Public Organizations Management

Conceptualization

Comprehending the aspects, antecedents, and consequences of the Data-Driven Human Resources based on concept analysis methodology

masoumeh ebrahimi; hasan Danaee fard; seyyed Hossein Kazemi; seyyed Yagoub Hosseini

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.73794.5142

Abstract

Nowadays that information technology has transformed all aspects of human life, human resource management is not exempt from this influence. The integration of human resource processes with information technology promises to improve its features. Data-driven human resources, relying on information technology, ... Read More

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Modeling

Designing a Digital Transformation Leadership Model for Sector of Human Resource Managers in Government Organizations

Masoud Eslami; Nader Bohlooli; Abbasgholi Sangi Nour Pour; Hosein Emari

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2025.74506.5184

Abstract

The present study was conducted with the aim of designing a digital transformation leadership model for human resource managers: a solution for increasing economic productivity in government organizations. The research method is applied in terms of purpose, qualitative in terms of data, and systematic ... Read More

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Other

Validation of an AI-Based Delphi Method in Management Research through the Turing Test

hamed dehghanan; zahra pouramini

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.75081.5213

Abstract

This study aimed to design and validate an AI-based Delphi method using the imitation game (Turing Test). The main research question was how the Turing Test could serve as a novel approach to assess the validity of AI-based Delphi results. This applied–developmental study involved 30 participants, ... Read More

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Other

Applying humor in conflict management with a systematic approach

Zeinab Bakhtiari; Abbas Nargesian; Aryan gholipor; Alireza fouladi

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.77181.5301

Abstract

This study aims to systematically review published research to examine the role of humor in managing and reducing interpersonal and organizational conflicts. To this end, a comprehensive search was conducted in the Scopus and Web of Science databases, and 40 relevant articles were analyzed. The findings ... Read More

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Conceptualization

The Paradox of Corrupted Sacrifice: Unveiling the Hidden Structure and Conceptual Evolution of Unethical Pro-Organizational Behavior

Mohammad Reza Mohajernia; Gholam Ali Tabarsa; Maryam Akhavan Kharazian

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.78074.5348

Abstract

This study aims to establish a systematic and comprehensive perspective on the research literature regarding unethical pro-organizational behavior (UPB) and to precisely identify emerging trends and paradigm shifts in this field, utilizing a quantitative and qualitative bibliometric approach. The statistical ... Read More

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Conceptualization

Developing a Conceptual Model of Toxic Organizational Management in Secondary Schools Based on a Meta-Synthesis Study

Fatemeh Bagheri; Adel Zahed Babolan; hosein Taqavi; Ali Khaleghkhah

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.76962.5295

Abstract

Organizational toxicity, manifested through power-centered relationships, distrust, and persistent conflict, poses a serious threat to school effectiveness and organizational health. Although research on toxic leadership and destructive workplace behaviors has expanded, comprehensive frameworks for managing ... Read More

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Modeling

Designing and Explaining a Transformational Leadership Model with a Participatory Approach in Tehran Municipality

Zeinab Salehi Khalaf Badam; Naser Barkhordar; Rashid Zolfaghari Zaafarani

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2025.76010.5255

Abstract

Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations ... Read More Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations of extreme uncertainty. Transformational leadership is known as a process in which leaders and followers push each other to a higher level of ethics and motivation. Municipalities generally have a strong hierarchical structure and a deep bureaucratic culture. This can be a major obstacle to transformational leadership, as it is difficult to shift decision-making power and encourage bottom-up participation from employees. Resistance from middle managers, who are accustomed to traditional command-and-control styles, can be a major obstacle. Tehran Municipality, as a large and complex organization, plays a vital role in providing public services and managing urban affairs. Sometimes, the lack of active participation of employees in decision-making processes can prevent the organization from fully realizing its potential and providing quality and innovative services to citizens. The purpose of this research was to design a transformational leadership model with a participatory approach for Tehran Municipality employees. 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

Design and Verification of a Job Competency Model in a Public Sector Organization (Case Study: Protection Education and Promotion Job in the Department of Environment)

Mona Ghafourian; Mahdieh Rezaei; Mohammad Reza Sarmadi; Reza Rasouli

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.77190.5302

Abstract

The present study was conducted with the aim of developing a competency model for the occupational field of environmental protection education and extension, which is one of the specialized job categories of the Environmental Protection Organization. This research was carried out within a qualitative ... Read More

Pathology

Utilizing Artificial Intelligence in Policymaking Process: Big Data Analysis and Smart Decision-Making

Pantea Ghaffari; Seyyed Mehdi Alvani; Amirhesam Arabi

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2026.75483.5228

Abstract

In the contemporary era of digital transformation and escalating complexity of social, economic, and environmental challenges, the integration of artificial intelligence into public policymaking has evolved into a strategic imperative. This research is designed with the objective of conducting a critical ... Read More

