Modeling
Zeinab Salehi Khalaf Badam; Naser Barkhordar; Rashid Zolfaghari Zaafarani
Abstract
Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations ...
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Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations of extreme uncertainty. Transformational leadership is known as a process in which leaders and followers push each other to a higher level of ethics and motivation. Municipalities generally have a strong hierarchical structure and a deep bureaucratic culture. This can be a major obstacle to transformational leadership, as it is difficult to shift decision-making power and encourage bottom-up participation from employees. Resistance from middle managers, who are accustomed to traditional command-and-control styles, can be a major obstacle. Tehran Municipality, as a large and complex organization, plays a vital role in providing public services and managing urban affairs. Sometimes, the lack of active participation of employees in decision-making processes can prevent the organization from fully realizing its potential and providing quality and innovative services to citizens. The purpose of this research was to design a transformational leadership model with a participatory approach for Tehran Municipality employees. MethodologyThe present research method is applied in terms of purpose, descriptive-survey in terms of nature and method, and mixed in terms of method. The statistical population of the research included managers with more than ten years of experience in the field of Tehran municipality management, professors and experts in management and urban services familiar with the subject of transformational leadership in the 22 districts of Tehran municipality. Sampling was carried out using purposive, theoretical, and snowball methods with a total of 15 people until the theoretical saturation stage of data collection. The data collection tool was semi-structured interviews and thematic analysis using structural-interpretive modeling. The qualitative data analysis method was a three-stage coding of basic themes, organizing themes, and overarching themes. Also, for quantitative data, the structural-interpretive modeling method was used with the MICMAC software. In this study, first, using the five initial stages of the content analysis strategy, the components and indicators in the theoretical foundations of transformational leadership are extracted, and after evaluating them using the interview technique and the content analysis method, qualitative analysis and coding of the extracted components and indicators are carried out, and the relevant questions are presented along with the proposed model. To ensure the validity and reliability of the research data, face and content validity were used, and Cronbach's alpha method was used to determine the reliability of the test. FindingsThe findings showed that the transformational leadership model, with an emphasis on the participation of Tehran Municipality employees, consists of 149 codes, 25 basic themes, and 8 organizing themes. The eight main components include creating a shared vision, inspiring motivation, empowering employees, effective interaction and communication, stimulating and influencing, collaborating and thinking together, organizational performance, and virtue ethics. Quantitative results showed that stimulation and influence, employee empowerment, moral and spiritual role models, and creating a shared vision are the most influential and are the underlying components, respectively. It is suggested that the municipality take a step towards achieving organizational goals by creating a fair and transparent recognition and encouragement system for employees. Discussion and ConclusionThe relationships between the components of the model show that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance have a two-way relationship and mutual influence, but the relationship between the other components is one-way. On the other hand, according to the obtained model, it should be acknowledged that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance, which are located at the fifth level, have the greatest impact on other components, and also the component of stimulation and influence, which is located at the first level, receives the greatest impact from other components. The overall results of the research are as follows: Participatory leaders, by creating and promoting a clear and shared vision, define organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go beyond expectations by inspiring and motivating them. This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases the sense of ownership, responsibility, and active participation of employees in decision-making. Emphasis on ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions leads to the promotion of professional ethics, public trust, and organizational sustainability. Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggests that collaborative leaders, by creating and promoting a clear and shared vision, set organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go above and beyond expectations by inspiring and motivating them.This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as by encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases employees' sense of ownership, responsibility, and active participation in decision-making. Emphasizing ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions promotes professional ethics, public trust, and organizational sustainability.Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggestions include holding brainstorming sessions, developing a vision document, recognizing and encouraging, creating growth and development opportunities, delegating authority, providing necessary training, creating communication channels, creating opportunities for exchanging ideas, supporting risk-taking, and forming work teams.
Modeling
somayeh shadmehri; vahid mirzaei; hamed khorasani toroghi
Abstract
is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted ...
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is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted with the aim of discovering the components of passive leadership and examining its effect on employee time theft in education in Bojnourd city. In this study, first, a review of the literature and research background was conducted, and then the semi-structured in-depth interview tool, which is appropriate for qualitative research methods, especially phenomenology, was used. After conducting 18 interviews and reaching the saturation stage of the Claise method; 25 components were identified in the form of 6 general categories under the titles of weakness in decision-making, avoidance of responsibility, indifference to employees, weakness in team supervision and management, weakness in communication, and lack of support for innovation and motivation. In the quantitative phase, 280 people were randomly selected as the sample size based on the Cochran formula. In order to identify the components of passive leadership, a questionnaire designed by the researcher was used, and then its effect on time theft was measured using the 15-question Harold and Ho Time Theft Questionnaire. According to the results obtained, the research hypothesis was accepted and passive leadership has a positive and significant effect on employee time theft
Modeling
hossein ostad hossein; zahra moghimi; maryam bayani
Abstract
Background: This research aims to present a digital governance model Based on Crowdsourcing in National Center of Iran's Cyberspace.Methodology: This research was conducted with a quantitative approach and a developmental goal. First, the dimensions and components of digital governance were identified ...
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Background: This research aims to present a digital governance model Based on Crowdsourcing in National Center of Iran's Cyberspace.Methodology: This research was conducted with a quantitative approach and a developmental goal. First, the dimensions and components of digital governance were identified through a systematic review of scientific sources. Then, using the Delphi technique and the participation of 15 experts, the components were refined and confirmed. In the next stage, the research model was evaluated with structural modeling and artificial neural networks and MATLAB and SmartPLS software were used for data analysis. The statistical population consisted of 690 managers and senior experts of the National Cyberspace Center, consulting firms, and affiliated subsidiaries, who were classified using a random sampling method and the questionnaire was distributed to a sample size of 248 people.Findings: The results showed that the digital governance model with a Crowdsourcing approach is a multidimensional model that includes various dimensions such as digital ecosystem, digital economy, digital infrastructure, legal and regulatory, cultural and social, and Crowdsourcing approach. Conclusion: The results of this study show that the digital governance model with a Crowdsourcing approach not only uses domestic capacities to promote digital governance, but can also act as a local and resistance model for the country.
Modeling
nasim Arbab Shirani; Akbar Etebarian Khorasgani; Reza Ebrahimzadeh Dastjerdi
Abstract
Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that ...
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Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that arises when unethical behaviors or violations of values are observed.Accordingly, the present study aims to explore the pattern of managers’ moral anger in selected branches of state-owned banks in the city of Isfahan. This research is applied–developmental in terms of purpose and was conducted using a qualitative approach and the grounded theory method. To identify the components of the moral anger model, semi-structured interviews were carried out with 15 academic experts and branch managers of state-owned banks through purposive sampling, adhering to the principle of theoretical saturation.Additionally, to examine the fit of the extracted conceptual model, a researcher-made questionnaire based on the qualitative findings was utilized.The validity of the questionnaire was assessed using the content validity ratio, and Content Validity Index and its reliability was evaluated through inter-coder reliability.Data analysis led to the extraction of a set of concepts organized into six categories: causal conditions, the core phenomenon, contextual conditions, intervening conditions, strategies, and consequences. The findings indicate that managers’ moral anger is influenced by a combination of causal conditions such as individual cognitive and psychological characteristics, psychological pressures associated with leadership roles, and interpersonal and intergroup factors. Furthermore, certain structural deficiencies, lack of transparency, and absence of ethical support within the organization act as contextual conditions that contribute to the emergence and intensification of this phenomenon.Moral anger also results in consequences at three levels: individual, interpersonal, and organizational
Modeling
Farhad Sharifi; Karam Khalili; Adel Salavati; Saman Sheikh Esmaeili
Abstract
Objective: This study aimed to design a model for identifying silent protests in governmental organizations, specifically at Ilam University of Medical Sciences.Methods: This applied research utilized a mixed-methods approach (qualitative-quantitative). In the qualitative phase, the meta-synthesis method ...
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Objective: This study aimed to design a model for identifying silent protests in governmental organizations, specifically at Ilam University of Medical Sciences.Methods: This applied research utilized a mixed-methods approach (qualitative-quantitative). In the qualitative phase, the meta-synthesis method was employed, systematically reviewing 41 articles to extract 19 indicators for identifying silent protests. In the quantitative phase, the combined ISM-DEMATEL method was used, and data were collected from 16 experts via a questionnaire to design the final model and determine the relationships and hierarchy among the indicators.Results: The meta-synthesis resulted in 19 key indicators. The DEMATEL analysis structured these indicators into a four-level model. The findings revealed that "Listening to Employee Voice" (C14) is the most influential and foundational indicator, positioned at the base of the model. This indicator directly affects upper levels, which encompass relational factors (e.g., healthy work interactions, charismatic leadership, human relations development) and behavioral manifestations (e.g., organizational commitment, employee satisfaction, fake participation, organizational loneliness).Conclusion: The study presents a hierarchical model that clarifies the causal relationships among factors leading to silent protests. It identifies "Listening to Employee Voice" as the cornerstone for early detection and effective management of such protests. The model provides a practical framework for managers in governmental organizations to proactively address silent protests by focusing on fundamental managerial practices and monitoring key behavioral symptoms.
Modeling
Ali Omidi; ali shariatnejad
Abstract
Objective: Due to the wide scope of the field of management, research in this field has always been associated with many challenges, one of these challenges is the challenge of management research methodology in two important fields, i.e. organizational behavior and human resources. Understanding and ...
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Objective: Due to the wide scope of the field of management, research in this field has always been associated with many challenges, one of these challenges is the challenge of management research methodology in two important fields, i.e. organizational behavior and human resources. Understanding and recognizing this issue will help to develop the knowledge of organizational behavior and human resources. In this research, the Quarterly Journal of Government Organization Management (belonging to Payam Noor University) has been reviewed.Research method: in terms of methodology; In terms of purpose, this research is applied and the research method is qualitative and content analysis type. The statistical population of this research is all the articles in the Quarterly Journal of Government Organizations Management, which were published in the period of 1391 to 1400 for ten years. The number of 196 articles related to the research topic in terms of 9 indicators including; The number of articles published in each year, the field of study of the responsible author and the number of authors, research method, research approach, data collection tools, sampling methods, data analysis method, thematic contribution of the works and geographical distribution were investigated.Findings: The results showed that the statistical population of the researches of this quarterly is mostly on organizational behavior issues (124 cases) which were concentrated in public and Payam Noor universities of Tehran province. Also, articles have been written in the field of human resources (45 cases). Public administration researchers (127 cases) have made a significant contribution to the publication of articles in those two fields.
Modeling
Yazdan Shirmohammadi
Abstract
This qualitative study aims to design and articulate an intelligent digital ecosystem model tailored for the Cultural Heritage, Handicrafts, and Tourism Organization within the Web 4.0 environment. Drawing upon grounded theory methodology, data were collected through in-depth semi-structured interviews ...
