CVR and CVI values exceeding accepted thresholds. Discussion and ConclusionThe findings indicate that organizational bad luck constitutes a multidimensional organizational phenomenon rooted in the interaction of cultural, cognitive, managerial, psychological, functional, and political factors rather than an individual cognitive bias. The study extends existing attributional and organizational behavior theories by conceptualizing organizational bad luck as an independent organizational construct shaped by institutional and contextual conditions. Unlike previous research focusing primarily on individual perceptions of luck, this study demonstrates that political interventions, organizational injustice, managerial instability, and dysfunctional organizational culture collectively reinforce fatalistic beliefs and weaken organizational learning, innovation, accountability, and performance. The proposed conceptual model contributes to public administration literature by providing a context-specific framework for understanding organizational bad luck in government organizations. From a practical perspective, the findings suggest that strengthening meritocracy, improving organizational justice, promoting supportive leadership, reducing political interference, and fostering learning-oriented organizational cultures can mitigate fatalistic organizational beliefs and facilitate the transition from organizational helplessness toward organizational responsibility, resilience, and continuous learning.
Modeling
Majid Zamahani; Amin Dadashi; Esmaeel Rostamzadeh Ganji; Atieh Bohrani
Abstract
Purpose: This study aimed to explain the dimensions, components, and key mechanisms of human resource management personalization in Bakhtar Group and to develop a coherent model suited to the petrochemical industry context.Methodology: This qualitative study was conducted within an interpretivist paradigm ...
Read More
Purpose: This study aimed to explain the dimensions, components, and key mechanisms of human resource management personalization in Bakhtar Group and to develop a coherent model suited to the petrochemical industry context.Methodology: This qualitative study was conducted within an interpretivist paradigm using thematic analysis. In terms of purpose, it was an applied-developmental study. Data were collected through in-depth, semi-structured interviews with 15 human resource managers and experts from Bakhtar Group, selected through criterion-based purposive sampling. Data analysis was conducted using the six-phase thematic analysis procedure proposed by Braun and Clarke (2006), with the support of MAXQDA software. Attride-Stirling’s (2001) thematic network framework was used to organize and represent the findings. The trustworthiness of the study was assessed in terms of credibility and transferability, while dependability was examined through intracoder agreement.Findings: The analysis initially generated 215 coding instances, which were consolidated and refined into eight final codes. These codes were organized into four basic themes: data-driven individual decision-making, alignment of individual and organizational goals, structural flexibility, and organizational agility. The basic themes were subsequently integrated into three organizing themes: person-centered management, individual–organization alignment, and organizational macro-level adaptability. At the highest level, these themes converged into the overarching theme of human resource management personalization in Bakhtar Group.Conclusion: The findings indicate that personalizing human resource management in holding-company structures requires alignment between employees’ individual needs and the organization’s broader strategic priorities. The proposed model can serve as a context-sensitive roadmap for improving human capital effectiveness and designing more adaptive HR practices in Bakhtar Group.
Modeling
Mohammad Javad Mahmoudi; Afshin Safahan; Abas Ghaeedrahmat
Abstract
IntroductionHigher education, science, and technology are strategic subsystems of national development in Iran, facing complex, multi-layered challenges (e.g., employability, university–industry gap, brain drain, quality, and knowledge-based economy). These issues require coordinated action across ...
