Modeling
Yazdan Shirmohammadi
Abstract
This qualitative study aims to design and articulate an intelligent digital ecosystem model tailored for the Cultural Heritage, Handicrafts, and Tourism Organization within the Web 4.0 environment. Drawing upon grounded theory methodology, data were collected through in-depth semi-structured interviews ...
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This qualitative study aims to design and articulate an intelligent digital ecosystem model tailored for the Cultural Heritage, Handicrafts, and Tourism Organization within the Web 4.0 environment. Drawing upon grounded theory methodology, data were collected through in-depth semi-structured interviews with 35 senior managers, digital experts, and cultural heritage specialists. The data analysis unfolded through open coding (yielding 185 primary codes), axial coding (identifying 25 key concepts), and selective coding (refining six major categories). The model’s causal conditions include the globalization of Web 4.0, rising customer demands for digital engagement, international competition, the need to digitally safeguard cultural assets, technological disparities, and the growing requirement for digitally skilled personnel. Contextual factors affecting the model’s development encompass limited infrastructure, budgetary constraints, multicultural user expectations, governmental support, and the local innovation ecosystem. At the heart of the model lies the core phenomenon: the formulation of a centralized and intelligent digital ecosystem aligned with Web 4.0 standards—featuring integrated platforms, centralized data governance, and adoption of international benchmarks. Intervening conditions such as managerial competencies, financial-economic policy challenges, organizational dynamics, and workforce readiness shape the strategic response. The proposed strategies include the implementation of augmented reality training, development of smart tourism platforms, partnerships with knowledge-based firms, cybersecurity framework design, AI-enabled chatbot deployment, and attracting external investment. The anticipated outcomes of this intelligent ecosystem include improved user satisfaction, cost-efficiency, enhanced institutional image, new revenue channels, digital documentation of cultural artifacts, and increased organizational transparency. This study contributes a localized, actionable model for intelligent digital transformation within cultural organizations, particularly those operating in emerging economies. Keywords: Smart model, Digital ecosystem, Cultural heritage, Web 4.0, Strategic transformation
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.
Pathology
mohammad sargolzaee; mohadese nadershahi; ali Asghar mobasheri
Abstract
The current research was carried out with the aim of identifying a process model for the mental absence of faculty members in the workplace. This study is a qualitative research in terms of approach, an applied research in terms of purpose, and an exploratory research in terms of nature, which was conducted ...
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The current research was carried out with the aim of identifying a process model for the mental absence of faculty members in the workplace. This study is a qualitative research in terms of approach, an applied research in terms of purpose, and an exploratory research in terms of nature, which was conducted using the grounded theory method. Statistical population consists of academic staff members of Iranian universities, and the required data were collected through 23 semi-structured interviews and according to theoretical saturation. In order to identify suitable people for conducting interviews, convenience sampling and also purposeful snowball sampling method were used. After analyzing the data, the factors affecting the mental absence of faculty members were categorized in the form of causal factors (attitudinal factors, skill-performance factors, characteristics of university administrators and characteristics of university organizational culture), contextual factors (university organizational structure, failure of the human resources management system, students, job factors and personal problems) and intervening factors (individual and social inhibiting factors). The findings also indicate that the mental absence of academic staff members at the work manifests itself in the form of virtual resignation and neglect of work (wasting time in the work environment). The strategies of this phenomenon were also identified in the form of 2 dimensions (self-willed social isolation and performance measures) and its consequences were identified in 2 levels (individual and organizational).
Modeling
MASOUD ghaempanah; Kumars Ahmadi; Adel Salavati; Adel Fatemy
Abstract
Designing antecedent- consequence structure for implementing the 34000 human resources model with emphasis on managers' lived experiencesToday, efficient human resources are the main indicator of an organization's superiority over other organizations, and the emphasis on effective and efficient human ...