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This qualitative study aims to design and articulate an intelligent digital ecosystem model tailored for the Cultural Heritage, Handicrafts, and Tourism Organization within the Web 4.0 environment. Drawing upon grounded theory methodology, data were collected through in-depth semi-structured interviews with 35 senior managers, digital experts, and cultural heritage specialists. The data analysis unfolded through open coding (yielding 185 primary codes), axial coding (identifying 25 key concepts), and selective coding (refining six major categories). The model’s causal conditions include the globalization of Web 4.0, rising customer demands for digital engagement, international competition, the need to digitally safeguard cultural assets, technological disparities, and the growing requirement for digitally skilled personnel. Contextual factors affecting the model’s development encompass limited infrastructure, budgetary constraints, multicultural user expectations, governmental support, and the local innovation ecosystem. At the heart of the model lies the core phenomenon: the formulation of a centralized and intelligent digital ecosystem aligned with Web 4.0 standards—featuring integrated platforms, centralized data governance, and adoption of international benchmarks. Intervening conditions such as managerial competencies, financial-economic policy challenges, organizational dynamics, and workforce readiness shape the strategic response. The proposed strategies include the implementation of augmented reality training, development of smart tourism platforms, partnerships with knowledge-based firms, cybersecurity framework design, AI-enabled chatbot deployment, and attracting external investment. The anticipated outcomes of this intelligent ecosystem include improved user satisfaction, cost-efficiency, enhanced institutional image, new revenue channels, digital documentation of cultural artifacts, and increased organizational transparency. This study contributes a localized, actionable model for intelligent digital transformation within cultural organizations, particularly those operating in emerging economies. Keywords: Smart model, Digital ecosystem, Cultural heritage, Web 4.0, Strategic transformation
Modeling
Rahmatollah Gholipor; Seyed kamal Vaezi; maysam karimi
Abstract
This study aims to develop a comprehensive model for identifying the antecedents, control mechanisms, and mitigative strategies of cyberloafing in Iranian public organizations to enhance productivity and mitigate cyber risks. Prior research highlights a significant gap in culturally tailored strategies ...
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This study aims to develop a comprehensive model for identifying the antecedents, control mechanisms, and mitigative strategies of cyberloafing in Iranian public organizations to enhance productivity and mitigate cyber risks. Prior research highlights a significant gap in culturally tailored strategies for managing cyberloafing in organizational contexts. Employing a qualitative approach with thematic analysis, this study analyzed data from 12 semi-structured interviews with management and psychology experts from organizations such as the Ministry of Industry, Mine and Trade, the National Productivity Organization, the Chamber of Commerce, and universities. The analysis identified three overarching themes: 1) Antecedents of cyberloafing, encompassing individual factors (e.g., lack of motivation, stress, low self-control, burnout, generational digital dependency, workplace loneliness), organizational factors (e.g., weak supervision, poor organizational culture, role ambiguity, lack of reward transparency), and technological factors (e.g., easy internet access, digital triggers); 2) Control mechanisms, including technological tools (e.g., real-time feedback, productivity dashboards, self-regulatory notifications) and organizational policies (e.g., participatory monitoring, transparent guidelines), with challenges such as privacy concerns and implementation weaknesses; 3) Mitigative and preventive strategies, comprising motivation enhancement (e.g., meaningful projects, autonomy, transparent rewards), training (e.g., digital literacy, time and stress management), and organizational culture improvement (e.g., collaborative spaces, transformational leadership, professionalism). Internal digital platforms and social interaction spaces emerged as contextually relevant solutions. Cyberloafing in Iranian organizations is a multifaceted phenomenon driven by individual, organizational, and technological interplay. Effective management requires non-restrictive technological tools and participatory policies, while sustainable reduction hinges on motivation, digital literacy training, and professional culture-building. The proposed model offers practical, context-specific strategies to boost organizational productivity and paves the way for future research on digital behavior management.
Modeling
amir lalisarabi; belal panahi
Abstract
The main goal of this research was to identify the factors affecting the lack of transparency in Tabriz government organizations.This research is fundamental in terms of its nature and its methodology is mixed with a sequential-exploratory approach and it has been done in two parts, qualitative and quantitative. ...
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The main goal of this research was to identify the factors affecting the lack of transparency in Tabriz government organizations.This research is fundamental in terms of its nature and its methodology is mixed with a sequential-exploratory approach and it has been done in two parts, qualitative and quantitative. Qualitative data were collected using interviews with 15 experts who were selected in a purposeful way and were analyzed using the database method and using three stages of open, central and selective coding. Quantitative data were collected by questionnaire and tested using confirmatory factor analysis method and finally the factors affecting the lack of transparency were identified. In the qualitative part of the research, 133 sub-categories were categorized in the form of 51 sub-categories and 6 main categories. The relationships of all research components were confirmed during the structural equation test. The lack of comprehensiveness of the previous research results in the early stages led to the presentation of the initial model based on the researchers' inferences. The reluctance to whistle-blowing among employees and the existence of economic and social crises were chosen as the central categories of the research due to frequent repetition in the process of interviews. the dimensions, the anti-transparency government category had the highest effect on the lack of transparency with a statistic equal to 6.42 and an effect size of 0.88. Identifying the dimensions and components affecting the lack of transparency and providing strategies to prevent the lack of transparency and the consequences of the lack of transparency after the test in the environment of government organizations in a new way is the innovation of the article.
Modeling
MASOUD ghaempanah; Kumars Ahmadi; Adel Salavati; Adel Fatemy
Abstract
Designing antecedent- consequence structure for implementing the 34000 human resources model with emphasis on managers' lived experiencesToday, efficient human resources are the main indicator of an organization's superiority over other organizations, and the emphasis on effective and efficient human ...
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Designing antecedent- consequence structure for implementing the 34000 human resources model with emphasis on managers' lived experiencesToday, efficient human resources are the main indicator of an organization's superiority over other organizations, and the emphasis on effective and efficient human resources in the field of education is increasing. The purpose of the research is to examine the lived experience of managers from implementing the 34000 human resources model. The present study is a descriptive-analytical study, and in terms of method, it is a mixed qualitative-quantitative and exploratory study.The qualitative part is a phenomenological approach that is conducted by interviewing managers with lived experience based on the 34000 model and coding using the ISM-DEMATEL combined method. The statistical population of the quantitative part includes all managers of organizations that used the above model. The statistical sample is 127 people. This model helps the organization to adopt the best human resources practices on a path of excellence.At the same time, it applies total quality management measures in order to continuously improve in a specific area and has a specific approach to organizational transformation and continuously and evolutionaryly follows successive changes. This model ultimately leads to a change in organizational culture. At the same time, it applies total quality management measures in order to continuously improve in a specific area and has a specific approach to organizational transformation.
Modeling
Ali Shariatnejad; Mehran Mesri; Hossein Tbiniyan
Abstract
Introduction Organizational development is an applied, systematic, and continuous system-wide effort ...
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Introduction Organizational development is an applied, systematic, and continuous system-wide effort and process based on behavioral science and, by utilizing its strategies and techniques, creates and directs the cognitive, cultural, and structural changes of the organization's process in a way that ultimately leads to the organization's ability to achieve efficient strategic orientation, creative problem-solving, and effective self-renewal in line with the changes and requirements of the present and future environment in order to ensure and improve the effectiveness and health of the organization. Organizational development is an important part of the sustainability and growth of a business. Organizational development can be implemented by adopting effective leadership, managing employee performance, and designing a transparent process in the business. A development-oriented organization will be referred to as an organization that organizes and integrates all the capacities available in the organization to achieve a desired level of service provision. Municipalities are among the semi-private organizations in which the quality of services provided is of great interest to the public and therefore can have a great impact on citizen satisfaction and public trust. As a result, this research was conducted with the aim of designing a development-oriented organization model in the municipalities of Kurdistan province. Municipalities are so-called semi-governmental organizations whose performance will greatly affect society, and the actions of municipalities will include all citizens. Therefore, if municipalities become capacity-building organizations that have the ability to solve public problems easily and at all levels, they can increase the level of public satisfaction and even public trust. It is no secret that public trust and public satisfaction have declined in recent years, and this model can help to some extent solve these problems through capacity building to address public issues. As a result, the main goal of the research is to identify the factors affecting the expansionism of municipalities in Kurdistan Province.MothodologyThis research is categorized as basic research in terms of its purpose. The nature of the present study is exploratory research and the qualitative research method is based on the Glaser model. In this study, the statistical population was the managers of the municipalities of Kurdistan province and expert professors in the field of management at the university, 20 of whom were selected as samples using purposive sampling. The criteria for selecting interviewees are: 1) Having professional and executive experience 2) Having scientific and specialized knowledge. Descriptive validity was used to determine the validity of the research. In this study, the test-retest and two coders method was used to measure reliability. In the test-retest method, 3 samples were randomly selected from 20 interviews and each of them was coded twice at intervals of ten to thirty days. Data obtained from theoretical studies and interviews were conducted in the form of open coding, selective coding, and axial coding. FindingsThe research findings include 391 key points, 140 open codes (concepts), 56 axial codes (components), and 5 selective codes (dimensions). Research components include designing a program for continuous improvement, creating incentive programs, influencing employee behavior, promoting creativity, flexible management, participatory decision-making, promoting justice, identifying capacity-building opportunities, commitment, efficient leadership, principled division of labor, purposeful management, improving goals, formulating appropriate strategies, strengthening communications, appropriate control tools, integrating the organization, flexible planning, aligning individual and organizational goals, developing human resources, increasing the perception of job satisfaction, team building, increasing practical abilities, increasing communication skills, attracting efficient employees, job security, continuous organizational support, changing employee attitudes, providing employees, strategic human resources plan, deconstructing laws, providing infrastructure, employing risk-taking managers, explaining long-term and short-term goals, networking, explaining perspectives, sustainable development, the emergence of entrepreneurship, removing political and economic obstacles, efficient supervision, flexible structure, meritocracy, promoting accountability, improving performance evaluation, promoting motivation, delegating authority, organizational development, eliminating unnecessary bureaucracy, creating appropriate technology, resolving internal conflicts, transparency, continuous structural reform, establishing order in the organization, institutionalizing culture. Accountability is institutionalizing a culture of change, avoiding sloganeering, creating an attitude towards development, institutionalizing a culture in communications, institutionalizing a culture of a learning organization, institutionalizing a culture of creativity, and promoting a culture of transparency.Discussion and ConclusionThe dimensions of the research include development-oriented management, development-oriented employees, development-oriented policy, development-oriented structure, and development-oriented culture, which were placed in the framework of the Corbin and Strauss model as follows. The main reasons that will cause municipalities to become development-oriented include development-oriented management and development-oriented structure. Also, the factors related to the main causes of municipal expansionism include expansionist policies, the requirements of municipal expansionism including expansionist employees, and the underlying factors of municipal expansionism including development culture. Finally, the most important consequences of municipal expansionism were identified, which include increasing public trust, increasing accountability, and developing municipal human resources.
Modeling
Sara Behzadi; Ali Rajabzadeh Ghatari; Hassan Soltani; Mohsen Jajarmizadeh; Saeed Razeghi
Abstract
Introduction
Over the last few decades, the rapid growth of digital media has profoundly reshaped communication systems, governance structures, and public policy-making processes worldwide. Platforms such as social media networks, messaging applications, and content-sharing infrastructures have evolved ...
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Introduction
Over the last few decades, the rapid growth of digital media has profoundly reshaped communication systems, governance structures, and public policy-making processes worldwide. Platforms such as social media networks, messaging applications, and content-sharing infrastructures have evolved far beyond their initial function as auxiliary communication tools, now serving as influential socio-technical systems capable of shaping public opinion, political participation, administrative transparency, and cultural dynamics (van Dijck et al., 2018). Their pervasive presence in political, cultural, and social life has created both opportunities and challenges for policymakers and public administrators, necessitating the design of adaptive, resilient, and socially responsible governance frameworks.
Globally, countries have responded differently to these challenges. For instance, in Europe, multi-stakeholder governance models emphasize transparency, platform accountability, and citizen participation, while in East Asia, regulatory frameworks often prioritize control over content and national security considerations. These variations highlight the complex interplay between technological innovation, institutional structures, and socio-cultural factors in shaping digital media policies. Understanding these dynamics is crucial for designing policies that balance innovation, public interest, and regulatory effectiveness, particularly in contexts where governance systems are rapidly adapting to technological change.
In contemporary public management, digital media policy-making is increasingly recognized as a multidimensional governance issue, rather than a narrowly defined regulatory task. The proliferation of algorithmic content distribution, data-driven technologies, and platform-mediated interactions has intensified challenges related to accountability, data protection, content moderation, and institutional coordination (Napoli, 2023). Conventional policy instruments, originally designed for stable and predictable media environments, often prove insufficient to navigate the dynamic and interconnected landscape of digital ecosystems.