Read More
IntroductionHigher education, science, and technology are strategic subsystems of national development in Iran, facing complex, multi-layered challenges (e.g., employability, university–industry gap, brain drain, quality, and knowledge-based economy). These issues require coordinated action across institutions.The Ministry of Science, Research and Technology (the main executive body) and the Iranian Parliament (with legislative, budgetary, and supervisory powers) are both key players. Yet their relationship remains largely a traditional "supervisor–executor" pattern, where Parliament demands and oversees while the Ministry responds and implements. This reactive model is inadequate for a complex field like higher education, which needs prior consultation, joint deliberation, and institutionalized conflict-resolution mechanisms.The core research problem is the lack of an operational, sustainable model to transform this relationship into a strategic partnership. Without it, interactions stay reactive, case-based, and person-centered, leading to ineffective legislation, institutional mistrust, delays, duplication, and weakened governance.Accordingly, the central question of the present study is: What strategic model can be designed to promote constructive coordination and cooperation between the Ministry of Science, Research and Technology and the Islamic Parliament of Iran in order to improve higher education governance and contribute to national scientific progress? The purpose of the study is to design and initially validate a strategic model for constructive coordination and cooperation between these two key institutions. MethodologyThis study was conducted using a qualitative approach and the method of documentary analysis. The research was exploratory-descriptive in its first stage and design-oriented in its second stage. In the exploratory-descriptive stage, the nature and dimensions of the communication and institutional challenges between the Ministry of Science, Research and Technology and the Islamic Parliament were identified through the review of relevant documents, laws, policy reports, and scholarly literature. In the design-oriented stage, the extracted themes were synthesized with theoretical frameworks in order to formulate a strategic and operational model.The documentary population of the study included all documents, laws, official reports, policy papers, and scientific sources related to the relationship between the executive and legislative branches, higher education governance, science and technology policy, inter-organizational cooperation, conflict management, evidence-informed policy-making, parliamentary scientific advice, and parliamentary technology assessment. Since the research was based on documentary analysis, the “document” was considered the main unit of study and analysis. In this research, a document refers to any official, legal, policy-oriented, or academic text that could contribute to understanding the research problem or designing the proposed model.The sample was selected through purposive and criterion-based sampling. The documents were not selected randomly; rather, they were chosen according to their relevance and informational richness in relation to the research problem. The main inclusion criteria were direct relevance to the topic, credibility of the source, analytical or policy value, relative recency in the case of policy reports, and usefulness for extracting themes related to the cultural-attitudinal, structural-institutional, and process-operational dimensions of the model. Documents that lacked direct relevance, had no clear scientific or institutional credibility, were merely news-based, or contained repetitive content without new analytical value were excluded from the analysis.The selected documents were categorized into several groups: upstream and legal documents such as the Constitution, national vision documents, development plans, and parliamentary regulations; official and policy reports, especially those related to the Parliament Research Center and the Ministry of Science, Research and Technology; domestic academic studies on government–parliament relations, public policy, and higher education governance; and international sources on collaborative governance, inter-organizational cooperation, conflict management, scientific advice to parliament, and parliamentary technology assessment.Data were collected through library and documentary review. The main research instrument was a systematic note-taking form designed to record the source, date, publisher, key content, and the researcher’s analytical interpretation. The data were analyzed using thematic analysis. This process involved repeated reading of documents, initial coding, searching for sub-themes, reviewing and refining themes, naming the final themes, and linking the extracted themes to the theoretical framework. The outputs of thematic analysis formed the basis for the initial design of the proposed model. To evaluate the initial validity of the model, expert review was used. The preliminary version of the model was reviewed by 10 experts selected on the basis of their academic or executive experience in higher education governance, science and technology policy, parliamentary studies, institutional conflict management, or inter-organizational cooperation. The experts assessed the model in terms of the appropriateness of its components, comprehensiveness, internal coherence, feasibility, and compatibility with the legal and institutional context of Iran. Their feedback was categorized and used to revise and strengthen the final model. FindingsThe findings indicate that the optimal strategic model for constructive coordination and cooperation between the Ministry of Science, Research and Technology and the Islamic Parliament should be based on three interconnected pillars: the cultural-attitudinal pillar, the structural-institutional pillar, and the process-operational pillar. These pillars reflect the main themes extracted from documentary analysis and provide a multi-level framework for moving from a reactive and supervisory relationship toward a strategic partnership. The first pillar is the cultural-attitudinal pillar. This pillar refers to the need to transform the mindset governing the relationship between the two institutions. The analysis showed that many communication problems originate not only from legal or structural gaps but also from perceptions, language, distrust, and lack of mutual understanding. Therefore, the model emphasizes trust-building, the creation of a shared language, mutual respect for institutional roles, and recognition of the limitations and capacities of each side. In this pillar, the Parliament should recognize the Ministry as a specialized executive body with technical knowledge, while the Ministry should