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Designing antecedent- consequence structure for implementing the 34000 human resources model with emphasis on managers' lived experiencesToday, efficient human resources are the main indicator of an organization's superiority over other organizations, and the emphasis on effective and efficient human resources in the field of education is increasing. The purpose of the research is to examine the lived experience of managers from implementing the 34000 human resources model. The present study is a descriptive-analytical study, and in terms of method, it is a mixed qualitative-quantitative and exploratory study.The qualitative part is a phenomenological approach that is conducted by interviewing managers with lived experience based on the 34000 model and coding using the ISM-DEMATEL combined method. The statistical population of the quantitative part includes all managers of organizations that used the above model. The statistical sample is 127 people. This model helps the organization to adopt the best human resources practices on a path of excellence.At the same time, it applies total quality management measures in order to continuously improve in a specific area and has a specific approach to organizational transformation and continuously and evolutionaryly follows successive changes. This model ultimately leads to a change in organizational culture. At the same time, it applies total quality management measures in order to continuously improve in a specific area and has a specific approach to organizational transformation.
Mohammad Ali Sarlak
Abstract
The health of organizations, which is formed by the interaction of humans and structures in a dynamic environment, affects the economic and social well-being of society. In macroeconomics, the economic distress index, by combining two variables of inflation and unemployment, provides a snapshot of the ...
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The health of organizations, which is formed by the interaction of humans and structures in a dynamic environment, affects the economic and social well-being of society. In macroeconomics, the economic distress index, by combining two variables of inflation and unemployment, provides a snapshot of the state of the economy and provides a number that shows whether the situation has improved or worsened compared to the past or competing countries. At the organizational level, despite numerous performance management tools, there is still no comprehensive and standard index that can express the overall state of the organization in a numerical and clear manner. This article first shows the existing gap by critically reviewing the most important management indicators and then introduces the organizational distress index as a combined solution. This index, with three human, structural and environmental dimensions, provides a final number that measures the degree of organizational disorder. A hypothetical example is also presented to demonstrate the comparative application of this index. Finally, suggestions are made for researchers and executive institutions to develop and operationalize the model.
Conceptualization
davood kia kojouri; Yaaman Charyani Zanjani
Abstract
In contemporary times, mafia-style political behaviors within organizations overshadow formal rules and established communications. The book and film trilogy The Godfather offers a vivid portrayal of such behaviors and the hidden dynamics underlying these interactions, meticulously revealing their complexities. ...
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In contemporary times, mafia-style political behaviors within organizations overshadow formal rules and established communications. The book and film trilogy The Godfather offers a vivid portrayal of such behaviors and the hidden dynamics underlying these interactions, meticulously revealing their complexities. This study aims to develop a model of mafia political behavior in organizational management, as depicted in The Godfather, and to examine the applicability of these strategies in organizational management. A mixed-methods approach (qualitative-quantitative) was employed. The qualitative phase involved detailed content analysis of the films and book, while the quantitative phase utilized a questionnaire derived from 64 initial items obtained through open coding. These items were refined via three Delphi rounds with seven purposively selected experts in political behavior. The validated outputs informed axial and selective coding. Content validity was confirmed through the Delphi technique, while qualitative reliability was established via Cohen’s Kappa. Quantitative reliability was verified using Kendall’s coefficient of concordance, confirming consistency across all stages. The identified components include: decision-making capacity and power exertion, perception management and influence over others’ thoughts, and strategies for maintaining and augmenting power. The analysis revealed that the political behaviors and power strategies illustrated in The Godfather can aid organizational managers in refining political conduct and managing relationships. By studying these behaviors, managers can enhance their leadership and management skills to navigate complex organizational dynamics effectively.
Other
Majid Mokhtarianpour; Mohamadhossein Hajiabadi; Aliasghar pourezzat
Abstract
Development programs are widely regarded as engines of progress across nations; however, Iran’s experience over more than seven decades reveals that failures in implementation have far outweighed successes. A central challenge lies in the absence of a systematic and comprehensive evaluation framework ...