In Iran, these developments occur within a unique institutional, legal, and cultural framework. Widespread adoption of social media and digital communication technologies has transformed information exchange, civic engagement, and public discourse. Concurrently, digital media policy-making is characterized by centralized governance, fragmented regulatory responsibilities, and evolving interactions among government institutions, private actors, and civil society organizations. This complex environment is marked by uncertainty, contested problem definitions, and competing stakeholder interests, which pose significant challenges to traditional linear policy approaches.
Emerging technologies, such as artificial intelligence, blockchain, and advanced data analytics, further exacerbate this complexity by introducing additional governance challenges, including algorithmic decision-making, platform accountability, and the safeguarding of public values (Yuan et al., 2023). Linear, control-oriented frameworks are increasingly inadequate for addressing such multifaceted issues. Analytical approaches capable of accommodating complexity, multiple stakeholder perspectives, and systemic interactions are therefore essential for developing effective and sustainable digital media policies.
Despite growing scholarly interest in digital media governance, much of the existing literature remains fragmented across disciplines. Legal and regulatory studies tend to focus on compliance, censorship, and platform responsibility, whereas technology-focused research emphasizes innovation, infrastructure, and data management (Flew et al., 2019). While these approaches provide valuable insights, they frequently overlook the interdependencies between technological, institutional, and socio-cultural dimensions of policy-making, which are critical for understanding the holistic functioning of digital media policies.
In Iran, research on digital media policy-making has largely relied on descriptive analyses or normative critiques, with limited attention to methodological frameworks capable of integrating diverse stakeholder perspectives and policy dimensions. Consequently, there exists a significant gap in understanding how digital media policies operate within a broader governance system, and how interactions among infrastructure, content regulation, and institutional arrangements influence policy effectiveness, coherence, and resilience.
Additionally, many existing policy evaluations implicitly assume that policy problems are clearly defined and stable. In reality, digital media policy-making involves ill-structured problems characterized by ambiguity, competing values, and rapidly evolving technologies. These conditions challenge conventional “hard” policy analysis methods that rely on predefined variables, linear causality, and static institutional assumptions (Mingers & White, 2010). Addressing this gap requires interpretive, participatory, and adaptive methodologies that can capture multiple worldviews and accommodate the evolving nature of policy contexts.
This study addresses these challenges by adopting a systems-based analytical framework that integrates Soft Systems Methodology (SSM) with Cognitive Mapping, allowing for a holistic evaluation of digital media policy-making in Iran. This approach enables the identification of causal relationships, stakeholder perceptions, and systemic interactions that are often overlooked in traditional analyses, providing a comprehensive understanding of complex policy environments.
The primary aim of this research is to evaluate digital media policy-making in Iran through a systems-based perspective that reflects the complexity, interdependence, and dynamic interactions of policy domains and governance actors. Instead of focusing solely on performance indicators, the study seeks to explore how policy processes emerge from the interactions among technological infrastructure, content governance, and institutional arrangements, as interpreted by multiple stakeholders.
The study is grounded in the conceptualization of digital media policy-making as a complex adaptive system, where changes in one domain such as infrastructure development, content regulation, or institutional coordination produce cascading effects across other domains, influencing institutional behavior, public trust, and governance outcomes. Accordingly, effective policy-making requires adaptive, learning-oriented approaches that emphasize systemic coherence and stakeholder collaboration rather than isolated interventions. This perspective aligns with contemporary public management theories that prioritize systems thinking, stakeholder engagement, and policy learning as essential components of governance in complex and dynamic environments.
Mothodology
This study employs a qualitative, exploratory research design, with Soft Systems Methodology serving as the primary analytical framework. SSM is particularly suitable for contexts characterized by complexity, uncertainty, and multiple stakeholders, as it emphasizes problem structuring, iterative learning, and the exploration of different worldviews rather than optimization based on predefined objectives (Checkland & Poulter, 2006).
The research process began with an extensive review of peer-reviewed literature on digital media governance, public policy-making, and systems-based approaches, providing a conceptual foundation for identifying key policy challenges and designing subsequent research stages. Semi-structured, in-depth interviews were conducted with fifteen experts in digital media, public administration, communication studies, and policy analysis in Iran. These interviews systematically captured stakeholder perceptions regarding regulatory challenges, institutional roles, and emerging technological trends. The selection of participants ensured diversity in expertise, professional experience, and perspectives, which was crucial for achieving a holistic understanding of the policy environment.
Data derived from the literature review and interviews were systematically coded to identify recurring themes, key concepts, and causal linkages. These elements were organized within the SSM framework to produce a structured representation of the policy situation. Cognitive Mapping was applied as a complementary method to visualize complex interactions, feedback loops, and the perceived interdependencies among stakeholders (Eden & Ackermann, 2013). The integration of Cognitive Mapping into the SSM process enabled the transition from exploratory problem analysis to structured evaluation, allowing for the identification of critical leverage points, systemic dependencies, and potential interventions for enhancing policy coherence and effectiveness.
Findings
The study’s findings indicate that digital media policy-making in Iran is shaped by the interplay of three interrelated dimensions: technological and infrastructural development, content governance, and legal-institutional frameworks.
Infrastructural development emerged as a foundational prerequisite for effective policy-making, affecting platform accessibility, content production capacity, and public engagement. However, findings suggest that infrastructural expansion without corresponding regulatory adaptation may exacerbate governance gaps and increase policy fragmentation, particularly in rapidly evolving digital environments. For instance, the deployment of new digital platforms without adequate oversight can result in unequal access, information silos, and reduced public participation.
Content governance represents a central area of policy tension. Digital media platforms facilitate cultural expression, civic engagement, and information dissemination, yet concerns regarding misinformation, ethical standards, and cultural sensitivities shape regulatory orientations. Overly restrictive content policies may constrain creativity and limit public participation, whereas balanced approaches that combine support for domestic content production with media literacy initiatives promote sustainable, socially responsible policy outcomes (Napoli, 2023).
The legal-institutional dimension mediates interactions between technological infrastructure and content governance. Fragmented institutional responsibilities and outdated legal frameworks limit policymakers’ capacity to address emerging challenges such as data protection, platform accountability, and user rights. Effective governance requires enhanced coordination among governmental bodies, private actors, civil society organizations, and academic institutions (Flew et al., 2019). Cognitive Mapping revealed that stakeholder perceptions of institutional roles significantly affect policy implementation, highlighting the importance of clear role definition and collaborative governance.
Discussion and Conclusion
The results underscore the analytical value of systems-based approaches in evaluating complex digital media policy domains. Conceptualizing policy-making as an interconnected system provides deeper insights into stakeholder interactions, causal mechanisms, and dynamic policy effects often overlooked in conventional analyses.
From a public management perspective, the study suggests that policymakers in Iran should adopt integrated strategies addressing technological, content, and institutional dimensions simultaneously. Improved coordination among regulatory bodies, alignment of legal frameworks with technological developments, and participatory policy design processes that incorporate diverse stakeholder perspectives can reduce policy fragmentation, enhance governance effectiveness, and strengthen policy legitimacy. Adaptive, learning-oriented approaches are essential for addressing complexity, uncertainty, and rapid technological evolution in digital media governance.
This study contributes to the literature on digital media governance and public management by demonstrating the operationalization of a systems-based approach for evaluating complex policy domains. By integrating Soft Systems Methodology with Cognitive Mapping, it provides a structured yet interpretive framework capable of capturing multidimensional, contested, and evolving aspects of digital media policy-making in Iran. The research offers both theoretical and practical insights, guiding scholars and policymakers in enhancing policy coherence, adaptability, and effectiveness within rapidly changing governance environments. The study exemplifies how qualitative systems methodologies can be applied to complex policy evaluations, highlighting the importance of stakeholder engagement, systemic thinking, and iterative learning for effective governance.
Modeling
Hasan Alvedari; Moslem Soleymanpor; Reza Norouzi ajirloo
Abstract
Introduction
Functional behavior is the cornerstone of a positive corporate culture. Behaviors such as mutual respect, effective communication, trustworthiness, and ethical conduct promote a supportive and motivating work environment. This positive atmosphere has a significant impact on employee ...
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Introduction
Functional behavior is the cornerstone of a positive corporate culture. Behaviors such as mutual respect, effective communication, trustworthiness, and ethical conduct promote a supportive and motivating work environment. This positive atmosphere has a significant impact on employee morale, job satisfaction, and commitment. As Schneider (1987) theorized in his famous ASA model (Attract-Select-Attrition), companies attract and retain people with similar characteristics, which means that functional behavior can reinforce itself. A culture characterized by functional behavior reduces toxicity, politics, and turnover, creating a place where people enjoy working. Employees, on the other hand, are the face of the organization to its customers. Functional behaviors such as politeness, empathy, competence, and helpfulness are directly experienced by customers and clients and shape their perception of the brand. Studies in the service industry confirm that employee performance behaviors are important factors in customer satisfaction and loyalty. Positive customer interactions with a high-performing employee can lead to repeat business and generate positive word of mouth. On the other hand, leadership effectiveness depends heavily on employee performance. Managers can implement strategies more effectively when their teams are cooperative, open, and trustworthy. Performance behavior creates a foundation for psychological safety, in which employees feel secure in taking risks and expressing ideas without fear of retaliation. This makes the role of managers less about coercion and more about encouragement and strategic leadership, which increases the overall effectiveness of the leadership structure. The main reason for researching performance behavior is its direct link to business performance. Performance-oriented behaviors, such as task competence, conscientiousness, and exceeding the formal job description, are critical factors for effectiveness. This research enables managers to identify which specific behaviors lead to success and then to train and reward those behaviors. The reason for choosing the topic "Functionalism Model of Employee Behavior from Imam Khamenei's Perspective" is his emphasis on the issue of management and employee behaviors based on Islamic values and jihadi culture and trust in God. This approach causes employees to be more motivated to perform their duties and show better performance in achieving organizational goals. Therefore, given the importance of the present topic and the existence of a research gap, the need to address the present topic was strongly felt.
Mothodology
This study is qualitative in terms of method and fundamental in terms of purpose, and the grounded theory method was used to derive the theory. This theory is designed as a precise and systematic approach to examining individuals and their experiences in relation to a social issue. First, keywords related to the functionalism of employee behavior were searched for using Hadith Encyclopedia software and coded in three steps according to the approach of Strauss and Corbin. In this method, the researcher attempts to develop a theory that explains the process of action and interaction in the subject under study. Strauss and Corbin's paradigm model was used for data analysis, which is based on the identification of the central phenomenon, causal conditions, contextual factors, intervening factors, strategies, consequences, and the relationships between them. According to (Strauss and Corbin, 1998), qualitative data analysis for theory building requires the use of open coding, axial coding, and selective coding. Open coding involves data conception and information analysis so that the data can be classified into specific categories. In the open coding phase, concepts are brought to the surface from the depths of the data. In axial coding, the researcher selects a concept from the series of concepts in the open coding phase as a category and links other synonymous concepts to it through a process until the relationship of other categories to it is finally determined. Other categories include causal conditions, enabling conditions, intervention, strategies, and consequences. This coding is considered crucial because it is carried out around a research category. Selective coding is the main phase of theory formation, in which a theory is developed based on the results of the two previous phases. The scope of the present research covers the books and statements of the Supreme Leader. Using the “Hadith Encyclopedia of Leadership” software, words and concepts related to the functionalism of employee behavior in organizations were extracted and coded using the Strauss and Corbin approach. The sampling method is a theoretical type of sampling based on the idea that, in the research process of collecting information, the researcher should pay attention to where the theory is to be developed. The researcher should choose sampling methods to achieve maximum efficiency. Therefore, statements on the functionalism of employee behavior were extracted from the Hadith encyclopedia on the subject of leadership, and to ensure the theoretical saturation of the data, all statements were conceptualized and categorized. Due to the citation of data from books and statements by the leader, consistency with the Leader's website, the transferability index, and the fact that the Leader is the Supreme Leader and Imam of Muslims for all researchers, as well as the reliability and validity of the Leader's words among scholars, which indicate the reliability of the research. Several experts familiar with management sciences were also consulted for the conceptual interpretation of the Leader's statements, and the concepts extracted from the coding were reviewed and approved.
