Other
Ali Omidi
Abstract
Invisible work refers to essential employee activities that are performed outside of the formal job description and are not recognized or rewarded by the organization. This research aimed to identify and analyze invisible work in government organizations, explain its nature, dimensions, and organizational ...
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Invisible work refers to essential employee activities that are performed outside of the formal job description and are not recognized or rewarded by the organization. This research aimed to identify and analyze invisible work in government organizations, explain its nature, dimensions, and organizational consequences, and provide a conceptual framework for improving human resource management. This applied research was conducted with a mixed exploratory approach and deductive-inductive philosophy. The statistical population consisted of 18 senior managers and human resource managers of government organizations who were selected through purposive sampling based on theoretical saturation. Data were collected in the qualitative part through interviews and in the quantitative part through questionnaires. The validity and reliability of the tools were ensured by content validity and intra-coder reliability for interviews and content validity and test-retest reliability for questionnaires, respectively. Qualitative data were analyzed using content analysis and coding, and quantitative data were analyzed using fuzzy cognitive mapping. The results showed that invisible work is formed under the influence of factors such as organizational valuation, administrative pressures, organizational culture, and informal interactions. On the one hand, invisible work improves productivity and service quality, and on the other hand, if ignored, it increases job burnout and feelings of injustice.
Other
Ahmad Gholipour; seyyedMojtaba Shahraeini
Abstract
امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه ...
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امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.
Other
Layla Asgari; Gholamreza Memarzadeh; Seyed Mahdi Alvani; Abolfazl Kazemi
Abstract
Introduction Intellectual capital has become an important intangible resource in contemporary organizations ...
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Introduction Intellectual capital has become an important intangible resource in contemporary organizations and knowledge-based economies. It has moved beyond an abstract managerial idea and is now widely used to explain value creation, competitive advantage, innovation capability, organizational resilience, and sustainability. In practical terms, intellectual capital refers to knowledge-based resources embedded in human capabilities, organizational routines, relational networks, and systemic structures that enable firms and institutions to create value beyond their tangible assets.The growing attention to intellectual capital reflects the recognition that financial and physical resources alone are no longer sufficient to explain performance in dynamic and technology-intensive environments. Organizations now operate in settings where creativity, learning, adaptability, collaboration, and knowledge integration are decisive. Intellectual capital therefore provides a useful lens for examining how individuals, organizations, sectors, regions, and nations respond to uncertainty and complexity. Prior studies have shown that intellectual capital supports innovation, improves financial and operational performance, strengthens stakeholder relations, and enhances flexibility in volatile markets.Despite this significance, the literature has expanded in fragmented ways. Research has appeared across management, accounting, finance, economics, education, and public administration, but often with a focus on isolated dimensions, specific organizational settings, or limited methods. The result is a broad yet dispersed body of knowledge lacking full conceptual integration. Some studies emphasize measurement and disclosure, while others explore performance, innovation, sustainability, entrepreneurship, or digital transformation. This diversity has enriched the field but has also made it difficult to trace its overall evolution, identify dominant streams, and determine the most important research gaps. To address this need, the present study combines a scoping review with bibliometric analysis to map the intellectual structure of intellectual capital research. The objective is not only to summarize prior work, but also to identify major thematic clusters and reconstruct the historical phases through which the field has developed. In doing so, the study shows how intellectual capital has evolved from early conceptual and measurement-focused discussions into a broader, system-based and ecosystem-oriented field connected to innovation, digitalization, entrepreneurship, sustainability, and national development. The study is grounded in a systems perspective, which is useful for understanding the adaptive and interconnected nature of intellectual capital across multiple levels of analysis. MethodologyThe study followed a systematic and transparent research design with three stages: database selection, keyword formulation, and article screening. Scopus was selected as the main database because of its disciplinary coverage and frequent use in bibliometric and review studies. Since intellectual capital is inherently interdisciplinary, spanning management, accounting, economics, business, and social sciences, Scopus was considered suitable for comprehensive retrieval. The search was applied to article titles, abstracts, and keywords. Because the concept has a wide semantic range, the search strategy included the core term “intellectual capital” together with related expressions such as intangible assets, knowledge capital, knowledge management, and similar terms. The initial search produced 6,568 documents. These records were exported to Excel to support duplicate removal, data organization, and bibliometric preparation. After removing 837 duplicate records, the remaining studies were screened in multiple steps. Titles and abstracts were reviewed for relevance, and articles were excluded if intellectual capital was not a central topic or if they fell outside the core areas of management, accounting, business, and economics. Non-peer-reviewed works were also excluded to preserve scholarly quality and comparability. Following this process, 4,638 articles were removed. In the final stage, 109 peer-reviewed journal articles were retained for analysis. These studies were examined through descriptive analysis, bibliometric mapping, and content analysis. Descriptive analysis identified publication trends and temporal patterns. Bibliometric analysis, conducted using VOSviewer, detected conceptual co-occurrence patterns and thematic clusters. Content analysis was then used to interpret each cluster, identify the main contributions of the literature, and reconstruct the conceptual evolution of the field. This triangulated approach produced a coherent evidence map and enabled the identification of thirteen thematic clusters and five historical phases of development. FindingsThe analysis showed that systematic and review-oriented intellectual capital research began to expand notably after 2005 and accelerated after 2017. Early work focused on defining intellectual capital, identifying its components, and explaining its relevance for competitive advantage. Later studies shifted toward measurement, disclosure, financial and non-financial performance, and strategic management applications. The temporal analysis also revealed the emergence of new themes. Innovation became especially visible from 2017 onward. Big data and digital technologies gained momentum after 2018. Around 2020, the literature expanded into entrepreneurship, ecosystems, sustainability, and green intellectual capital. By 2022 and 2023, green intellectual capital, digital transformation, and artificial intelligence had become increasingly prominent. This pattern suggests that the field is highly responsive to broader economic, technological, and societal change.Bibliometric clustering identified thirteen major research streams: general intellectual capital, components of intellectual capital, intellectual capital and performance/accounting, national and regional intellectual capital, intellectual capital measurement, intellectual capital in the public and non-profit sectors, intellectual capital and business models, intellectual capital disclosure, intellectual capital and innovation, intellectual capital and digitalization, intellectual capital and knowledge, intellectual capital and sustainability, and intellectual capital and entrepreneurship. Several important findings emerged from these clusters. Human capital remained the most stable and foundational component across the literature, confirming its central role in intellectual capital theory. At the same time, structural and relational capital are increasingly being interpreted in relation to organizational learning, digital platforms, networks, and ecosystem-level collaboration. Measurement studies were highly influential, yet they also revealed a lack of standardization in indicators and methods. Although many models have been proposed, no universally accepted framework has emerged, limiting comparability across studies, sectors, and national contexts.The performance-related literature shows a generally positive association between intellectual capital and financial performance, innovation performance, and broader organizational outcomes. However, the strength and form of this relationship vary depending on industry, firm size, institutional environment, and technological intensity. The disclosure literature likewise suggests that intellectual capital disclosure can improve transparency and market valuation, but the absence of shared reporting standards continues to hinder comparability and theoretical coherence. Another major finding is the expansion of intellectual capital research beyond the firm level. Growing attention has been given to public organizations, universities, non-profit institutions, regional systems, and national innovation ecosystems. Intellectual capital is therefore increasingly understood as a systemic and multi-level phenomenon rather than a purely internal organizational resource. At the macro level, national and regional intellectual capital research has become an important subfield focused on competitiveness, wealth creation, policy design, and sustainable development. Emerging topics such as digital transformation, big data, artificial intelligence, green innovation, and sustainability are shaping both the present and future agenda of the field. These developments indicate a shift from conventional views of intellectual capital toward more dynamic, technology-enabled, and sustainability-oriented interpretations. Discussion and ConclusionThe results indicate that intellectual capital has evolved through five broad historical phases. The first phase, associated with the late 1980s through the 1990s and early 2000s, was primarily concerned with conceptual formation. Intellectual capital was introduced as a broad intangible resource underlying competitive advantage, and early models focused on balancing human, structural, and customer-related assets. The second phase, emerging around 2007, emphasized measurement and accounting. Scholars began defining components more precisely and developing metrics for assessing and reporting intangible value.The third phase, becoming more visible around 2015, marked a shift toward organizational application. Research increasingly examined how intellectual capital shapes management practices, leadership, public-sector performance, education, healthcare, and non-profit organizations. The fourth phase, evident from around 2016 to 2018, expanded the lens from organizations to broader ecosystems, including regional, national, and urban systems. Intellectual capital was linked to innovation systems, knowledge transfer, sustainability, and digital transformation. The fifth phase, prominent from 2018 onward, reflects the integration of intellectual capital with entrepreneurship, green innovation, digitalization, knowledge management, and sustainable development.This five-phase model shows that the field has moved from foundational theorizing to a more complex and future-oriented research agenda. Intellectual capital is now understood not only as a source of internal advantage but also as a strategic capacity embedded in networks, institutions, and ecosystems. This shift is especially important in an era defined by digital disruption, environmental pressure, and rising expectations for social responsibility. The findings therefore suggest that the conceptual boundaries of intellectual capital should expand to account for cross-level interactions, technological infrastructures, and sustainability imperatives.The study also reveals persistent limitations in the literature. Despite conceptual progress, the field remains fragmented in definitions, methods, and metrics. Measurement research still lacks a unified framework capable of capturing the complexity of intellectual capital across organizational and macro-level settings. Similarly, the relationships among intellectual capital, innovation, performance, and sustainability are often studied separately rather than as interconnected processes. There is therefore a clear need for integrative models that explain how different forms of intellectual capital interact over time and across contexts.From a theoretical perspective, the systems approach adopted in this study provides an effective way to understand these dynamics. Intellectual capital should be viewed as a living system of interdependent resources that evolves in response to environmental change. Its value depends not only on the quality of individual components but also on the relationships among them and their alignment with broader organizational and institutional goals. This perspective supports a holistic understanding of value creation that includes economic, social, environmental, and technological dimensions.In practical terms, managers and policymakers should adopt integrated approaches to mapping, measuring, and leveraging intellectual capital. Organizations need stronger tools to assess intangible resources, track their development over time, and align them with strategic objectives. Policymakers should also recognize the importance of intellectual capital in national and regional development strategies, especially in relation to digital transformation, innovation policy, and sustainable growth.In conclusion, this study provides a structured map of intellectual capital research and shows that the field has entered a new phase characterized by interdisciplinarity, digitalization, and sustainability. The findings offer a foundation for future research by clarifying the historical evolution of the field, identifying its major thematic streams, and highlighting important research gaps. Future studies should focus on more integrated measurement frameworks, longitudinal and multi-level analyses, and the role of intellectual capital within innovation ecosystems, digital environments, and sustainability-oriented business models. Such efforts will be essential for advancing both the theoretical maturity and practical relevance of intellectual capital research.
Other
amir hatamirok; hosein khaleghi; seyed mostafa haddadi
Abstract
Introduction
Talent attraction has become a critical challenge for government organizations, particularly in contexts characterized by economic pressures, labor-market constraints, and the continuing outflow of highly skilled human capital. In Iran, the persistence of brain drain alongside difficulties ...
