Other
Niloufar Mozafari; Alireza Koushki Jahromi
Abstract
IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive ...
Read More
IntroductionIn the contemporary landscape of organizational management, the internal dynamics of the workforce are increasingly mirroring the fractured nature of the broader societal fabric. We are witnessing a paradigm shift where traditional workplace conflict often task-oriented and potentially constructive is being supplanted by a more malignant phenomenon: Human Resource Polarization. Unlike routine disagreements regarding strategy or resource allocation, polarization in administrative organizations involves the calcification of the workforce into distinct, often hostile, camps defined by ideological, cultural, or social identities. This phenomenon is particularly acute in administrative and public sector organizations, where bureaucratic rigidities, hierarchical power structures, and proximity to political discourse can act as accelerants for division.The problem addressed in this study is not merely the existence of diversity, but the mismanagement of it, leading to "affective polarization." This occurs when professional disagreements devolve into emotional animosity, characterized by a distinct "us versus them" mentality. In administrative settings, this often manifests as a schism between traditionalists and reformists, or between groups aligned with differing external political narratives. The theoretical urgency of this research stems from the concept of "False Polarization" a cognitive bias where employees overestimate the extremism of their colleagues' views, thereby creating chasm-like divisions based on perceived, rather than actual, differences. This "illusion of extreme conflict" leads to organizational silence, reduced knowledge sharing, and a breakdown in the social contract of the workplace.Despite the growing prevalence of this issue, the existing literature remains fragmented. Studies in political science address societal polarization, while management literature focuses on general conflict resolution. There is a significant paucity of research that integrates these domains to explore how polarization specifically manifests within the structural constraints of administrative organizations. Consequently, this study aims to bridge this gap by identifying, classifying, and analyzing the drivers, consequences, and mitigation strategies of HR polarization. By adopting a meta-synthetic approach, this research seeks to provide a unified theoretical framework that empowers HR leaders to navigate the complexities of a divided workforce, moving beyond simple conflict management toward a strategy of organizational cohesion and pluralism.MethodologyTo achieve a holistic understanding of this multifaceted phenomenon, this study employs a Qualitative Meta-Synthesis approach. Meta-synthesis is chosen for its capacity to integrate and interpret findings from disparate qualitative studies, allowing for the construction of a new, comprehensive interpretive framework that surpasses the insights of any single study.The research protocol follows the seven-step model proposed by Sandelowski and Barroso (2007), ensuring a rigorous and systematic process: Formulation of Research Questions: The study was guided by three central inquiries: What are the antecedents of HR polarization? What are its organizational and individual consequences? What strategic interventions can mitigate its effects? Systematic Literature Search: A comprehensive search was conducted across major academic databases, including ScienceDirect, Google Scholar, Sage, and Emerald. The search parameters encompassed the time frame from 1996 to 2025, utilizing keywords such as "polarized workforce," "ideological conflict in organizations," "workplace polarization," and "affective polarization in HR." Screening and Selection (PRISMA): The search initially yielded 592 potential sources. A multi-stage screening process based on the PRISMA protocol was utilized. After removing duplicates and screening titles/abstracts for relevance to the administrative/organizational context, the remaining full texts were assessed. Quality Appraisal: To ensure the validity of the synthesis, the CASP (Critical Skills Appraisal Program) checklist was applied to the remaining qualitative studies. Only studies meeting the threshold for methodological rigor were retained. Data Extraction and Synthesis: Ultimately, 19 high-quality studies (articles and books) were selected for the final analysis. Coding: Data were analyzed using an inductive thematic analysis approach. The researchers employed open coding to identify units of meaning, which were then grouped into sub-themes and main categories. To ensure reliability, a Test-Retest Reliability method was employed, where the coding process was repeated after a one-month interval, yielding a reliability coefficient (percentage agreement) of 88.23%, which indicates a high level of consistency. FindingsThe meta-synthesis resulted in the extraction of 34 distinct codes, which were clustered into three overarching categories: (1) Drivers and Antecedents, (2) Consequences, and (3) Mitigation Strategies. Drivers of Polarization (The Roots of Division): The analysis revealed that polarization is not mono-causal but stems from a convergence of psychological, structural, and social factors.Psychological/Cognitive Factors: A primary driver is "False Polarization" and cognitive distortion. The findings highlight that employees often harbor inaccurate "second-order beliefs" (meta-perceptions)—erroneously believing that members of the "out-group" hold hostile views toward them. This creates a feedback loop of defensive aggression. Furthermore, "Group Polarization" theory was evident, where group discussions tend to push individuals toward more extreme positions than they held originally.Organizational/Structural Factors: In administrative organizations, rigid hierarchical structures and perceived injustice in resource allocation were found to be significant catalysts. When decision-making is opaque and top-down, employees retreat into subgroups for protection, fostering an "us vs. them" dynamic. Task conflicts, when unresolved, rapidly metastasize into relationship conflicts, cementing polarization.Socio-Cultural Factors: The spillover of external societal and political ideologies into the workplace is a critical factor. The formation of "Echo Chambers" or closed information loops within departments ensures that employees are only exposed to validating viewpoints, deepening the ideological divide. Consequences of Polarization (The Organizational Cost): The impact of polarization was found to be pervasive and deleterious.Individual & Team Level: At the micro-level, polarization leads to social fragmentation. It erodes trust, increases stress, and fosters a culture of avoidance where employees refuse to interact with colleagues from the "opposing" camp. This leads to "Epistemic Closure," where teams reject valid information simply because it originates from an out-group source.Organizational Level: At the macro-level, the consequences include strategic paralysis and gridlock. Decision-making slows down as every initiative is viewed through an ideological lens. The study also identified a direct correlation between high polarization and increased turnover rates, particularly among talent who feel alienated by the toxic culture. Furthermore, it results in the sub-optimization of human capital, as collaboration across functional silos becomes impossible. Management Strategies (The Path Forward): The synthesis identified a portfolio of interventions required to de-escalate polarization.Cognitive & Educational: Organizations must implement training focused on "Cognitive Debiasing". This involves exposing the mechanisms of false polarization to employees, helping them realize that the "other side" is less extreme than they imagine. Developing skills for "difficult conversations" is also crucial.Structural Interventions: Breaking down silos is