Document Type : Exploratory
Authors
1 PhD student in Management, Saqqez Branch, Islamic Azad University, Sanandaj, Iran
2 Assistant Professor, Department of Management, Saqqez Branch, Islamic Azad University, Saqqez, Iran
Abstract
Introduction
Transformation avoidance among managers of the Social Security Organization can be regarded as one of the major challenges that slows down the reform process and creates a serious obstacle to responding to the growing needs of stakeholders. The purpose of this study was to identify the factors influencing managers’ transformation avoidance in the Social Security Organization.
Method:
This qualitative study was conducted using thematic analysis. The participants were 15 managers of the Social Security Organization who were selected through purposive sampling. Data were collected by integrating the research literature and semi-structured interviews. Data analysis was carried out through a three-stage coding process, including basic themes, organizing themes, and global themes, using MAXQDA software. To ensure validity, face validity was used, and reliability was established through test-retest and inter-coder agreement.
Findings:
The analysis resulted in 225 concepts as basic themes, 77 components as organizing themes, and 8 dimensions as global themes. Furthermore, the findings indicated that the most significant factors influencing managers'' resistance to change in the Social Security Organization include managerial, structural, behavioral, personality, environmental, cultural, technological, and economic factors.
Conclusion:
The results also demonstrated that the practical value of the findings lies in providing a comprehensive framework for policymakers and senior managers of the Social Security Organization. This framework enables them to identify the root causes of resistance to change and design effective interventions to facilitate organizational change and transformation.
Keywords
Main Subjects
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