recognize the Parliament as the representative of public concerns and the holder of legislative and supervisory authority. Joint training programs, dialogue workshops, and a shared ethical communication charter are among the operational actions proposed for strengthening this pillar.The second pillar is the structural-institutional pillar. The study found that the absence of stable institutional mechanisms is one of the main reasons for fragmented, reactive, and person-centered interactions between the two institutions. Therefore, the proposed model includes several permanent or semi-permanent structures. These include a joint coordination committee, a joint secretariat, specialized joint working groups, a shared digital platform, a specialized advisory system, and a structured mechanism for conflict resolution. The joint coordination committee is expected to serve as the strategic center of the model, while the joint secretariat would be responsible for documentation, follow-up, reporting, and continuity. The digital platform would facilitate document sharing, scheduling, consultation, transparency, and possibly future data-based analysis. The specialized advisory system would enable the Parliament to benefit from scientific and technical expertise before legislative decisions are finalized. The third pillar is the process-operational pillar. This pillar concerns the practical procedures through which cooperation can be implemented in daily institutional interactions. The main processes include prior consultation before legislation, transparent and periodic reporting by the Ministry, joint field visits, structured participation of stakeholders, formal media coordination, and a conflict resolution process. The model emphasizes that any major bill or plan related to higher education and science policy should be accompanied by expert review, feasibility assessment, and impact analysis before entering the final legislative process. Transparent reporting is also considered essential for trust-building and accountability. Joint visits to universities, science and technology parks, and knowledge-based firms are proposed to increase shared understanding of real problems and opportunities. In addition to these three pillars, the model includes a continuous improvement cycle. This cycle links the outputs of cooperation-such as better laws, reduced institutional tensions, improved transparency, and enhanced trust—to the revision and strengthening of the model itself. Key performance indicators are proposed for monitoring the implementation of the model, including indicators related to the number and quality of joint meetings, the implementation of prior consultation, stakeholder participation, reporting quality, conflict resolution, and expert satisfaction. Discussion and ConclusionThe proposed model, entitled “Institutional Convergence for Scientific Progress,” seeks to transform the relationship between the Ministry of Science, Research and Technology and the Islamic Parliament from a limited supervisory-executive pattern into a strategic, evidence-based, and constructive partnership. The model does not deny the legal authority of parliamentary oversight or the accountability responsibility of the executive branch. Instead, it attempts to make these legal roles more effective by adding prior consultation, structured dialogue, expert support, transparent reporting, and systematic conflict management. The legal foundation of the model is consistent with the constitutional principles governing the relationship between the executive and legislative branches in Iran. In particular, the model recognizes the independence of powers, the legislative and supervisory role of the Parliament, and the responsibility of the executive branch to coordinate and implement laws. Therefore, strategic cooperation is not presented as a substitute for legal oversight; rather, it is introduced as a mechanism for improving the quality and effectiveness of oversight, legislation, and implementation. The study also shows that domestic literature has addressed various aspects of government–parliament relations, public policy, and higher education governance, but has rarely provided a specific operational model for the relationship between the Ministry of Science, Research and Technology and the Parliament. International literature, especially in collaborative governance, inter-organizational cooperation, conflict management, scientific advice to parliament, and parliamentary technology assessment, offers useful conceptual insights and institutional experiences. However, these frameworks do not provide a ready-made model for the specific legal, political, and institutional context of Iran. Thus, the contribution of this study lies in designing a localized, multi-level, and operational model for the strategic cooperation of these two institutions in the field of science and higher education. The implementation of the model can contribute to better legislation, reduced institutional misunderstandings, greater transparency, improved trust, and stronger collective capacity for addressing complex higher education challenges. However, the model’s practical effectiveness depends on political will, institutional commitment, managerial continuity, and the gradual implementation of pilot projects. Initial steps may include signing a strategic cooperation memorandum, establishing a joint coordination committee, launching a pilot version of the digital platform, implementing prior consultation for selected legislative issues, and developing a joint communication charter. The study has several limitations. It is based mainly on secondary documentary data and does not include in-depth interviews with members of Parliament, senior managers of the Ministry, or other direct stakeholders. In addition, documentary analysis is always exposed to some degree of researcher interpretation, although systematic coding, triangulation of sources, and expert review were used to reduce this limitation. Finally, the proposed model has been designed and initially validated at the expert level, but assessing its real effectiveness requires field implementation and evaluation over time. Overall, the study provides an initial but structured step toward designing a national model of strategic institutional cooperation in science and higher education governance. Future research can test and refine the model through broader expert surveys, interviews with direct stakeholders, and pilot implementation in specific policy areas such as graduate employability, university–industry relations, higher education financing, or the reform of admission and assessment mechanisms.
Modeling
Hossein Kolami; Nader Bahloli; Houshang Taghizadeh
Abstract
Introduction Ethical human resource management (E-HRM) refers to an approach in which ethical principles ...