essential. The creation of cross-functional task forces that force interaction between disparate groups can humanize the "other" and reduce affective polarization through the "Contact Hypothesis."Leadership Dynamics: The findings emphasize the need for "Inclusive Leadership". Leaders must transition from authoritarian styles to empathetic approaches that validate different perspectives without endorsing toxicity. Creating "psychologically safe spaces" where diverse viewpoints can be aired without fear of retribution is a critical leadership competency.Discussion and ConclusionThis study characterizes Human Resource Polarization as a central strategic challenge that threatens the core of administrative viability, transcending mere behavioral conflict. The findings reveal that polarization stems from a toxic convergence of ideological divergence, social identity conflicts, and rigid bureaucratic structures, resulting in the "balkanization" of the workforce. Left unchecked, this phenomenon corrodes the psychological contract, diminishes productivity, and accelerates turnover by fostering an environment of distrust. However, the research identifies a critical paradox: while affective polarization is destructive, the underlying diversity of thought remains a vital asset for innovation. The managerial imperative, therefore, is to decouple ideological diversity from emotional hostility, constructing a "containment architecture" that permits disagreement without division.To achieve this, a tripartite intervention strategy is proposed. At the organizational level, policies must institutionalize psychological safety and cognitive de-biasing to neutralize prejudices before they calcify. Structurally, administrative silos must be dismantled through cross-functional interdependence, utilizing the "Contact Hypothesis" to foster empathy through shared goals. Finally, leadership acts as the linchpin; the era of distant administration must yield to empathetic, participatory leadership capable of navigating complex identity politics. Ultimately, mitigating polarization requires a holistic ecosystem approach integrating inclusive policies, permeable structures, and human-centric leadership to transform the volatile energy of conflict into the synergy of cooperative organizational performance.
Conceptualization
Ali Eskandari; Farrokh Ghouchani; Akbar Alam Tabriz; Morteza Soltani
Abstract
Introduction Budgeting is not merely a financial document; it serves as a strategic instrument through ...
Read More
Introduction Budgeting is not merely a financial document; it serves as a strategic instrument through which policies at micro, meso, and macro levels are operationalized. At the macro level, resource allocation to sectors such as research and development, healthcare, or defense reflects national priorities and policy decisions. At the meso and micro levels, budgeting enables the practical implementation of strategies within specific sectors and organizations. Annual budgeting in healthcare or higher education exemplifies the execution of policies at the intermediate level, whereas budgeting within executive agencies represents micro-level policy implementation. This is particularly significant in the public sector, where quantifying objectives, measuring outputs, and assessing effectiveness is inherently challenging and, in some cases, nearly impossible.Over time, various budgeting approaches have been developed and applied, each tailored to the contextual demands of its era. Traditional methods, including centralized, linear, formula-based, programmatic, and zero-based budgeting, primarily focus on tracking how and where resources are spent. In contrast, operational budgeting emphasizes achieving outcomes and objectives rather than merely monitoring resource allocation. It introduces the dimensions of efficiency and effectiveness into traditional budgeting, enabling the systematic monitoring of organizational units and staff performance.The successful implementation of operational budgeting requires fulfilling specific informational, systemic, and communicational prerequisites. Informational requirements encompass strategic and operational data related to both efficiency and effectiveness. Communicational requirements refer to the necessary linkages and attributions among different elements, such as costs, activities, and outputs. Systemic requirements involve core and subsidiary systems essential for data provision and the execution of budgeting processes.Despite its potential benefits, many governmental organizations face significant challenges in effectively implementing operational budgeting due to deficiencies in these three domains. These challenges reduce transparency, result in inefficient resource allocation, and hinder accurate performance evaluation. Previous studies have largely focused on the theoretical advantages of operational budgeting, such as enhanced accountability and reduced corruption, while practical operational requirements, particularly in governmental contexts, remain underexplored. Research often addresses these requirements in a fragmented manner, considering informational, systemic, or communicational aspects separately, rather than analyzing their combined impact on successful implementation.Although operational budgeting can improve financial discipline, service delivery, and organizational efficiency, challenges persist. These include difficulties in selecting and standardizing appropriate performance indicators, inconsistencies in data quality, and resistance to organizational cultural change. Addressing these obstacles requires applied research and practical models tailored to the local context. Accordingly, this study aims to examine the informational, systemic, and communicational requirements for operational budgeting in governmental organizations to facilitate its effective implementation. The central research question is: “What are the informational, systemic, and communicational requirements for operational budgeting in governmental organizations?” MothodologyThis study employs a pragmatic research philosophy and a mixed-methods design to comprehensively identify and validate the requirements for operational budgeting in government organizations. Following an inductive approach, the research begins with qualitative data collection and analysis to uncover patterns and concepts, which are subsequently tested quantitatively to formulate validated propositions.The qualitative phase utilizes thematic analysis to systematically identify informational, systemic, and communicational requirements. Data were collected through an extensive review of scholarly literature, organizational reports, and relevant documents, continuing until theoretical saturation was reached. Twelve key documents were analyzed in depth, following a structured eight-step process including extraction, coding, categorization, and synthesis of themes. Themes were classified into three hierarchical levels: basic, organizing, and overarching. To enhance reliability and minimize researcher bias, extracted themes were reviewed by a second expert, resulting in a 90% agreement rate. The outcome of the qualitative phase informed the development of a conceptual model.In the quantitative phase, a structured questionnaire was administered to a randomly selected sample of 101 experts from governmental organizations with established budgeting mechanisms. Participants were required to have at least ten years of professional experience in budgeting, relevant academic qualifications, and demonstrated expertise in performance-based budgeting systems and financial technologies. The questionnaire assessed informational, communicational, and systemic requirements across 23 items, with content validity confirmed by subject-matter experts. Reliability analysis using Cronbach’s alpha yielded a coefficient of0.83 indicating satisfactory internal consistency.Quantitative data analysis involved descriptive statistics to evaluate central tendencies and dispersion, and inferential