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Introduction
Talent attraction has become a critical challenge for government organizations, particularly in contexts characterized by economic pressures, labor-market constraints, and the continuing outflow of highly skilled human capital. In Iran, the persistence of brain drain alongside difficulties in attracting and retaining talented employees highlights a structural challenge for the public sector. Although previous studies have examined employer branding and organizational reputation, much of this literature has focused on private organizations and developed economies, with limited attention to the specific institutional and structural conditions of government organizations in developing and transitional contexts. Moreover, the interaction of welfare, social, motivational, and leadership factors with organizational reputation and credibility in attracting talented individuals has not been sufficiently integrated into a comprehensive framework. Therefore, this study aimed to identify the factors affecting the reputation and credibility of government organizations in attracting talented individuals and to determine the factors that increase job demand and employment among talented human resources. It also sought to develop operational strategies and measurable indicators that could assist policymakers and senior public-sector managers in strengthening organizational attractiveness and addressing the challenge of talent attraction.
Methodology
The study was fundamental in terms of purpose and employed a qualitative research approach using conventional content analysis. Participants consisted of university professors and experts in human resource management and manpower planning in the public sector who were selected through purposive snowball sampling. Data collection continued until theoretical saturation was reached, resulting in 12 participants. Data were collected through exploratory semi-structured interviews based on two main questions and complementary probing questions. Interviews were recorded with participants’ consent, transcribed verbatim, and analyzed through three stages of open, axial, and selective coding. The analysis resulted in 53 initial codes, 28 categories, and four overarching themes. To enhance the trustworthiness of the findings, the criteria of credibility, transferability, dependability, and confirmability proposed by Guba and Lincoln were applied. Member checking, peer examination, direct observation, and researcher engagement with the research context were also used to strengthen the validity of the findings.
Findings
The analysis identified four major themes, 28 categories, and 53 initial codes related to talent attraction in government organizations. The first theme, Welfare Factors, comprised nine categories, including purchasing power, job security, competitive compensation and benefits, payment fairness, performance-based rewards, welfare facilities, and transparency in compensation. The second theme, Social Status Factors, included five categories associated with social prestige, employee personal branding, professional networks, organizational reputation and credibility, and competitiveness of the work environment. The third theme, Motivational-Progress Factors, consisted of nine categories, including innovation, organizational culture, specialized knowledge, professional experience, targeted training, career advancement, individual development, talent development, and employee motivation. The fourth theme, Leadership Factors, comprised five categories emphasizing a stimulating work environment, teamwork, creativity, respect for human dignity and individual rights, and attractive career and promotion opportunities.
A central finding was that organizational reputation and credibility play a pivotal and mediating role in attracting talented individuals. Welfare, social, motivational, and leadership factors affect job demand more effectively when they are perceived through the lens of a reputable and trustworthy organization. Thus, organizational reputation functions as a mechanism through which internal organizational characteristics are transformed into external employer attractiveness.
Discussion and Conclusion
The findings demonstrate that the attraction of talented human resources in government organizations cannot be explained solely by salary, job security, or individual employment benefits. Rather, organizational attractiveness emerges from the interaction of welfare conditions, social status, motivational and developmental opportunities, and leadership practices, with organizational reputation and credibility serving as a central mechanism connecting these factors to talented individuals’ employment preferences. This finding suggests that government organizations seeking to compete for highly skilled human capital should adopt a multidimensional approach that simultaneously improves employee welfare, strengthens organizational reputation, creates meaningful opportunities for professional development, and promotes supportive and participatory leadership.
From a practical perspective, the four identified dimensions can be translated into operational policies and measurable indicators for public-sector organizations. Strengthening compensation and welfare systems, improving organizational reputation, establishing transparent career-development pathways, expanding training and mentoring, supporting innovation and teamwork, and promoting dignity and fairness can enhance the attractiveness of government organizations to talented individuals. Such measures may also contribute to higher employee productivity and retention and, in the longer term, help mitigate the continuing outflow of skilled human capital. The study therefore concludes that organizational reputation and credibility should be regarded as a strategic component of public-sector human resource policy rather than merely as an organizational image-building instrument. Future research may further examine the mediating mechanisms of organizational reputation, its interaction with employer branding, and the role of variables such as age, work experience, specialized knowledge, and foreign-language proficiency across different government organizations.
Other
Ataollah Zarafshan
Abstract
Integrated urban management, as one of the emerging approaches to urban governance, emphasizes coordination among institutions, policies, resources, and stakeholders in urban administration. The aim of this study is to identify and analyze the existing legal capacities for achieving integrated urban ...
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Integrated urban management, as one of the emerging approaches to urban governance, emphasizes coordination among institutions, policies, resources, and stakeholders in urban administration. The aim of this study is to identify and analyze the existing legal capacities for achieving integrated urban management in Iran, focusing on the Municipal Law (1955) and the Law on the Organization, Duties, and Elections of Islamic Councils and the Election of Mayors (1996). The present study adopts a qualitative approach and employs directed content analysis of relevant laws and documents to examine and analyze the existing legal capacities across the main dimensions of integrated urban management. The findings indicate that the examined laws provide considerable capacities in the areas of institutional and structural integration, public participation and accountability, and financial and planning integration. In the institutional dimension, there are provisions for separating policymaking from implementation, strengthening council oversight, and enabling municipalities to manage local affairs. In terms of participation, the laws emphasize the role and involvement of citizens and public oversight; however, specific and binding mechanisms for ensuring effective and sustainable participation remain limited. In the financial and planning dimension, authorities related to budgeting, local revenues, and local charges provide opportunities to strengthen the financial autonomy of urban management. Nevertheless, weak coordination among executive agencies, institutional overlap, centralization, limited participation mechanisms, and misalignment between plans and financial resources have hindered the full realization of integrated urban management. Accordingly, utilizing the existing legal capacities requires the reform and harmonization of relevant laws, strengthening inter-institutional cooperation mechanisms, enhancing public participation, and improving the financial and planning autonomy of urban management.
Other
hamed dehghanan; Zahra Pouramini
Abstract
Introduction In the past decade, the expansion of artificial intelligence (AI) and large language ...
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Introduction In the past decade, the expansion of artificial intelligence (AI) and large language models (LLMs) has brought a fundamental transformation to qualitative research methods and expert-based decision-making processes. The Delphi method, traditionally grounded in the collective judgments of human experts, has entered a new phase of evolution with the advent of AI. The present study aimed to design and validate an AI-based Delphi method while leveraging the imitation game, or Turing test, as a tool to assess the credibility of its outputs. The central question guiding this research was:"How can the Turing test be utilized as a novel approach to evaluate the validity and similarity of AI-based Delphi results compared to traditional human-based Delphi?"This question is particularly significant because researchers engaging with modern language models face a fundamental challenge: whether AI-generated responses can be considered as reliable as human judgments in terms of logic, reasoning, and coherence. This study seeks to provide a well-grounded answer and establish a methodological framework for the combined use of Delphi and AI in applied research contexts. MothodologyThis research is of an applied-developmental nature and was conducted with the objective of validating the AI-based Delphi method through the Turing test. The study population consisted of 30 purposively selected participants, including human resources experts, AI specialists, and independent evaluators, ensuring the data could be examined from human, technical, and impartial judgment perspectives.In prior studies, the AI-based Delphi methodology was comprehensively designed and explained, and in a separate study, it was applied to prioritize the developmental needs of human resources managers in the context of coaching. In the current study, the method is only briefly introduced, and the data derived from previous research serve as input for the Turing test.In the AI-based Delphi process, large language models (ChatGPT, Copilot, and Gemini) acted as virtual experts, responding to research questions and presenting their reasoning explicitly through structured prompts. Subsequently, the outputs of these models were validated using the Turing test. Evaluators engaged in brief dialogues without knowing the source of the responses (human or AI) and were required to determine the nature of the respondent. Responses that could not be confidently distinguished were considered “successful” in the Turing test.Thus, this study represents a continuation of prior research, examining the similarity, coherence, and credibility of AI-based Delphi outputs in a real-world research setting using actual data and the Turing test. FindingsFindings indicated that 56% of participants were female and 44% male, with a mean age of 36 years (range: 27–52) and approximately 72% holding a master’s degree or higher. This diversity of expertise and experience provided a robust basis for analyzing AI model behavior in comparison with human responses. The data employed were secondary sources, comprising results from three rounds of traditional and AI-based Delphi in previous studies by the authors, focused on identifying developmental priorities for human resources managers. These datasets included competency ratings, comparisons between traditional and AI-based approaches, and reliability and validity matrices, with over 85% of the data confirmed as reliable and valid.During the study, key questions were collected from both human and AI sources at each Delphi stage, and evaluators were tasked with distinguishing between human and machine responses, in line with the Turing test framework. Qualitative analysis revealed that AI-generated responses were often so similar to human answers that evaluators struggled to distinguish them, with an overall Turing test success rate of only 23%, indicating that over two-thirds of responses could not be correctly classified. This finding highlights the strong ability of the models to simulate human behavior.Content analysis showed that evaluators primarily relied on cues such as grammatical and stylistic errors, vocabulary diversity, interactive responsiveness, display of emotion and empathy, variation in tone, and references to personal experience—features more prevalent in human responses. In contrast, AI responses were characterized by high linguistic precision, formal structure, uniform tone, accurate and error-free answers, consistent response speed, and absence of personal narratives or experiential examples. Behavioral and linguistic patterns further revealed that participants expected human responses to be more dynamic, personal, and occasionally non-linear, whereas machine responses were predominantly formal, precise, and structured. Discussion and ConclusionThese findings not only confirm the capability of large language models to emulate human-like behavior and response style but also underscore the significance of linguistic, behavioral, and emotional cues in distinguishing between humans and AI. Furthermore, integrating human and AI Delphi data and analyzing evaluator judgments demonstrated that AI models could produce highly coherent responses, logically consistent themes, and alignment with management literature, establishing their effectiveness as tools for analyzing developmental needs of human resources managers.Overall, the results indicate that the AI-based Delphi method, combined with the Turing test, can effectively evaluate the validity and similarity of machine-generated responses to human ones, enabling the production of reliable and credible data in real-world research settings.As the first study to employ the Turing test for evaluating a research methodology, this study demonstrates that AI-based Delphi can generate data that are reliable and highly similar to human responses. The findings show that large language models successfully emulate human behavior and response style, making it challenging for participants to distinguish human from machine responses. This evidence strengthens the credibility of the AI-based Delphi method, suggesting it can serve as an effective research tool without compromising the quality of human-like analysis.Based on the findings, practical recommendations include optimizing the design of Turing test scenarios and criteria to more accurately assess the capabilities of language models, integrating the Delphi method with the Turing test for practical validation of outputs, fully documenting the process and managing potential biases, attending to ethical considerations and data confidentiality, and developing and standardizing prompt-engineering skills for effective interaction with language models. Additionally, potential limitations—such as the influence of participants’ attitudes and experiences, ethical and confidentiality constraints, sensitivity of results to prompt design and model characteristics, limitations in sample diversity and size, and the inability to fully control the knowledge and biases embedded in language models—should be considered in the design and analysis of future studies.These findings provide practical guidance for researchers employing AI-based Delphi methods, enabling the combined use of human and AI collective intelligence with higher accuracy and reliability.
