Document Type : Exploratory
Authors
1 Faculty of Economics and Management, University of Lorestan, Khorramabad, Iran
2 Department of Public Administration, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran
Abstract
In Iranian public sector organizations, a latent inclination toward advancement and the acquisition of power exists; however, due to bureaucratic structures, political considerations, and a culture of caution, it is not expressed openly. Accordingly, the present study was conducted with the aim of developing a model of quiet ambition in public sector organizations using a Grounded Theory approach.In terms of purpose, the study is applied. With respect to data collection procedures, it adopts a descriptive design, and in terms of the nature of the data, it constitutes a qualitative inquiry grounded in the Grounded Theory methodology.The research was carried out through in-depth semi-structured interviews with 12 senior and middle managers from public sector organizations. Sampling was conducted purposively and theoretically, and participants were selected based on their specialized knowledge and professional experience relevant to the research topic. Data collection continued until theoretical saturation was achieved.The findings indicate that quiet ambition in Iranian public organizations develops through a five-stage process comprising initiation, reinforcement, institutionalization, control, and repetition. Contextual factors such as weaknesses in traditional bureaucratic structures, job insecurity, a relationship-oriented culture, informal power networks, and resource scarcity activate mechanisms including rigid hierarchical systems, covert coalitions, and competition over limited resources. The results further reveal that quiet ambition exhibits a multilayered structure with a central power core and informal communication channels, leading to unequal resource distribution, discrimination, resistance to change, and reduced organizational efficiency. The consequences of this phenomenon include erosion of public trust, diminished employee motivation, weakened organizational justice, and increased hidden costs. These networks are sustained through concealment practices, the creation of new dependencies, and active responses to perceived threats.
Keywords
Main Subjects
)