Findings
Results of open coding: Statements on the functionalism of employee behavior were selected and, after open coding, an initial concept was derived from them, which was reviewed several times and also assessed by several experts in Islamic management and religious studies. Among these, the sense of responsibility of managers and employees was the most frequent topic among the categories, with 140 mentions, indicating the interest of managers in this category. This was followed by initiative and innovation with the most repetitions, showing that in addition to a firm belief in this statement, we must also have a plan and a program for it.In the meantime, the categories resulting from open coding were examined and the axial phenomenon was first determined from the categories obtained. Subsequently, causal, contextual, and intervening conditions were identified, taking into account the relationship of the categories to the central phenomenon. In addition, the axial coding was completed by determining strategies and consequences from other categories. Among the identified categories, the sense of responsibility of the manager and employees with the highest frequency was selected as the central phenomenon (axis) and the relationship of other categories to it was examined. By measuring the relationship of the categories to the central phenomenon and presenting the axis categories and related categories in the form of a model, it is possible to represent the functionalism model of employee behavior from the perspective of the supreme leader.
Based on his statements, a number of cases of initiative and innovation, faith and divine piety, simplicity and avoidance of extravagance, managerial role modeling, fairness and avoidance of discrimination, discipline, positive personality and temperament, on-site presence and direct supervision, creating motivation and self-confidence, and acting on the basis of expertise and commitment as causal factors in the discussion of functionalism. Some factors were selected as contextual factors, such as training and development, selection and recruitment, performance rewards, and fairness in the compensation system from a leadership perspective. Meanwhile, avoiding favoritism and emphasizing spiritual motivations were identified as disruptive factors, while solidarity and teamwork, striving for work, avoiding unnecessary bureaucracy, perseverance and seriousness at work, adherence to professional standards, jihad and revolutionary culture, and order and planning were identified as functionalist strategies. The factors of sincerity and sacrifice on the part of employees, cost savings, adherence to standards, the feeling of being useful, and responsibility and accountability were identified as consequences from the perspective of leadership.
Discussion and Conclusion
An important causal factor is initiative and innovation. This category is also emphasized by the leadership, and from their point of view, innovation has no end but is necessary at every moment. The spirit of creativity, initiative, and innovation in all industries is a principle for the life of the nation and is considered a prerequisite for the country's progress.Another important principle is simplicity. From Ayatollah Khamenei's point of view, simplicity and the avoidance of extravagance are synonymous with a reduction in the tendency toward luxury and a focus on contentment and thrift, which leads to increased efficiency, responsibility, and optimal performance among employees and is a recipe for reforming their consumption habits and social behavior. Another important causal factor is the sincerity and self-sacrifice of employees. The issue of self-sacrifice conceals a greatness that no society can achieve without this important and decisive point. On this basis, sincerity and self-sacrifice are, in Ayatollah Khamenei's view, decisive factors for the development of genuine pragmatism and effective functionalism among employees and form the basis for success at the individual and organizational levels. One of the fundamental factors for the development of functionalist behavior among employees, from the leadership's point of view, is training and development. The training and development of human resources is the cornerstone of pragmatism and functionalism. Training that leads to action creates a force that not only accomplishes the assigned tasks, but also promotes the progress of the respective apparatus and ultimately the progress of the entire country with initiative and creativity. Therefore, investing in practical training and skills that lead to practical and tangible results is one of the main pillars of his view of human resource management. In summary, the views of senior management on the functionalism of employee behavior and the need for the Supreme Leader to pay particular attention to this issue make it clear that the factors influencing the functionalism of employee behavior cannot be ignored. The functional behavior of employees therefore goes far beyond mere compliance with rules. It is a strategic advantage that fundamentally drives performance, creates a culture that attracts and retains talent, builds strong customer relationships, enables leadership, and fosters innovation. It is recommended that companies integrate performance characteristics into their hiring processes by considering the above components and applying these criteria to invest in their most valuable resource: their employees.
Modeling
Zahra Foroutani; Zhila Kiyanfar; Atieh Bohrani
Abstract
Introduction
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational ...
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Introduction
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational secrecy and confidentiality are important mechanisms for protecting valuable and private information in knowledge-based companies. Working on emerging technologies, along with the prominent role of knowledge in the activities of knowledge-based companies, has made organizational confidentiality, protection of intellectual property, and adoption of an appropriate intellectual property strategy an important priority for them. Trade secrets include designs, methods, formulas, processes, and technical know-how that maintain a company's competitive advantage. Protecting these secrets helps maintain a brand, the organization's value, and product development, and is a vital requirement for knowledge-based companies. Therefore, identifying the factors affecting organizational secrecy in these organizations is of utmost importance. Given the importance of this issue, the purpose of this research was to identify the most key, most dependent and most independent factors affecting organizational secrecy and to draw its hierarchical cause-and-effect relationships in knowledge-based companies in Tehran province.
Mothodology
The present study is applied in terms of purpose; exploratory in nature. The data were analyzed through interpretive structural modeling and using MATLAB 9 and MiMac 2 software. The statistical sample was managers and expert experts of 6 knowledge-based companies in Tehran province. Interpretive Structural Modeling (ISM) is an exploratory method for identifying and ranking indicator relationships based on an interpretive paradigm and has five stages. Using this method, it is possible to identify the pattern of causal and complex relationships between a set of factors. Interpretive structural model design (ISM) is a method for examining the effect of each variable on other variables. This method is a type of structural analysis. Its goal is to classify factors and identify relationships between criteria. It is a qualitative-quantitative method that has many applications in various sciences. MICMAC analysis can also be used in this method. This method is included in the multi-criteria decision-making techniques and is suitable for management and social science studies. In Mi'kmaq analysis, factors (variables) are divided into four groups: autonomous, dependent, linked (interacting), and independent. Autonomous factors are factors that have minimal dependency and are relatively separate from the system and have few connections to other elements of the system. Dependent factors are factors that have weak development potential, but are highly dependent on other criteria. Independent factors have low dependence and high directionality; high impact and low impact are characteristics of these variables. Linking factors (connected or connected) are factors that have high power and high guiding power and dependence. The impact and influence of these criteria are very high and any small change in these variables causes fundamental changes in the system. To identify the factors affecting organizational secrecy, first, articles, theses, books, and other related sources were studied and examined using a systematic literature review method. The systematic literature review consisted of five consecutive stages: formulating the research question, applying criteria for inclusion and exclusion of sources, identifying relevant studies, evaluating and selecting the literature, and synthesizing the results. This systematic review, in accordance with the purpose of the research, focused on the main question: What are the factors affecting organizational secrecy? In this stage, 20 sources were identified. Then, the identified articles were evaluated according to their scientific credibility, title, abstract, and content, and finally 15 sources were selected for use in the research. In the next stage, the abstract sections and findings of the selected sources were carefully examined, and in this way, appropriate codes were extracted from each source. After that, the identified codes were reviewed and revised, and while removing duplicate codes and combining and integrating similar codes, 15 final codes were identified as factors affecting organizational secrecy in knowledge-based companies. These identified codes were categorized according to semantic and conceptual commonalities. The output of this process was in the form of three dimensions of individual, organizational, and environmental factors and 15 final codes. After identifying the factors affecting organizational confidentiality and based on these findings, a semi-closed questionnaire was prepared and distributed among 18 managers and experts from six knowledge-based companies located in Tehran province. The purpose of selecting managers and experts in this study was to collect data from individuals who have complete knowledge of the policies, processes, and confidentiality requirements in the organization. Managers, due to their decision-making role and access to strategic information, and expert experts, due to their practical experience and direct exposure to privacy enforcement issues, are considered the best representatives to provide credible and accurate perspectives in this field. The six companies studied were selected based on the official list of knowledge-based companies introduced by the Presidential Vice President for Science and Technology and the Iranian Technology and Innovation Network. The criteria for their selection, in addition to having a knowledge-based certificate, were activity in technological fields and possession of confidential information and sensitive intellectual property, as well as the availability of managers and expert experts to participate in the research. Therefore, the selection of samples was done through purposive sampling method and in accordance with the research objectives. Then, the data were analyzed through interpretive structural modeling using MATLAB 9 and MiMac 2 software. The Lavashe method was used to measure the content validity of the questionnaire, and the test-retest method was used to measure its reliability, and both were confirmed.
Findings
Based on the research findings, 15 variables were identified in the form of 6 levels.
The first level factors include: "bravery", "locus of control", "self-efficacy", and "silence and ignorance". Brave employees perform their duties with care and honesty, and adhere to their commitment to their work and professional principles and ethics. The control center can also be effective in organizational secrecy by creating a safe environment for employees and encouraging them to perform tasks correctly with high creativity. Employees with high self-efficacy work with good quality, share their knowledge and experiences, are aware of the importance of confidentiality and knowledge preservation in the organization, and contribute to the organization in this direction. Also, organizational silence, if timely and reasonable, can be effective in organizational secrecy.
The second-level factors include: "leader-member exchange", "organizational sociability-acceptance", and "transparency-secrecy balance". When leader-member exchange, as interpersonal communication between leaders and their followers in the organization, is of high quality, employees receive more comprehensive support from their supervisors, which in such circumstances provides space for maintaining organizational confidentiality. In socialization, the goal is to maintain core values, including organizational confidentiality, by employees. Regarding the balance between transparency and confidentiality in the organization, it can also be said that if managers and employees of an organization consider transparency as an important principle in their work behaviors in the organization and do not keep necessary information hidden from each other for greater efficiency, it will lead to greater success of the organization; however, a balance must be established between the level of transparency and the level of confidentiality in the organization.
The third level factors include: "Security Monitoring" and "Organizational Resilience". Security monitoring in the organization can support the implementation of various security policies and measures in the organization and ensure the maintenance of the organization's security and confidentiality. Knowledge-based organizations can also increase organizational resilience by being secretive about organizational innovation capabilities.
The fourth level factors include: "organizational support", "concentration of power", and "organizational culture". Support includes communicating with employees, providing resources, and providing necessary training to individuals in the organization. Undoubtedly, providing training and education to employees can increase their awareness of the importance of maintaining and respecting the confidentiality of information. Concentration of power and decision-making authority in organizations can affect organizational confidentiality. However, excessive concentration of power can lead to damage to organizational confidentiality and increase security risks. An effective organizational culture maximizes the values, norms, and dos and don'ts perceived by employees, and in such circumstances, behaviors are directed towards secrecy in the organization.
The fifth level factors include: "Protection of intellectual property" and "Privacy protection". Protecting intellectual property, by creating appropriate infrastructure and policies to preserve and protect intellectual property rights and confidential information, can help increase confidentiality in the organization and prevent access to and misuse of confidential information and intellectual property rights. Privacy also refers to the protection of personal and sensitive information of individuals associated with the organization, and this information includes data about customers, employees, business partners, and other individuals associated with the organization.
The sixth level includes “rules and regulations”. The existence of strong and effective rules and regulations in the organization can help create a culture of confidentiality in the organization. Also, the existence of rules and regulations as a guide to action helps employees avoid inappropriate or unethical behavior in their activities.