statistics, specifically one-sample mean tests, to assess the adequacy of identified requirements. Scores above three were considered favorable, while scores at or below three indicated insufficiencies. This mixed-methods approach allowed for the systematic identification, validation, and modeling of the practical requirements for effective operational budgeting in government institutions. FindingsInformational requirements for operational budgeting are broadly categorized into effectiveness-oriented and efficiency-oriented requirements. Effectiveness-oriented information is top-down in nature and primarily applied within performance evaluation systems, whereas efficiency-oriented information is bottom-up, closely related to cost accounting and expenditure tracking.Effectiveness-oriented informational requirements include developing the organization’s mission statement and vision. The mission statement defines the organization’s unique purpose, addressing key questions: what is provided (product or service), who the beneficiaries are, where the organization operates, why the organization exists, and how it distinguishes itself through unique competencies. The vision statement, built upon the mission and organizational values, outlines the desired future state, translating static mission directives into dynamic strategic objectives. Subsequently, long-term (typically five-year) and short-term (annual) goals are formulated to ensure alignment with the mission and vision. Operational or quantitative goals specify the anticipated level of outputs necessary to achieve overarching organizational objectives. Performance indicators, defined as measurable standards, facilitate monitoring progress toward these goals. In addition, current organizational performance data must be documented and accessible to management as a baseline for comparison with planned outputs.Efficiency-oriented informational requirements focus on identifying cost resources and activity centers. Accurate classification of organizational costs and activity centers allows for precise resource allocation. Organizational activities, whether directly contributing to output production or serving as support functions, are identified and analyzed. Furthermore, activities forming organizational processes are mapped to reveal interdependencies and allow performance improvement using cost drivers and performance metrics. Additional relevant data, such as inflation rates and unused workforce capacity, inform budgeting projections and optimize resource utilization.Communicational requirements emphasize the interconnections among resources, activities, outputs, and objectives. Cost drivers link resources to activities, defining the share of each activity in total resource consumption. Activity drivers subsequently allocate activities to outputs, specifying the contribution of each activity to the delivered outputs. This layered linkage ensures that budget allocations are strategically aligned, enables process improvement, and supports performance monitoring, thereby enhancing decision-making and the operationalization of organizational objectives.Systemic requirements highlight the technological and infrastructural prerequisites for effective operational budgeting. Core components include performance evaluation systems based on balanced scorecards, activity-based costing (ABC) systems, integrated budgeting platforms, and subsystems for budget allocation, process improvement, human resource assessment and deployment, procurement and logistics, and management dashboards. Accrual accounting and contract management systems facilitate accurate reporting and connect outputs to performance measurement. Integration across organizational systems and a shared database reduce redundancy, ensuring consistent access to timely and reliable information for all operational budgeting processes.The informational, communicational, and systemic requirements identified through thematic analysis were subsequently evaluated through a structured questionnaire administered to 101 experts and practitioners in government budgeting. Statistical analysis confirmed that all 23 identified requirements were validated, with significance levels below 0.05, indicating consensus among specialists regarding the criticality of these requirements for effective operational budgeting in government institutions. Discussion and ConclusionThe implementation of operational budgeting systems in government institutions requires the existence of robust infrastructural foundations; in their absence, such systems either cannot be established or result in superficial, one-off implementations lacking sustainability and repeatability. Successful adoption of operational budgeting necessitates the provision of these foundational elements prior to system deployment. This study systematically identifies the essential infrastructural requirements for effective operational budgeting from three perspectives: informational, communicational, and systemic. It is emphasized, however, that these requirements alone are insufficient, and complementary resources—such as human and financial capital—must also be available to support the system’s effective establishment.In response to the primary research question, this study examined the requirements for implementing operational budgeting in public-sector organizations and ultimately identified 23 key factors categorized under three overarching domains: informational, communicational, and systemic requirements, based on literature review and expert consultation. The informational requirements encompass effectiveness-oriented information—including organizational mission and vision, long-term and short-term plans, quantifiable operational objectives, performance indicators, and the current performance status of the organization—and efficiency-oriented information, such as the identification of cost resources and activity centers, mapping of organizational activities, determination of activity-influencing factors, and other critical data for operational budgeting.Communicational requirements involve establishing linkages among resources, activities, outputs, and organizational objectives. Specifically, cost drivers allocate resources to activities, while activity drivers distribute activities to outputs, thereby creating structured connections that enable process improvement, performance monitoring, and strategic alignment within the budgeting framework.Systemic requirements are further divided into primary and secondary system components. Primary system requirements include performance evaluation systems based on balanced scorecards (BSC), activity-based costing (ABC) systems, and the operational budgeting system itself. Secondary system requirements comprise budget allocation and fund disbursement subsystems, process improvement subsystems, human resource evaluation and recruitment subsystems, procurement and support subsystems, and managerial dashboards. Additionally, critical systemic elements that influence operational budgeting establishment include accrual accounting, contract management systems, and integration across organizational systems and shared databases.This study adopts a comprehensive and integrative perspective to identify the informational, communicational, and systemic requirements essential for the implementation of operational budgeting in government organizations. Unlike previous studies that have addressed isolated aspects such as information technology infrastructure, real-time performance monitoring, intelligent decision-support systems, managerial performance evaluation, or cost accounting, this research systematically identifies all these requirements. Consequently, it provides a holistic understanding of the informational, communicational, and systemic needs necessary for the effective execution of operational budgeting
Modeling
Ali Shariatnejad; Mehran Mesri; Hossein Tbiniyan
Abstract
Introduction Organizational development is an applied, systematic, and continuous system-wide effort ...