Conceptualization

The model of political behavior of the mafia in the management of organizations: analysis of the content of the book and the movie The Godfather Trilogy

davood kia kojouri; Yaaman Charyani Zanjani

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2025.73990.5153

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. ... Read More

Other

شناسایی و رتبه بندی مولفه های توسعه جوان گرایی در مدیریت در بخش دولتی

Ensiyeh Barkhordari Ahmadi; Mohammad Montazeri; Shams Al Sadat Zahedi

Volume 14, Issue 3 , June 2026

https://doi.org/10.30473/ipom.2025.73337.5116

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 ... Read More

Understanding the Phenomenon of Gaslighting in Organizational Relationships

Volume 13, Issue 2 , April 2025, , Pages 67-90

https://doi.org/10.30473/ipom.2025.72844.5073

Abstract

One of the acute forms of organizational and interpersonal misconduct in communication is the phenomenon of gaslighting, which refers to the emotional abuse of an individual or a type of psychological harassment inflicted by others. This is achieved through the imposition of psychological pressures on ... Read More One of the acute forms of organizational and interpersonal misconduct in communication is the phenomenon of gaslighting, which refers to the emotional abuse of an individual or a type of psychological harassment inflicted by others. This is achieved through the imposition of psychological pressures on the targeted individual, resulting in a disruption of their organizational duties. Therefore, the aim of the present study is to analyze employees' perceptions and lived experiences of gaslighting in organizational relationships within government organizations in Kermanshah city. To this end, a qualitative research method employing a phenomenological approach was utilized to understand and identify the phenomenon of gaslighting in organizational contexts. The participants in the study consisted of employees from various government organizations in Kermanshah, with a total of 20 interviews conducted using purposive sampling until data saturation was achieved. The inter-rater agreement coefficient was utilized to assess reliability, while validity of the identified codes was ensured through peer review and participant feedback. The results of the content analysis coding revealed that the phenomenon of gaslighting encompasses 18 main categories, which can be categorized into four distinct areas. The first area pertains to management and leadership, which includes categories such as: the manager's inability to accept mistakes, lack of personal accountability, limitations in decision-making, non-acceptance of others' opinions, and dismissal of emotions. The second area relates to communication and social interactions, which includes categories such as: controlling social relationships, disseminating misinformation, instilling uncertainty and doubt in the individual, concealment, and exploiting feelings of sadness and despair. The third area encompasses managerial and professional behaviors, which includes categories such as: blame-oriented behaviors, Machiavellian conduct, bullying, persistent criticism, projecting behaviors, and utilizing past emotions. The fourth area is psychological, which encompasses categories such as controlling employees' personal lives and blame-related behaviors.

Examining the Effect of Patriarchy on Organizational Trauma with the Mediating Role of Ambition of Female Managers in Government Organizations of Ilam Province

Volume 12, Issue 3 , June 2024, , Pages 101-114

https://doi.org/10.30473/ipom.2024.70458.4951

Abstract

This research was conducted with the aim of investigating the effect of patriarchy on organizational trauma with the mediating role of ambition of female managers in government organizations of Ilam province. Methodology In terms of the purpose, the research method is a part of applied research, and ... Read More This research was conducted with the aim of investigating the effect of patriarchy on organizational trauma with the mediating role of ambition of female managers in government organizations of Ilam province. Methodology In terms of the purpose, the research method is a part of applied research, and in terms of implementation and the method of data collection, it is descriptive and correlational. The statistical population includes all the female managers of government organizations in Ilam province in 1402, numbering 127 people, based on Morgan's table, 95 people were selected for this study by simple random sampling method. The data collection tool in this research was Cheng et al.'s patriarchy questionnaire (2000), Steinkamp's organizational trauma questionnaire (2014) and Zohragin Schmidt's leadership questionnaire (2008). The validity and reliability of these questionnaires were confirmed through face validity and Cronbach's alpha. Findings The results of this research showed that the relationship between organizational ambition and organizational trauma (-0.639) is negative and significant, the relationship between organizational patriarchy and organizational trauma (0.351) is positive and significant, and the relationship between organizational patriarchy and organizational ambition (976) -0/) was negative and significant. Also, the research results showed that the relationship between organizational patriarchy and organizational trauma with the mediating role of organizational ambition (0.624) was positive and significant. The results of this research showed that patriarchal management causes organizational problems, and in this regard, organizational ambition can act as an effective factor in improving performance and reducing trauma in organizations. Therefore, it is suggested that managers act by creating motivation, healthy competition and promoting a positive work environment in order to achieve growth and progress in the organization and prevent organizational trauma.