The findings also show that environmental factors (laws and regulations, protection of intellectual property and privacy protection) are the most key; Individual factors (bravery, self-efficacy, locus of control, silence, and lack of information) were identified as the most dependent; organizational factors: security monitoring, organizational resilience, organizational support, concentration of power, organizational culture; and environmental factors: protection of intellectual property and laws and regulations were also identified as the most independent factors with the greatest influence and impact and the main driver of the formation of organizational secrecy; so that any action to create and promote secrecy in the organization requires reforms in these factors.
Discussion and Conclusion
The results of this study can be very effective as a basis for managers of knowledge-based companies in the field of organizational secrecy and lead to institutionalization of secrecy and its development at the organizational level. By using the results of this study in identifying the power and influence of each of the factors affecting organizational secrecy, managers of knowledge-based companies can take effective steps to increase the competitiveness and information security coefficient in knowledge-based organizations. Also, the results of this research and the obtained model can provide appropriate direction to training programs in the field of organizational confidentiality in knowledge-based companies and increase the effectiveness of the aforementioned programs. This model can be useful for managers of knowledge-based companies, because it shows them which groups of factors are more fundamental and paying attention to them can pave the way for the development of other factors.
Modeling
Jalil Hashemi; Amirhooshang Nazarpouri; Mohammad Hakkak; Seyed Najmeddin Mousavi
Abstract
Introduction
Organizations are complex social systems in which formal structures, informal relations, and hidden emotions continuously interact. Within these systems, perceived injustice, breaches of psychological contracts, and leadership failures often give rise to deviant responses from employees. ...
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Introduction
Organizations are complex social systems in which formal structures, informal relations, and hidden emotions continuously interact. Within these systems, perceived injustice, breaches of psychological contracts, and leadership failures often give rise to deviant responses from employees. While overt forms of workplace deviance; such as absenteeism, open conflict, or explicit resistance; have been widely studied, covert and subtle retaliatory behaviors remain understudied, despite their significant long-term impact. Among these covert forms, the phenomenon of silent revenge has emerged as a hidden but powerful behavioral response. Silent revenge refers to intentional but covert actions taken by employees to retaliate against perceived organizational mistreatment, unfairness, or neglect, without making these actions directly visible to supervisors or formal systems.
The purpose of this study was to design and explain a grounded theoretical model of silent revenge formation in public organizations. In the specific context of Iranian bureaucratic institutions, where voice channels are limited and hierarchical structures are rigid, employees often perceive that overt protest is risky or ineffective. Consequently, they resort to hidden strategies of retaliation that remain invisible on the surface but gradually erode organizational trust, efficiency, and legitimacy. This research therefore sought to uncover the antecedents, processes, and consequences of silent revenge and to provide a model that both scholars and practitioners can use to better understand and address this concealed threat.
The concept of retaliation in organizations has long been linked to theories of organizational justice, social exchange, and psychological contracts. Equity theory argues that perceived inequities generate pressures to restore balance, while social exchange theory highlights the norm of reciprocity—both positive and negative. When employees perceive breaches in distributive or procedural justice, they may feel compelled to reciprocate in ways that disadvantage the organization. However, existing literature has largely emphasized visible deviance or destructive behaviors such as theft, absenteeism, or overt aggression. Less attention has been paid to subtle, invisible behaviors that employees adopt when formal voice mechanisms are absent or ineffective. Silent revenge fills this gap by explaining how employees retaliate not by openly confronting management but by withdrawing effort, withholding cooperation, manipulating information, or subtly sabotaging organizational processes.
In public organizations, where bureaucratic routines, rigid hierarchies, and opaque procedures prevail, silent revenge can be especially destructive. It erodes the credibility of managerial authority, undermines service quality, and contributes to the erosion of trust between citizens and state institutions. This study thus offers both theoretical and practical significance: it extends organizational deviance literature by theorizing covert retaliation, and it provides public managers with insights into how to detect and mitigate these hidden behaviors.
Methodology
This research employed a qualitative design using grounded theory methodology. Data collection was conducted through semi-structured interviews with a purposive and theoretically selected sample of 16 participants, including human resource managers, frontline employees, experienced observers, and retired senior managers from public organizations in Kurdistan province, Iran. Sampling continued until theoretical saturation was achieved: while saturation was evident after 14 interviews, two additional interviews were conducted to confirm completeness.
The interview protocol included open-ended questions regarding perceptions of unfairness, reactions to managerial behaviors, experiences with conflict or retaliation, and strategies used by employees when they felt powerless to voice concerns. Interviews were transcribed verbatim and analyzed using open, axial, and selective coding procedures. NVivo software was employed to support coding and categorization. Trustworthiness was established through prolonged engagement in the field, member checking, peer debriefing, and the maintenance of reflexive journals. These measures enhanced the credibility, transferability, dependability, and confirmability of the findings.
Findings
The analysis produced a multi-layered model of silent revenge formation consisting of causal factors, contextual conditions, intervening variables, behavioral manifestations, and consequences.
Causal/Antecedent Conditions. Employees described a range of triggers that generated feelings of frustration and injustice, including unfair reward distribution, biased promotions, lack of recognition, prior negative encounters with managers, and the absence of welfare and support systems. These antecedents created emotional tension and a desire for retaliation.
Contextual Conditions. The organizational environment was shown to play a crucial role. Rigid bureaucratic structures, toxic organizational cultures, lack of empathy from leadership, and opaque communication channels limited the possibility of open dialogue. In such settings, employees perceived that overt resistance would not only be ineffective but might also endanger their career security.
Intervening/Moderating Factors. The transition from dissatisfaction to silent revenge was shaped by individual and cultural moderators. Employees with higher emotional sensitivity, lower resilience, or personal economic pressures were more likely to engage in silent revenge. Moreover, socio-cultural norms valuing silence, patience, or indirect resistance reinforced the adoption of covert strategies.
Behavioral Strategies of Silent Revenge. Participants described a variety of tactics, including withholding or distorting information, intentional work slowdowns, reduced quality of output, covert sabotage of resources, spreading rumors to undermine leaders, disengagement from team activities, and undermining managerial authority in subtle ways. Importantly, these behaviors were not random but calculated efforts to retaliate without detection.
Consequences. Silent revenge was shown to produce damaging outcomes at multiple levels. At the individual level, employees experienced burnout, emotional exhaustion, and declining organizational commitment. At the organizational level, consequences included reduced productivity, information breakdowns, declining service quality, and reputational harm. At the societal level, the erosion of trust in public institutions undermined citizen confidence and fostered cynicism toward state governance.
Discussion and Interpretation
The findings extend prior theories of organizational justice, psychological contracts, and organizational silence. While previous studies acknowledged that breaches of fairness can lead to deviance, this study shows that when formal complaint channels are absent, retaliation does not disappear; rather, it takes hidden and less detectable forms.
The model suggests that silent revenge functions as a form of “exit without leaving”-a way for employees to symbolically withdraw while remaining within the organization. This aligns with the literature on “quiet quitting,” but with a more retaliatory orientation. Furthermore, the study highlights the cultural context: in societies where direct confrontation with authority is discouraged, covert retaliation becomes an adaptive response.
By integrating individual, organizational, and cultural factors, the model advances the literature on deviant workplace behavior. It also offers a framework for future research to develop measurement scales, test causal dynamics, and compare cross-cultural differences in silent retaliation.
Practical Implications
The study offers several actionable recommendations for public organizations:
- Strengthening organizational justice: ensuring fairness in reward distribution, transparent promotion systems, and clear procedural guidelines.
- Developing safe voice channels: creating anonymous reporting mechanisms, independent grievance systems, and ombudsperson offices to provide employees with constructive outlets.
- Leadership training: equipping managers with skills in empathy, fair decision-making, and conflict resolution to reduce the likelihood of retaliatory perceptions.
- Early detection systems: using HR analytics and monitoring performance indicators (delays, errors, absenteeism) to identify patterns of silent revenge before escalation.
- Employee support: offering wellness programs, workload management, and professional development to reduce stressors that fuel retaliatory impulses.
Limitations and Future Research
As a qualitative study, the findings are context-specific and not intended for statistical generalization. Future research should develop quantitative instruments to measure silent revenge, conduct large-scale surveys, and employ longitudinal designs to trace the temporal evolution of covert retaliation. Comparative research across sectors and cultural contexts would further validate and refine the model.
This study provides one of the first systematic attempts to conceptualize and empirically model the phenomenon of silent revenge in organizations. By identifying its antecedents, processes, and consequences, the research highlights the hidden ways in which employees retaliate when they feel mistreated but lack safe avenues for voice. For public organizations, recognizing and addressing silent revenge is critical not only for preserving productivity and trust but also for maintaining the legitimacy of state institutions. The grounded theory model and recommendations presented here thus contribute to both academic theory and practical organizational reform.
Modeling
behzad Jafarzadeh Kuchaki; Fatemeh Jafarzadeh; Vajiheh Javani; Fershte Aghajani
Abstract
Introduction In the era of globalization, human societies are rapidly moving toward organizational ...