Read More
Introduction Organizational development is an applied, systematic, and continuous system-wide effort and process based on behavioral science and, by utilizing its strategies and techniques, creates and directs the cognitive, cultural, and structural changes of the organization's process in a way that ultimately leads to the organization's ability to achieve efficient strategic orientation, creative problem-solving, and effective self-renewal in line with the changes and requirements of the present and future environment in order to ensure and improve the effectiveness and health of the organization. Organizational development is an important part of the sustainability and growth of a business. Organizational development can be implemented by adopting effective leadership, managing employee performance, and designing a transparent process in the business. A development-oriented organization will be referred to as an organization that organizes and integrates all the capacities available in the organization to achieve a desired level of service provision. Municipalities are among the semi-private organizations in which the quality of services provided is of great interest to the public and therefore can have a great impact on citizen satisfaction and public trust. As a result, this research was conducted with the aim of designing a development-oriented organization model in the municipalities of Kurdistan province. Municipalities are so-called semi-governmental organizations whose performance will greatly affect society, and the actions of municipalities will include all citizens. Therefore, if municipalities become capacity-building organizations that have the ability to solve public problems easily and at all levels, they can increase the level of public satisfaction and even public trust. It is no secret that public trust and public satisfaction have declined in recent years, and this model can help to some extent solve these problems through capacity building to address public issues. As a result, the main goal of the research is to identify the factors affecting the expansionism of municipalities in Kurdistan Province.MothodologyThis research is categorized as basic research in terms of its purpose. The nature of the present study is exploratory research and the qualitative research method is based on the Glaser model. In this study, the statistical population was the managers of the municipalities of Kurdistan province and expert professors in the field of management at the university, 20 of whom were selected as samples using purposive sampling. The criteria for selecting interviewees are: 1) Having professional and executive experience 2) Having scientific and specialized knowledge. Descriptive validity was used to determine the validity of the research. In this study, the test-retest and two coders method was used to measure reliability. In the test-retest method, 3 samples were randomly selected from 20 interviews and each of them was coded twice at intervals of ten to thirty days. Data obtained from theoretical studies and interviews were conducted in the form of open coding, selective coding, and axial coding. FindingsThe research findings include 391 key points, 140 open codes (concepts), 56 axial codes (components), and 5 selective codes (dimensions). Research components include designing a program for continuous improvement, creating incentive programs, influencing employee behavior, promoting creativity, flexible management, participatory decision-making, promoting justice, identifying capacity-building opportunities, commitment, efficient leadership, principled division of labor, purposeful management, improving goals, formulating appropriate strategies, strengthening communications, appropriate control tools, integrating the organization, flexible planning, aligning individual and organizational goals, developing human resources, increasing the perception of job satisfaction, team building, increasing practical abilities, increasing communication skills, attracting efficient employees, job security, continuous organizational support, changing employee attitudes, providing employees, strategic human resources plan, deconstructing laws, providing infrastructure, employing risk-taking managers, explaining long-term and short-term goals, networking, explaining perspectives, sustainable development, the emergence of entrepreneurship, removing political and economic obstacles, efficient supervision, flexible structure, meritocracy, promoting accountability, improving performance evaluation, promoting motivation, delegating authority, organizational development, eliminating unnecessary bureaucracy, creating appropriate technology, resolving internal conflicts, transparency, continuous structural reform, establishing order in the organization, institutionalizing culture. Accountability is institutionalizing a culture of change, avoiding sloganeering, creating an attitude towards development, institutionalizing a culture in communications, institutionalizing a culture of a learning organization, institutionalizing a culture of creativity, and promoting a culture of transparency.Discussion and ConclusionThe dimensions of the research include development-oriented management, development-oriented employees, development-oriented policy, development-oriented structure, and development-oriented culture, which were placed in the framework of the Corbin and Strauss model as follows. The main reasons that will cause municipalities to become development-oriented include development-oriented management and development-oriented structure. Also, the factors related to the main causes of municipal expansionism include expansionist policies, the requirements of municipal expansionism including expansionist employees, and the underlying factors of municipal expansionism including development culture. Finally, the most important consequences of municipal expansionism were identified, which include increasing public trust, increasing accountability, and developing municipal human resources.
Pathology
Mohammad Ghorsi; Jafar Beikzad; Farhad Nejhad Hajali Irani; Yahya Dadash Karimi
Abstract
Introduction In the competitive and rapidly evolving banking environment, electronic service innovation is vital as a strategic leverage for maintaining and enhancing the competitive advantage of state-owned banks, such as Bank Keshavarzi. This research aims to explain and analyze the key antecedents ...