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Development programs are widely regarded as engines of progress across nations; however, Iran’s experience over more than seven decades reveals that failures in implementation have far outweighed successes. A central challenge lies in the absence of a systematic and comprehensive evaluation framework capable of assessing both goal attainment and program effectiveness. Without a coordinated and transparent system, the results and impacts of development initiatives remain undocumented, hindering evidence-based decision-making for future economic, social, and cultural reforms.This study was conducted with the aim of identifying and formulating the core components of an evaluation system for Iran’s development programs. The research addresses the critical question of how effective elements and appropriate indicators can be designed to ensure that such programs operate more efficiently and are better aligned with the country’s strategic objectives.To achieve this aim, the study employed bibliometric analysis of research published between 1976 and early 2025, using VOSviewer software. The analysis categorized evaluation indicators into four major clusters: (1) transparency and good governance (including disclosure, independent oversight, governmental accountability, and anti-corruption measures); (2) analysis and technology (data-driven assessment, technological innovation, data mining, simulation, and online platforms); (3) participation and civil society (public involvement, social consensus, civic demands, and participatory monitoring); and (4) evaluation and policy-making (rigorous planning, alignment with higher-level policies, systematic evaluation processes, and integrative reporting).The findings highlight the necessity of a structured evaluation system that strengthens accountability, enhances evidence-based governance, and brings development programs closer to achieving Iran’s long-term national goals.
Modeling
amir lalisarabi; belal panahi
Abstract
The main goal of this research was to identify the factors affecting the lack of transparency in Tabriz government organizations.This research is fundamental in terms of its nature and its methodology is mixed with a sequential-exploratory approach and it has been done in two parts, qualitative and quantitative. ...
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The main goal of this research was to identify the factors affecting the lack of transparency in Tabriz government organizations.This research is fundamental in terms of its nature and its methodology is mixed with a sequential-exploratory approach and it has been done in two parts, qualitative and quantitative. Qualitative data were collected using interviews with 15 experts who were selected in a purposeful way and were analyzed using the database method and using three stages of open, central and selective coding. Quantitative data were collected by questionnaire and tested using confirmatory factor analysis method and finally the factors affecting the lack of transparency were identified. In the qualitative part of the research, 133 sub-categories were categorized in the form of 51 sub-categories and 6 main categories. The relationships of all research components were confirmed during the structural equation test. The lack of comprehensiveness of the previous research results in the early stages led to the presentation of the initial model based on the researchers' inferences. The reluctance to whistle-blowing among employees and the existence of economic and social crises were chosen as the central categories of the research due to frequent repetition in the process of interviews. the dimensions, the anti-transparency government category had the highest effect on the lack of transparency with a statistic equal to 6.42 and an effect size of 0.88. Identifying the dimensions and components affecting the lack of transparency and providing strategies to prevent the lack of transparency and the consequences of the lack of transparency after the test in the environment of government organizations in a new way is the innovation of the article.
Modeling
Zeinab Salehi Khalaf Badam; Naser Barkhordar; Rashid Zolfaghari Zaafarani
Abstract
Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations ...
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Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations of extreme uncertainty. Transformational leadership is known as a process in which leaders and followers push each other to a higher level of ethics and motivation. Municipalities generally have a strong hierarchical structure and a deep bureaucratic culture. This can be a major obstacle to transformational leadership, as it is difficult to shift decision-making power and encourage bottom-up participation from employees. Resistance from middle managers, who are accustomed to traditional command-and-control styles, can be a major obstacle. Tehran Municipality, as a large and complex organization, plays a vital role in providing public services and managing urban affairs. Sometimes, the lack of active participation of employees in decision-making processes can prevent the organization from fully realizing its potential and providing quality and innovative services to citizens. The purpose of this research was to design a transformational leadership model with a participatory approach for Tehran Municipality employees. MethodologyThe present research method is applied in terms of purpose, descriptive-survey in terms of nature and method, and mixed in terms of method. The statistical population of the research included managers with more than ten years of experience in the field of Tehran municipality management, professors and experts in management and urban services familiar with the subject of transformational leadership in the 22 districts of Tehran municipality. Sampling was carried out using purposive, theoretical, and snowball methods with a total of 15 people until the theoretical saturation stage of data collection. The data collection tool was semi-structured interviews and thematic analysis using structural-interpretive modeling. The qualitative data analysis method was a three-stage coding of basic themes, organizing