Other
Mohamadhossein Hajiabadi; Majid Mokhtarianpour; Aliasghar pourezzat
Abstract
Introduction For more than seven decades, consecutive economic, social, and cultural development plans have functioned as the principal macro-policy instruments in the Islamic Republic of Iran. These five-year strategic documents are designed to operationalize higher-level national visions and ...
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Introduction For more than seven decades, consecutive economic, social, and cultural development plans have functioned as the principal macro-policy instruments in the Islamic Republic of Iran. These five-year strategic documents are designed to operationalize higher-level national visions and allocate substantial financial, human, and natural resources toward achieving progress, social justice, and cultural advancement. Despite these sustained efforts, empirical evidence consistently indicates a significant and troubling performance gap: the rate of implementation failures has considerably outweighed successes. A growing body of domestic research confirms that most development plans have failed to achieve their predetermined goals, leaving Iran’s developmental trajectory far behind both international benchmarks and national aspirations. One of the most critical, yet systematically under addressed, factors contributing to this persistent shortfall is the absence of an integrated, evidence-based, and learning-oriented evaluation system. Existing evaluation practices remain fragmented, episodic, and largely disconnected from the policy design and revision cycle. In the absence of a transparent, participatory, and technology-enabled evaluation mechanism, policymakers lack reliable evidence on what works, what does not, and why. Consequently, past failures are neither documented nor systematically utilized for institutional learning and policy correction. This study directly addresses this lacuna by posing two central research questions: (1) what are the key components and indicators of an effective evaluation system for Iran’s economic, social, and cultural development programs? And (2) how can these components inform evidence-based decision-making and improve policy coherence? MethodologyThis research adopts an applied, descriptive-analytical design and employs a mixed-methods approach, combining quantitative bibliometric analysis with qualitative text mining techniques. The study was conducted in three sequential phases.Phase 1: Comprehensive Bibliometric Analysis. A systematic search was performed in Web of Science and Scopus databases covering the period from 1976 to early 2025. Keywords included "Development Program," "Development Plan Evaluation," "Evaluating Economic, Social, and Cultural Development Programs," and "Evaluation of National Development Programs." After screening, relevant documents were exported in CSV format. Using VOS Viewer software, co-authorship, co-citation, and keyword co-occurrence networks were constructed. Normalized total link strength and field-weighted citation impact indicators (e.g., Field Citation Ratio, Relative Citation Ratio) were calculated to map the conceptual structure and intellectual contours of the field.Phase 2: Text Mining and Natural Language Processing. The textual corpus was subjected to rigorous preprocessing, including data cleaning, normalization, tokenization, stop-word removal, and stemming. Then, Voyant Tools—a digital humanities web-based platform—was employed for automated text analysis. A Word Cloud (term frequency visualization) was generated to identify the most frequent and semantically significant terms. Relative frequency distributions were computed to reveal dominant thematic patterns. These methods enabled the extraction of latent knowledge from large-scale unstructured textual data without manual reading of thousands of documents.Phase 3: Clustering and Policy Interpretation. Based on co-occurrence matrices and thematic grouping derived from bibliometric and text-mining outputs, four principal clusters were identified, labeled, and theoretically interpreted. Each cluster was further decomposed into its constituent dimensions, and the policy relevance of each dimension was articulated FindingsThe bibliometric analysis revealed that the highest number of publications concerning development program evaluation occurred in 2022 (n=5), while peak citation frequency was recorded in 2021 (n=36). The highest Field Citation Ratio (21.87) was observed in 2009, and the highest Relative Citation Ratio (1.23) in 2011. Co-authorship analysis for 100,000 authors identified six research clusters and fifteen strong collaborative links, indicating a gradually consolidating scholarly community. Notably, authors such as ROMANAZZI, GIULIANO ROCCA, PALMISANO, and others have made significant contributions to this domain. The most consequential finding is the extraction of four interconnected policy-oriented clusters that collectively constitute a comprehensive evaluation system:Cluster 1: Transparency and Good Governance.This cluster encompasses four dimensions: impact transparency (public disclosure of program outcomes), independent oversight (external monitoring bodies), government accountability (responsiveness of public officials), and anti-corruption mechanisms (prevention of inefficiency and malfeasance). The term "transparency" appeared with exceptionally high frequency in the text corpus. The findings firmly establish that without open access to performance data and independent scrutiny, any evaluation system will inevitably lack credibility and effectiveness. In the economic dimension, financial transparency leads to optimal resource allocation; in the cultural dimension, it facilitates equitable distribution of cultural support; in the social dimension, it enhances trust in public institutions.Cluster 2: Analytics and Technology.This cluster highlights