Read More
Introduction In the competitive and rapidly evolving banking environment, electronic service innovation is vital as a strategic leverage for maintaining and enhancing the competitive advantage of state-owned banks, such as Bank Keshavarzi. This research aims to explain and analyze the key antecedents effective on the success of electronic service innovation by developing a comprehensive conceptual framework through a systematic synthesis of existing knowledge. The findings of this study are applied and directly usable by policymakers and senior managers of state-owned banks for the optimal allocation of resources in innovation projects. The central research question is: “What are the antecedents of service innovation in Bank Keshavarzi, and how can they be formulated into a comprehensive framework?” MethodologyThe nature of this research is qualitative, descriptive-analytical, and documentary. To achieve the objective, the Meta-synthesis method, based on the seven-stage model of Sandelowski and Barroso (2007), was utilized. The statistical population for the search included all relevant studies published in reputable domestic and foreign scientific databases (such as ScienceDirect, Emerald, Wiley, and Magiran) within the period of 2000 to 2025. The acceptance criteria for articles were publication in accredited sources and the use of qualitative or mixed methods. To ensure the reliability of the analysis process, the strategy of inter-subject agreement between two independent coders was employed. Findings The meta-synthesis process led to the identification and extraction of four main, interconnected antecedents for electronic service innovation. These antecedents are collectively explained through 13 sub-categories and 41 fundamental concepts: 1- Competitive Dynamics (13 Concepts): This antecedent provides the strategic foundation for innovation, emphasizing strategic agility and competitive intelligence (based on Khani & Jafarnejad, 2025), thereby ensuring the bank’s quick and effective response to environmental changes. 2- Intelligent Customer Relationship Management (CRM) (12 Concepts): This factor enhances the bank’s capability to design personalized and effective services. Its focus is on advanced customer behavior analysis and innovative interaction (consistent with Shifar et al., 2024) to strengthen loyalty.3- Digital Transformation (15 Concepts): This antecedent establishes the technological and operational platform for innovation. Its key dimensions include the adoption of novel technologies, channel integration, and the enhancement of digital security and trust (based on Abedini & Yazdani, 2021).4- Digital Value Creation (11 Concepts): This antecedent distinguishes the innovation outcome from a market and customer perspective. Its focus is on improving positioning and branding based on customer behavior (consistent with Fakharian et al., 2023). Discussion and ConclusionThe research findings present a four-dimensional framework, positing that the success of electronic service innovation is conditional on the simultaneous and integrated reinforcement of these antecedents. In this framework, innovation receives strategic direction through Competitive Dynamics, becomes customer-centric through Intelligent CRM, is implemented via Digital Transformation, and achieves market differentiation through Digital Value Creation.This conceptual framework offers a roadmap for Bank Keshavarzi managers to transform the innovation process from a reactive event into a systematic, continuous, and data-driven endeavor. Managers are advised, alongside investing in technology, to pay special attention to soft aspects such as advanced customer behavior analysis and enhancing digital trust (which are vital pillars for innovation adoption). By synthesizing dispersed knowledge, this study contributes to the theoretical development of innovation frameworks in the banking industry.
Other
Fereshteh Aghajani; Ataallah Zarafshan; Behzad Jafarzadeh Kuchaki
Abstract
IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of ...
Read More
IntroductionExtensive urbanization in recent decades has profoundly impacted lifestyle patterns, behavioral models, and public health in urban populations. The horizontal and sprawling growth of cities, expansion of low-density urban fabrics, increasing dependency on private vehicles, and neglect of human-centered aspects in urban design have led to a significant reduction in physical activity opportunities, increased air pollution, traffic congestion, psychological stress, and ultimately decreased quality of life in urban environments. Inappropriate design of urban environments plays a crucial role in the emergence of non-communicable diseases such as cardiovascular diseases, obesity, type 2 diabetes, depression, and anxiety. According to official statistics from Iran's Ministry of Health, public health conditions have deteriorated significantly. Approximately 70% of Iranians struggle with overweight issues, with obesity prevalence reaching dangerous levels. This situation becomes more concerning given that 80% of the population suffers from physical inactivity and 47% of citizens do not engage in any form of exercise.In response to these challenges, innovative approaches in urban planning and design have prioritized restructuring the physical and functional frameworks of cities to promote citizen health. "Walkable Cities" have emerged as a cross-sectoral strategy with environmental, social, and health functions, emphasizing urban environment design that makes walking not only possible but desirable, safe, comfortable, attractive, and efficient. The theoretical foundation of walkability development traces back to pioneering works emphasizing the importance of "eyes on the street" and vibrant urban spaces for enhancing security, social participation, and sense of belonging. This includes three fundamental principles in pedestrian-oriented environment design: spatial invitation, ability to pause and socially interact, and human connection with environmental scale. These principles, combined with the "third place" theory that considers spaces between home and work crucial for psychological and social health, form the theoretical foundation for developing walkable spaces. Walkable cities, through providing appropriate infrastructure, land-use diversity, and creating quality public spaces, facilitate increased daily physical activity. Based on the ecological health model, health-related behaviors result from complex interactions between individual, interpersonal, organizational, and environmental factors, with appropriate urban design serving as the key environmental factor that positively impacts citizen health through facilitating daily physical activity, reducing exposure to pollutants and noise, decreasing stress, increasing mental restoration, and enhancing social interactions and place attachment.International studies demonstrate that cities with high walkability scores exhibit lower prevalence of non-communicable diseases and better mental health indicators. Despite extensive global evidence supporting walkability benefits, many Iranian cities remain dominated by traditional car-oriented urban design approaches, highlighting a significant gap in utilizing urban design capacity for promoting citizen health and addressing the fundamental question of how walkable city elements can influence citizen physical activity patterns. MothodologyThis research employed a qualitative thematic analysis method to analyze the role of walkable cities in increasing physical activity among citizens. Thematic analysis was selected due to its methodological flexibility and ability to reveal hidden patterns in qualitative data, making it suitable for the exploratory nature of this study. The complexity of the research topic, which intersects urban planning, public health, and physical activity domains, required a method capable of identifying and organizing complex relationships between different concepts. The thematic analysis approach provided a three-level hierarchical structure (basic, organizing, and global themes), enabling logical aggregation of findings from details to generalities. The thematic analysis process followed six systematic stages: deep familiarization with data through repeated text reading, initial manual coding, theme identification and formation, theme review and refinement, precise definition and naming at three hierarchical levels, and final report compilation.The study population comprised experts and specialists in urban design, urban planning, public health, physical