Analyzing the Policy Dimensions of Using Artificial Intelligence in Iran's Health System

Volume 12, Issue 2 , May 2024, , Pages 181-204

https://doi.org/10.30473/ipom.2024.71179.4977

Abstract

Policy makers need accurate and timely information to make informed decisions in complex environments such as health systems. When health systems are faced with complex, multi-dimensional and emerging issues, the use of traditional policy-making tools creates significant limitations. The purpose of this ... Read More

Designing The Model of Antecedents and Consequences of Humor at Workplace

Volume 11, Issue 1 , January 2023, , Pages 147-164

https://doi.org/10.30473/ipom.2023.66244.4732

Abstract

Focusing on creating a joyful organizational environment is one of the ways in which human resource management can create a better working life for employees. Due to the necessity of applying and using new approaches in the management of interpersonal relationships and making the workplace environment ... Read More

Comprehensive Model of Citizen Participation Case Study: Tehran City

Volume 10, Issue 4 , November 2022, , Pages 17-34

https://doi.org/10.30473/ipom.2021.57578.4320

Abstract

Everything that involves the participation of citizens is formed in a context that is surrounded by common categories, and regardless of them, the participation of citizens is difficult to happen. The purpose of this study is to design a comprehensive model of citizen participation in Tehran. The research ... Read More

Explaining the Effect of Team Building on Organizational Culture and Effectiveness in Start-up Knowledge-Based Companies

Azadeh Eftekhar; Kiumars Ahmadi; Reza salehi; Yaghoub aHMADI

Articles in Press, Accepted Manuscript, Available Online from 17 December 2025

https://doi.org/10.30473/ipom.2025.75603.5237

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 ... Read More 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.

Typology of gossip in the workplace with an organizational hierarchy level approach

Abbas Gheadamini Harouni; Mahsan Hemtizadeh

Articles in Press, Corrected Proof, Available Online from 22 June 2026

https://doi.org/10.30473/ipom.2026.75482.5227

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 ... Read More

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A Model of Employee Pathology in the Public Sector Due to Political Appointments: Development and Qualitative Validation Using Reflexive Thematic Analysis (RTA)

Ali Parvin; Behzad Souki; Tohfeh GHobadi Lamooki; Kambiz Hamidi

Articles in Press, Accepted Manuscript, Available Online from 19 December 2025

https://doi.org/10.30473/ipom.2025.76071.5257

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 ... Read More 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.

Discovering Passive Leadership Components and Investigating Its Effect on Employee Time Theft (Case Study of Teachers and Education Managers in Bojnourd City)

somayeh shadmehri; vahid mirzaei; hamed khorasani toroghi

Articles in Press, Corrected Proof, Available Online from 27 December 2025

https://doi.org/10.30473/ipom.2025.74382.5179

Abstract

is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted ... Read More

Towards a conceptual model of organizational distress: necessity, critical review, indicators

Mohammad Ali Sarlak

Articles in Press, Corrected Proof, Available Online from 20 September 2025

https://doi.org/10.30473/ipom.2025.12217

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 ... Read More

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Invisible Work in Government Organizations: Explaining the Nature, Dimensions, and Organizational Consequences; Using a Mixed Research Approach.

Ali Omidi

Articles in Press, Corrected Proof, Available Online from 22 June 2026

https://doi.org/10.30473/ipom.2026.77521.5316

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 ... Read More

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Designing a Digital Governance Model Based on Crowdsourcing in National Center of Iran's Cyberspace

hossein ostad hossein; zahra moghimi; maryam bayani

Articles in Press, Corrected Proof, Available Online from 23 February 2026

https://doi.org/10.30473/ipom.2026.74226.5168

Abstract

Background: This research aims to present a digital governance model Based on Crowdsourcing in National Center of Iran's Cyberspace.Methodology: This research was conducted with a quantitative approach and a developmental goal. First, the dimensions and components of digital governance were identified ... Read More

Identifying and ranking the factors affecting the invisibility of employees in organizations

Mohammad javad shakeri; mohadese nadershahi; ali Asghar mobasheri

Articles in Press, Corrected Proof, Available Online from 22 June 2026

https://doi.org/10.30473/ipom.2026.74847.5205

Abstract

Considering the negative consequences of invisibility of employees in organizations and the need to identify the factors affecting it in order to manage this destructive phenomenon, the present study was conducted with the aim of identifying and prioritizing the factors affecting invisibility of employees ... Read More