Read More
Introduction Ethical human resource management (E-HRM) refers to an approach in which ethical principles such as justice, transparency, meritocracy, accountability, responsibility, and organizational support are integrated into human resource policies and practices. In public organizations, E-HRM is particularly important because human resource decisions can affect administrative integrity, public trust, organizational justice, and the quality of public services. This issue is especially relevant to agricultural organizations because they interact with diverse stakeholders, including farmers, rural communities, governmental institutions, and agricultural experts.Despite growing research on ethical human resource management, there is still a need for context-specific models that reflect the characteristics of public agricultural organizations in Iran. Therefore, this study aimed to design a model of ethical human resource management for the Agricultural Jihad Organization of East Azerbaijan Province and identify its main dimensions and components.MethodologyThe theoretical foundation of the study was based on Social Exchange Theory, Organizational Justice Theory, and Stakeholder Theory. Social Exchange Theory emphasizes reciprocity, trust, and organizational support; Organizational Justice Theory highlights fairness and transparency in organizational decisions and procedures; and Stakeholder Theory emphasizes organizational responsibility toward groups affected by organizational activities.Based on these perspectives, justice, transparency, meritocracy, accountability, responsibility, organizational support, and attention to stakeholders were considered the main theoretical foundations of the initial conceptual framework.The study was applied in terms of purpose and qualitative and exploratory in terms of approach and nature. A qualitative approach was appropriate because the research sought to identify and interpret the experiences and perceptions of experts concerning ethical human resource management within a specific organizational context.Data were collected through semi-structured interviews with 17 experts, managers, specialists, and university faculty members who had relevant knowledge and experience in human resource management, organizational management, organizational ethics, and agricultural administration. Participants were selected purposively, with snowball sampling used when necessary. Interviews continued until theoretical saturation was achieved.The interview questions focused on ethical recruitment and selection, training and development, performance appraisal, employee retention, managerial support, organizational barriers, stakeholder participation, continuous improvement, and requirements for implementing E-HRM.Data were analyzed using thematic analysis based on the Attride-Stirling approach. Initially, 652 initial codes were extracted. After reviewing similarities and conceptual overlaps, redundant codes were merged and irrelevant codes were removed. The final analysis resulted in 45 basic themes, 15 organizing themes, and five overarching themes. Credibility was enhanced through expert review, participant validation, and systematic documentation of the analytical process. Findings Ethical-Oriented Recruitment and Selection: This dimension emphasizes meritocracy, transparency, fairness, and competency-based selection, avoidance of discrimination and favoritism, and consideration of ethical and behavioral competencies.Ethical-Oriented Training and Development: This dimension includes educational governance, professional competency development, organizational learning, and ethical and behavioral competency development. The findings indicate that ethical behavior requires continuous learning rather than reliance solely on formal rules.Ethical-Oriented Performance Appraisal: This dimension consists of fairness and transparency in evaluation, assessment of professional competencies, evidence-based appraisal, accountability, and continuous performance improvement.Ethical-Oriented Employee Retention: This dimension includes organizational justice and support, employee empowerment and development, professional growth opportunities, respect, and an ethical and healthy work environment.Requirements for Improvement and Sustainability: This dimension includes managerial and organizational requirements, continuous learning and improvement, stakeholder participation, feedback, knowledge management, environmental adaptation, and future orientation.Thus, the proposed model consists of five overarching themes, 15 organizing themes, and 45 basic themes, indicating that ethical human resource management is a comprehensive process extending across the entire human resource management cycle. Discussion and ConclusionThe findings demonstrate that ethical human resource management cannot be limited to individual ethical behavior or a single HR function. Rather, ethical principles should be integrated into recruitment, training and development, performance appraisal, employee retention, and continuous organizational improvement.The findings concerning ethical recruitment are consistent with previous studies emphasizing meritocracy, fairness, and ethical values in recruitment and managerial appointments. The results regarding ethical training and development support previous research highlighting the importance of education, ethical awareness, and competency development in promoting administrative integrity. The findings on ethical performance appraisal are also consistent with studies emphasizing transparency, justice, and evidence-based evaluation. Regarding employee retention, the findings support research showing the importance of organizational support, fairness, employee development, and work–family considerations. Finally, the emphasis on continuous improvement and sustainability is consistent with recent studies highlighting organizational capacity, ethical leadership, and sustainable HRM in public-sector organizations.Overall, the study concludes that implementing E-HRM in the Agricultural Jihad Organization requires the institutionalization of ethical principles throughout the human resource management cycle. The proposed model can provide a practical framework for improving meritocracy, transparency, justice, accountability, administrative integrity, and the quality of public services. Because the study was qualitative and conducted within a specific organizational and provincial context, the findings should be generalized cautiously. Future studies are recommended to quantitatively test the proposed model, examine it in other provinces and governmental organizations, conduct comparative studies, and investigate its relationship with employee performance, organizational commitment, administrative integrity, job satisfaction, and stakeholder satisfaction.
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 ...
Read More
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
Mehdi Mohammadi
Abstract
This study aimed to identify the antecedents and consequences of organizational silence in Iranian government organizations using a qualitative approach grounded in grounded theory. The research population consisted of managers and employees in Iranian government organizations who had direct experience ...