themes, and overarching themes. Also, for quantitative data, the structural-interpretive modeling method was used with the MICMAC software. In this study, first, using the five initial stages of the content analysis strategy, the components and indicators in the theoretical foundations of transformational leadership are extracted, and after evaluating them using the interview technique and the content analysis method, qualitative analysis and coding of the extracted components and indicators are carried out, and the relevant questions are presented along with the proposed model. To ensure the validity and reliability of the research data, face and content validity were used, and Cronbach's alpha method was used to determine the reliability of the test. FindingsThe findings showed that the transformational leadership model, with an emphasis on the participation of Tehran Municipality employees, consists of 149 codes, 25 basic themes, and 8 organizing themes. The eight main components include creating a shared vision, inspiring motivation, empowering employees, effective interaction and communication, stimulating and influencing, collaborating and thinking together, organizational performance, and virtue ethics. Quantitative results showed that stimulation and influence, employee empowerment, moral and spiritual role models, and creating a shared vision are the most influential and are the underlying components, respectively. It is suggested that the municipality take a step towards achieving organizational goals by creating a fair and transparent recognition and encouragement system for employees. Discussion and ConclusionThe relationships between the components of the model show that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance have a two-way relationship and mutual influence, but the relationship between the other components is one-way. On the other hand, according to the obtained model, it should be acknowledged that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance, which are located at the fifth level, have the greatest impact on other components, and also the component of stimulation and influence, which is located at the first level, receives the greatest impact from other components. The overall results of the research are as follows: Participatory leaders, by creating and promoting a clear and shared vision, define organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go beyond expectations by inspiring and motivating them. This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases the sense of ownership, responsibility, and active participation of employees in decision-making. Emphasis on ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions leads to the promotion of professional ethics, public trust, and organizational sustainability. Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggests that collaborative leaders, by creating and promoting a clear and shared vision, set organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go above and beyond expectations by inspiring and motivating them.This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as by encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases employees' sense of ownership, responsibility, and active participation in decision-making. Emphasizing ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions promotes professional ethics, public trust, and organizational sustainability.Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggestions include holding brainstorming sessions, developing a vision document, recognizing and encouraging, creating growth and development opportunities, delegating authority, providing necessary training, creating communication channels, creating opportunities for exchanging ideas, supporting risk-taking, and forming work teams.
Modeling
Zahra Foroutani; zhila kiyanfar; Atieh Bohrani
Abstract
Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational secrecy and confidentiality ...
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Knowledge-based companies, due to their innovative and knowledge-oriented nature, have very sensitive and confidential technical, scientific and technological information, the disclosure of which can cause irreparable financial and competitive losses to the company. Organizational secrecy and confidentiality are important mechanisms for protecting valuable and private information in knowledge-based companies. Given the importance of this issue, the purpose of this research was to identify the most key, most dependent and most independent factors affecting organizational secrecy and to draw its hierarchical cause-and-effect relationships in knowledge-based companies in Tehran province. The present study is applied in terms of its purpose; exploratory in terms of its nature. The data were analyzed through interpretive structural modeling and using MATLAB 9 and MiMac 2 software. The statistical sample was managers and expert experts of 6 knowledge-based companies in Tehran province. Based on the research findings, 15 variables were identified in the form of 6 levels. The findings also show that environmental factors (laws and regulations, protection of intellectual property and privacy protection) are the most key; Individual factors (bravery, self-efficacy, locus of control, silence, and lack of information) were identified as the most dependent; organizational factors: security monitoring, organizational resilience, organizational support, concentration of power, organizational culture; and environmental factors: protection of intellectual property and laws and regulations were also identified as the most independent factors with the greatest influence and impact and the main driver of the formation of organizational secrecy; so that any action to create and promote secrecy in the organization requires reforms in these factors.
Causation
Azadeh Eftekhar; Kiumars Ahmadi; Reza salehi; Yaghoub aHMADI
Abstract
IntroductionKnowledge-based companies, as the main drivers of innovation, economic growth and added value creation, play a decisive role in the development of societies (Kapotzis, 2024). By focusing on emerging technologies and utilizing creative ideas, these organizations not only contribute to job ...