Other
Zeinab Bakhtiari; Abbas Nargesian; Aryan Gholipor; Alireza Fouladi
Abstract
IntroductionConflict is an inevitable interactive phenomenon in organizations, arising from differences in ideas, values, and emotions among individuals or groups. When unmanaged, conflict can lead to detrimental outcomes such as reduced morale, productivity, job satisfaction, organizational commitment, ...
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IntroductionConflict is an inevitable interactive phenomenon in organizations, arising from differences in ideas, values, and emotions among individuals or groups. When unmanaged, conflict can lead to detrimental outcomes such as reduced morale, productivity, job satisfaction, organizational commitment, and employee well-being. Therefore, conflict management is not merely about avoidance or termination, but rather about designing effective strategies to minimize destructive effects while enhancing the constructive functions of conflict for organizational learning and effectiveness. In this context, humor, as a key leadership characteristic and communication tool, plays a vital role in fostering a positive organizational culture, improving group cohesion, enhancing self-efficacy, and reducing stress, anxiety, and burnout. Given these multifaceted benefits, this study aims to systematically review the literature on the role of humor in managing and reducing organizational conflict. MethodologyThis study was conducted with the aim of systematically reviewing published literature on the application of humor in conflict management. To achieve this objective, a systematic review methodology was employed, and a comprehensive search was carried out in the reputable scientific databases Scopus and Web of Science. Ultimately, 40 articles that were fully aligned with the research objectives were selected and analyzed. The systematic review process followed standard stages, including: Step 1: Formulation of the Research ProblemResearch questions determine the overall direction of the review process and serve as a guide for subsequent stages. Like other types of research, review studies require clearly defined and well-formulated research questions. Step 2: Article Search ProtocolKeyword searching is the most common method for identifying relevant literature. Accordingly, keywords must be carefully examined to ensure the selection of terms that generate relevant data. To identify synonyms related to the research keywords, the Thesaurus website was used. In addition, the Connected Papers platform was employed to identify networks of articles relevant to the research topic. Final refinements to the search terms were made based on expert opinions and reviewers’ feedback. Step 3: Search for Scientific SourcesThe quality of a literature review is highly dependent on the quality of the sources collected—“garbage in, garbage out.” A systematic review therefore requires a structured and comprehensive literature search.In this study, the Web of Science and Scopus databases were used to collect relevant sources. The criteria for article selection included topical relevance, year of publication, and indexing in the aforementioned databases. The findings of this study were extracted exclusively from these sources. Step 4: Selection and Screening of SourcesIn this study, the search and selection process was conducted in several stages. Initially, 3,643 potentially relevant articles were retrieved from the databases. In the first screening stage, 97 records were identified as eligible based on title, abstract, and keywords. After full-text review, 51 articles were excluded due to lack of relevance to the topic of “the application of humor in conflict management,” and 6 articles were removed due to duplication. Ultimately, 40 articles that directly addressed the research questions and were closely aligned with the study’s focus were retained for final analysis. Step 5: Quality Assessment of Final Articles (Concise Version)To evaluate the quality of the selected studies, the standardized CASP checklist was used. This tool includes 10 key criteria, and each article was scored on a scale from 0 to 20. A score above 14 was considered the threshold for inclusion. The results indicated that all 40 final articles met the required quality standards and were deemed suitable for the study. Step 6: Data ExtractionThe information required to answer the research questions was collected during this stage. Data extraction was carried out using a structured data extraction form that included general characteristics of each article—such as title, objectives, methodology, and key findings. In addition, variables directly related to the research questions were carefully extracted from the selected studies. Step 7: Data AnalysisFollowing initial coding and data compilation, higher-level analysis was conducted. During this phase, codes were examined and integrated to identify overarching themes. Some codes were excluded if they did not fit into any theme. Through iterative review and refinement, themes were developed to be sufficiently precise, distinct, non-overlapping, and comprehensive, enabling them to capture a broad range of ideas across the data. This process resulted in the reduction of data into a manageable set of core themes that represent the essence of the original texts. Finally, themes were grouped based on data content and, where appropriate, theoretical foundations. Step 8: Reporting the FindingsIn this final stage, the findings derived from the systematic review of the selected articles are presented. First, descriptive results of the literature review are reported, followed by a coherent presentation of the findings obtained through thematic analysis. FindingsThe findings indicate that the application of humor in conflict management is influenced by a set of contextual factors, including individual characteristics of actors, organizational structure and culture, and the nature of the conflict situation. Moreover, different types of humor (constructive and destructive), speaker–listener positioning, and intervention mechanisms such as discursive and behavioral techniques as well as face management play a decisive role in shaping the organizational outcomes of this strategy, which are discussed below. Context and Background FactorsCharacteristics of the actors: Age, work experience, gender, and racial similarity or employees’ backgrounds influence the perception and effectiveness of humor. Individual differences can lead to divergent interpretations of humor in conflict management. Organizational structure and culture: Organizational climate, leadership style, culture, power distance, workplace norms, repetition of jokes in inappropriate situations, initiating humor with powerful individuals, power relations, social power dynamics, humor as a tool for challenging authority, Confucian values of harmony and hierarchy, and leader–member exchange quality all determine how humor is received, interpreted, and how it affects conflict management. Characteristics of the conflict situation: The intensity and seriousness of the conflict play a crucial role in determining the effectiveness of humor in conflict management. Anatomy of Humorous BehaviorConstructive forms of humor: These include affiliative, tension-relieving, self-enhancing, and self-deprecating humor. Such forms of humor can manage conflicts constructively by reducing tension, improving the quality of work relationships, increasing cooperation and team cohesion, creating a democratic communicative climate, strengthening positive interactions, and reducing employee silence. Destructive forms of humor: These include aggressive, controlling, and biased humor, which can escalate conflict and create feelings of superiority. Speaker–Listener Situational AwarenessThe speaker’s intention and the listener’s response determine how humor is perceived and interpreted. The speaker’s intent, the listener’s reaction and interpretation, attention to hierarchy, and sensitivity to face needs in interpersonal encounters can turn humor into a tool for reducing tension and fostering positive relationships. Mechanisms of Intervention and TransformationDiscursive techniques: The use and imitation of pre-scripted conversational patterns, as well as parody and inversion of dialogues, can contribute to conflict management. Behavioral techniques: The ambivalence–shift model and the interaction between body language and verbal language enhance humorous expression and coping laughter. Face management: Coping laughter reduces face threat, conceals face loss, renders serious situations less serious, facilitates topic shifts, and helps reduce conflict. Organizational OutcomesPositive functions: These include preventing and reducing conflict, improving interpersonal relationships, reducing tension, facilitating learning and interaction, increasing team cohesion, effectively managing stress and pressure, and improving job satisfaction and human communication. Humor can also enhance employees’ autonomy and spontaneous creativity, regulate emotions, and create a greater sense of calm and flexibility.Negative functions: These include silencing minority voices, failure to challenge gender norms, escalation of conflict, employee resistance to organizational tasks, suppressing discussions of exclusion and harassment, and the perpetuation of racial stereotypes. Discussion and ConclusionThe results indicate that humor, when applied consciously, ethically, and in alignment with the conflict context, can serve as an effective tool for managing interpersonal and organizational conflicts. The effectiveness of humor is significantly influenced by individual, cultural, and power-related differences, as well as by its content, context, and mode of delivery. Evidence suggests that constructive humor reduces face-threatening situations, regulates negative emotions, facilitates communication, strengthens double-loop learning, and creates shared meaning, thereby preventing conflict escalation and enhancing relationship quality, collaboration, and team cohesion. Conversely, inappropriate or destructive use of humor may lead to misinterpretation, weakened professional relationships, and intensified conflict. Overall, the findings emphasize the need for systematic attention by managers and human resource professionals to communication skills training and the purposeful use of humor as a complementary strategy in effective organizational conflict management.
Other
Ensiyeh Barkhordari Ahmadi; Mohammad Montazeri; Shams Al Sadat Zahedi
Abstract
This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method ...
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This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method was carried out using grounded theory and fuzzy hierarchical analysis. The results showed that 11 main factors were considered as factors of youth-oriented management in the public sector. These factors include creating a management dashboard, creating sustainable justice, youth-oriented in the second step statement, high transformational spirit, creating elite turnover, credibility, initiating a new era, youth and advancement, positive imagery, meritocracy, and using new capacities. These factors were selected based on the components identified in the qualitative section and with integration and minor changes and after consultation and screening through experts. Also, in the ranking section, the results indicated that creating sustainable justice ranked first, youth orientation in the second step statement ranked second, high transformational spirit ranked third, creating elite circulation ranked fourth, youth and advancement ranked fifth, creating a management dashboard ranked sixth, positive imagery ranked seventh, meritocracy ranked eighth, credibility ranked ninth, initiating a new era ranked tenth, and using new capacities ranked eleventh.
Other
Mohamadhossein Hajiabadi; Majid Mokhtarianpour; Aliasghar pourezzat
Abstract
Introduction For more than seven decades, consecutive economic, social, and cultural development plans have functioned as the principal macro-policy instruments in the Islamic Republic of Iran. These five-year strategic documents are designed to operationalize higher-level national visions and ...