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Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.Introduction In the era of globalization, human societies are rapidly moving toward organizational structures, with social life increasingly dependent on organizations and institutions. Organizations now serve as main centers of interaction, cooperation, and human progress, bridging individuals, groups, and communities (Miranda-Tapia & Lee Rivera, 2024). However, organizations face unprecedented challenges threatening their survival. Emerging media, advances in information technology, and international standards have fundamentally transformed the organizational environment (Cispe et al., 2024). Flexibility, continuous innovation, and adaptability have become vital for organizational survival and success (Ath & Jacobs, 2023). Organizational management plays a vital role in institutional success through complex processes aimed at achieving efficiency and effectiveness. Key management functions include precise planning, organizing resources, directing employees, and continuous performance control (Tyagur et al., 2023). Managerial personality traits, including extraversion, emotional stability, and conscientiousness, significantly impact organizational performance (Tomasian, 2022; Tallman & Coza, 2024). Large organizations' success depends on managerial competence. Sports organizations are no exception, as the sports industry has become one of the largest global industries pursuing economic, political, cultural, and health goals (Salimi et al., 2019; Ghaedi et al., 2016). Research shows sports managers' productivity is influenced by multiple factors. Effectiveness studies are crucial for diagnosing job competencies (Birkan & Jenkler, 2015), while support and motivation enhance managerial capabilities (Anwar & Boudi, 2018). Technical skills (Asadi et al., 2015; Kachmaz & Serinkan, 2014), personality traits (Demeti & Hoechman, 2022; Akinwal & Oluafami, 2022), and organizational behavior-which impacts productivity by 49.2% (Griffin et al., 2020; Mesgus Asaari et al., 2022)-are essential. Environmental support (Casal et al., 2018), scientific development (Bodowicz-Poyo, 2023), and lifelong learning (Sernito, 2022; Azandi et al., 2022) are also emphasized.The country's sports sector faces a critical shortage of competent managers, causing extensive negative consequences including failure to secure international positions, violation of athletes' rights, and heavy fines (Nodi et al., 2017). Despite this importance, managerial appointments often remain arbitrary and lack scientific criteria. This research aims to provide a comprehensive model for improving sports organization managers' productivity, offering practical solutions to prevent resource waste and create conditions for sustainable sports development. MothodologyThis research employed a mixed-methods (qualitative-quantitative) approach conducted in two phases. In the qualitative phase, thematic analysis was utilized using the Attride-Stirling thematic network approach. After deep and repeated study of texts, initial codes were extracted and classified into three levels: basic themes, organizing themes, and global themes. The data analysis process comprised six fundamental steps: familiarizing with data, initial manual coding, identifying themes, reviewing themes, defining and naming themes, and preparing the final report.The statistical population for the qualitative phase consisted of managers from the Ministry of Sports and National Olympic Committee, provincial directors of Sports and Youth, sports federation managers, provincial sports board presidents, and city-level sports and youth department managers. Although theoretical saturation was achieved at the eleventh interview, interviews continued until the thirteenth participant. To assess validity, approaches proposed by Guba and Lincoln were employed, and a research colleague coded three interview samples, calculating a reliability coefficient of 78%, indicating a satisfactory level of trustworthiness of the findings. In the quantitative phase, the statistical population comprised the same managerial groups from the qualitative section. Based on Hooman's (2005) suggestion requiring 5 to 15 observations per variable in structural equation modeling, the minimum required sample size was estimated at 320 participants (5 × 64). A researcher-made questionnaire extracted from qualitative findings was distributed among the sample, ultimately collecting 350 complete responses. For data analysis, structural equation modeling using the Partial Least Squares (PLS) approach was employed. The selection of PLS was due to its advantages over other covariance-based methods. This method, with its component-based approach, is suitable for non-normal data and enables working with latent variables and describing measurement errors. According to Kempo and Higgins (1995), this method is ideal for data facing issues of multicollinearity, small sample sizes, and non-normal distribution. Questionnaire validity was assessed through examining cross-loadings of items, convergent validity, discriminant validity, and Average Variance Extracted (AVE), while reliability was evaluated using composite reliability and Cronbach's alpha criteria.The PLS-SEM approach provided flexibility in handling complex models with multiple constructs and indicators, making it particularly appropriate for exploratory research aimed at theory development. The method's predictive orientation aligned well with the research objectives of developing a comprehensive productivity model for sports organization managers. Data analysis was conducted systematically, first assessing the measurement model to ensure reliability and validity of constructs, followed by evaluation of the structural model to test hypothesized relationships between variables. This rigorous two-phase methodology combining qualitative depth with quantitative validation ensured robust findings that could inform practical interventions for enhancing managerial productivity in sports organizations. FindingsIn the qualitative phase of the research, data analysis was conducted precisely and systematically using thematic analysis. After collecting interview data, verbal texts were carefully transcribed and converted into written text. During the coding stage, meaning units were systematically extracted from the text and transformed into initial codes. This process led to the identification of 34 basic themes, 15 organizing themes, and 5 global themes. From the thematic analysis of interviews, five main categories were extracted: development of personality traits, development of environmental support, development of organizational behavior, scientific-research development, and development of individual skills.Development of Personality Traits encompassed four sub-themes: managerial personality characteristics, mental and intellectual characteristics, communicative and behavioral characteristics, and motivational and psychological characteristics. This category emphasizes the crucial role of managers' inherent and developed personal attributes in organizational effectiveness.Development of Environmental Support included three sub-themes: motivation and encouragement of managers, job support and security, and development of skills and team spirit. This dimension highlights the importance of creating a supportive organizational environment that enables managers to perform optimally.Development of Organizational Behavior comprised three sub-themes: organizational leadership characteristics, development and promotion of human resources, and employee health and welfare. This category underscores the significance of leadership qualities and attention to human capital in achieving organizational objectives.Scientific-Research Development contained two sub-themes: educational development and academic knowledge, and enhancement of professional and communication skills. This dimension emphasizes the critical role of continuous learning and research in maintaining managerial competence.Development of Individual Skills included three sub-themes: technical and specialized skills, communication and social skills, and managerial skills. This category highlights the diverse skill set required for effective sports management.To verify the findings' validity, approaches proposed by Guba and Lincoln were employed. Subsequently, structural equation modeling based on the Partial Least Squares (PLS) approach was utilized to assess validity and test relationships among identified variables. Statistical analyses demonstrated that the measurement instrument's reliability and validity were at satisfactory levels. Composite reliability above 0.7 and Average Variance Extracted (AVE) greater than 0.5 were calculated for all variables, indicating appropriate composite validity. Additionally, Cronbach's alpha values for all latent variables exceeded the threshold of 0.7, confirming the questionnaire's satisfactory reliability.The results revealed that five different factors have significant impacts on the productivity of sports organization managers. All relationships were significant at the 0.001 level, indicating that all independent variables have considerable effects on managers' productivity. Among the various factors, development of organizational behavior with a path coefficient of 0.428 had the greatest impact on sports organization managers' productivity, underscoring the importance of organizational culture and behavior in enhancing managerial efficiency.Scientific-research development ranked second with a path coefficient of 0.293, emphasizing the role of knowledge and research in improving managerial performance and highlighting the necessity of continuous learning. Development of environmental support, development of individual skills, and development of personality traits showed effects with path coefficients of 0.195, 0.114, and 0.115 respectively. Although these three factors exhibited smaller path coefficients, all factors were statistically significant, indicating that multiple dimensions contribute to improving sports organization managers' productivity. Discussion and ConclusionThis research aimed to provide a comprehensive model for identifying indicators to improve sports organization managers' productivity in the Islamic Republic of Iran. Investigations revealed five key indicators: development of individual skills, organizational behavior development, scientific-research development, personality traits development, and environmental support.Findings demonstrated that developing personality traits is a complex, multidimensional process transforming the entire organizational system. Successful managers possessing responsibility, decisiveness, creativity, high intelligence, and strong communication skills effectively manage sports environment complexities. Risk-taking spirit, humility, extraversion, and intrinsic motivation create innovations and constructive cooperation. These findings align with Demeti and Hoechman (2022) and Akinwal and Oluafami (2022), confirming personality traits' central roles in determining organizational behavior, ethical leadership, and interpersonal relationships. Environmental support development emerged as a strategic approach enhancing managers' productivity through three components: motivation, job support, and team skills development. Creating job security and social-political support reduces job stress and increases self-confidence, consistent with Casal, Vinand, and Robinson (2018). Organizational behavior development focuses on continuous improvement of organizational culture through three components: organizational leadership, human resource development, and employee health and welfare. Gully et al. (2020) identified organizational behavior as vital for management, while Asaari et al. (2020) reported a 49.2% positive impact on organizational productivity. Scientific-research development represents continuous enhancement of specialized knowledge through educational development and participation in specialized courses. This aligns with Bodowicz-Poyo (2023) and Sernito (2021), who emphasize lifelong learning and professional development in knowledge-based economies. Individual skills development focuses on enhancing technical, communication, and managerial capabilities. Azandi et al. (2022) confirmed that targeted training programs improve sports management capacity.It is recommended that sports organizations design comprehensive empowerment programs focusing on these five axes, including specialized training courses, skill-building workshops, continuous performance evaluation, and motivational mechanisms. Managerial appointment mechanisms should shift from arbitrary approaches toward merit-based selection founded on scientific and practical competencies, investing in continuous development of specialized knowledge and managerial skills to enhance productivity and innovation in sports management.
Modeling
hossein gorjipour
Abstract
Introduction
Employees’ psychological security is a key component of occupational health and organizational performance, encompassing a sense of calm, absence of anxiety and worry, and trust in the work environment. It serves as a foundation for increased job satisfaction and employee productivity. ...
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Introduction
Employees’ psychological security is a key component of occupational health and organizational performance, encompassing a sense of calm, absence of anxiety and worry, and trust in the work environment. It serves as a foundation for increased job satisfaction and employee productivity. In today’s complex world, economic instability, rapid social changes, political crises, and work-related pressures threaten individuals’ mental well-being, leading to heightened anxiety, reduced quality of interpersonal relationships, and the emergence of mental health challenges. Research has shown that a lack of psychological security among employees is associated with increased anxiety, depression, lower job satisfaction, and decreased organizational productivity, which not only impacts individual well-being but also disrupts service quality, workplace interactions, and team performance. From an Islamic and rational perspective, mental tranquility and the absence of fear and anxiety, conditioned upon faith and piety, constitute a fundamental requirement for a healthy and successful life. The Qur’an promises psychological security to a faithful society, highlighting the importance of such security for both individuals and communities. Accordingly, integrating religious principles into organizational practices can create psychologically safe work environments, enhance employee well-being, and improve organizational performance. The present study aimed to identify the factors threatening employees’ psychological security in workplace settings and to develop a model for sustainable psychological security grounded in Islamic teachings. This research is significant in two ways: first, scientifically, it enriches the literature on psychological security and organizational management by integrating organizational psychology and religious teachings, providing practical strategies to enhance employees’ mental well-being. Second, in terms of research necessity, prior studies have primarily focused on psychological perspectives, with limited attention to the role of religious teachings; thus, this study fills an important gap by offering an Islamic-based framework. The novelty of this study lies in presenting an integrated model that leverages concepts such as piety, trust in God, patience, and gratitude to promote employees’ psychological security, while situating these principles within the scientific framework of organizational psychology.
The study addresses key questions: which factors threaten employees’ psychological security in workplaces, how Islamic teachings can be applied to enhance psychological security, and what model can be proposed to sustainably improve employees’ mental well-being in organizational settings. The findings of this study can support organizations—particularly those guided by religious principles-in designing psychologically safe work environments, improving employee well-being, enhancing job satisfaction, and boosting overall organizational performance. Moreover, it provides a practical and ethical framework for managing psychological threats, offering actionable insights for promoting holistic employee development.
Methodology
The present study is a qualitative, exploratory, and applied research aimed at identifying psychological threats affecting employees’ psychological security in organizations and developing a model for achieving sustainable psychological security based on Islamic teachings. The qualitative approach was chosen due to the complex and subjective nature of psychological security and the need to gain a deep understanding of employees’ lived experiences. This approach enables the identification of influential factors and the extraction of relevant concepts through direct interaction with participants, thereby providing a foundation for practical solutions. Data were collected through semi-structured interviews with 30 employees working in governmental and non-governmental, non-profit organizations. Participants were selected based on having at least five years of work experience, prior exposure to challenges related to psychological security, and willingness to provide in-depth information on the topic. Interviews continued until theoretical saturation was reached, and data were recorded through detailed note-taking and, in some cases, audio recording with participants’ consent.
The sample included employees from different organizational levels and educational backgrounds to enhance data credibility and comprehensiveness. Data analysis was conducted using qualitative content analysis, including coding, extraction of main and sub-categories, and categorization of psychological threats. Initially, the interview transcripts were coded, and similar concepts were grouped together. Relationships between codes were then examined, leading to the formation of categories based on shared characteristics, with organizing titles assigned to each category. This method allowed for the identification of meaningful patterns, concepts, and categories, enabling the recognition of psychological threats affecting employees and the development of appropriate strategies grounded in Islamic principles. To ensure research validity and reliability, the extracted codes and categories were reviewed by two organizational psychology experts, and findings were also shared with some participants for feedback (participant validation). Inter-coder agreement was applied to assess reliability, and the final categories were confirmed by both the experts and the researcher. Finally, psychological threats were analyzed from the perspective of Islamic teachings, and suitable strategies for managing these threats were identified. These strategies were then integrated into a comprehensive model comprising dimensions, components, and specific indicators, which can assist organizations in creating psychologically safe work environments.
Findings
The analysis of the data revealed that psychological threats in organizational settings can be categorized into five main groups:
Unprofessional managerial behavior: Employees reported that behaviors such as lack of professionalism, favoritism, authoritarian leadership, inconsistent decision-making, and a lack of transparency in management created feelings of insecurity, anxiety, and dissatisfaction in the workplace. Such behaviors not only undermine employees’ trust in management but also cultivate a culture of fear, discouraging employees from freely expressing their opinions or taking initiative. Consequently, this negatively affects organizational performance and reduces employee engagement in improvement processes.
Behavioral and interpersonal risks with colleagues: Conflicts, gossip, unhealthy competition, lack of cooperation, and disrespectful interactions among colleagues were identified as significant sources of stress. These interpersonal challenges reduce team cohesion, increase psychological strain, and create an environment in which employees feel emotionally vulnerable. The effects include decreased collaboration, lower motivation, and diminished quality of workplace interactions.