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IntroductionKnowledge-based companies, as the main drivers of innovation, economic growth and added value creation, play a decisive role in the development of societies (Kapotzis, 2024). By focusing on emerging technologies and utilizing creative ideas, these organizations not only contribute to job creation and enhance national competitiveness, but also demonstrate high agility and flexibility in conditions of environmental uncertainty. However, the emerging nature of these companies, their small scale and limited human and financial resources, which have been repeatedly mentioned in various studies, have presented them with numerous challenges in the areas of organizational culture and effectiveness. A weak organizational culture can lead to reduced team collaboration, decreased employee motivation, increased internal conflicts and even failure to achieve organizational goals. On the other hand, low effectiveness threatens the ability of these companies to achieve sustainable goals and compete in dynamic markets (Boschgens, 2021).Organizational culture, as a set of shared values, beliefs, and norms that shape the path of employee behavior and decision-making (Shayne, 2010; Cameron and Quinn, 2011), forms the foundation of organizational behavior, decision-making, and performance. This concept is doubly important in knowledge-based companies, which are often composed of young, dynamic, and diverse teams. Organizational culture not only affects the way in which intra-organizational interactions occur, but also determines the organization's strategic direction and ability to innovate and adapt to environmental changes. Research shows that different types of organizational cultures have different effects on the performance and effectiveness of companies and economic and organizational institutions. For example, group and innovative organizational cultures that emphasize collaboration, creativity, and continuous learning have the greatest positive impact on the performance of economic-administrative institutions and enterprises; In contrast, market or hierarchical cultures that focus on competition or excessive control may have negative or weaker effects on organizational performance (Hartnell et al., 2011). In this regard, strengthening a culture that promotes values such as trust, commitment, and collaboration is crucial for the success and effectiveness of knowledge-based start-ups. Despite the high potential of coaching, and especially team building in institutions, a recent literature review (Grant, 2017; Farahani, 1400) shows that most of the research conducted in this area has focused on large and established organizations and has less addressed the specific context of knowledge-based and start-ups. This is while the dynamic nature, resource constraints, and the need for rapid learning in these companies require that mechanisms such as team building be examined more carefully. Especially in the context of Iran and in provinces such as Kurdistan, where knowledge-based companies are growing and developing, examining the effect of coaching-based team building on organizational culture and effectiveness can provide valuable findings for managers, policymakers, and activists in this field. In Iran, it is only in recent years that the importance and role of team building and coaching in general in facilitating and strengthening organizational processes and bureaucratic and associational relations has been emphasized, and today it is mentioned as an important issue and factor in strengthening organizational effectiveness. In Kurdistan, however, this issue still does not have a special place in analyses and research as it should, and there is not much focus on it.Team building, by strengthening interactions and synergies between members, can help transform and diversify the organizational culture and performance of various companies and institutions. This is particularly important in start-up knowledge-based companies that often work with small, multidisciplinary teams. Accordingly, this study aimed to explain the effect of team building as a subset of coaching on organizational culture and effectiveness in knowledge-based companies in Kurdistan and to examine the mediating role of team building. The main research question is: How does team building affect the organizational culture and effectiveness of these companies and what is the role of team building in these relationships? MothodologyThis study was designed and implemented with a qualitative approach based on the grounded theory method. The statistical population of the study included experts and elites in the fields of management, human resources, and knowledge-based businesses in Kurdistan Province. These individuals were selected based on criteria such as at least five years of management experience in knowledge-based companies, a history of relevant research activity, or a prominent executive role in this field to ensure that their perspectives were based on in-depth knowledge and practical experiences. Sampling was purposive and non-probability and continued until theoretical saturation was achieved, at which point new data did not add new information. Finally, 12 in-depth interviews were conducted with these experts, which was determined to be sufficient depth and data saturation based on qualitative methodological standards (such as those proposed by Creswell, 2013). The main data collection tool was in-depth semi-structured interviews. Data analysis was conducted according to Strauss and Corbin's (1998) three-step process: in the open coding stage, the interview transcripts were reviewed line by line and primary key concepts (such as "job commitment" or "organizational learning") were extracted; in the axial coding stage, the relationships between these concepts were identified and grouped into main categories (such as causal, contextual, and intervening conditions); and in the selective coding stage, the central phenomenon ("teambuilding as a basis for sustainable transformation through culture") was determined and a paradigmatic model of the relationships between the categories was drawn. To ensure the validity and reliability of the findings, several strategies were adopted: internal validity was strengthened through data triangulation (by comparing interviews and literature) and peer review (review of coding by a second researcher); reliability was ensured