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Introduction For more than seven decades, consecutive economic, social, and cultural development plans have functioned as the principal macro-policy instruments in the Islamic Republic of Iran. These five-year strategic documents are designed to operationalize higher-level national visions and allocate substantial financial, human, and natural resources toward achieving progress, social justice, and cultural advancement. Despite these sustained efforts, empirical evidence consistently indicates a significant and troubling performance gap: the rate of implementation failures has considerably outweighed successes. A growing body of domestic research confirms that most development plans have failed to achieve their predetermined goals, leaving Iran’s developmental trajectory far behind both international benchmarks and national aspirations. One of the most critical, yet systematically under addressed, factors contributing to this persistent shortfall is the absence of an integrated, evidence-based, and learning-oriented evaluation system. Existing evaluation practices remain fragmented, episodic, and largely disconnected from the policy design and revision cycle. In the absence of a transparent, participatory, and technology-enabled evaluation mechanism, policymakers lack reliable evidence on what works, what does not, and why. Consequently, past failures are neither documented nor systematically utilized for institutional learning and policy correction. This study directly addresses this lacuna by posing two central research questions: (1) what are the key components and indicators of an effective evaluation system for Iran’s economic, social, and cultural development programs? And (2) how can these components inform evidence-based decision-making and improve policy coherence? MethodologyThis research adopts an applied, descriptive-analytical design and employs a mixed-methods approach, combining quantitative bibliometric analysis with qualitative text mining techniques. The study was conducted in three sequential phases.Phase 1: Comprehensive Bibliometric Analysis. A systematic search was performed in Web of Science and Scopus databases covering the period from 1976 to early 2025. Keywords included "Development Program," "Development Plan Evaluation," "Evaluating Economic, Social, and Cultural Development Programs," and "Evaluation of National Development Programs." After screening, relevant documents were exported in CSV format. Using VOS Viewer software, co-authorship, co-citation, and keyword co-occurrence networks were constructed. Normalized total link strength and field-weighted citation impact indicators (e.g., Field Citation Ratio, Relative Citation Ratio) were calculated to map the conceptual structure and intellectual contours of the field.Phase 2: Text Mining and Natural Language Processing. The textual corpus was subjected to rigorous preprocessing, including data cleaning, normalization, tokenization, stop-word removal, and stemming. Then, Voyant Tools—a digital humanities web-based platform—was employed for automated text analysis. A Word Cloud (term frequency visualization) was generated to identify the most frequent and semantically significant terms. Relative frequency distributions were computed to reveal dominant thematic patterns. These methods enabled the extraction of latent knowledge from large-scale unstructured textual data without manual reading of thousands of documents.Phase 3: Clustering and Policy Interpretation. Based on co-occurrence matrices and thematic grouping derived from bibliometric and text-mining outputs, four principal clusters were identified, labeled, and theoretically interpreted. Each cluster was further decomposed into its constituent dimensions, and the policy relevance of each dimension was articulated FindingsThe bibliometric analysis revealed that the highest number of publications concerning development program evaluation occurred in 2022 (n=5), while peak citation frequency was recorded in 2021 (n=36). The highest Field Citation Ratio (21.87) was observed in 2009, and the highest Relative Citation Ratio (1.23) in 2011. Co-authorship analysis for 100,000 authors identified six research clusters and fifteen strong collaborative links, indicating a gradually consolidating scholarly community. Notably, authors such as ROMANAZZI, GIULIANO ROCCA, PALMISANO, and others have made significant contributions to this domain. The most consequential finding is the extraction of four interconnected policy-oriented clusters that collectively constitute a comprehensive evaluation system:Cluster 1: Transparency and Good Governance.This cluster encompasses four dimensions: impact transparency (public disclosure of program outcomes), independent oversight (external monitoring bodies), government accountability (responsiveness of public officials), and anti-corruption mechanisms (prevention of inefficiency and malfeasance). The term "transparency" appeared with exceptionally high frequency in the text corpus. The findings firmly establish that without open access to performance data and independent scrutiny, any evaluation system will inevitably lack credibility and effectiveness. In the economic dimension, financial transparency leads to optimal resource allocation; in the cultural dimension, it facilitates equitable distribution of cultural support; in the social dimension, it enhances trust in public institutions.Cluster 2: Analytics and Technology.This cluster highlights the transformative role of modern technological tools, including data-driven assessment, data mining, simulation modeling, and online platforms. Technology is not merely a data collection instrument but an enabler of predictive analytics, real-time monitoring, and agile decision-making. The findings indicate that advanced analytics can uncover hidden inefficiency patterns, reduce human error, and significantly improve the precision of evaluation reports. This cluster aligns closely with international studies by Shin et al. (2023) and Williams et al. (2024), confirming that intelligent technologies strengthen the bridge between data science and development policy.Cluster 3: Participation and Civil Society.This cluster comprises public engagement (citizen involvement in assessment), social consensus (collective agreement on development priorities), civic advocacy (demand-driven monitoring), and participatory oversight (community-based supervision). The findings unambiguously demonstrate that an evaluation system devoid of active civil society and citizen participation lacks legitimacy, comprehensiveness, and practical effectiveness. Mechanisms such as participatory budgeting, citizen reporting systems, and public surveys can significantly enhance executive accountability. In the economic realm, public participation contributes to fairer budget allocation; in the cultural realm, it raises collective awareness; in the social realm, it strengthens social capital and trust.Cluster 4: Evaluation and Policymaking.This cluster emphasizes the organic linkage between evaluation and the policy cycle. Its dimensions include rigorous planning (well-structured evaluation design), alignment with higher-level policies (consistency with national vision documents), systematic evaluation processes (institutionalized procedures), and integrated reporting (synthesized performance reports). The key finding is that evaluation must function as an institutional learning mechanism and a continuous policy correction tool, not as a terminal reporting exercise. In the economic dimension, iterative evaluation of business support policies improves the investment climate; in the cultural dimension, impact analysis of artistic programs enhances their quality; in the social dimension, ongoing assessment of health and education services elevates human development indicators. Discussion and ConclusionThe findings of this study make several theoretical and practical contributions. Theoretically, the research advances the literature by empirically demonstrating that effective development evaluation is not a unidimensional technical exercise but a multidimensional governance function deeply embedded in transparency, technology, participation, and iterative policymaking. The four identified clusters are not mutually exclusive but rather synergistic: transparency provides the raw material for analysis; technology enables that analysis at scale; participation ensures that analysis reflects societal values; and systematic policymaking closes the feedback loop, enabling learning and adaptation. This integrated model moves beyond reductionist approaches that treat evaluation solely as a compliance activity.Practically, the study offers a concrete roadmap for reforming Iran’s development evaluation architecture. The absence of such a systemic framework has historically led to repeated cycles of underperformance, resource waste, and missed developmental opportunities. Institutionalizing the proposed four-pillar system can significantly enhance policy coherence, strengthen vertical and horizontal accountability, and improve the overall responsiveness and effectiveness of development planning.Policy Recommendations: (1) Establish an independent national development evaluation agency with a cross-sectoral mandate, legal authority, and a statutory requirement for public disclosure of all evaluation reports; (2) Develop intelligent monitoring and data analytics platforms incorporating data mining, simulation, and early-warning dashboards to enable predictive performance management; (3) Strengthen the formal role of civil society organizations, universities, and independent media in the evaluation process through legally mandated participatory mechanisms; (4) Mandate that all executive bodies publish periodic, standardized performance reports using a harmonized indicator framework; (5) Design continuous, adaptive, and comparative evaluation processes that allow for mid-course corrections rather than post-hoc assessments; (6) Systematically benchmark and adapt successful international evaluation practices from OECD countries to the Iranian institutional context.Limitations and Future Research: While the mixed-methods approach employed here offers robustness, the study relies primarily on publicly available international databases, which may underrepresent Persian-language domestic reports and grey literature. Future research should integrate qualitative methods such as semi-structured interviews with senior policymakers and evaluation practitioners to deepen contextual understanding. Additionally, the proposed framework’s validity could be tested through empirical case studies of specific development programs.In conclusion, only through the establishment of such an integrated, evidence-based, and learning-oriented evaluation system can Iran ensure that it’s economic, social, and cultural development programs are implemented effectively, resources are allocated efficiently, and national developmental goals are progressively realized.
Other
Niloufar Mozafari; Alireza Koushki Jahromi
Abstract
IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive ...
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IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive is being supplanted by a more malignant phenomenon: Human Resource Polarization. Unlike routine disagreements regarding strategy or resource allocation, polarization in administrative organizations involves the calcification of the workforce into distinct, often hostile, camps defined by ideological, cultural, or social identities. This phenomenon is particularly acute in administrative and public sector organizations, where bureaucratic rigidities, hierarchical power structures, and proximity to political discourse can act as accelerants for division.The problem addressed in this study is not merely the existence of diversity, but the mismanagement of it, leading to "affective polarization." This occurs when professional disagreements devolve into emotional animosity, characterized by a distinct "us versus them" mentality. In administrative settings, this often manifests as a schism between traditionalists and reformists, or between groups aligned with differing external political narratives. The theoretical urgency of this research stems from the concept of "False Polarization" a cognitive bias where employees overestimate the extremism of their colleagues' views, thereby creating chasm-like divisions based on perceived, rather than actual, differences. This "illusion of extreme conflict" leads to organizational silence, reduced knowledge sharing, and a breakdown in the social contract of the workplace.Despite the growing prevalence of this issue, the existing literature remains fragmented. Studies in political science address societal polarization, while management literature focuses on general conflict resolution. There is a significant paucity of research that integrates these domains to explore how polarization specifically manifests within the structural constraints of administrative organizations. Consequently, this study aims to bridge this gap by identifying, classifying, and analyzing the drivers, consequences, and mitigation strategies of HR polarization. By adopting a meta-synthetic approach, this research seeks to provide a unified theoretical framework that empowers HR leaders to navigate the complexities of a divided workforce, moving beyond simple conflict management toward a strategy of organizational cohesion and pluralism.MethodologyTo achieve a holistic understanding of this multifaceted phenomenon, this study employs a Qualitative Meta-Synthesis approach. Meta-synthesis is chosen for its capacity to integrate and interpret findings from disparate qualitative studies, allowing for the construction of a new, comprehensive interpretive framework that surpasses the insights of any single study.The research protocol follows the seven-step model proposed by Sandelowski and Barroso (2007), ensuring a rigorous and systematic process: Formulation of Research Questions: The study was guided by three central inquiries: What are the antecedents of HR polarization? What are its organizational and individual consequences? What strategic interventions can mitigate its effects? Systematic Literature Search: A comprehensive search was conducted across major academic databases, including ScienceDirect, Google Scholar, Sage, and Emerald. The search parameters encompassed the time frame from 1996 to 2025, utilizing keywords such as "polarized workforce," "ideological conflict in organizations," "workplace polarization," and "affective polarization in HR." Screening and Selection (PRISMA): The search initially yielded 592 potential sources. A multi-stage screening process based on the PRISMA protocol was utilized. After removing duplicates and screening titles/abstracts for relevance to the administrative/organizational context, the remaining full texts were assessed. Quality Appraisal: To ensure the validity of the synthesis, the CASP (Critical Skills Appraisal Program) checklist was applied to the remaining qualitative studies. Only studies meeting the threshold for methodological rigor were retained. Data Extraction and Synthesis: Ultimately, 19 high-quality studies (articles and books) were selected for the final analysis. Coding: Data were analyzed using an inductive thematic analysis approach. The researchers employed open coding to identify units of meaning, which were then grouped into sub-themes and main categories. To ensure reliability, a Test-Retest Reliability method was employed, where the coding process was repeated after a one-month interval, yielding a reliability coefficient (percentage agreement) of 88.23%, which indicates a high level of consistency. FindingsThe meta-synthesis resulted in the extraction of 34 distinct codes, which were clustered into three overarching categories: (1) Drivers and Antecedents, (2) Consequences, and (3) Mitigation Strategies. Drivers of Polarization (The Roots of Division): The analysis revealed that polarization is not mono-causal but stems from a convergence of psychological, structural, and social factors.Psychological/Cognitive Factors: A primary driver is "False Polarization" and cognitive distortion. The findings highlight that employees often harbor inaccurate "second-order beliefs" (meta-perceptions)—erroneously believing that members of the "out-group" hold hostile views toward them. This creates a feedback loop of defensive aggression. Furthermore, "Group Polarization" theory was evident, where group discussions tend to push individuals toward more extreme positions than they held originally.Organizational/Structural Factors: In administrative organizations, rigid hierarchical structures and perceived injustice in resource allocation were found to be significant catalysts. When decision-making is opaque and top-down, employees retreat into subgroups for protection, fostering an "us vs. them" dynamic. Task conflicts, when unresolved, rapidly metastasize into relationship conflicts, cementing polarization.Socio-Cultural Factors: The spillover of external societal and political ideologies into the workplace is a critical factor. The formation of "Echo Chambers" or closed information loops within departments ensures that employees are only exposed to validating viewpoints, deepening the ideological divide. Consequences of Polarization (The Organizational Cost): The impact of polarization was found to be pervasive and deleterious.Individual & Team Level: At the micro-level, polarization leads to social fragmentation. It erodes trust, increases stress, and fosters a culture of avoidance where employees refuse to interact with colleagues from the "opposing" camp. This leads to "Epistemic Closure," where teams reject valid information simply because it originates from an out-group source.Organizational Level: At the macro-level, the consequences include strategic paralysis and gridlock. Decision-making slows down as every initiative is viewed through an ideological lens. The study also identified a direct correlation between high polarization and increased turnover rates, particularly among talent who feel alienated by the toxic culture. Furthermore, it results in the sub-optimization of human capital, as collaboration across functional silos becomes impossible. Management Strategies (The Path Forward): The synthesis identified a portfolio of interventions required to de-escalate polarization.Cognitive & Educational: Organizations must implement training focused on "Cognitive Debiasing". This involves exposing the mechanisms of false polarization to employees, helping them realize that the "other side" is less extreme than they imagine. Developing skills for "difficult conversations" is also crucial.Structural Interventions: Breaking down silos is essential. The creation of cross-functional task forces that force interaction between disparate groups can humanize the "other" and reduce affective polarization through the "Contact Hypothesis."Leadership Dynamics: The findings emphasize the need for "Inclusive Leadership". Leaders must transition from authoritarian styles to empathetic approaches that validate different perspectives without endorsing toxicity. Creating "psychologically safe spaces" where diverse viewpoints can be aired without fear of retribution is a critical leadership competency.Discussion and ConclusionThis study characterizes Human Resource Polarization as a central strategic challenge that threatens the core of administrative viability, transcending mere behavioral conflict. The findings reveal that polarization stems from a toxic convergence of ideological divergence, social identity conflicts, and rigid bureaucratic structures, resulting in the "balkanization" of the workforce. Left unchecked, this phenomenon corrodes the psychological contract, diminishes productivity, and accelerates turnover by fostering an environment of distrust. However, the research identifies a critical paradox: while affective polarization is destructive, the underlying diversity of thought remains a vital asset for innovation. The managerial imperative, therefore, is to decouple ideological diversity from emotional hostility, constructing a "containment architecture" that permits disagreement without division.To achieve this, a tripartite intervention strategy is proposed. At the organizational level, policies must institutionalize psychological safety and cognitive de-biasing to neutralize prejudices before they calcify. Structurally, administrative silos must be dismantled through cross-functional interdependence, utilizing the "Contact Hypothesis" to foster empathy through shared goals. Finally, leadership acts as the linchpin; the era of distant administration must yield to empathetic, participatory leadership capable of navigating complex identity politics. Ultimately, mitigating polarization requires a holistic ecosystem approach integrating inclusive policies, permeable structures, and human-centric leadership to transform the volatile energy of conflict into the synergy of cooperative organizational performance.