activity, and public sports. Using purposive sampling and snowball technique, participants were selected based on inclusion criteria of minimum master's degree in related fields and five years of professional experience. Semi-structured interviews averaging 60 minutes each were conducted until theoretical saturation was achieved at the thirty-first interview. Four additional interviews were conducted for confirmation, resulting in 35 total interviews. Research quality was ensured using Guba and Lincoln's four criteria: credibility (interviews continued until saturation, results reviewed with participants), transferability (demographic characteristics and process details documented), dependability (all stages documented, audio files preserved), and confirmability (independent coding by two researchers with 79% inter-coder agreement). These measures collectively strengthened the research findings' quality and reliability, enabling practical application of results in urban planning decision-making processes. The comprehensive thematic analysis methodology ensured robust data collection and analysis suitable for understanding the complex relationships between urban design and citizen physical activity patterns. FingdingsThe thematic analysis revealed six global themes explaining how walkable cities influence citizens' physical activity. Safety and Accessibility for Physical Activity emerged as the foundational theme, encompassing physical and social security in pedestrian spaces, quality walking infrastructure, and connectivity of pedestrian routes. Experts emphasized that adequate safety and accessibility are prerequisites for encouraging outdoor physical activities.Environmental Attractiveness and Quality as Physical Activity Motivators represents aesthetic and comfort dimensions that encourage physical activity, including visual beauty, artistic elements, climatic comfort, and environmental cleanliness. Participants highlighted that attractive, well-maintained environments significantly increase citizens' motivation for outdoor activities.Diversity, Vitality, and Social Inclusivity captures social dynamics that make walkable spaces engaging, encompassing variety of urban activities, social events in public spaces, and dedicated spaces for different age groups. Experts noted that vibrant, inclusive environments create sustained engagement in physical activity.Specialized Physical Activity Infrastructure addresses technical requirements for supporting active lifestyles, including public sports facilities, cycling infrastructure, and spaces for emerging sports. This theme reflects the need for purposefully designed facilities beyond basic walking infrastructure.Social and Institutional Support for Physical Activity encompasses broader support systems including social and policy incentives, education, awareness-raising, and technology integration. Participants emphasized that infrastructure alone is insufficient without supportive social and institutional frameworks.Physical-Functional Cohesion of Walkable Cities represents integrative aspects of successful walkable urban design, including public transportation connections, compact multifunctional design, traffic management with pedestrian prioritization, and citizen participation in designing and maintaining pedestrian spaces. This theme emphasizes the holistic approach required for creating walkable urban environments that effectively promote physical activity. Discussion and ConclusionThis study comprehensively examined the role of walkable cities in increasing citizens' physical activity levels, revealing six key factors that significantly impact physical and mental health. The findings demonstrate that successful walkable cities require a holistic approach integrating multiple dimensions. Physical infrastructure alone is insufficient; social and cultural considerations prove equally crucial for sustained citizen engagement. Vulnerable populations, particularly children, elderly, and women, benefit most from comprehensive safety measures and inclusive design approaches. Environmental quality emerges as a critical motivator, while institutional support systems provide essential foundations for community-wide physical activity promotion. The interconnected nature of these factors suggests that piecemeal approaches are likely to fail. Successful implementation requires coordinated efforts across urban planning, public health, transportation, and social policy domains. Municipalities must adopt comprehensive strategies addressing infrastructure development, policy reform, community engagement, and cultural change simultaneously. This includes improving safety through smart lighting and surveillance systems, enhancing environmental attractiveness through urban art and green spaces, developing specialized infrastructure like cycling lanes and public sports facilities, and implementing supportive policies with educational campaigns. These findings provide actionable insights for urban planners and policymakers seeking to create healthier, more active communities through strategic walkable city development that promotes both individual and collective well-being.
Other
Esmaeel Rostamzadeh Ganji; Masoumeh Afsharinezhad
Abstract
IntroductionIn the 21st century, the workplace is changing rapidly and technical skills alone can no longer guarantee sustainable success (Thornhill-Miller et al., 2023). According to the World Economic Forum’s “Future of Jobs 2020 Report,” which studied 15 industries in 26 advanced ...
Read More
IntroductionIn the 21st century, the workplace is changing rapidly and technical skills alone can no longer guarantee sustainable success (Thornhill-Miller et al., 2023). According to the World Economic Forum’s “Future of Jobs 2020 Report,” which studied 15 industries in 26 advanced and emerging economies, up to 50 percent of workers will need some degree of “reskilling” by 2025 (World Economic Forum, 2020).By reviewing the studies conducted in this field, three study trends can be found. Some have studied it with an approach of literature and ancient values, and some have tried to search for it in religious texts and the lives of religious leaders with a religious perspective. We see many works in this field, especially in domestic works. Some, such as Alizadeh Majd et al. (2010) and Viorella Grama et al. (2024), have also sought a new range of skills in order to identify the gap in organizations that have failed to invest in technical and hard skills. In the past, it was thought that the presence of hard skills in individuals guaranteed their success in various jobs; but the passage of time has shown that, in fact, hard skills are necessary for obtaining a job, while soft skills are necessary in addition to obtaining a job, to maintain it (Naeem, 2017). A search of studies conducted in this field shows that a precise and comprehensive classification that is generally agreed upon has not been presented to date regarding soft skills. Critical thinking skills (Lopez et al., 2023), emotional intelligence (Austin et al., 2007), creativity (Yusuf, 2019), effective communication (Bridmore, 2019) and collaboration (Tronhill Miller, 2023), emotional intelligence (Kumar et al., 2019), teamwork skills (Polakova et al., 2023) have been emphasized and discussed more than others.Mintzberg (1973) first mentioned the concept of soft skills. After that, scientists in their research focused on developing the skills needed by managers and the necessity of them going beyond technical and hard skills. In the 80s, some such as Axline (1981), Parsloe (1983) addressed this concept. The main attention in this period was on raising the issue of soft skills and giving examples of it.After that, during the nineties, the direction of scientific works such as Jones & Goss (1990 and 1991), Moran & Richard (1991) was more focused on the importance of soft skills in intercultural interactions, the impact of soft skills on the issue of quality (Shamwell et al., 1998), the criteria for measuring the effects of these skills on organizational performance (Clarke, 1996) and the search for the relationship between traditional management concepts and this new concept (Hill et al., 1998).In the early decades of the 21st century, along with the advancement of technology and the standardization of traditional skills and the focus on soft skills more than before, thinkers such as Middelton (2000) studied the obstacles to the efficiency and effectiveness of using information technology due to the lack of familiarity with soft skills and the effects of soft skills on technological