by careful documentation of the process (such as recording initial codes and changes); and transferability was provided through a rich description of the research context (start-up knowledge-based companies in Kurdistan). Also, researcher reflexivity (recording assumptions and their impact on the analysis) was applied to reduce bias. FingdingsThis section presents the results of the findings extracted from interviews with experts, including managers and specialists in this field, on the subject of team building, organizational culture, and effectiveness in start-up knowledge-based companies. The analysis of this situation is based on the analysis of field data collected based on the provisions of grounded theory. Thematic analysis of the collected data led to the extraction of 20 primary categories, 9 secondary categories, and one core category. Analysis of the data obtained from interviews with 12 managers and experts of start-up knowledge-based companies in Sanandaj showed that team building coaching is not simply an educational intervention, but a transformative process that leads to the improvement of organizational effectiveness by changing and redefining organizational culture. In other words, the central category of the research was identified as “Team Building as the Basis of Sustainable Transformation in Knowledge-Based Companies through Culture”.Central Phenomenon: Team Building as the Basis of Sustainable Transformation in Knowledge-Based Companies through CultureThe analysis of interview data showed that “team building” in new knowledge-based companies acts not simply as an educational intervention or a tool for improving individual skills, but as a central and comprehensive phenomenon that links other categories in the data-based theory model. This central category encompasses the idea that team building provides the necessary context for enhancing organizational effectiveness by shaping shared organizational values, norms, and beliefs. Based on the findings, team building can function at three levels: the individual level, by strengthening communication skills and self-awareness; the group level, by increasing synergy, empathy, and social learning; and the organizational level, by institutionalizing new cultural values and creating sustainability in organizational behavior. From this perspective, team building, in the eyes of the interviewees, is a pivotal phenomenon, a connecting link between organizational culture strategies and organizational effectiveness outcomes. Discussion and ConclusionThe purpose of this study was to identify, discover, and analyze the relationships between team building as one of the main components of the coaching process in organizations and institutions on organizational culture and, through it, on effectiveness in new knowledge-based companies in Kurdistan Province. The findings indicate the pivotal role of team building as a transformative process in redefining organizational culture and enhancing organizational effectiveness in knowledge-based companies. The central theme of the research, “Team Building as the Basis of Sustainable Transformation Through Culture,” emphasizes that coaching leads to the sustainability and growth of knowledge-based start-ups by changing shared organizational values, beliefs, and norms. The findings of this study showed that team building within the scope of coaching, beyond a training or personal development tool, acts as a transformative process that enhances the effectiveness of knowledge-based start-ups by redefining organizational culture. The findings of the present study, based on the opinions and themes extracted from the interviews, show that team building, by strengthening the dimensions of organizational culture (such as trust, commitment, and learning), can lead to increased effectiveness in knowledge-based companies, especially new and emerging types, as previously stated by Grant (2017) and Theobaum et al. (2014) by stating that "team building is a mechanism for promoting human and social capital.
Pathology
Ali Parvin; Behzad Souki; Tohfeh GHobadi Lamooki; Kambiz Hamidi
Abstract
Objective: Purpose: Political appointments in Iran’s public sector produce not only reduced organizational performance but also a systematic erosion of human capital. Existing, variable-oriented literature, however, lacks a human-centred, processual account of how such organizational events translate ...
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Objective: Purpose: Political appointments in Iran’s public sector produce not only reduced organizational performance but also a systematic erosion of human capital. Existing, variable-oriented literature, however, lacks a human-centred, processual account of how such organizational events translate into a multidimensional, individual-level harm process. This study fills that gap by designing and empirically validating a processual psychosocial–biological pathology model.Design/methodology/approach: The research employs a two-stage, exploratory-interpretive narrative qualitative design. In the first stage (exploration and model generation), narrative data from 13 in-depth interviews with employees were analysed using reflective thematic analysis to develop a conceptually grounded model based on participants’ experiences, meanings and sense-making. In the second stage (validation and refinement), the emergent model was pragmatically assessed for content validity and practical applicability through a Delphi procedure to achieve consensus among 10 executive experts.Findings: The thematic analysis produced an initial narrative of themes, which the Delphi rounds subsequently refined and integrated into a final 12-component model. The resulting model indicates that the pathology typically begins with perceptions of injustice and emotional, attitudinal and motivational reactions (psychological dimension); spreads to the erosion of trust, shared norms and organizational values and of social networks (social dimension); and culminates in the embodiment of stress and burnout (biological dimension).Originality/value: By adopting a human-centred narrative approach while preserving interpretive depth, this study offers a novel, empirically-anchored explanatory framework and an expert-validated model of employee pathology arising from political appointments. The model provides a scientific basis for designing preventive interventions aimed at preserving human capital.