Other
Fereshteh Aghajani; Ataallah Zarafshan; Behzad Jafarzadeh Kuchaki
Abstract
IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of ...
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IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of human-centered aspects in urban design have led to a significant reduction in physical activity opportunities, increased air pollution, traffic congestion, psychological stress, and ultimately decreased quality of life in urban environments. Inappropriate design of urban environments plays a crucial role in the emergence of non-communicable diseases such as cardiovascular diseases, obesity, type 2 diabetes, depression, and anxiety. According to official statistics from Iran's Ministry of Health, public health conditions have deteriorated significantly. Approximately 70% of Iranians struggle with overweight issues, with obesity prevalence reaching dangerous levels. This situation becomes more concerning given that 80% of the population suffers from physical inactivity and 47% of citizens do not engage in any form of exercise.In response to these challenges, innovative approaches in urban planning and design have prioritized restructuring the physical and functional frameworks of cities to promote citizen health. "Walkable Cities" have emerged as a cross-sectoral strategy with environmental, social, and health functions, emphasizing urban environment design that makes walking not only possible but desirable, safe, comfortable, attractive, and efficient. The theoretical foundation of walkability development traces back to pioneering works emphasizing the importance of "eyes on the street" and vibrant urban spaces for enhancing security, social participation, and sense of belonging. This includes three fundamental principles in pedestrian-oriented environment design: spatial invitation, ability to pause and socially interact, and human connection with environmental scale. These principles, combined with the "third place" theory that considers spaces between home and work crucial for psychological and social health, form the theoretical foundation for developing walkable spaces. Walkable cities, through providing appropriate infrastructure, land-use diversity, and creating quality public spaces, facilitate increased daily physical activity. Based on the ecological health model, health-related behaviors result from complex interactions between individual, interpersonal, organizational, and environmental factors, with appropriate urban design serving as the key environmental factor that positively impacts citizen health through facilitating daily physical activity, reducing exposure to pollutants and noise, decreasing stress, increasing mental restoration, and enhancing social interactions and place attachment.International studies demonstrate that cities with high walkability scores exhibit lower prevalence of non-communicable diseases and better mental health indicators. Despite extensive global evidence supporting walkability benefits, many Iranian cities remain dominated by traditional car-oriented urban design approaches, highlighting a significant gap in utilizing urban design capacity for promoting citizen health and addressing the fundamental question of how walkable city elements can influence citizen physical activity patterns. MothodologyThis research employed a qualitative thematic analysis method to analyze the role of walkable cities in increasing physical activity among citizens. Thematic analysis was selected due to its methodological flexibility and ability to reveal hidden patterns in qualitative data, making it suitable for the exploratory nature of this study. The complexity of the research topic, which intersects urban planning, public health, and physical activity domains, required a method capable of identifying and organizing complex relationships between different concepts. The thematic analysis approach provided a three-level hierarchical structure (basic, organizing, and global themes), enabling logical aggregation of findings from details to generalities. The thematic analysis process followed six systematic stages: deep familiarization with data through repeated text reading, initial manual coding, theme identification and formation, theme review and refinement, precise definition and naming at three hierarchical levels, and final report compilation.The study population comprised experts and specialists in urban design, urban planning, public health, physical activity, and public sports. Using purposive sampling and snowball technique, participants were selected based on inclusion criteria of minimum master's degree in related fields and five years of professional experience. Semi-structured interviews averaging 60 minutes each were conducted until theoretical saturation was achieved at the thirty-first interview. Four additional interviews were conducted for confirmation, resulting in 35 total interviews. Research quality was ensured using Guba and Lincoln's four criteria: credibility (interviews continued until saturation, results reviewed with participants), transferability (demographic characteristics and process details documented), dependability (all stages documented, audio files preserved), and confirmability (independent coding by two researchers with 79% inter-coder agreement). These measures collectively strengthened the research findings' quality and reliability, enabling practical application of results in urban planning decision-making processes. The comprehensive thematic analysis methodology ensured robust data collection and analysis suitable for understanding the complex relationships between urban design and citizen physical activity patterns. FingdingsThe thematic analysis revealed six global themes explaining how walkable cities influence citizens' physical activity. Safety and Accessibility for Physical Activity emerged as the foundational theme, encompassing physical and social security in pedestrian spaces, quality walking infrastructure, and connectivity of pedestrian routes. Experts emphasized that adequate safety and accessibility are prerequisites for encouraging outdoor physical activities.Environmental Attractiveness and Quality as Physical Activity Motivators represents aesthetic and comfort dimensions that encourage physical activity, including visual beauty, artistic elements, climatic comfort, and environmental cleanliness. Participants highlighted that attractive, well-maintained environments significantly increase citizens' motivation for outdoor activities.Diversity, Vitality, and Social Inclusivity captures social dynamics that make walkable spaces engaging, encompassing variety of urban activities, social events in public spaces, and dedicated spaces for different age groups. Experts noted that vibrant, inclusive environments create sustained engagement in physical activity.Specialized Physical Activity Infrastructure addresses technical requirements for supporting active lifestyles, including public sports facilities, cycling infrastructure, and spaces for emerging sports. This theme reflects the need for purposefully designed facilities beyond basic walking infrastructure.Social and Institutional Support for Physical Activity encompasses broader support systems including social and policy incentives, education, awareness-raising, and technology integration. Participants emphasized that infrastructure alone is insufficient without supportive social and institutional frameworks.Physical-Functional Cohesion of Walkable Cities represents integrative aspects of successful walkable urban design, including public transportation connections, compact multifunctional design, traffic management with pedestrian prioritization, and citizen participation in designing and maintaining pedestrian spaces. This theme emphasizes the holistic approach required for creating walkable urban environments that effectively promote physical activity. Discussion and ConclusionThis study comprehensively examined the role of walkable cities in increasing citizens' physical activity levels, revealing six key factors that significantly impact physical and mental health. The findings demonstrate that successful walkable cities require a holistic approach integrating multiple dimensions. Physical infrastructure alone is insufficient; social and cultural considerations prove equally crucial for sustained citizen engagement. Vulnerable populations, particularly children, elderly, and women, benefit most from comprehensive safety measures and inclusive design approaches. Environmental quality emerges as a critical motivator, while institutional support systems provide essential foundations for community-wide physical activity promotion. The interconnected nature of these factors suggests that piecemeal approaches are likely to fail. Successful implementation requires coordinated efforts across urban planning, public health, transportation, and social policy domains. Municipalities must adopt comprehensive strategies addressing infrastructure development, policy reform, community engagement, and cultural change simultaneously. This includes improving safety through smart lighting and surveillance systems, enhancing environmental attractiveness through urban art and green spaces, developing specialized infrastructure like cycling lanes and public sports facilities, and implementing supportive policies with educational campaigns. These findings provide actionable insights for urban planners and policymakers seeking to create healthier, more active communities through strategic walkable city development that promotes both individual and collective well-being.
Other
Esmaeel Rostamzadeh Ganji; Masoumeh Afsharinezhad
Abstract
IntroductionIn the 21st century, the workplace is changing rapidly and technical skills alone can no longer guarantee sustainable success (Thornhill-Miller et al., 2023). According to the World Economic Forum’s “Future of Jobs 2020 Report,” which studied 15 industries in 26 advanced ...