Understanding the Phenomenon of Managers’ Moral Anger in Organizations : A Case of Selected Branches of Public Banks in Isfahan

nasim Arbab Shirani; Akbar Etebarian Khorasgani; Reza Ebrahimzadeh Dastjerdi

Articles in Press, Corrected Proof, Available Online from 09 March 2026

https://doi.org/10.30473/ipom.2026.76820.5285

Abstract

Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that ... Read More Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that arises when unethical behaviors or violations of values are observed.Accordingly, the present study aims to explore the pattern of managers’ moral anger in selected branches of state-owned banks in the city of Isfahan. This research is applied–developmental in terms of purpose and was conducted using a qualitative approach and the grounded theory method. To identify the components of the moral anger model, semi-structured interviews were carried out with 15 academic experts and branch managers of state-owned banks through purposive sampling, adhering to the principle of theoretical saturation.Additionally, to examine the fit of the extracted conceptual model, a researcher-made questionnaire based on the qualitative findings was utilized.The validity of the questionnaire was assessed using the content validity ratio, and Content Validity Index and its reliability was evaluated through inter-coder reliability.Data analysis led to the extraction of a set of concepts organized into six categories: causal conditions, the core phenomenon, contextual conditions, intervening conditions, strategies, and consequences. The findings indicate that managers’ moral anger is influenced by a combination of causal conditions such as individual cognitive and psychological characteristics, psychological pressures associated with leadership roles, and interpersonal and intergroup factors. Furthermore, certain structural deficiencies, lack of transparency, and absence of ethical support within the organization act as contextual conditions that contribute to the emergence and intensification of this phenomenon.Moral anger also results in consequences at three levels: individual, interpersonal, and organizational

Analyzing the Role of The Islamic Consultative Assembly in The Development Planning Process, Focusing on The Challenge of Intra-plan Incoordination

Ahmad Gholipour; seyyedMojtaba Shahraeini

Articles in Press, Accepted Manuscript, Available Online from 25 April 2026

https://doi.org/10.30473/ipom.2026.76293.5263

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 ... Read More 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.

Designing an Interpretive Structural Model of Managers' Progress Motivation. (Case Study: Shahrekord University of Medical Sciences).

Sayyed Mahmoud Mirahmadi; Akbar Etebarian Khorasgani; Alborz Gheitani

Articles in Press, Corrected Proof, Available Online from 08 April 2026

https://doi.org/10.30473/ipom.2026.77461.5311

Abstract

Employee achievement motivation, as one of the key factors in improving individual and organizational performance, plays a fundamental role in achieving the goals of service organizations, especially medical universities. Given the complexity of the factors affecting achievement motivation and the interactions ... Read More

Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational Levels

nabi omidi

Articles in Press, Corrected Proof, Available Online from 21 March 2026

https://doi.org/10.30473/ipom.2026.75291.5223

Abstract

Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational LevelsAbstractThis study analyzes the phenomenon of “Sanctuary Selection” within the managerial structures of Iranian public ... Read More

The Evolutionary Trajectory of Intellectual Capital: A Scoping Review and Bibliometric Analysis

Layla Asgari; Gholamreza Memarzadeh; Seyed Mahdi Alvani; Abolfazl Kazemi

Articles in Press, Accepted Manuscript, Available Online from 13 June 2026

https://doi.org/10.30473/ipom.2026.76906.5289

Abstract

Introduction Intellectual capital has become an important intangible resource in contemporary organizations ... Read More 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.

Presenting a Digital Government Architecture Model in the Development of Smart Services, Case Study: Tehran Municipality