Read More
This study aimed to identify the antecedents and consequences of organizational silence in Iranian government organizations using a qualitative approach grounded in grounded theory. The research population consisted of managers and employees in Iranian government organizations who had direct experience with organizational silence. Using purposive sampling and theoretical saturation, 19 participants were selected. Data were collected through semi-structured interviews and analyzed using qualitative content analysis (open, axial, and selective coding). In open coding, over 120 initial concepts were extracted and reduced to 82 codes. In axial coding, these were organized into 28 main concepts and 15 sub-categories, ultimately forming a paradigmatic model. Antecedents of organizational silence were identified in five main categories: structural-cultural factors (e.g., rigid hierarchy and closed culture), leadership factors (e.g., toxic leadership and lack of managerial support), individual-psychological factors (fear of rejection, perceived injustice, and burnout), interpersonal factors (conflicts with colleagues and cultural differences), and emerging contextual factors (e.g., post-pandemic pressures and surveillance technologies). Consequences included reduced organizational innovation and productivity, increased deviant behaviors and burnout, weakened organizational commitment, and overall decline in public service performance. Under proper management, some positive outcomes, such as focus on core tasks, were also observed. The findings indicate that organizational silence in Iranian government organizations is more rooted in centralized structures and ineffective leadership than individual factors, potentially creating a vicious cycle. It is recommended that government managers address this through secure channels for expression, authentic leadership training, and participatory digital transformation.
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 ...
Read More
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
Masoud Eslami; Nader Bohlooli; Abbasgholi Sangi Nour Pour; Hosein Emari
Abstract
Introduction Digital transformation has become a fundamental organizational imperative, reshaping ...
Read More
Introduction Digital transformation has become a fundamental organizational imperative, reshaping value creation, human resource management, decision-making, and organizational responses to technological change. The rapid development of technologies such as artificial intelligence, big data, the Internet of Things, cloud computing, blockchain, and extended and virtual reality has increased the need for new forms of leadership. Accordingly, digital transformation leadership extends beyond technology adoption and requires the integration of technology, human resources, organizational culture, processes, and strategic objectives.Human resource management plays a central role in this process because employees are the primary organizational resource through which digital capabilities are developed and implemented. Therefore, human resource managers need to move beyond traditional administrative roles and develop digital competencies, foster innovation and organizational learning, manage resistance to change, and align human capital with digital strategies. Although previous studies have identified digital competencies, strategic vision, digital culture, organizational learning, technological intelligence, customer orientation, and adaptability as important elements of digital leadership, an integrated model specifically addressing digital transformation leadership in human resource management and its relationship with economic productivity in government organizations remains necessary. Accordingly, this study aimed to design a comprehensive model of digital transformation leadership for human resource managers in government organizations and identify its dimensions, components, and indicators.MethodologyThe study was applied in terms of purpose and qualitative in terms of data and employed the systematic/Paradigmatic grounded theory approach. The statistical population in the qualitative phase consisted of experts in management and planning, technology, strategic and economic management, and human resource management who possessed doctoral-level qualifications as well as academic, research, or practical expertise in the field. Using purposive theoretical sampling, 15 experts were selected and interviewed until theoretical saturation was achieved.Semi-structured interviews constituted the principal data-collection instrument. The research process was conducted through several interconnected stages. First, relevant national and international theoretical and empirical studies on digital transformation leadership were extensively reviewed. Subsequently, open coding was conducted to identify the initial concepts and indicators emerging from the literature and expert interviews. Axial coding was then employed to organize and categorize the identified indicators into broader dimensions and components. Selective coding was subsequently conducted to establish relationships among the emerging categories within the paradigmatic grounded theory framework. Additional expert consultation, including in-depth interviews, the Delphi technique, and brainstorming, was used to refine and prioritize the dimensions, components, and indicators until theoretical saturation was reached. The qualitative data were managed using MAXQDA 2020.The validity and credibility of the resulting model were strengthened through triangulation, member checking, prolonged engagement with the data, and conscious control of researcher assumptions and biases. The data were collected over a four-month period, from February to May 2024, and the final model was presented to experts for validation. The dimensions, components, and indicators were subsequently prioritized and revalidated by the experts to ensure the theoretical and practical credibility of the proposed framework. FindingsThe findings resulted in the identification of five major dimensions, 24 components, and 102 indicators constituting the digital transformation leadership model for human resource managers. The model was organized according to the paradigmatic grounded theory structure into causal conditions, contextual conditions, intervening conditions, strategies, and consequences.The causal dimension comprised human capital, digital value capital, digital economy, and digital transformation. Human capital emphasized employees’ skills and expertise, training and development, work experience, motivation and commitment, creativity and innovation, employee well-being, job satisfaction, and turnover. Digital value capital included digital assets, digital knowledge and skills, digital innovation culture, technological infrastructure, and the adoption and use of emerging technologies. The digital economy dimension incorporated e-commerce, digital financial services, sharing-economy platforms, and digital platforms. Digital transformation focused on digital change management, digital