creativity in medium and small enterprises.During the second decade of the 21st century, scholars such as Fasion (2011) and Kumar and Sharma (2019) continued to identify and introduce new soft skills and their effects on organizational performance. In domestic works, we also witness more attention and review research in this field during this period.With the emergence of the phenomenon of artificial intelligence and metadata management at the beginning of the third decade of the 21st century, researchers such as Lopez et al. (2023) and Jain et al. (2021) also paid attention to the relationship between soft skills and concepts such as new technologies, fifth-generation industries, digital workplace, and artificial intelligence in the subject of soft skills.With the review, it is clear that the need to identify the required skills up-to-date in view of the changes in the technological world and to prioritize them in order to design efficient tools for measuring performance and their results is a research gap in this field, which is addressed in this article. MothodologyIn the initial phase of the research, the authors conducted an in-depth search of library resources, which resulted in the identification of 50 main indicators related to soft skills. The aforementioned indicators were distributed among the members of the experts in the form of a Delphi expert panel using a questionnaire with a 5-level Likert scale in order to eliminate undesirable sub-criteria. The statistical population of the research included the managers of the civil registration offices of Guilan province, from which 23 experts were selected in order of priority based on relevant education and higher executive experience. In the first round of Delphi, effective sub-criteria in designing a model for evaluating soft skills in the organization were extracted. A one-sample t-test was used to compare the mean of the criteria with the standard value of 3. In the second phase, the fuzzy analytic hierarchy process (FAHP) was used to prioritize the extracted criteria. The validity of the judges' views and the degree of consensus were determined using the Kendall coordination coefficient. FingdingsIn the first part of the study, using the Delphi method, 50 sub-criteria were identified, and the findings of the significant level in the first Delphi method stage (0.05 < 0.001) indicated that there was a consensus among the experts regarding them. Using the one-sample t-test, 17 sub-criteria with a mean less than the standard value of 3 were eliminated, and a questionnaire including the remaining 33 sub-criteria was distributed among the experts during the second Delphi phase. In the second stage, 3 other sub-criteria were eliminated, and 30 sub-criteria with a mean score higher than 3 were identified as soft skills sub-criteria. Given that in this stage (0.05 < 0.001), the assumption of the existence of a consensus among the experts was confirmed using the Kendall test.In the second part of the study, the experts conducted pairwise comparisons between the soft skills criteria and sub-criteria and determined their scores relative to each other based on a nine-quantity table.According to the final weights, the emotional intelligence criterion with a final weight of 0.315 includes the sub-criteria of trying to understand and empathize with colleagues (0.030), awareness of individual feelings and emotions (0.088), attention to individual emotions of colleagues (0.053), control of emotions when facing difficult situations (0.048), management of emotions in different situations (0.097), the communication criterion with a final weight of 0.286 includes the sub-criteria of appropriate social skills (0.057), willingness to exchange information with others (0.066), willingness to cooperate in teams and groups (0.054), control of emotions and feelings in communicating with others (0.047), negotiation and conversation skills with others (0.062), the creativity criterion with a final weight of 0.203 includes the sub-criteria of willingness to solve problems and accept problems (0.024), acceptance of criticism and opposing views (0.061), consideration of possible risks and consequences of implementing ideas (0.049), determination of blind and ambiguous points of the problem for Others (0.069), the critical thinking criterion with a final weight of 125/, including the sub-criteria of deep thinking about the problem (0.009), avoiding judgment and prejudice (0.015), checking the validity of the information source (0.239), evaluating different solutions during decision-making (0.104), paying attention to the critical opinions and views of colleagues (0.028), making decisions based on logic instead of emotions (0.030), and the cooperation criterion with a final weight of 0.070 including the sub-criteria of high teamwork spirit (0.009), sharing information among team or group members (0.023), high responsibility in performing team tasks (0.012), prioritizing team goals over individual goals (0.025), were prioritized respectively. Discussion and ConclusionAccording to the results of the research, emotional intelligence as the most important soft skill plays a vital role in the success of the organization. This finding is consistent with the results of previous studies, including Tronhill Miller et al., 2022) and (Hajipour, 2023). Which show that employees with high emotional intelligence not only establish more effective relationships with their colleagues, but also perform better in the face of challenges and can identify and control emotions in the workplace, which improves interpersonal relationships and reduces tensions.Communication is in second place, because without strong communication skills, no team or organization can perform properly. This result is also consistent with previous research such as Chamorro et al. (2010) and Haselberger (2012). The ability to clearly and accurately convey ideas, as well as listening to the needs and opinions of others, are among the most important factors for creating successful collaboration and reducing misunderstandings.Creativity, as the ability to generate new and innovative ideas and solutions, plays a significant role in the success of organizations. Although creativity may be more needed in some industries and roles, in general, it is recognized as a driver of growth and positive change.In today’s world of rapidly changing information, critical thinking allows employees to carefully evaluate data and information and come up with the best solutions. This skill helps organizations stay ahead of their competitors and take smarter actions when faced with emerging challenges. This finding is consistent with research results such as Hajipour (2023) and Garner & Anthony (2016).As the fifth most important skill, collaboration is key to success in complex and multidisciplinary work environments. In today’s world, where projects often require cross-team collaboration, the ability to collaborate effectively improves productivity. This finding is consistent with the results of Hajipour's (2023) study, which states that organizations should actively assess and strengthen these skills.The results of this study showed that relying solely on technical skills is not enough for success and that special attention should be paid to developing soft skills in organizations; also, not all soft skills have the same importance and priority, and it is better to take executive steps in this area in accordance with the needs of the organization. To this end, designing targeted training programs, creating a supportive organizational culture, continuous evaluation and feedback, using technology to develop soft skills, and developing counseling and guidance programs were presented as the main suggestions of the study.
Other
sahar Esmaeilzadeh Ashini; Yousef Ahmadi; Alireza Fathizadeh
Abstract
Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now ...
Read More
Introduction
In recent years, with the advancement of technology and digital transformation, the human resources function has also undergone significant changes. Tasks such as employee communication, performance evaluation, and customer interaction, which were previously carried out in person, are now performed more easily and rapidly. Digital transformation in human resource management refers to the integration of modern digital technologies into all dimensions and functions of the HR unit and goes beyond mere process automation. This transformation involves rethinking service delivery, employee experience, data collection and analysis, and data-driven strategic decision-making.