Farhad Najafi Esfahani; mohammad mohammady; mandan momeni

Articles in Press, Accepted Manuscript, Available Online from 16 June 2026

https://doi.org/10.30473/ipom.2026.78004.5341

Abstract

Introduction The convergence of digital transformation and urban governance is a critical imperative for contemporary metropolitan management, especially in developing economies aiming to enhance service efficiency and citizen satisfaction. Smart cities signify a paradigm shift from traditional management ... Read More Introduction The convergence of digital transformation and urban governance is a critical imperative for contemporary metropolitan management, especially in developing economies aiming to enhance service efficiency and citizen satisfaction. Smart cities signify a paradigm shift from traditional management to data-driven, technology-enabled governance, leveraging digital infrastructure to optimize resource allocation and foster sustainable development. However, transitioning to such ecosystems requires a comprehensive architectural framework that integrates technical infrastructure, governance mechanisms, and value-creation processes. Digital Government Architecture (DGA) serves as the foundational blueprint for this transition. Despite growing global interest in smart city initiatives, a significant gap persists in understanding how DGA components interact within specific institutional and cultural contexts—particularly in Middle Eastern megacities like Tehran, where traditional governance structures coexist with rapid technological adoption. Existing literature frequently prioritizes technological dimensions (IoT, big data, cloud computing) while overlooking the governance and value-creation aspects essential for implementation. Furthermore, most conceptual models are derived from Western contexts, often failing to account for the unique regulatory and social landscapes of developing nations. This research addresses these gaps by developing a context-sensitive, Structural-Interpretive Model that explicates the hierarchical relationships and causal pathways of DGA components within the Tehran Municipality. This study moves beyond technology-centric approaches to offer a holistic perspective, providing actionable insights for policymakers and administrators through a causally structured hierarchy. Methodology This study adopts a pragmatic paradigm, utilizing a sequential mixed-methods design to analyze the complex socio-technical system of DGA. Phase 1: Qualitative Exploration The qualitative phase employed semi-structured interviews to elicit expert insights. Following an actor-protocol approach, 20 specialized managers and senior officials from key municipal divisions (e.g., IT, Urban Planning, Strategic Management) were purposively sampled. Theoretical saturation was achieved at the 20th interview. Transcripts were analyzed using Clarke’s (2006) reflexive thematic analysis in MAXQDA 2020. Inter-coder reliability was confirmed with a Cohen’s kappa of 0.82. The analysis identified 9 overarching themes, 27 organizing themes, and 68 basic themes, categorized into three meta-dimensions: Technical Infrastructure, Governance, and Value Creation. Phase 2: Structural Modeling To transform qualitative findings into a causal hierarchy, Interpretive Structural Modeling (ISM) was employed. Fifteen senior municipal experts evaluated the pairwise directional influence of the 9 overarching themes using a four-point scale. The ISM procedure involved constructing a Structural Self-Interaction Matrix (SSIM), deriving a Final Reachability Matrix via Boolean logic, and partitioning elements into hierarchical levels based on driving power and dependence. The model was finalized using MATLAB and validated for content and construct coherence through expert review and theoretical alignment. Findings The integrated analysis yielded a four-level hierarchical structural model of DGA for smart urban services, revealing distinct causal layers from foundational drivers to ultimate outcomes. Level 4 (Foundational Drivers): Three themes emerged as the deepest structural elements with high driving power and low dependence, serving as the fundamental prerequisites for DGA implementation: 1. Urban Digital Regulation: This theme encompasses the legal and regulatory frameworks governing data privacy, digital service standards, interoperability requirements, and accountability mechanisms. Findings indicate that absence of clear regulatory guidelines creates implementation paralysis, as municipal departments hesitate to launch digital services without legal certainty regarding data handling, citizen rights, and liability issues. 2. Digital Transformation Governance: This theme captures the organizational structures, leadership commitment, strategic planning processes, and change management capabilities necessary for coordinating digital initiatives across municipal departments. Participants emphasized that fragmented governance—where each department pursues independent digital projects without coordination—leads to duplicated efforts, incompatible systems, and poor citizen experience. 3. Urban Digital Technology Architecture: This theme represents the technical infrastructure foundation, including cloud computing platforms, data centers, network connectivity, cybersecurity systems, and integration middleware. Interviewees highlighted that inadequate technical architecture creates bottlenecks that prevent scaling of digital services and integration of data across municipal functions. These foundational drivers exhibit strong causal influence on all higher-level components but are themselves relatively independent of other factors, indicating they must be established early in DGA development and require sustained investment and policy attention. Level 3 (Enabling Mechanisms): Two themes function as critical linkage factors that translate foundational drivers into operational capabilities: 1. Digital Participation and Citizen Interaction: This theme encompasses digital channels for citizen engagement (mobile apps, web portals, social media), participatory decision-making platforms, feedback mechanisms, and co-creation processes. Analysis revealed that effective citizen interaction depends on both technical infrastructure (Level 4) and regulatory clarity regarding data use, while simultaneously enabling improved service delivery (Level 2). 