The nature of the job and work responsibilities: Certain job characteristics, such as high workload, unclear responsibilities, monotonous tasks, and exposure to high-pressure situations, directly contribute to psychological stress. Employees emphasized that the absence of role clarity, organizational support, and recognition intensifies job-related stress and reduces their sense of psychological security.
Personal and internal issues: Individual factors, including emotional vulnerability, unresolved personal conflicts, lack of effective coping strategies, and pre-existing mental health conditions, also influence employees’ psychological security. The findings indicated that personal resilience and stress management skills play a critical role in shaping employees’ perceptions of stability and safety at work, with more resilient employees better able to manage workplace stressors.
Economic concerns and livelihood security: Financial difficulties, job insecurity, and worries related to meeting personal and family needs were among the most significant stressors. Fear of income loss, inadequate compensation, or the possibility of job loss not only reduces work performance but also generates persistent anxiety that affects the overall work environment, undermining motivation and job satisfaction.
Analyzing these threats through the lens of Islamic teachings revealed that ethical and spiritual principles can serve as a strong foundation for mitigating psychological risks in the workplace. Concepts emphasizing professional ethics, respect for human dignity, justice, compassion, and spirituality can help create a secure, supportive, and motivating organizational environment. For instance, promoting ethical leadership, fair treatment of employees, and fostering cooperation and mutual respect in accordance with Islamic values can alleviate stress arising from managerial behaviors and interpersonal conflicts. Additionally, engaging in spiritual practices such as meditation, reflection, prayer, and social support can enhance personal resilience and mitigate the negative effects of internal and economic stressors, enabling employees to operate with greater confidence, stability, and psychological well-being.
Discussion and Conclusion
This study investigated the factors influencing employees’ psychological security in organizations and proposed strategies for its enhancement. The findings revealed that psychological security is affected by multiple interrelated factors, which can be categorized into five main dimensions: unprofessional managerial behaviors, interpersonal and behavioral risks with colleagues, job and organizational ambiguities, personal perceptions and attitudes, and concerns regarding livelihood security. Each of these factors can directly or indirectly lead to anxiety, stress, reduced job satisfaction, and ultimately decreased organizational productivity. The results align with previous research, indicating that professional management, healthy interpersonal relationships, organizational transparency, and psychological support play a significant role in enhancing employees’ psychological security. Moreover, a comparative analysis with Islamic teachings—particularly principles of justice, consultation, employee rights, and managerial guidance in Nahj al-Balagheh — demonstrated that applying these principles can strengthen employees’ sense of security and contribute to the creation of an ethical, supportive, and resilient work environment. Based on the findings, it is recommended that organizations design their managerial frameworks in accordance with ethical and Islamic principles and implement clear evaluation mechanisms, defined career advancement pathways, psychological support programs, and skill development training. Such measures can foster a secure, stable, and constructive organizational environment, ultimately improving employees’ psychological well-being, motivation, organizational commitment, and overall productivity
Modeling
Ramin Iraji Noghondar; Abolfazl Farahani
Abstract
IntroductionThe existence of an Islamic financial literacy measurement tool is important because it can be used to measure an individual's level of financial literacy regarding Islamic financial products or services. One of the government organizations whose performance in the financial and economic ...
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IntroductionThe existence of an Islamic financial literacy measurement tool is important because it can be used to measure an individual's level of financial literacy regarding Islamic financial products or services. One of the government organizations whose performance in the financial and economic field is very important is the sports and youth departments at the provincial level. These organizations are responsible for the construction and construction of open and closed sports facilities in urban and non-urban areas, their equipment and maintenance, financial support for sports clubs and teams, helping to attract sponsors for the development of public sports and championships, implementing and monitoring the ticket sales system for official competitions, earning sustainable income from advertising, and benefiting from the capacity of sports supporters, etc. Therefore, the need for accuracy in the field of financial matters, so as to have the greatest return in accordance with Islamic principles, is very important. On the other hand, the development of a new and integrated multidimensional measure of Islamic financial literacy that is both valid and reliable is an important issue. On the other hand, considering the extent of research in organizational environments, it is necessary to use valid information tools to collect comprehensive information. Therefore, the main purpose of this study is to determine the factor structure of the Islamic financial literacy model in the employees of the sports and youth departments of Khorasan Razavi in order to achieve the desired goals.MothodologyThe research method was descriptive and correlational, and was conducted in the field. The statistical population of the research consisted of all employees of the sports and youth departments of Khorasan Razavi, from whom 254 questionnaires were collected through convenient sampling. In order to collect data, the Islamic financial literacy questionnaire made by Dink et al. (2021) which consisted of 20 questions was used. In order to analyze the data, descriptive indices and statistical tests of Cronbach's alpha coefficient, McDonald's omega coefficient, theta coefficient, Brown's classification, exploratory factor analysis and confirmatory factor analysis were used in SPSS, Lisrel and Stata statistical software.FindingsThe results showed that the questions of the Islamic financial literacy questionnaire explained 64.8% of the total variance. Also, the Islamic financial literacy model has acceptable internal reliability (θ=0.927, Ω=0.902, α=0.899). Based on the relationship and significance level, it was determined that all the relationships indicate the relationship between each component and the concept of Islamic financial literacy. The X2 to df ratio indices are equal to 3.33 and the root mean square error of approximation (RMSEA) is equal to 0.072, so the structural model of the questionnaire has the necessary fit. Also, the indices of NFI=0.97, CFI=0.98, GFI=0.95, AGFI=0.91 and IFI=0.98 confirmed the fit of the structural model of the questionnaire.Discussion and ConclusionThe aim of this study was to analyze the factor structure of the Islamic financial literacy model among employees of sports and youth departments in Khorasan Razavi. The research method was descriptive and correlational, and was conducted in the field. The statistical population of the research consisted of all employees of the sports and youth departments of Khorasan Razavi, from whom 254 questionnaires were collected through convenient sampling. In order to collect data, the Islamic financial literacy questionnaire made by Dink et al. (2021) which consisted of 20 questions was used. In order to analyze the data, descriptive indices and statistical tests of Cronbach's alpha coefficient, McDonald's omega coefficient, theta coefficient, Brown's classification, exploratory factor analysis and confirmatory factor analysis were used in SPSS, Lisrel and Stata statistical software. The results showed the reliability of the questionnaire (θ=0.927, Ω=0.902, α=0.899). Also, all the questions had a significant relationship with the components and could be a good predictor for their factor. Finally, the results showed that the components of financial behavior, financial attitude, financial knowledge, and financial awareness are good predictors of the concept of Islamic financial literacy. Therefore, it is concluded that the Islamic Financial Literacy Questionnaire is a reliable and valid scale that can be used to evaluate the financial performance of organizational employees in the field of Islamic financial literacy and obtain stable and reliable results.
Modeling
Hassan Forati
Abstract
IntroductionGovernance plays a key role in areas such as health, education, infrastructure, capital market regulation, macroeconomic stability, safety net provision, legal system, creation of a good business environment, and environmental protection, all of which are prerequisites and essential features ...
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IntroductionGovernance plays a key role in areas such as health, education, infrastructure, capital market regulation, macroeconomic stability, safety net provision, legal system, creation of a good business environment, and environmental protection, all of which are prerequisites and essential features of a developed economy (Pardehan and Sanyal, 2011). Good governance should be considered as a goal and a process that accelerates growth, equity, and human development potential for people and society (Pardehan and Sanyal, 2011). Good governance is closely linked to economic growth and development, as it enhances the capacity to implement sound policies and manage public resources effectively. Good governance is essential for achieving social justice because it ensures that policies and institutions are responsive to the needs of all citizens, including marginalized groups (Ndidi and Kaus, 2015). Gender justice is a human right and a fundamental prerequisite for economic and social development in a society. Good governance through gender justice and women’s participation can lead to sustainable development. Gender justice involves ensuring equal rights, opportunities and treatment for all genders, addressing discrimination and gender-based violence, and promoting women’s rights as fundamental human rights. This concept emphasizes the importance of gender mainstreaming in governance, which includes the active participation of women in decision-making processes and representation at various levels. Good governance is essential to promote gender justice, as it ensures fair treatment and equal opportunities for all genders. Principles of good governance, such as participation, rule of law, transparency, accountability, consensus and equality, directly support gender justice and provide a framework in which both men and women can participate in decision-making processes and access resources (Karkaba et al., 2017). Attention to women and social justice in governance is essential to reduce the gender gap in the country. And since gender justice is an integral part of good governance, this type of governance refers to the responsiveness of public policies and institutions to the needs of all citizens. Therefore, the country's policies and institutions must represent the interests of women and men, promoting equal access to resources, rights, and voices. Despite numerous studies in the field of governance and gender justice, there are many research gaps regarding indigenous models that are appropriate for Iranian conditions. By presenting a comprehensive and indigenous model for good governance that is consistent with Iran's cultural and social conditions, this research contributes to the scientific community and society by providing solutions to reduce gender inequality and strengthen women's participation.
Mothodology
The research is applied in terms of purpose and is exploratory in nature with a qualitative method. This method was chosen due to the complex and multidimensional nature of the subject to identify relevant indicators and patterns through an in-depth analysis of perspectives and experiences. The analysis approach is based on the content analysis method. Common methods in thematic analysis include format, matrix themes, theme network themes, and comparative analysis, which was used in this study. In the theme network developed by Atride Stirling (2001), themes are classified according to a specific process and in the form of basic, organizing, and overarching themes. The stages of the thematic analysis research based on the Brown and Clarke model (2006) are as follows: This step includes topic selection, research, problem statement, statement of research objectives and questions, selection of research design, determination of scope, community, and sample. The statistical population includes academic experts with experience in the field of good governance and gender justice, as well as activists in the field of women's rights. In selecting the experts, experience, assistant professor status for academic staff, suitability of the field of study, and familiarity with the field of good governance and women's rights were considered criteria. The relevance of this community to the purpose of the study is that these groups, as reliable sources of knowledge and experience, provide the necessary practical and specialized perspectives to identify indicators and design a governance model. For this purpose, 17 experts active in the field of public administration and law, some of whom had political, scientific, educational, and legal careers, were selected purposefully and using the snowball method. In this study, data were collected through semi-structured interviews with 17 experts. From the 15th interview onwards, no new categories were created and theoretical saturation was achieved. In this study, the two-coder agreement method and test-retest reliability were used to measure reliability. To calculate the level of agreement, Cohen's kappa coefficient was used, which was obtained as.74, which indicates acceptable reliability. To examine the validity of the study, in addition to using the researcher's sensitivity strategy in the research process, the findings were provided to 3 academic experts and were approved by them.
Findings
The research results showed that good governance with an approach that focuses on women and gender justice is a complex and multifaceted process that requires comprehensive efforts and cooperation from all sectors of society to implement and realize. Gender justice is one of the main foundations of good governance and means equal rights, opportunities, and resources between women and men. In this study, 131 basic themes were extracted. Then, organizing themes and overarching themes were abstracted according to the basic themes. At this stage, an attempt was made to achieve more abstract themes by reorganizing the basic themes so that researchers can guide them to more comprehensive and central themes. At this stage, 8 organizing themes and 1 overarching theme were identified. Gender justice and equal opportunities in the model of good governance with a gender justice approach include four basic themes of legal, economic, social, and cultural justice. Labor laws, anti-discrimination laws, and an independent and impartial judicial system are the three basic themes of supportive laws and regulations. Transparency and accountability include two basic themes of responding to women's demands and transparency. Participation at different levels of decision-making, participation in the decision-making process, and political participation of women are the three basic themes of women's participation in decision-making and politics in the good governance model with a gender justice approach. Changing attitudes and beliefs in the good governance model includes four basic themes of education and awareness, changing organizational culture, changing attitudes towards the role of women in society, and changing beliefs about women. Creating and developing physical infrastructure and creating and developing economic and administrative infrastructure are the two basic themes of creating appropriate infrastructure. Inter-sectoral cooperation includes six basic themes of providing platforms for cooperation, developing joint work processes, private sector participation, participation of non-governmental organizations, providing joint financial resources, and promoting a culture of cooperation. Continuous monitoring and evaluation includes the themes of strong and efficient monitoring institutions, effective evaluation system, and an effective reporting system.