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IntroductionIn the 21st century, the workplace is changing rapidly and technical skills alone can no longer guarantee sustainable success (Thornhill-Miller et al., 2023). According to the World Economic Forum’s “Future of Jobs 2020 Report,” which studied 15 industries in 26 advanced and emerging economies, up to 50 percent of workers will need some degree of “reskilling” by 2025 (World Economic Forum, 2020).By reviewing the studies conducted in this field, three study trends can be found. Some have studied it with an approach of literature and ancient values, and some have tried to search for it in religious texts and the lives of religious leaders with a religious perspective. We see many works in this field, especially in domestic works. Some, such as Alizadeh Majd et al. (2010) and Viorella Grama et al. (2024), have also sought a new range of skills in order to identify the gap in organizations that have failed to invest in technical and hard skills. In the past, it was thought that the presence of hard skills in individuals guaranteed their success in various jobs; but the passage of time has shown that, in fact, hard skills are necessary for obtaining a job, while soft skills are necessary in addition to obtaining a job, to maintain it (Naeem, 2017). A search of studies conducted in this field shows that a precise and comprehensive classification that is generally agreed upon has not been presented to date regarding soft skills. Critical thinking skills (Lopez et al., 2023), emotional intelligence (Austin et al., 2007), creativity (Yusuf, 2019), effective communication (Bridmore, 2019) and collaboration (Tronhill Miller, 2023), emotional intelligence (Kumar et al., 2019), teamwork skills (Polakova et al., 2023) have been emphasized and discussed more than others.Mintzberg (1973) first mentioned the concept of soft skills. After that, scientists in their research focused on developing the skills needed by managers and the necessity of them going beyond technical and hard skills. In the 80s, some such as Axline (1981), Parsloe (1983) addressed this concept. The main attention in this period was on raising the issue of soft skills and giving examples of it.After that, during the nineties, the direction of scientific works such as Jones & Goss (1990 and 1991), Moran & Richard (1991) was more focused on the importance of soft skills in intercultural interactions, the impact of soft skills on the issue of quality (Shamwell et al., 1998), the criteria for measuring the effects of these skills on organizational performance (Clarke, 1996) and the search for the relationship between traditional management concepts and this new concept (Hill et al., 1998).In the early decades of the 21st century, along with the advancement of technology and the standardization of traditional skills and the focus on soft skills more than before, thinkers such as Middelton (2000) studied the obstacles to the efficiency and effectiveness of using information technology due to the lack of familiarity with soft skills and the effects of soft skills on technological creativity in medium and small enterprises.During the second decade of the 21st century, scholars such as Fasion (2011) and Kumar and Sharma (2019) continued to identify and introduce new soft skills and their effects on organizational performance. In domestic works, we also witness more attention and review research in this field during this period.With the emergence of the phenomenon of artificial intelligence and metadata management at the beginning of the third decade of the 21st century, researchers such as Lopez et al. (2023) and Jain et al. (2021) also paid attention to the relationship between soft skills and concepts such as new technologies, fifth-generation industries, digital workplace, and artificial intelligence in the subject of soft skills.With the review, it is clear that the need to identify the required skills up-to-date in view of the changes in the technological world and to prioritize them in order to design efficient tools for measuring performance and their results is a research gap in this field, which is addressed in this article. MothodologyIn the initial phase of the research, the authors conducted an in-depth search of library resources, which resulted in the identification of 50 main indicators related to soft skills. The aforementioned indicators were distributed among the members of the experts in the form of a Delphi expert panel using a questionnaire with a 5-level Likert scale in order to eliminate undesirable sub-criteria. The statistical population of the research included the managers of the civil registration offices of Guilan province, from which 23 experts were selected in order of priority based on relevant education and higher executive experience. In the first round of Delphi, effective sub-criteria in designing a model for evaluating soft skills in the organization were extracted. A one-sample t-test was used to compare the mean of the criteria with the standard value of 3. In the second phase, the fuzzy analytic hierarchy process (FAHP) was used to prioritize the extracted criteria. The validity of the judges' views and the degree of consensus were determined using the Kendall coordination coefficient. FingdingsIn the first part of the study, using the Delphi method, 50 sub-criteria were identified, and the findings of the significant level in the first Delphi method stage (0.05 < 0.001) indicated that there was a consensus among the experts regarding them. Using the one-sample t-test, 17 sub-criteria with a mean less than the standard value of 3 were eliminated, and a questionnaire including the remaining 33 sub-criteria was distributed among the experts during the second Delphi phase. In the second stage, 3 other sub-criteria were eliminated, and 30 sub-criteria with a mean score higher than 3 were identified as soft skills sub-criteria. Given that in this stage (0.05 < 0.001), the assumption of the existence of a consensus among the experts was confirmed using the Kendall test.In the second part of the study, the experts conducted pairwise comparisons between the soft skills criteria and sub-criteria and determined their scores relative to each other based on a nine-quantity table.According to the final weights, the emotional intelligence criterion with a final weight of 0.315 includes the sub-criteria of trying to understand and empathize with colleagues (0.030), awareness of individual feelings and emotions (0.088), attention to individual emotions of colleagues (0.053), control of emotions when facing difficult situations (0.048), management of emotions in different situations (0.097), the communication criterion with a final weight of 0.286 includes the sub-criteria of appropriate social skills (0.057), willingness to exchange information with others (0.066), willingness to cooperate in teams and groups (0.054), control of emotions and feelings in communicating with others (0.047), negotiation and conversation skills with others (0.062), the creativity criterion with a final weight of 0.203 includes the sub-criteria of willingness to solve problems and accept problems (0.024), acceptance of criticism and opposing views (0.061), consideration of possible risks and consequences of implementing ideas (0.049), determination of blind and ambiguous points of the problem for Others (0.069), the critical thinking criterion with a final weight of 125/, including the sub-criteria of deep thinking about the problem (0.009), avoiding judgment and prejudice (0.015), checking the validity of the information source (0.239), evaluating different solutions during decision-making (0.104), paying attention to the critical opinions and views of colleagues (0.028), making decisions based on logic instead of emotions (0.030), and the cooperation criterion with a final weight of 0.070 including the sub-criteria of high teamwork spirit (0.009), sharing information among team or group members (0.023), high responsibility in performing team tasks (0.012), prioritizing team goals over individual goals (0.025), were prioritized respectively. Discussion and ConclusionAccording to the results of the research, emotional intelligence as the most important soft skill plays a vital role in the success of the organization. This finding is consistent with the results of previous studies, including Tronhill Miller et al., 2022) and (Hajipour, 2023). Which show that employees with high emotional intelligence not only establish more effective relationships with their colleagues, but also perform better in the face of challenges and can identify and control emotions in the workplace, which improves interpersonal relationships and reduces tensions.Communication is in second place, because without strong communication skills, no team or organization can perform properly. This result is also consistent with previous research such as Chamorro et al. (2010) and Haselberger (2012). The ability to clearly and accurately convey ideas, as well as listening to the needs and opinions of others, are among the most important factors for creating successful collaboration and reducing misunderstandings.Creativity, as the ability to generate new and innovative ideas and solutions, plays a significant role in the success of organizations. Although creativity may be more needed in some industries and roles, in general, it is recognized as a driver of growth and positive change.In today’s world of rapidly changing information, critical thinking allows employees to carefully evaluate data and information and come up with the best solutions. This skill helps organizations stay ahead of their competitors and take smarter actions when faced with emerging challenges. This finding is consistent with research results such as Hajipour (2023) and Garner & Anthony (2016).As the fifth most important skill, collaboration is key to success in complex and multidisciplinary work environments. In today’s world, where projects often require cross-team collaboration, the ability to collaborate effectively improves productivity. This finding is consistent with the results of Hajipour's (2023) study, which states that organizations should actively assess and strengthen these skills.The results of this study showed that relying solely on technical skills is not enough for success and that special attention should be paid to developing soft skills in organizations; also, not all soft skills have the same importance and priority, and it is better to take executive steps in this area in accordance with the needs of the organization. To this end, designing targeted training programs, creating a supportive organizational culture, continuous evaluation and feedback, using technology to develop soft skills, and developing counseling and guidance programs were presented as the main suggestions of the study.
Other
sahar Esmaeilzadeh Ashini; Yousef Ahmadi; Alireza Fathizadeh
Abstract
Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now ...
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Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now performed more easily and rapidly. Digital transformation in human resource management refers to the integration of modern digital technologies into all dimensions and functions of the HR unit and goes beyond mere process automation. This transformation involves rethinking service delivery, employee experience, data collection and analysis, and data-driven strategic decision-making.
The use of artificial intelligence in recruitment and selection, performance management, and organizational cost–benefit evaluation accelerates processes, simplifies operations, and enhances employee engagement. Global pressures on businesses—particularly during the COVID-19 pandemic—have intensified the need for digital transformation in human resources and highlighted the growth of remote work and flexibility in work arrangements.
Globalization and the rapid development of information and communication technologies have reduced the direct human role in human resource management; however, planning, directing, and controlling intelligent and digitally enabled human capital remain essential. The outbreak of COVID-19 led millions of people to work remotely, prompting organizations to adapt to new conditions by developing virtual human resource systems and alternative work strategies.
In traditional recruitment processes, organizations faced challenges such as a high volume of résumés, time-consuming reviews, and emotionally driven decision-making. However, through intelligent systems and data-mining tools, résumé screening, candidate selection, workload reduction, and applicant experience have significantly improved. Increasing effectiveness, optimizing procedures, and accelerating HR processes highlight the necessity of paying special attention to digital human resources. In addition to improving efficiency, digital human resources can contribute to environmental sustainability and economic cost savings.
Despite the importance of this field, limited research has been conducted, indicating a theoretical and research gap. The present study aims to propose a digital transformation model for human resource management at Kerman University of Medical Sciences and seeks to identify the dimensions and components of this transformation as well as the manner of its design and implementation.
Methodology
This study is developmental in nature and was conducted using a qualitative approach and thematic analysis, which is one of the commonly used methods for analyzing qualitative interview data and provides many of the fundamental skills required for other qualitative analyses. Among thematic analysis approaches, the thematic network method proposed by Attride-Stirling (2001) was employed, which systematically organizes themes into basic, organizing, and global themes.
The research process was based on the framework developed by Braun and Clarke (2006) and included topic selection, problem statement, determination of research objectives and questions, selection of the research design, and identification of the study population and sample. Purposive sampling was used to select 20 experts with doctoral degrees, specialized knowledge, and professional and research experience in the field of public administration. Interviews were conducted until theoretical saturation was achieved.
After transcription and completion using session notes, the data were carefully reviewed. Basic themes were identified, coded, and mapped within thematic networks. These networks illustrate the non-linear relationships among themes and serve as a tool for data interpretation. To ensure reliability, coding was performed independently by two researchers, yielding a Cohen’s kappa coefficient of 0.75. To establish validity, the findings were reviewed and confirmed by three subject-matter experts.
Findings
In this study, initial themes were extracted. After identifying the basic themes, organizing themes and global themes were abstracted based on the basic themes. At this stage, efforts were made to reorganize the initial or basic themes to derive more abstract themes, guiding the researchers toward more comprehensive and central global themes.
Discussion and Conclusion
The aim of the present study was to identify the dimensions and components of digital transformation in human resource management at Kerman University of Medical Sciences. The findings revealed that this transformation comprises six main dimensions: technological, managerial, human, organizational, cultural, and process-related dimensions.
The technological dimension includes modern technologies such as digital security, national technological infrastructure, organizational digital infrastructure, and data management. The managerial dimension emphasizes top management support and managers’ digital orientation. The human dimension encompasses employee participation, smart human resource management, digital training and learning, and employee competencies. The organizational dimension involves structural reforms and financial resourcing. The cultural dimension highlights digital mindset and digital readiness, while the process dimension includes knowledge management, digital support, and digital strategy.
Each of these dimensions plays a vital role in providing the conditions and capabilities required for digital transformation. For instance, technological infrastructure and effective data management, strong commitment and support from top management, development of employees’ digital skills and training, structural reforms and allocation of financial resources, a digital culture and mindset, and support for knowledge management and digital strategies are all essential for the successful implementation of digital transformation. The results of this study are consistent with and confirm the findings of previous research.