2. Digital Security and Urban Protection: This theme addresses cybersecurity measures, data protection protocols, system resilience, and privacy safeguards. Participants identified security as a dual concern—both a technical requirement dependent on infrastructure quality and a governance issue requiring clear policies—that directly impacts citizen trust and service adoption rates. These enabling mechanisms exhibit moderate driving power and moderate dependence, serving as bridges between foundational elements and operational outcomes. Their intermediate position indicates they require simultaneous attention to both infrastructure development and service delivery optimization. Level 2 (Operational Outcomes): Two themes represent the direct service delivery results that citizens experience: 1. Ease and Speed of Service Delivery: This theme captures service accessibility, transaction simplicity, processing time reduction, and multi-channel availability. Quantitative data from municipal records indicated that digital service implementation reduced average transaction times by 60-75% compared to traditional in-person processes, while citizen satisfaction scores increased by 40% for digitally-delivered services. 2. Digital Urban Data Management*: This theme encompasses data collection, storage, analysis, and utilization for decision-making and service personalization. Participants noted that effective data management enables predictive service delivery, proactive problem identification, and evidence-based policy formulation. These operational outcomes exhibit low driving power but high dependence, indicating they result from effective implementation of lower-level components rather than driving further changes themselves. Level 1 (Ultimate Goals): Two themes emerged as the highest-level outcomes representing the ultimate objectives of DGA implementation: 1. Sustainability and Continuous Improvement of Urban Services: This theme reflects long-term service quality enhancement, resource efficiency, environmental sustainability, and adaptive capacity. Participants emphasized that digital systems enable continuous monitoring and iterative improvement cycles that were impossible with traditional manual processes. 2. Integrated Smart Urban Services Ecosystem: This theme represents the holistic integration of services across municipal functions, creating seamless citizen experiences and optimized resource allocation through data sharing and process coordination. These ultimate goals exhibit very low driving power and very high dependence, confirming their position as end-state outcomes that depend on successful implementation of all lower-level components. Cross-cutting Findings: Several important patterns emerged across the hierarchical structure. First, governance factors (regulation, organizational structures) proved equally important as technical infrastructure, contradicting technology-centric approaches that prioritize hardware and software over institutional arrangements. Second, citizen engagement emerged as a critical mediating factor rather than a final outcome, suggesting that participatory mechanisms must be built into DGA design rather than added after technical implementation. Third, security and privacy concerns pervade all levels, requiring integrated attention rather than treatment as isolated technical issues. Discussion and Conclusion This research advances the discourse on Digital Government Architecture (DGA) by moving beyond technology-deterministic models. It establishes that governance and value-creation dimensions are as critical as technical infrastructure, offering a nuanced hierarchical structure that captures complex causal pathways and feedback loops-an improvement over traditional, linear taxonomies. The findings demonstrate that Urban Digital Regulation, Digital Transformation Governance, and Urban Digital Technology Architecture act as foundational drivers. Their identification explains the failure of many smart city initiatives that prioritize visible applications over underlying frameworks. Furthermore, the role of Digital Participation and Digital Security as intermediate “linkage factors” indicates that these elements must be developed concurrently with both foundational and operational components. Practically, the study offers a strategic roadmap for Tehran Municipality: prioritizing regulatory and governance reforms is a prerequisite for the successful implementation of citizen-engagement platforms and data-driven management. The study identifies three key drivers of DGA implementation: (1) Leadership commitment, essential for overcoming organizational inertia; (2) Interoperability standards, which prevent data fragmentation; and (3) Citizen trust, generated through transparency and reliable service delivery, which remains the ultimate determinant of value realization. While this model offers significant insights, its focus on Tehran limits its immediate generalizability to vastly different institutional environments. Additionally, the cross-sectional design captures a static snapshot of a dynamic transformation process. Future research should prioritize: (1) large-scale quantitative validation of the structural model, (2) comparative studies across diverse metropolitan contexts to isolate universal patterns, and (3) the integration of citizen-centric perspectives to complement the current expert-driven framework. Successful DGA for smart urban services requires a holistic integration of technical, governance, and value-creation dimensions. For Tehran and similar megacities, this research provides a diagnostic tool to assess architectural maturity and a prescriptive framework to prioritize investments. By establishing foundational drivers-regulation, governance, and infrastructure-before pursuing operational outcomes, municipal administrators can better navigate the transition toward truly smart, citizen-centered urban governance.