Modeling
somayeh shadmehri; vahid mirzaei; hamed khorasani toroghi
Abstract
is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted ...
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is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted with the aim of discovering the components of passive leadership and examining its effect on employee time theft in education in Bojnourd city. In this study, first, a review of the literature and research background was conducted, and then the semi-structured in-depth interview tool, which is appropriate for qualitative research methods, especially phenomenology, was used. After conducting 18 interviews and reaching the saturation stage of the Claise method; 25 components were identified in the form of 6 general categories under the titles of weakness in decision-making, avoidance of responsibility, indifference to employees, weakness in team supervision and management, weakness in communication, and lack of support for innovation and motivation. In the quantitative phase, 280 people were randomly selected as the sample size based on the Cochran formula. In order to identify the components of passive leadership, a questionnaire designed by the researcher was used, and then its effect on time theft was measured using the 15-question Harold and Ho Time Theft Questionnaire. According to the results obtained, the research hypothesis was accepted and passive leadership has a positive and significant effect on employee time theft
Modeling
Ali Omidi; ali shariatnejad
Abstract
Objective: Due to the wide scope of the field of management, research in this field has always been associated with many challenges, one of these challenges is the challenge of management research methodology in two important fields, i.e. organizational behavior and human resources. Understanding and ...
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Objective: Due to the wide scope of the field of management, research in this field has always been associated with many challenges, one of these challenges is the challenge of management research methodology in two important fields, i.e. organizational behavior and human resources. Understanding and recognizing this issue will help to develop the knowledge of organizational behavior and human resources. In this research, the Quarterly Journal of Government Organization Management (belonging to Payam Noor University) has been reviewed.Research method: in terms of methodology; In terms of purpose, this research is applied and the research method is qualitative and content analysis type. The statistical population of this research is all the articles in the Quarterly Journal of Government Organizations Management, which were published in the period of 1391 to 1400 for ten years. The number of 196 articles related to the research topic in terms of 9 indicators including; The number of articles published in each year, the field of study of the responsible author and the number of authors, research method, research approach, data collection tools, sampling methods, data analysis method, thematic contribution of the works and geographical distribution were investigated.Findings: The results showed that the statistical population of the researches of this quarterly is mostly on organizational behavior issues (124 cases) which were concentrated in public and Payam Noor universities of Tehran province. Also, articles have been written in the field of human resources (45 cases). Public administration researchers (127 cases) have made a significant contribution to the publication of articles in those two fields.
Conceptualization
Abbas Gheadamini Harouni; Mahsan Hemtizadeh
Abstract
As a complex and rapidly growing phenomenon, workplace gossip has generated a wide range of findings. This rapid growth has led to confusion and fragmentation in the literature and highlights the need for a comprehensive synthesis of the literature; therefore, the present study used a systematic bibliometric ...