learning and development, and digital customer orientation.The contextual dimension consisted of digital culture, digital governance, change management, and leadership styles. These components emphasized the acceptance and adaptation of new technologies, knowledge sharing, transparency and open communication, customer experience, digital policies and regulations, data security and protection, digital risk management, technology governance structures, change-management strategies, employee participation, resistance management, and transformational, servant, participative, and transformational leadership approaches.The intervening dimension included digital communication, digital literacy, foresight, soft skills, and performance indicators. Digital communication incorporated digital communication tools, communication strategies, multichannel communication management, communication analysis, and digital communication culture. Digital literacy encompassed information, media, security and privacy, technological, and analytical literacy. Foresight involved forecasting technological trends, analyzing future scenarios, and strategic planning capabilities. Soft skills included effective communication, critical thinking and problem solving, time management, organization, collaboration, and teamwork. Performance indicators focused on process efficiency, customer satisfaction, product and service quality, and financial returns.The strategic dimension comprised digital roadmapping, talent management, knowledge orientation, meritocracy, organizational transparency, and systems thinking. These components emphasized strategic digital objectives, technology implementation plans, employee training and empowerment, digital talent attraction and development, performance management, knowledge management and sharing, innovation, fair and transparent promotion and decision-making processes, accountability, system integration, digital platform development, stakeholder integration, advanced data analytics, and responsiveness to market and technological changes.Finally, the consequences dimension consisted of organizational and workplace success, smart organization, organizational sustainability, stakeholder experience, and return on investment. These outcomes included employee satisfaction, workplace quality, organizational stability and growth, advanced data analytics, process automation, data-driven decision-making, predictive modeling, machine learning and artificial intelligence, sustainable resource management, social responsibility, financial and economic stability, sustainable innovation, human capital development, customer and employee experience, supplier interaction, direct financial returns, increased productivity, reduced operating costs, and customer value creation. Discussion and ConclusionThe findings demonstrate that digital transformation leadership in human resource management is a multidimensional phenomenon that cannot be reduced to technological competence alone. The proposed model establishes an integrated relationship between human capital, digital capabilities, organizational context, leadership practices, strategic mechanisms, and organizational outcomes. The identification of five dimensions, 24 components, and 102 indicators provides a comprehensive framework for understanding how human resource managers can contribute to digital transformation and, ultimately, organizational productivity.The findings highlight human capital, digital value capital, and the digital economy as fundamental causal conditions. This indicates that successful digital transformation begins with the development and effective utilization of human and digital resources. At the contextual level, digital culture, digital governance, and change management provide the organizational environment required for technological adoption and transformation. Digital communication, digital literacy, and foresight operate as important intervening mechanisms by enabling employees and managers to use digital technologies effectively, communicate across organizational boundaries, and anticipate emerging technological developments. The strategic dimension further demonstrates that digital transformation requires more than technology acquisition. Digital roadmaps, talent management, knowledge orientation, meritocracy, organizational transparency, and systems thinking provide mechanisms through which digital objectives can be translated into organizational practices. These findings are consistent with previous studies cited in the article, particularly regarding the importance of teamwork, technological and human-resource alignment, digital vision, change-management readiness, digital literacy, customer orientation, talent orientation, digital communication, digital strategy, digital infrastructure, digital culture, and organizational structure.The consequences identified in the model also demonstrate the potential contribution of digital transformation leadership to organizational and economic performance. Organizational and workplace success, smart organizational capabilities, sustainability, stakeholder experience, and return on investment represent the principal outcomes of the proposed framework. In particular, increased productivity, reduced operating costs, financial returns, improved employee satisfaction, enhanced workplace quality, sustainable innovation, and improved stakeholder experience indicate how digital transformation leadership can contribute to economic productivity in government organizations.The study therefore concludes that effective digital transformation in government organizations requires human resource managers to assume an integrated leadership role combining technological awareness, strategic thinking, change management, human capital development, digital communication, organizational learning, and foresight. The proposed model provides a structured framework through which government organizations can align human resource practices with digital transformation objectives and create conditions for improved organizational effectiveness and economic productivity. Its principal contribution lies in integrating human-resource leadership with digital transformation and economic productivity within a single grounded framework derived from expert knowledge and validated through an iterative qualitative process.
Modeling
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 ...
Read More
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.
Methodology
The 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.
Findings
The 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 Conclusion
The 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
Farhad Najafi Esfahani; Mohammadreza Mohammady; Mandan Momeni
Abstract
IntroductionThe convergence of digital transformation and urban governance is a critical imperative for contemporary metropolitan management, especially in developing economies aiming to enhance service efficiency and citizen satisfaction. Smart cities signify a paradigm shift from traditional management ...