A Strategic Model of Institutional Convergence for the Scientific Advancement of the Country

Mohammad Javad Mahmoudi; Afshin Safahan; Abas Ghaeedrahmat

Articles in Press, Corrected Proof, Available Online from 18 June 2026

https://doi.org/10.30473/ipom.2026.77809.5329

Abstract

Introduction Higher education, science, and technology are strategic subsystems of national development in Iran, facing complex, multi-layered challenges (e.g., employability, university–industry gap, brain drain, quality, and knowledge-based economy). These issues require coordinated action across ... Read More Introduction Higher education, science, and technology are strategic subsystems of national development in Iran, facing complex, multi-layered challenges (e.g., employability, university–industry gap, brain drain, quality, and knowledge-based economy). These issues require coordinated action across institutions. The Ministry of Science, Research and Technology (the main executive body) and the Iranian Parliament (with legislative, budgetary, and supervisory powers) are both key players. Yet their relationship remains largely a traditional "supervisor–executor" pattern, where Parliament demands and oversees while the Ministry responds and implements. This reactive model is inadequate for a complex field like higher education, which needs prior consultation, joint deliberation, and institutionalized conflict-resolution mechanisms. The core research problem is the lack of an operational, sustainable model to transform this relationship into a strategic partnership. Without it, interactions stay reactive, case-based, and person-centered, leading to ineffective legislation, institutional mistrust, delays, duplication, and weakened governance. Accordingly, the central question of the present study is: What strategic model can be designed to promote constructive coordination and cooperation between the Ministry of Science, Research and Technology and the Islamic Parliament of Iran in order to improve higher education governance and contribute to national scientific progress? The purpose of the study is to design and initially validate a strategic model for constructive coordination and cooperation between these two key institutions. MethodologyThis study was conducted using a qualitative approach and the method of documentary analysis. The research was exploratory-descriptive in its first stage and design-oriented in its second stage. In the exploratory-descriptive stage, the nature and dimensions of the communication and institutional challenges between the Ministry of Science, Research and Technology and the Islamic Parliament were identified through the review of relevant documents, laws, policy reports, and scholarly literature. In the design-oriented stage, the extracted themes were synthesized with theoretical frameworks in order to formulate a strategic and operational model. The documentary population of the study included all documents, laws, official reports, policy papers, and scientific sources related to the relationship between the executive and legislative branches, higher education governance, science and technology policy, inter-organizational cooperation, conflict management, evidence-informed policy-making, parliamentary scientific advice, and parliamentary technology assessment. Since the research was based on documentary analysis, the “document” was considered the main unit of study and analysis. In this research, a document refers to any official, legal, policy-oriented, or academic text that could contribute to understanding the research problem or designing the proposed model. The sample was selected through purposive and criterion-based sampling. The documents were not selected randomly; rather, they were chosen according to their relevance and informational richness in relation to the research problem. The main inclusion criteria were direct relevance to the topic, credibility of the source, analytical or policy value, relative recency in the case of policy reports, and usefulness for extracting themes related to the cultural-attitudinal, structural-institutional, and process-operational dimensions of the model. Documents that lacked direct relevance, had no clear scientific or institutional credibility, were merely news-based, or contained repetitive content without new analytical value were excluded from the analysis. The selected documents were categorized into several groups: upstream and legal documents such as the Constitution, national vision documents, development plans, and parliamentary regulations; official and policy reports, especially those related to the Parliament Research Center and the Ministry of Science, Research and Technology; domestic academic studies on government–parliament relations, public policy, and higher education governance; and international sources on collaborative governance, inter-organizational cooperation, conflict management, scientific advice to parliament, and parliamentary technology assessment. Data were collected through library and documentary review. The main research instrument was a systematic note-taking form designed to record the source, date, publisher, key content, and the researcher’s analytical interpretation. The data were analyzed using thematic analysis. This process involved repeated reading of documents, initial coding, searching for sub-themes, reviewing and refining themes, naming the final themes, and linking the extracted themes to the theoretical framework. The outputs of thematic analysis formed the basis for the initial design of the proposed model. To evaluate the initial validity of the model, expert review was used. The preliminary version of the model was reviewed by 10 experts selected on the basis of their academic or executive experience in higher education governance, science and technology policy, parliamentary studies, institutional conflict management, or inter-organizational cooperation. The experts assessed the model in terms of the appropriateness of its components, comprehensiveness, internal coherence, feasibility, and compatibility with the legal and institutional context of Iran. Their feedback was categorized and used to revise and strengthen the final model. Findings The findings indicate that the optimal strategic model for constructive coordination and cooperation between the Ministry of Science, Research and Technology and the Islamic Parliament should be based on three interconnected pillars: the cultural-attitudinal pillar, the structural-institutional pillar, and the process-operational pillar. These pillars reflect the main themes extracted from documentary analysis and provide a multi-level framework for moving from a reactive and supervisory relationship toward a strategic partnership. The first pillar is the cultural-attitudinal pillar. This pillar refers to the need to transform the mindset governing the relationship between the two institutions. The analysis showed that many communication problems originate not only from legal or structural gaps but also from perceptions, language, distrust, and lack of mutual understanding. Therefore, the model emphasizes trust-building, the creation of a shared language, mutual respect for institutional roles, and recognition of the limitations and capacities of each side. In this pillar, the Parliament should recognize