the transformative role of modern technological tools, including data-driven assessment, data mining, simulation modeling, and online platforms. Technology is not merely a data collection instrument but an enabler of predictive analytics, real-time monitoring, and agile decision-making. The findings indicate that advanced analytics can uncover hidden inefficiency patterns, reduce human error, and significantly improve the precision of evaluation reports. This cluster aligns closely with international studies by Shin et al. (2023) and Williams et al. (2024), confirming that intelligent technologies strengthen the bridge between data science and development policy.Cluster 3: Participation and Civil Society.This cluster comprises public engagement (citizen involvement in assessment), social consensus (collective agreement on development priorities), civic advocacy (demand-driven monitoring), and participatory oversight (community-based supervision). The findings unambiguously demonstrate that an evaluation system devoid of active civil society and citizen participation lacks legitimacy, comprehensiveness, and practical effectiveness. Mechanisms such as participatory budgeting, citizen reporting systems, and public surveys can significantly enhance executive accountability. In the economic realm, public participation contributes to fairer budget allocation; in the cultural realm, it raises collective awareness; in the social realm, it strengthens social capital and trust.Cluster 4: Evaluation and Policymaking.This cluster emphasizes the organic linkage between evaluation and the policy cycle. Its dimensions include rigorous planning (well-structured evaluation design), alignment with higher-level policies (consistency with national vision documents), systematic evaluation processes (institutionalized procedures), and integrated reporting (synthesized performance reports). The key finding is that evaluation must function as an institutional learning mechanism and a continuous policy correction tool, not as a terminal reporting exercise. In the economic dimension, iterative evaluation of business support policies improves the investment climate; in the cultural dimension, impact analysis of artistic programs enhances their quality; in the social dimension, ongoing assessment of health and education services elevates human development indicators. Discussion and ConclusionThe findings of this study make several theoretical and practical contributions. Theoretically, the research advances the literature by empirically demonstrating that effective development evaluation is not a unidimensional technical exercise but a multidimensional governance function deeply embedded in transparency, technology, participation, and iterative policymaking. The four identified clusters are not mutually exclusive but rather synergistic: transparency provides the raw material for analysis; technology enables that analysis at scale; participation ensures that analysis reflects societal values; and systematic policymaking closes the feedback loop, enabling learning and adaptation. This integrated model moves beyond reductionist approaches that treat evaluation solely as a compliance activity.Practically, the study offers a concrete roadmap for reforming Iran’s development evaluation architecture. The absence of such a systemic framework has historically led to repeated cycles of underperformance, resource waste, and missed developmental opportunities. Institutionalizing the proposed four-pillar system can significantly enhance policy coherence, strengthen vertical and horizontal accountability, and improve the overall responsiveness and effectiveness of development planning.Policy Recommendations: (1) Establish an independent national development evaluation agency with a cross-sectoral mandate, legal authority, and a statutory requirement for public disclosure of all evaluation reports; (2) Develop intelligent monitoring and data analytics platforms incorporating data mining, simulation, and early-warning dashboards to enable predictive performance management; (3) Strengthen the formal role of civil society organizations, universities, and independent media in the evaluation process through legally mandated participatory mechanisms; (4) Mandate that all executive bodies publish periodic, standardized performance reports using a harmonized indicator framework; (5) Design continuous, adaptive, and comparative evaluation processes that allow for mid-course corrections rather than post-hoc assessments; (6) Systematically benchmark and adapt successful international evaluation practices from OECD countries to the Iranian institutional context.Limitations and Future Research: While the mixed-methods approach employed here offers robustness, the study relies primarily on publicly available international databases, which may underrepresent Persian-language domestic reports and grey literature. Future research should integrate qualitative methods such as semi-structured interviews with senior policymakers and evaluation practitioners to deepen contextual understanding. Additionally, the proposed framework’s validity could be tested through empirical case studies of specific development programs.In conclusion, only through the establishment of such an integrated, evidence-based, and learning-oriented evaluation system can Iran ensure that it’s economic, social, and cultural development programs are implemented effectively, resources are allocated efficiently, and national developmental goals are progressively realized.
Modeling
Ali Omidi; Ali Shariatnejad
Abstract
IntroductionA lot of research in the two fields of human resource management and organizational behavior has been compiled in the form of scientific articles in various Persian journals in recent years, one of the most specialized and important journals is the Quarterly Journal of Government Organization ...