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As a complex and rapidly growing phenomenon, workplace gossip has generated a wide range of findings. This rapid growth has led to confusion and fragmentation in the literature and highlights the need for a comprehensive synthesis of the literature; therefore, the present study used a systematic bibliometric literature review approach to integrate the diverse literature on workplace gossip. A sample of 258 research articles from the Web of Science and Scopus databases was systematically searched, selected, and critically reviewed. The bibliometric analysis provided a comprehensive review of the 258 articles, followed by a critical synthesis of the literature of 183 articles, organizing previous studies into two main themes: the antecedents and consequences of workplace gossip. These were categorized into three subthemes: the gossip sender, the gossip recipient, and the gossip target.In addition, a conceptual framework was developed to illustrate the interactions within the rumor triangle and a typology of rumor was classified based on organizational hierarchical levels, including vertical rumor, horizontal rumor, and mixed hierarchical rumor These were categorized into three subthemes: the gossip sender, the gossip recipient, and the gossip target.In addition, a conceptual framework was developed to illustrate the interactions within the rumor triangle and a typology of rumor was classified based on organizational hierarchical levels, including vertical rumor, horizontal rumor, and mixed hierarchical rumor
Modeling
Rahmatollah Gholipor; Seyed kamal Vaezi; maysam karimi
Abstract
This study aims to develop a comprehensive model for identifying the antecedents, control mechanisms, and mitigative strategies of cyberloafing in Iranian public organizations to enhance productivity and mitigate cyber risks. Prior research highlights a significant gap in culturally tailored strategies ...
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This study aims to develop a comprehensive model for identifying the antecedents, control mechanisms, and mitigative strategies of cyberloafing in Iranian public organizations to enhance productivity and mitigate cyber risks. Prior research highlights a significant gap in culturally tailored strategies for managing cyberloafing in organizational contexts. Employing a qualitative approach with thematic analysis, this study analyzed data from 12 semi-structured interviews with management and psychology experts from organizations such as the Ministry of Industry, Mine and Trade, the National Productivity Organization, the Chamber of Commerce, and universities. The analysis identified three overarching themes: 1) Antecedents of cyberloafing, encompassing individual factors (e.g., lack of motivation, stress, low self-control, burnout, generational digital dependency, workplace loneliness), organizational factors (e.g., weak supervision, poor organizational culture, role ambiguity, lack of reward transparency), and technological factors (e.g., easy internet access, digital triggers); 2) Control mechanisms, including technological tools (e.g., real-time feedback, productivity dashboards, self-regulatory notifications) and organizational policies (e.g., participatory monitoring, transparent guidelines), with challenges such as privacy concerns and implementation weaknesses; 3) Mitigative and preventive strategies, comprising motivation enhancement (e.g., meaningful projects, autonomy, transparent rewards), training (e.g., digital literacy, time and stress management), and organizational culture improvement (e.g., collaborative spaces, transformational leadership, professionalism). Internal digital platforms and social interaction spaces emerged as contextually relevant solutions. Cyberloafing in Iranian organizations is a multifaceted phenomenon driven by individual, organizational, and technological interplay. Effective management requires non-restrictive technological tools and participatory policies, while sustainable reduction hinges on motivation, digital literacy training, and professional culture-building. The proposed model offers practical, context-specific strategies to boost organizational productivity and paves the way for future research on digital behavior management.
Theorizing
farshid aslani; Marzieh Mohammadi
Abstract
Traditional leadership's emphasis on top-down communication limits the possibility of collaboration and creativity, and the one-size-fits-all approach to all employees in styles such as command leadership ignores the adaptation of the tactics used by the leader to individual abilities and situational ...
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Traditional leadership's emphasis on top-down communication limits the possibility of collaboration and creativity, and the one-size-fits-all approach to all employees in styles such as command leadership ignores the adaptation of the tactics used by the leader to individual abilities and situational conditions..Based on positive psychology research, employees are more likely to achieve optimal performance levels at work when they focus on their strengths rather than their weaknesses. This study presents the strengths-based leadership model at Payame Noor University. It is an applied-exploratory study based on a grounded theory approach. The data collection tool used in the study was a semi-structured interview. The statistical sample consisted of 15 management experts selected through purposive sampling. To analyze the qualitative research data, MAXQDA 2020 software was utilized. A total of 29 subcodes were extracted from the experts' responses.The analysis of interview themes and the organization of subcategories revealed that strengths-based leadership emerges as a central phenomenon influenced by causal conditions such as training, a spirit of collaboration, personality traits, and a strengths-based mindset. Actions such as skill enhancement, evaluation, and team orientation within the strengths-based leadership model lead to outcomes such as organizational development, creativity, job satisfaction, and organizational participation. However, in this model, contextual factors such as structure, culture, and the organizational environment, along with intervening conditions, influence the relationships within the framework