Read More
IntroductionThe convergence of digital transformation and urban governance is a critical imperative for contemporary metropolitan management, especially in developing economies aiming to enhance service efficiency and citizen satisfaction. Smart cities signify a paradigm shift from traditional management to data-driven, technology-enabled governance, leveraging digital infrastructure to optimize resource allocation and foster sustainable development. However, transitioning to such ecosystems requires a comprehensive architectural framework that integrates technical infrastructure, governance mechanisms, and value-creation processes.Digital Government Architecture (DGA) serves as the foundational blueprint for this transition. Despite growing global interest in smart city initiatives, a significant gap persists in understanding how DGA components interact within specific institutional and cultural contexts—particularly in Middle Eastern megacities like Tehran, where traditional governance structures coexist with rapid technological adoption.Existing literature frequently prioritizes technological dimensions (IoT, big data, cloud computing) while overlooking the governance and value-creation aspects essential for implementation. Furthermore, most conceptual models are derived from Western contexts, often failing to account for the unique regulatory and social landscapes of developing nations. This research addresses these gaps by developing a context-sensitive, Structural-Interpretive Model that explicates the hierarchical relationships and causal pathways of DGA components within the Tehran Municipality. This study moves beyond technology-centric approaches to offer a holistic perspective, providing actionable insights for policymakers and administrators through a causally structured hierarchy.MethodologyThis study adopts a pragmatic paradigm, utilizing a sequential mixed-methods design to analyze the complex socio-technical system of DGA.Phase 1: Qualitative ExplorationThe qualitative phase employed semi-structured interviews to elicit expert insights. Following an actor-protocol approach, 20 specialized managers and senior officials from key municipal divisions (e.g., IT, Urban Planning, Strategic Management) were purposively sampled. Theoretical saturation was achieved at the 20th interview. Transcripts were analyzed using Clarke’s (2006) reflexive thematic analysis in MAXQDA 2020. Inter-coder reliability was confirmed with a Cohen’s kappa of 0.82. The analysis identified 9 overarching themes, 27 organizing themes, and 68 basic themes, categorized into three meta-dimensions: Technical Infrastructure, Governance, and Value Creation.Phase 2: Structural ModelingTo transform qualitative findings into a causal hierarchy, Interpretive Structural Modeling (ISM) was employed. Fifteen senior municipal experts evaluated the pairwise directional influence of the 9 overarching themes using a four-point scale. The ISM procedure involved constructing a Structural Self-Interaction Matrix (SSIM), deriving a Final Reachability Matrix via Boolean logic, and partitioning elements into hierarchical levels based on driving power and dependence. The model was finalized using MATLAB and validated for content and construct coherence through expert review and theoretical alignment.FindingsThe integrated analysis yielded a four-level hierarchical structural model of DGA for smart urban services, revealing distinct causal layers from foundational drivers to ultimate outcomes.Level 4 (Foundational Drivers): Three themes emerged as the deepest structural elements with high driving power and low dependence, serving as the fundamental prerequisites for DGA implementation:1. Urban Digital Regulation: This theme encompasses the legal and regulatory frameworks governing data privacy, digital service standards, interoperability requirements, and accountability mechanisms. Findings indicate that absence of clear regulatory guidelines creates implementation paralysis, as municipal departments hesitate to launch digital services without legal certainty regarding data handling, citizen rights, and liability issues.2. Digital Transformation Governance: This theme captures the organizational structures, leadership commitment, strategic planning processes, and change management capabilities necessary for coordinating digital initiatives across municipal departments. Participants emphasized that fragmented governance—where each department pursues independent digital projects without coordination—leads to duplicated efforts, incompatible systems, and poor citizen experience.3. Urban Digital Technology Architecture: This theme represents the technical infrastructure foundation, including cloud computing platforms, data centers, network connectivity, cybersecurity systems, and integration middleware. Interviewees highlighted that inadequate technical architecture creates bottlenecks that prevent scaling of digital services and integration of data across municipal functions.These foundational drivers exhibit strong causal influence on all higher-level components but are themselves relatively independent of other factors, indicating they must be established early in DGA development and require sustained investment and policy attention.Level 3 (Enabling Mechanisms): Two themes function as critical linkage factors that translate foundational drivers into operational capabilities:1. Digital Participation and Citizen Interaction: This theme encompasses digital channels for citizen engagement (mobile apps, web portals, social media), participatory decision-making platforms, feedback mechanisms, and co-creation processes. Analysis revealed that effective citizen interaction depends on both technical infrastructure (Level 4) and regulatory clarity regarding data use, while simultaneously enabling improved service delivery (Level 2).2. Digital Security and Urban Protection: This theme addresses cybersecurity measures, data protection protocols, system resilience, and privacy safeguards. Participants identified security as a dual concern—both a technical requirement dependent on