Discussion and Conclusion
Good governance in Iran with an approach of paying attention to working women and gender justice is governance that seeks to create conditions in which women can participate in all areas of work in accordance with their needs, abilities, and interests, without discrimination, and with equal access to job opportunities. This will enhance the role and status of women in society and government, private, and non-governmental organizations. Based on the first research question, paying attention to women and gender issues in the field of good governance in Iran can be important from several aspects; first, eliminating gender discrimination in laws, regulations, and governance structures can play an important role in achieving social justice. second, women's participation in various political, economic, and social areas can lead to improved governance and policy-making efficiency. third, paying attention to gender issues and creating equal opportunities can play a role in achieving sustainable development and women's empowerment. One of the most important elements for achieving gender justice is the formulation and fair implementation of laws that address equal rights under the law, equal employment opportunities and working conditions, equal pay and benefits, as well as equal social security and welfare for working women. Labor laws should focus on equal rights and benefits for women and men, restrictions on working hours, and protection for working mothers. Responding to women’s demands, especially in the areas of gender discrimination and the wage gap, demonstrates the importance of implementing protective laws to promote gender justice in the workplace. The presence of women at the national, provincial, local levels, and even in non-governmental and private organizations demonstrates the importance of increasing their participation in management and macro-policymaking. Changing attitudes and beliefs is the beating heart of achieving gender justice. Without changing these attitudes, even the best laws and policies cannot fully achieve their goals. The development of physical and economic infrastructure, especially in the areas of public transportation, kindergartens, and health and medical centers, is a vital need to improve women’s living and working conditions. Training and developing women’s skills and creating an equal organizational culture are essential strategies for strengthening women’s position in the labor market. Establishing independent oversight organizations and strong and efficient institutions is one of the first steps in ensuring the effective implementation of policies and programs in the field of women’s rights. These institutions should be able to evaluate and monitor the performance of executive bodies and the implementation of laws and regulations related to gender justice.
Modeling
Saeid Besharti Kivi
Abstract
The present study was conducted with the aim of modeling the ethics-based model of human resource management at Payam Noor University. This research is in the category of applied, quantitative and correlational research. The participants in this study are 352 faculty members of Payam Noor University ...
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The present study was conducted with the aim of modeling the ethics-based model of human resource management at Payam Noor University. This research is in the category of applied, quantitative and correlational research. The participants in this study are 352 faculty members of Payam Noor University who were selected according to the Krejci and Morgan table and using a random cluster sampling method. The data collection tool is a researcher-made questionnaire that was obtained from the qualitative findings of the thesis. In this study, in addition to describing the demographic information of the participants, structural equation modeling and the partial least squares (PLS) method were used in SPSS version 23 and SmartPLS version 3 software at a significance level of 0.05 for data analysis. The results of the study showed that the research model has a good fit and that causal conditions have a positive and significant effect on the functional category (p=0.001) and the functional category, contextual conditions and intervening conditions also have a positive and significant effect on strategies (p=0.001) and finally, strategies also have a positive and significant effect on consequences (p=0.001). Therefore, by applying the ethics-based human resource management model, Payam Noor University can facilitate improving the quality of internal relations, creating a healthy work environment, and maintaining employee trust. This model also helps improve organizational performance, increase employee commitment and reduce unwanted changes.
Modeling
Ali Shariatnejad; Elahe Maneshdavi
Abstract
One of the global phenomena that has existed for a long time with the emergence of early forms of government and is considered an important factor in causing damage to the policies and public interests of organizations is called administrative trader. Therefore, according to the damages caused by the ...
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One of the global phenomena that has existed for a long time with the emergence of early forms of government and is considered an important factor in causing damage to the policies and public interests of organizations is called administrative trader. Therefore, according to the damages caused by the formation of this phenomenon, the present research was conducted with the aim of identifying and analyzing the antecedents and consequences of administrative trader in government organizations using the FCM method. In terms of its purpose, this research is classified as a descriptive survey research. Also, in terms of the type of data collected, it has a mixed nature, and for this reason, in terms of research philosophy, it has a comparative and inductive approach. The statistical population of the research consists of experts including university professors and organizational managers and employees, 20 of them were selected as sample members using the purposeful sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part of the interview and in the quantitative part is a questionnaire, which was examined by the same sample as the previous one in the interview part. The validity and reliability of the tools have been confirmed by using content validity and intra-coder-inter-coder reliability for the interview and content validity and re-test reliability for the questionnaire. In this research, content analysis and coding method was used in qualitative part and fuzzy cognitive map method in quantitative part for data analysis. The research results include identifying and analyzing the antecedents and consequences of administrative trader in government organizations. According to the findings of the research, among the antecedents of administrative trader, the lack of organizational transparency and the inefficiency of supervisory mechanisms are the most important antecedents, and among the identified consequences, the phenomenon of organizational cronyism has been identified as the most important consequence of administrative trader. Considering that in Iran, government organizations constitute a major part of the existing organizations in the society, therefore, identifying and analyzing the antecedents andconsequences of administrative speculation in government organizations can help improve efficiency, transparency and trust in organizations and ultimately lead to the improvement of services provided by the government to citizens.
Modeling
Hamze Farajollahi moghadam
Abstract
The purpose of this research was to analyze the factors affecting the success of executive coaching. Research Methodology: The current research is practical in terms of its purpose and it is classified as exploratory research from the point of view of the method of data collection. In this research, ...
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The purpose of this research was to analyze the factors affecting the success of executive coaching. Research Methodology: The current research is practical in terms of its purpose and it is classified as exploratory research from the point of view of the method of data collection. In this research, in order to collect data, Google Scholar scientific database was used, and in order to analyze the data, traditional content analysis and open, central and selective coding strategy were used. The findings of the research led to the presentation of a model centered on organizational, individual and professional elements. The effectiveness model of the executive coaching department in variuse organisations has three dimensions: individual, organizational and professional; 26 components of ethics, goal orientation, order orientation, action orientation, awareness, awareness, convergence, support orientation, motivation, transparency, holistic orientation, stability orientation, interaction orientation, goal orientation, adaptability, monitoring orientation, positive Thinking, dependence, demographic, effectiveness, preparation, communication, self-improvement, growth orientation and 109 indicators. This study has filled some gaps in executive coaching literature. Unlike many previous studies in this field that have relied solely on the evaluations of the effectiveness of executive coaching, this study identified the set of factors related to the level of the individual, organization, institutional and infrastructural conditions affecting executive coaching and some new constructs such as He has added formal and informal institutions to the literature of coaching in general and executive coaching in particular.
Modeling
abdollah saedi
Abstract
In the mushroom management style, employees are kept in the dark and are only given knowledge and information within the framework of their tasks.. In fact, managers always hoard knowledge and information to protect their own interests and lead employees to isolation. The present study was conducted ...
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In the mushroom management style, employees are kept in the dark and are only given knowledge and information within the framework of their tasks.. In fact, managers always hoard knowledge and information to protect their own interests and lead employees to isolation. The present study was conducted with the aim of designing a mushroom management style model in government organizations.This research is a mixed research (qualitative-quantitative) in the deductive-inductive paradigm and has an applied objective and a descriptive-survey nature. The statistical population in the qualitative and quantitative parts of the research consists of managers of government organizations and university professors, who were selected as samples using the purposive sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is a semi-structured interview, the validity and reliability of which were confirmed using content validity and intra-coder and inter-coder reliability, respectively. On the other hand, in the quantitative part of the research, a researcher-made questionnaire (based on data from the qualitative part) was used to collect data, the validity of which was accepted using content validity and test-retest reliability. By analyzing the data using content analysis and software, the indicators of the mushroom management style in government organizations were identified, including maintaining power and status, poor communication system, lack of employee awareness, hoarding of knowledge, feeling of incompetence, increasing employee dependency, poor performance, conflicting behaviors, trickle-down sharing of knowledge, rumor-spreading, reduced motivation, lack of participation, organizational pessimism, authoritarianism, leaving the service, and reduced organizational credibility. Finally, a model of the mushroom management style in government organizations was designed using a structural-interpretive approach. The results show that reduced organizational credibility, organizational pessimism, leaving the service, and poor performance are the achievements of mushroom management in government organizations.
Modeling
Abdolllah Salehi; Naser Barkhordar; Mohammadreza Daraei; Mahdi Fadaee
Abstract
Inter-organizational cooperation has emerged as a critical challenge for the success of banks within the competitive banking industry. This study aims to identify the components of inter-organizational cooperation within the banking network. A mixed-method approach, combining qualitative and quantitative ...
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Inter-organizational cooperation has emerged as a critical challenge for the success of banks within the competitive banking industry. This study aims to identify the components of inter-organizational cooperation within the banking network. A mixed-method approach, combining qualitative and quantitative methodologies, was employed. The qualitative phase, designed for exploratory purposes, utilized thematic analysis and involved a statistical population comprising banking industry experts, academics, and consultants. The quantitative phase, adopting a developmental-applied orientation, employed a descriptive-survey method and interpretive structural modeling (ISM) to prioritize the factors influencing inter-organizational collaboration. Samples were selected using purposive sampling, with data collected through interviews (for the qualitative phase) and questionnaires (for the quantitative phase). Based on content analysis, the factors and components affecting inter-organizational cooperation in the banking network, specifically at Mehr Iran Gharzolhasaneh Bank, include adherence to ethical-behavioral principles, attention to individual growth, organizational factors, structural-administrative factors, legal-environmental factors, cultural-social factors, political factors, and organizational financial growth. Furthermore, the results from the interpretive structural modeling indicate the prioritization of these factors as follows: organizational financial growth ranks first, attention to individual growth ranks second, adherence to ethical-behavioral principles and organizational factors rank third, and political, structural-administrative, legal-environmental, and cultural-social factors rank fourth. These findings provide strategic insights for banking institutions to leverage cooperation capacities, thereby enhancing their competitive performance.environment.
Modeling
Ebrahim Shiri; Farhad Nejhad Hajali Irani; Jafar Beikzad; Gholamreza Rahimi
Abstract
The development of green behaviors reflects a growing recognition of the strategic role human resources play in advancing green organizations and sustainable branding. Establishing such behaviors requires a supportive context—an enduring concern for organizational leaders. This study aimed to design ...
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The development of green behaviors reflects a growing recognition of the strategic role human resources play in advancing green organizations and sustainable branding. Establishing such behaviors requires a supportive context—an enduring concern for organizational leaders. This study aimed to design and articulate a model of the antecedents and consequences of green human resource management (GHRM) within the framework of sustainable development. Methodologically, the research is applied-developmental in nature and falls under the category of qualitative inquiry. The study's target population comprised experts in human resource management within the Ministry of Energy. Using purposive sampling, snowball techniques, and theoretical saturation, 20 experts were selected to participate. Interview data were analyzed using Strauss and Corbin’s systematic grounded theory approach. The findings revealed that corporate social responsibility serves as a key causal condition in the proposed model. The core phenomenon identified was green human resource management. Within the contextual conditions, the concept of a green organizational culture emerged as central. Individual characteristics were recognized as intervening conditions influencing the process. In terms of strategies, the study highlighted the importance of green support mechanisms and green initiatives. Finally, the consequences of these efforts were reflected in the emergence of efficient green performance as a macro-level outcome.