Based on the findings, it is recommended that the university adopt appropriate strategies and processes to adapt to the digital work environment. These strategies include balancing remote and on-site work, developing employees’ digital skills, promoting collaboration and knowledge sharing, and providing technological facilities to effectively leverage employees’ capabilities. In addition, offering training programs aligned with job analysis, fostering a culture of remote work and digital communication with stakeholders, and preparing human resource managers to utilize emerging technologies are considered essential operational measures.
Utilizing this roadmap can serve as a managerial dashboard to monitor implementation stages, identify barriers, and strengthen human resources, while also enabling HR to lead digital transformation initiatives and support organizational advancement in a rapidly changing digital environment.
Other
Ahmad Gholipour; Ezatollah Abbasian; Majid Mokhtarianpour
Abstract
Introduction This research investigates the reasons behind the failure of comprehensive development planning to fulfill its coordinating role within Iran’s national development planning system. Development, understood as the “upward movement of the entire social system,” requires ...
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Introduction This research investigates the reasons behind the failure of comprehensive development planning to fulfill its coordinating role within Iran’s national development planning system. Development, understood as the “upward movement of the entire social system,” requires extensive coordination among national development actors to enable the social system to progress from its current state to a developed state. The development planning institution, established in Iran in 1948, is considered one of the key institutional mechanisms for achieving such coordination. Despite more than seven decades of experience, Iran’s development planning system has performed inadequately in achieving development goals, and studies indicate that incoordination within and among its subsystems (planning, implementation, and monitoring and evaluation) constitutes a serious systemic challenge.This lack of coordination persists despite the original goal of comprehensive planning-which became the dominant planning pattern from the Third Development Plan prior to the Islamic Revolution-of establishing broad coordination across the national development process. This study aims to analyze the factors contributing to the failure of comprehensive planning to foster coordination, thereby addressing the existing gap in the literature on development planning in Iran and offering practical recommendations to enhance coordination within the iran’s development planning system.MothodologyThis research is qualitative in nature, exploratory in orientation, and applied in purpose, utilizing qualitative secondary analysis to address a new central research question. The data used in this study includes 16 semi-structured interviews and a set of documents related to Iran's development planning system, which were collected from a previous study by the authors of the paper. The data analysis process was carried out using thematic analysis and the MAXQDA software. To ensure the credibility of the research, the criteria proposed by Lincoln and Guba (1985)- credibility, dependability, transferability, and confirmability- were employed, with appropriate techniques applied for each criterion. The theoretical framework of Gholipour et al. (2024) was used for data analysis. Based on this framework, the quality of coordination depends on the existence of a clear, common, and valid basis for the actors. Therefore, the research question, framed within this theoretical framework, asks: What role does comprehensive planning play in the lack of a clear, common, and valid basis for action in Iran’s development planning system?FindingsThe set of factors explaining the failure of comprehensive planning to fulfill its coordinating role within the development planning system can be categorized into three main issues:1. Failure to Meet Foundational Requirements: Comprehensive planning requires three fundamental components: sufficient analytical capacity to understand and integrate the complexities of the social system, a detailed, accurate, and timely statistical and informational system, and an appropriate time frame to develop a coordinated document. The absence of any of these components disrupts the creation of a realistic, cohesive, and analytical basis for planning. When such a basis (a clear and valid basis for action) is not available, the planning process, instead of being based on deep analysis, clear prioritization, and a systematic approach to addressing issues, turns into a rushed and chaotic aggregation of sectional demands, incomplete data, and scattered decrees. Such a plan is neither internally coordinated nor capable of serving as a reference framework for coordination at the implementation level.2. Failure to Meet Institutional and Executive Requirements: In addition to the foundational requirements of comprehensive planning, another set of requirements pertains to the institutional and executive environment in which the plan is created and intended to be implemented. These requirements include a coherent and stable governance system, as well as the presence of suitable executive capacities, to facilitate the formulation of a coordinated comprehensive plan and ensure its accurate implementation. If these requirements are not met, they not only make the development of a coordinated plan difficult but also lead to incoordination in the execution phase by weakening the plan's enforcement mechanisms. Therefore, the "incoherent and unstable governance system" and "limited executive capacities" in Iran are two key factors contributing to the failure of comprehensive planning to fulfill its coordinating role within the development planning system.3.Incoordinating Consequences: The third category of factors contributing to the failure of comprehensive planning to fulfill its coordinating role within the development planning system directly relates to the incoordinating consequences of comprehensive planning, which can be categorized into two groups: plan-related consequences and executive consequences. Plan-related consequences include the lack of prioritization, the transformation of the plan into a platform for fulfilling everyone’s demands, and weak executive aspect of the plan, which works against the formulation and implementation of a plan based on a clear, common, and valid basis. Executive consequences include the bloating of administrative structures, the intensification of legal chaos, weakened accountability, and failure in solving problems. These not only work against the formulation and implementation of a plan based on a clear, common, and valid basis of action but also exacerbate incoordination in the governance system as a larger whole.Discussion and ConclusionBased on the findings of this research, the failure of comprehensive planning to fulfill its coordinating role in the development planning system can be attributed to three categories of fundamental, institutional, and consequential factors that interact with each other. First, due to the failure to meet the foundational requirements of comprehensive planning (limited analytical capacity, limited informational capacity, and limited time opportunity), the failure to meet institutional requirements (incoherent governance system), plan-related consequences (the transformation of the plan into a platform for fulfilling everyone’s demands and the lack of prioritization), and executive consequences (failure in solving problems and the accumulation of problems on one another), it is fundamentally impossible to design a plan based on a clear, common, and valid basis. As a result, development plans become internally incoordinate, and the plan, instead of being structured on an integrative and holistic logic, transforms into a chaotic aggregation of scattered demands and decrees.Second, due to the failure to meet institutional and executive requirements (incoherent and unstable governance system with limited executive capacities), plan-related consequences (lack of prioritization, weak executive aspect of the plan), executive consequences (the intensification legal chaos and weakened accountability), and also internal incoordination, comprehensive development plans cannot serve as a clear, common, and valid basis for executive actors and, at the implementation stage, collapse functionally, losing their coordinating role.Third, comprehensive planning is associated with unintended consequences in the execution phase, which themselves contribute to the intensification of incoordination in the governance system; including failure in solving problems and the accumulation of problems, the bloating of administrative structures and organizations, and the intensification of legal chaos.Nevertheless, the achievements of comprehensive planning in fostering coordination should not be entirely dismissed. Despite all its shortcomings, these comprehensive plans, by creating a basis for action—albeit of less-than-optimal quality—have, to some extent, been effective in relatively guiding actors and preventing certain crises resulting from the lack of overarching direction. The occurrence of severe incoordination due to deviations from comprehensive development plans in the experience of Iran’s development planning provides evidence of this. Finally, it is worth noting that the new theoretical framework presented by gholipour et al. (2024) has proven its effectiveness in analyzing the coordination challenge and has been able to comprehensively cover the incoordinating factors identified in both literature and field data.
Other
Seyed Mojtaba Hashemian
Abstract
Introduction Human Resource Management (HRM) has become increasingly vital in today's corporate landscape. ...
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Introduction Human Resource Management (HRM) has become increasingly vital in today's corporate landscape. Broadly speaking, if we break down HR's core functions into recruitment, training & development, motivation, and retention, the area of training and development stands out. Its importance lies in its ability to build essential competencies and prepare employees to perform at their best amidst the growing complexity and fast-paced changes of the modern business environment.Training and developing employees and managers has always been a cornerstone of effective HR. This is even more critical today, in a business landscape defined by constant change, the need for talent and knowledge management, and the understanding that people are the organization's most valuable asset. Because of this, there's a much stronger focus on the human element and on building a knowledge-driven culture.It's now undeniable that an organization must not only attract and retain talent but also actively invest in developing it. This is why companies are pursuing more robust systems and frameworks dedicated to employee and manager training.In this effort, developing the organization's leaders and managers is particularly crucial. Their growth is directly tied to the improvement of the entire company. By preparing leaders with the right knowledge, skills, and mindset, we empower them to steer the organization effectively. This leadership development ultimately creates a ripple effect, making a significant and measurable impact on both organizational results and the performance of their teams.This is why developing employees' soft skills is so critical; it directly boosts both individual and organizational performance and is a key indicator of overall success. Given this, the central aim of this study is to pinpoint and outline a practical framework for training and developing managers and staff within Iran's public sector organizations. MethodologyTo describe its methodology, this study follows the "research onion" framework. It is an interpretive study with an applied-developmental orientation, using an inductive approach. Its primary objective is descriptive, and it adopts a qualitative methodology, specifically using a cross-sectional thematic analysis.In simpler terms, this is a qualitative study that uses thematic analysis to identify and articulate key themes from the in-depth discussions with the participants.The research involved experts with direct knowledge and experience in management and training, all of whom had worked in the training departments of Iranian public sector organizations. A key participation criterion was a minimum of five years of experience in organizational training. This requirement was essential to ensure that the contributors had significant, firsthand experience with the specific issues being studied. Participants were selected through a purposive sampling method, designed to identify individuals who could provide the most insightful and information-rich perspectives.This sampling process continued until data saturation was achieved, which resulted in a total of 20 participants being interviewed.Given that this research aimed to gain a deep understanding of the participants' personal experiences and perspectives, interviews were chosen as the primary data collection method, as they were deemed most suitable for this purpose. The interviews followed a semi-structured format, guided by a pre-established set of key themes while allowing for flexibility in the conversation. All interviews were conducted in person, on an individual basis, and were scheduled in advance with the participants' full consent. The data was captured through meticulous note-taking by the interviewer during the sessions.At the beginning of each interview session, the purpose and importance of the study were explained to the participant. We also guaranteed strict adherence to ethical guidelines, specifically assuring the complete confidentiality of all information shared.Once all interviews were finished, the collected data was carefully reviewed. The analysis was an ongoing process, running parallel to the data collection itself. We continued to select and interview new participants until we reached the 20th individual, at which point the data showed clear patterns of repetition and was deemed fully saturated. FindingsWe analyzed the data from the semi-structured interviews using thematic analysis. After each interview, we carefully read through the notes taken during the conversations. This helped the researcher build a thorough understanding of what the participants had shared. The first step was to perform an initial coding of all the interview notes.Once the initial codes were established, we reviewed and refined them. We removed duplicate codes and merged those that were similar in meaning. This process resulted in 28 distinct sub-themes, which we refer to as basic themes.The initial coding was done with a focus on theoretical sensitivity. This meant the researcher read the entire text word-for-word, line-by-line, and identified any segment that provided a meaningful answer to the research question. These key segments were highlighted and assigned a code.Next, we looked for connections between the basic themes. We grouped those that were conceptually and semantically related, which allowed us to form broader categories, known as main or organizing themes.The final step was to build a cohesive thematic map. We organized these main themes and their underlying basic themes into even broader, overarching categories called global themes. The resulting framework is presented in Table 2, which outlines the structure of 4 inclusive