infrastructure quality and a governance issue requiring clear policies—that directly impacts citizen trust and service adoption rates.These enabling mechanisms exhibit moderate driving power and moderate dependence, serving as bridges between foundational elements and operational outcomes. Their intermediate position indicates they require simultaneous attention to both infrastructure development and service delivery optimization.Level 2 (Operational Outcomes): Two themes represent the direct service delivery results that citizens experience:1. Ease and Speed of Service Delivery: This theme captures service accessibility, transaction simplicity, processing time reduction, and multi-channel availability. Quantitative data from municipal records indicated that digital service implementation reduced average transaction times by 60-75% compared to traditional in-person processes, while citizen satisfaction scores increased by 40% for digitally-delivered services.2. Digital Urban Data Management*: This theme encompasses data collection, storage, analysis, and utilization for decision-making and service personalization. Participants noted that effective data management enables predictive service delivery, proactive problem identification, and evidence-based policy formulation.These operational outcomes exhibit low driving power but high dependence, indicating they result from effective implementation of lower-level components rather than driving further changes themselves.Level 1 (Ultimate Goals): Two themes emerged as the highest-level outcomes representing the ultimate objectives of DGA implementation:1. Sustainability and Continuous Improvement of Urban Services: This theme reflects long-term service quality enhancement, resource efficiency, environmental sustainability, and adaptive capacity. Participants emphasized that digital systems enable continuous monitoring and iterative improvement cycles that were impossible with traditional manual processes.2. Integrated Smart Urban Services Ecosystem: This theme represents the holistic integration of services across municipal functions, creating seamless citizen experiences and optimized resource allocation through data sharing and process coordination.These ultimate goals exhibit very low driving power and very high dependence, confirming their position as end-state outcomes that depend on successful implementation of all lower-level components.Cross-cutting Findings: Several important patterns emerged across the hierarchical structure. First, governance factors (regulation, organizational structures) proved equally important as technical infrastructure, contradicting technology-centric approaches that prioritize hardware and software over institutional arrangements. Second, citizen engagement emerged as a critical mediating factor rather than a final outcome, suggesting that participatory mechanisms must be built into DGA design rather than added after technical implementation. Third, security and privacy concerns pervade all levels, requiring integrated attention rather than treatment as isolated technical issues.Discussion and ConclusionThis research advances the discourse on Digital Government Architecture (DGA) by moving beyond technology-deterministic models. It establishes that governance and value-creation dimensions are as critical as technical infrastructure, offering a nuanced hierarchical structure that captures complex causal pathways and feedback loops-an improvement over traditional, linear taxonomies.The findings demonstrate that Urban Digital Regulation, Digital Transformation Governance, and Urban Digital Technology Architecture act as foundational drivers. Their identification explains the failure of many smart city initiatives that prioritize visible applications over underlying frameworks. Furthermore, the role of Digital Participation and Digital Security as intermediate “linkage factors” indicates that these elements must be developed concurrently with both foundational and operational components. Practically, the study offers a strategic roadmap for Tehran Municipality: prioritizing regulatory and governance reforms is a prerequisite for the successful implementation of citizen-engagement platforms and data-driven management.The study identifies three key drivers of DGA implementation: (1) Leadership commitment, essential for overcoming organizational inertia; (2) Interoperability standards, which prevent data fragmentation; and (3) Citizen trust, generated through transparency and reliable service delivery, which remains the ultimate determinant of value realization.While this model offers significant insights, its focus on Tehran limits its immediate generalizability to vastly different institutional environments. Additionally, the cross-sectional design captures a static snapshot of a dynamic transformation process. Future research should prioritize: (1) large-scale quantitative validation of the structural model, (2) comparative studies across diverse metropolitan contexts to isolate universal patterns, and (3) the integration of citizen-centric perspectives to complement the current expert-driven framework.Successful DGA for smart urban services requires a holistic integration of technical, governance, and value-creation dimensions. For Tehran and similar megacities, this research provides a diagnostic tool to assess architectural maturity and a prescriptive framework to prioritize investments. By establishing foundational drivers-regulation, governance, and infrastructure-before pursuing operational outcomes, municipal administrators can better navigate the transition toward truly smart, citizen-centered urban governance.
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 ...
Read More
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 ...
Read More
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 ...
Read More
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 ...
Read More
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 ...
Read More
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 ...
Read More
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.