The use of artificial intelligence in recruitment and selection, performance management, and organizational cost–benefit evaluation accelerates processes, simplifies operations, and enhances employee engagement. Global pressures on businesses—particularly during the COVID-19 pandemic—have intensified the need for digital transformation in human resources and highlighted the growth of remote work and flexibility in work arrangements.
Globalization and the rapid development of information and communication technologies have reduced the direct human role in human resource management; however, planning, directing, and controlling intelligent and digitally enabled human capital remain essential. The outbreak of COVID-19 led millions of people to work remotely, prompting organizations to adapt to new conditions by developing virtual human resource systems and alternative work strategies.
In traditional recruitment processes, organizations faced challenges such as a high volume of résumés, time-consuming reviews, and emotionally driven decision-making. However, through intelligent systems and data-mining tools, résumé screening, candidate selection, workload reduction, and applicant experience have significantly improved. Increasing effectiveness, optimizing procedures, and accelerating HR processes highlight the necessity of paying special attention to digital human resources. In addition to improving efficiency, digital human resources can contribute to environmental sustainability and economic cost savings.
Despite the importance of this field, limited research has been conducted, indicating a theoretical and research gap. The present study aims to propose a digital transformation model for human resource management at Kerman University of Medical Sciences and seeks to identify the dimensions and components of this transformation as well as the manner of its design and implementation.
Methodology
This study is developmental in nature and was conducted using a qualitative approach and thematic analysis, which is one of the commonly used methods for analyzing qualitative interview data and provides many of the fundamental skills required for other qualitative analyses. Among thematic analysis approaches, the thematic network method proposed by Attride-Stirling (2001) was employed, which systematically organizes themes into basic, organizing, and global themes.
The research process was based on the framework developed by Braun and Clarke (2006) and included topic selection, problem statement, determination of research objectives and questions, selection of the research design, and identification of the study population and sample. Purposive sampling was used to select 20 experts with doctoral degrees, specialized knowledge, and professional and research experience in the field of public administration. Interviews were conducted until theoretical saturation was achieved.
After transcription and completion using session notes, the data were carefully reviewed. Basic themes were identified, coded, and mapped within thematic networks. These networks illustrate the non-linear relationships among themes and serve as a tool for data interpretation. To ensure reliability, coding was performed independently by two researchers, yielding a Cohen’s kappa coefficient of 0.75. To establish validity, the findings were reviewed and confirmed by three subject-matter experts.
Findings
In this study, initial themes were extracted. After identifying the basic themes, organizing themes and global themes were abstracted based on the basic themes. At this stage, efforts were made to reorganize the initial or basic themes to derive more abstract themes, guiding the researchers toward more comprehensive and central global themes.
Discussion and Conclusion
The aim of the present study was to identify the dimensions and components of digital transformation in human resource management at Kerman University of Medical Sciences. The findings revealed that this transformation comprises six main dimensions: technological, managerial, human, organizational, cultural, and process-related dimensions.
The technological dimension includes modern technologies such as digital security, national technological infrastructure, organizational digital infrastructure, and data management. The managerial dimension emphasizes top management support and managers’ digital orientation. The human dimension encompasses employee participation, smart human resource management, digital training and learning, and employee competencies. The organizational dimension involves structural reforms and financial resourcing. The cultural dimension highlights digital mindset and digital readiness, while the process dimension includes knowledge management, digital support, and digital strategy.
Each of these dimensions plays a vital role in providing the conditions and capabilities required for digital transformation. For instance, technological infrastructure and effective data management, strong commitment and support from top management, development of employees’ digital skills and training, structural reforms and allocation of financial resources, a digital culture and mindset, and support for knowledge management and digital strategies are all essential for the successful implementation of digital transformation. The results of this study are consistent with and confirm the findings of previous research.
Based on the findings, it is recommended that the university adopt appropriate strategies and processes to adapt to the digital work environment. These strategies include balancing remote and on-site work, developing employees’ digital skills, promoting collaboration and knowledge sharing, and providing technological facilities to effectively leverage employees’ capabilities. In addition, offering training programs aligned with job analysis, fostering a culture of remote work and digital communication with stakeholders, and preparing human resource managers to utilize emerging technologies are considered essential operational measures.
Utilizing this roadmap can serve as a managerial dashboard to monitor implementation stages, identify barriers, and strengthen human resources, while also enabling HR to lead digital transformation initiatives and support organizational advancement in a rapidly changing digital environment.
Pathology
somayyeh zarei
Abstract
Mental absence is a challenges of human capital management, which can cause universities to face serious problems in the process of utilizing their human capital. Therefore, the current research was carried out with the aim of identifying and prioritizing factors affecting the mental absence of faculty ...
Read More
Mental absence is a challenges of human capital management, which can cause universities to face serious problems in the process of utilizing their human capital. Therefore, the current research was carried out with the aim of identifying and prioritizing factors affecting the mental absence of faculty members. This research is a mixed study in which the thematic analysis method was used in the qualitative part and R-SWARA method was used in the quantitative part. The statistical population of the research is made up of academic staff members of Payam Noor University in Fars province, and 17 people were selected to participate in the research using the purposeful sampling method and predetermined criteria. The necessary data were collected by interviews in the qualitative part and by using questionnaires in the quantitative part. The intra-subject agreement method was also used to assess the validity of the analyses in the qualitative section. The results showed that the factors affecting the mental absence of faculty members can be divided into four main categories, i.e. individual characteristics of faculty members, organizational characteristics of the university, characteristics and behaviors of university managers, and occupational characteristics of faculty members. The findings also show that lack of attention to faculty members as human capital, lack of job security and concerns related to job loss, having personal and family problems and the hierarchical organizational structure of the university are the most important factors that can affect the mental absence of faculty members. According to the results, mental absence of faculty members is a multidimensional phenomenon that involves different factors, and solving this problem requires a comprehensive and holistic approach.