the Ministry as a specialized executive body with technical knowledge, while the Ministry should recognize the Parliament as the representative of public concerns and the holder of legislative and supervisory authority. Joint training programs, dialogue workshops, and a shared ethical communication charter are among the operational actions proposed for strengthening this pillar. The second pillar is the structural-institutional pillar. The study found that the absence of stable institutional mechanisms is one of the main reasons for fragmented, reactive, and person-centered interactions between the two institutions. Therefore, the proposed model includes several permanent or semi-permanent structures. These include a joint coordination committee, a joint secretariat, specialized joint working groups, a shared digital platform, a specialized advisory system, and a structured mechanism for conflict resolution. The joint coordination committee is expected to serve as the strategic center of the model, while the joint secretariat would be responsible for documentation, follow-up, reporting, and continuity. The digital platform would facilitate document sharing, scheduling, consultation, transparency, and possibly future data-based analysis. The specialized advisory system would enable the Parliament to benefit from scientific and technical expertise before legislative decisions are finalized. The third pillar is the process-operational pillar. This pillar concerns the practical procedures through which cooperation can be implemented in daily institutional interactions. The main processes include prior consultation before legislation, transparent and periodic reporting by the Ministry, joint field visits, structured participation of stakeholders, formal media coordination, and a conflict resolution process. The model emphasizes that any major bill or plan related to higher education and science policy should be accompanied by expert review, feasibility assessment, and impact analysis before entering the final legislative process. Transparent reporting is also considered essential for trust-building and accountability. Joint visits to universities, science and technology parks, and knowledge-based firms are proposed to increase shared understanding of real problems and opportunities. In addition to these three pillars, the model includes a continuous improvement cycle. This cycle links the outputs of cooperation-such as better laws, reduced institutional tensions, improved transparency, and enhanced trust—to the revision and strengthening of the model itself. Key performance indicators are proposed for monitoring the implementation of the model, including indicators related to the number and quality of joint meetings, the implementation of prior consultation, stakeholder participation, reporting quality, conflict resolution, and expert satisfaction. Discussion and Conclusion The proposed model, entitled “Institutional Convergence for Scientific Progress,” seeks to transform the relationship between the Ministry of Science, Research and Technology and the Islamic Parliament from a limited supervisory-executive pattern into a strategic, evidence-based, and constructive partnership. The model does not deny the legal authority of parliamentary oversight or the accountability responsibility of the executive branch. Instead, it attempts to make these legal roles more effective by adding prior consultation, structured dialogue, expert support, transparent reporting, and systematic conflict management. The legal foundation of the model is consistent with the constitutional principles governing the relationship between the executive and legislative branches in Iran. In particular, the model recognizes the independence of powers, the legislative and supervisory role of the Parliament, and the responsibility of the executive branch to coordinate and implement laws. Therefore, strategic cooperation is not presented as a substitute for legal oversight; rather, it is introduced as a mechanism for improving the quality and effectiveness of oversight, legislation, and implementation. The study also shows that domestic literature has addressed various aspects of government–parliament relations, public policy, and higher education governance, but has rarely provided a specific operational model for the relationship between the Ministry of Science, Research and Technology and the Parliament. International literature, especially in collaborative governance, inter-organizational cooperation, conflict management, scientific advice to parliament, and parliamentary technology assessment, offers useful conceptual insights and institutional experiences. However, these frameworks do not provide a ready-made model for the specific legal, political, and institutional context of Iran. Thus, the contribution of this study lies in designing a localized, multi-level, and operational model for the strategic cooperation of these two institutions in the field of science and higher education. The implementation of the model can contribute to better legislation, reduced institutional misunderstandings, greater transparency, improved trust, and stronger collective capacity for addressing complex higher education challenges. However, the model’s practical effectiveness depends on political will, institutional commitment, managerial continuity, and the gradual implementation of pilot projects. Initial steps may include signing a strategic cooperation memorandum, establishing a joint coordination committee, launching a pilot version of the digital platform, implementing prior consultation for selected legislative issues, and developing a joint communication charter. The study has several limitations. It is based mainly on secondary documentary data and does not include in-depth interviews with members of Parliament, senior managers of the Ministry, or other direct stakeholders. In addition, documentary analysis is always exposed to some degree of researcher interpretation, although systematic coding, triangulation of sources, and expert review were used to reduce this limitation. Finally, the proposed model has been designed and initially validated at the expert level, but assessing its real effectiveness requires field implementation and evaluation over time. Overall, the study provides an initial but structured step toward designing a national model of strategic institutional cooperation in science and higher education governance. Future research can test and refine the model through broader expert surveys, interviews with direct stakeholders, and pilot implementation in specific policy areas such as graduate employability, university–industry relations, higher education financing, or the reform of admission and assessment mechanisms.

Nmber of Volumes	14
Number of Issues	54
Number of Articles	507
Number of Contributors	1,111
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Number of Submissions	4,254
Acceptance Rate	9
Time to Accept (Days)	140
Number of Indexing Databases	13
Number of Reviewers	45

Volume 14 (2026)

Volume 13 (2025)

Volume 12 (2024)

Volume 11 (2023)

Volume 10 (2022)

Volume 9 (2021)

Volume 8 (2020)

Volume 7 (2019)

Volume 6 (2018)

Volume 5 (2017)

Volume 4 (2016)

Volume 3 (2015)

Volume 2 (2014)

Volume 1 (2013)

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