themes, 10 organizing themes, and 28 basic themes. Discussion and ConclusionThe present study was conducted to identify and formulate a framework of training and development measures for soft skills in the in-service training programs of public sector employees. Following the research procedure, the findings were consolidated. The results indicated that the aforementioned framework comprises 4 inclusive themes and 10 organizing themes.The inclusive themes include:Developmental EnvironmentExperience-Based DevelopmentJob-Centric DevelopmentClassic Training & Development Programs.The organizing themes consist of: Development-Oriented Social Context, Developmental Technological Platforms, Developmental Relationships, Self-Development Initiatives, Assigned Missions and Projects, Developmental Restructuring, Control and Feedback Mechanisms, Formal Academic Training Programs, Classic In-Service Training, and Experience-Based In-Service Training.Each inclusive theme, based on its nature and type, encompassed one or more subordinate themes, categorized as organizing themes. For instance, the inclusive theme "Developmental Environment" included more foundational themes such as: an organizational culture promoting learning, growth, and development; organizational memory and knowledge management systems; online and offline instructional media; and inter-university/inter-institutional educational and research networks.As noted in the literature review, limited research has specifically focused on identifying and formulating training and development measures for managers and employees. The few existing domestic studies that have partially addressed this topic treated the identification of such measures as only a minor component of a broader research objective. Consequently, their findings regarding these measures have been limited, case-specific, overly general, and have failed to provide a relatively comprehensive and integrated framework.The most significant value-added of this research lies in creating a relatively comprehensive and integrated framework encompassing a diverse spectrum of training and development measures applicable to managers and employees in both public and private sector organizations. This diverse and multifaceted spectrum includes self-development initiatives, environmental measures, organizational actions, and a variety of both traditional and modern methods, all formulated and presented within a single coherent framework.Based on the findings, it is recommended that those involved in planning and implementing organizational training programs recognize and consider the distinct range of different training programs and the unique function of each. It is suggested that through short-term training sessions, program planners familiarize themselves with the outputs of this study to gain a more complete perspective on the diverse array of available training measures.The reliance on traditional, conventional training methods-which are less active and participatory and more suited for knowledge transfer-should give way to a broader utilization of a diverse, modern, active, and more participatory range of methods. These methods should not only aim to enhance knowledge but also to upgrade skills and improve competencies related to attitudes and insights.Furthermore, a key finding of this study emphasizes training and development measures and mechanisms defined beyond the classroom. Examples include "Developmental Restructuring," "Developmental Environment," and "Self-Development Initiatives." In essence, exclusive attention to classroom-based methods should be replaced by a wider spectrum of intra- and extra-curricular methods. Senior organizational managers should also pay attention to other contexts and grounds for enhancing employees' knowledge and insight, such as a developmental culture. Conversely, extra-curricular training methods should not be perceived merely as job-related instruction; more complex learning mechanisms facilitated by the environmental context should also be considered.Another segment of the findings was categorized under experience-based educational solutions, including: experience-based storytelling, managerial experience transfer panels, thematic experience transfer panels, learning expeditions, collective discussion circles, critical reviews of films, books, articles, documentaries, organizational case studies, and purposeful organizational and management games. Given that a portion of organizational knowledge is not explicit but is, by definition, tacit knowledge, it is essential to utilize mechanisms and platforms like the aforementioned measures to create opportunities for discussion, dialogue, experience transfer, and the conversion of tacit knowledge into explicit knowledge.Specifically, it is recommended that the output of this research-the comprehensive framework of training and development measures—be utilized as a key input for designing the model of training and development programs for managers and employees.
Other
ataollah zarafshan
Abstract
In recent years, city branding has emerged as a strategic approach in urban management, serving as an effective tool to enhance the mental image of cities, attract tourism and investment, and improve the quality of urban life. This study aims to formulate urban management strategies for branding Maragheh—an ...
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In recent years, city branding has emerged as a strategic approach in urban management, serving as an effective tool to enhance the mental image of cities, attract tourism and investment, and improve the quality of urban life. This study aims to formulate urban management strategies for branding Maragheh—an Iranian city with a unique dual identity: an ecological "garden city" and a historical-scientific center known as the "Capital of Astronomy in Iran." Adopting a qualitative methodology, the research is based on semi-structured interviews with local experts and content analysis using the SWOT framework. Findings reveal that despite Maragheh’s rich natural, agricultural, and scientific assets, challenges such as the absence of a clear brand identity, weak tourism infrastructure, and institutional fragmentation hinder its branding potential. Consequently, four strategic categories (SO, WO, ST, WT) were developed, culminating in the proposal of a hybrid brand: “Maragheh, Garden City of Stars.” The study also suggests practical measures such as restoring the historical observatory, organizing brand-oriented festivals, designing symbolic urban spaces, and fostering citizen participation to internalize the brand. This conceptual model, grounded in local identity and residents’ lived experiences, offers a replicable framework for other historical and scientific cities in Iran seeking sustainable and participatory urban branding.
Other
sayed mohammad shamszadeh alavi; Davood Kia Kojouri; Mehran Mokhtari Bayekolaei; Mahnaz Rahmati Kazaz
Abstract
In today's complex and rapidly changing world, educational organizations, as fundamental institutions for the development and progress of societies, need to utilize innovative management approaches to increase interaction, empathy, and productivity. One of the concepts that can play a key role in achieving ...
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In today's complex and rapidly changing world, educational organizations, as fundamental institutions for the development and progress of societies, need to utilize innovative management approaches to increase interaction, empathy, and productivity. One of the concepts that can play a key role in achieving these goals is organizational generosity. Therefore, the purpose of the research is to design a model of organizational generosity in education-oriented organizations. The present study was conducted with a qualitative approach and, in terms of purpose, is an applied research and using the content analysis method. The experts included faculty members as well as senior managers of educational organizations, and the interviewees included 12 people who were selected using snowball sampling until reaching theoretical saturation. Data were collected using semi-structured interviews. To ensure validity and reliability, the findings were confirmed by the interviewees. Max QDA software was used to analyze the information. The findings from the interview analysis included 1 overarching theme, 5 organized themes, and 12 basic themes, and 55 initial codes were identified for the design of the model. The results also showed that the organizational generosity model is a powerful tool for creating learning and knowledge-based organizations. By implementing this model, education-oriented organizations can help improve the quality of educational services, increase student and parent satisfaction, and ultimately, improve the quality of education in the country.
Other
Mehran Mesri; Reza sepahvand
Abstract
The purpose of developing grounded theory is to build a theory based on data. The three previous approaches of grounded theory have obvious operational weaknesses. In order to cover the operational weaknesses of previous approaches and quantify their gaps, a fourth approach to grounded theory was presented ...
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The purpose of developing grounded theory is to build a theory based on data. The three previous approaches of grounded theory have obvious operational weaknesses. In order to cover the operational weaknesses of previous approaches and quantify their gaps, a fourth approach to grounded theory was presented under the title of quantum approach. The aim of this research is to show that the quantum approach has the necessary efficiency in practice and has covered the weaknesses of previous approaches. In the previous approaches, there were operational weaknesses in the place of research literature in theorizing, confusion in the discovery of open codes, inattention to the studied society and the study platform, which seemed efficient only from a theoretical aspect, but in practice confused the researcher. Method: To overcome this weakness, a quantum approach to ground theory was presented, which is based on four stages of coding and twelve basic steps, which is based on the theory of quantum entanglement, which indicates that electrons around the nucleus of the atom apart from affecting The nucleus of the atom has opposite behavior to each other. Findings: Borrowing from this theory, it was concluded that the central category is the result of the effects of factors that have opposing behavior with each other, that is, two categories of constructive factors and inhibitory factors. Finally, a model based on the quantum shape of the atom was presented for this approach. Also, the case study findings showed that 44 primary big data, 98 micro data, 38 secondary big data and 5 super data were identified from the positive side. Also, on the negative side, 13 primary big data, 32 small data, 11 secondary big data and 2 super data were identified. Results: The results showed that managerial skill, managerial attitude, and managerial intelligence were among the constituent factors, managerial thinking and managerial awareness were among the facilitating factors, personalization was among the inhibiting factors, and expediency was among the moderating factors. Also, strategies, obstacles, consequences of formation and consequences of non-formation were identified
Other
Mina Khalili; Abbasali Rastgar; Mahdi Mortazavi
Abstract
Effective leadership is essential for organizations aiming for growth in the coming decades. The aim of this reseach is Analyzing the Effect of Memetic in organization and this effect on organizational Incivility with the role of leadership. This reseach is applied based on purpose and used a descriptive ...
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Effective leadership is essential for organizations aiming for growth in the coming decades. The aim of this reseach is Analyzing the Effect of Memetic in organization and this effect on organizational Incivility with the role of leadership. This reseach is applied based on purpose and used a descriptive survey methodology. Statistical population includes official (permanent) and staff employees with at least 5 years of service experience in the Planning and Human Capital Deputy of District 5 of Tehran Municipality, with a sample of 212 personnel selected through simple random sampling based on Cochran's formula. Data was collected using questionnaire and in order to analyze data using structural equation modeling with SmartPLS software version 4. Based on the research findings, validity, reliability, and the model were approved. The result indicate that focusing on organizational memes positively influences on visionary and humorous and forgiveness-based leadership styles, which in turn significantly reduce organizational truma. Moreover, these leadership styles (visionary, humorous and forgiveness-based) have negatively impact organizational truma. Also visionary, humorous and forgiveness-based leadership styles acting as mediators between memetic in the organization and organizational truma. Integrating memetic into leadership training can cultivate leaders who enhance performance and foster organizational well-being. As organizations face growing pressures in this decade, adaptive leadership becomes crucial. Therefore, leaders should foster a culture that institutionalizes desirable leadership styles within the municipality.
Other
Farnaz Nasiri; Abbas Nargesian; Aryan Gholipor
Abstract
Today, more than ever before, organizations are faced with the diversity of human resources, which is considered the most important effective factor and competitive advantage, and one of the factors of this diversity, in addition to the existing differences, is the difference between generations, which ...
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Today, more than ever before, organizations are faced with the diversity of human resources, which is considered the most important effective factor and competitive advantage, and one of the factors of this diversity, in addition to the existing differences, is the difference between generations, which has always been a factor in creating problems and has received less attention in researches. In this research, the expectations of working generations from the compensation process of human resources services based on the 34000 model in Tejarat Bank were identified. The upcoming research is applied in terms of purpose and descriptive in terms of data collection. The philosophy of interpretive research, the approach of inductive theory development, the methodological choice of research is qualitative, the research strategy is theme analysis, the time horizon of research is cross-sectional, and the data collection tool is semi-structured interview. Therefore, using the maximum diversity sampling method, a semi-structured interview was conducted with 30 personnel of X, Y and Z working generations in the human capital management of Tejarat Bank. A total of 30 interviews and their analysis led to the identification of 3 main themes, 23 sub-themes and 79 conceptual categories. The identification of the expectations of working generations from the service compensation process was based on the mentioned model, and based on the research findings in the service compensation process, due to the economic conditions governing the society, the needs of all three generations are similar in most of the themes, and there are also differences in the details. At the end of the article, the limitations of the research are mentioned and suggestions for future research are presented.