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IntroductionA lot of research in the two fields of human resource management and organizational behavior has been compiled in the form of scientific articles in various Persian journals in recent years, one of the most specialized and important journals is the Quarterly Journal of Government Organization Management, which covers the latest scientific findings related to the fields of human resource management (recruitment, attraction, employment, talent retention, training and development, compensation, etc.) and organizational behavior (at three individual, group, and organizational levels). Its goal is to improve the scientific level of management specialists and familiarize organizational experts with the latest achievements and scientific findings related to the fields of human resources and organizational behavior. Human resources of any organization are the main factor of its life, and therefore understanding humans is essential for its effective management. In today's world, human resources, as one of the basic pillars of any organization, play an important role in achieving organizational goals and strategies. However, preserving and maintaining this valuable capital is a fundamental priority for any institution and society, which can have more impact on organizational growth and survival than any other factor. However, many organizations face numerous challenges in managing their human resources. These challenges include attracting and retaining talent, improving employee skills, creating an appropriate organizational culture, and improving intra-organizational communications. Human resource management is based on the concepts of organizational behavior, which enables the realization of organizational goals through systematic efforts to recognize, understand, and control human behavior. It is worth mentioning that the necessity of conducting research in the field of human resources, especially in today's world, which is facing rapid economic, social, and technological changes, is of great importance, especially due to the research gap in the analysis of research works of publications in the two fields of human resources and organizational behavior in recent years. This research can help advance and improve the performance of organizations by identifying and filling the research gaps in this field. In this research, the aim is to examine the growth and evolution of this type of study from a methodological perspective. This research is a review of the 10-year publication history of the Quarterly Journal of Government Organization Management. MothodologyThis research is developmental and applied in terms of purpose. Because its results help solve problems related to methodological weaknesses in the field of human resources and organizational behavior. The approach of this qualitative research is based on content analysis with a meta-analysis strategy for analyzing articles, which examines the appropriateness and correctness of research methods in primary studies, and helps to methodize the methodological problems of social research. Because this research seeks to examine and analyze the frequency of research methods in the Journal of Government Organization Management, the meta-study method has been used. The data collection method is to review existing documents and documents. The statistical population of the research is all articles in the Quarterly Journal of Government Organization Management between 2012 and 2017. Sampling was not used in this research and all articles published in the aforementioned quarterly were analyzed in a census manner. A total of 169 articles were analyzed from the perspective of 9 indicators including; The number of articles, research areas (organizational behavior and human resources), the academic field of the responsible author and the number of authors in each article, types of research, research approaches, data collection tools, data sampling methods, data analysis methods, and geographical distribution were examined. To examine the validity of this study, each of the indicators in question was compared with other related articles, and in each case, the differences were examined and revised. In addition, before starting to analyze all the articles, a framework was designed and evaluated on 20, and the strengths and weaknesses of the list were identified and resolved. To examine the reliability of the analyses conducted in this article, 13 articles (7% of the total articles) were randomly selected and made available to academic experts (Krippendorf, 1980). Their results and classifications were 90% consistent with the classifications made by the researchers of this article.FindingsAccording to the research findings, from 2012 to 2017, 169 articles were published in the Journal of Government Organization Management in the two fields of organizational behavior and human resources. The largest number of articles published was in the field of organizational behavior, which was from 2016 to 2022. Regarding the level of collaboration between authors, most of the research was conducted with the collaboration of three people (61 cases) and four people (61 cases), followed by two people (31 cases). The classification of methods used in this research journal includes; fundamental, developmental, and applied methods. Accordingly, fundamental research is conducted with the aim of testing theories, describing relationships between phenomena, and adding to the existing body of knowledge in a specific subject area. Applied research seeks to develop applied knowledge in a specific field; in this type of research, the goal is to move towards the practical application of knowledge. Developmental research also includes a set of processes to develop and determine the suitability of educational products such as plans, methods, and programs. According to the findings of this study, out of a total of 196 articles reviewed, 72 percent of the articles were applied, 6 percent were developmental, 15 percent were fundamental, and 7 percent were mixed. Regarding the composition of the articles in terms of approach (quantitative, qualitative, mixed), it can be said that out of a total of 196 articles, 60 articles (35.5%) were conducted with a quantitative approach, 49 articles (29%) with a qualitative approach, and another 60 articles (35.5%) with a mixed approach in the areas of organizational behavior and human resources, which showed that the dominant approach was quantitative and mixed. In most of the research conducted in the fields of organizational behavior and human resources in this quarterly, 72 articles (42%) used mixed methods to collect data, which, considering the mixed approach of most of the research, used a combination of questionnaires and interviews. Also, according to the findings of this research, the sampling method of most of the articles was purposive (21%) and then random (20%). The data analysis method of most of the articles was structural equations with 23%. Also, factor analysis was 13% and qualitative analysis methods (grounded data, theme analysis, content analysis) were 32%. To examine and determine the topics in the two fields of organizational behavior and human resources and the contribution of each in the published works, the classification of study levels in both fields was used, taking into account the main variables discussed in each article. Considering the titles and keywords used in the articles, the number of articles in each field was separated and it was found that the most articles were in the field of organizational behavior (73 percent). With the studies conducted regarding the geographical distribution of universities in the country and also the type of university (government, non-government, Payam Noor, free), government, Payam Noor and free universities in Tehran province had the highest share of writing the articles under study with a frequency of 73 percent. Discussion and ConclusionThe complexities of human behavior, the diverse needs of humans, and how to meet them in organizations are each a separate topic that has come to the aid of management science and is called organizational behavior. The study of individual behavior in workplaces has long been of interest to management scientists, but a topic that has emerged in recent decades and has attracted the attention of psychologists and sociologists in addition to behaviorists is called organizational behavior. In the field of organizational behavior, systematic and organized study replaces subjective judgments, meaning that scientific documents and evidence collected under monitored and controlled conditions are evaluated and measured in a rational manner. On the other hand, the development of organizational behavior has gained importance as a key strategy in improving the efficiency and performance of Iranian government organizations. Organizational behavior in government organizations studies and analyzes behaviors, communications, and interactions between individuals and groups in the environment of these organizations. This concept includes various aspects such as organizational commitment, employee motivation, job satisfaction, organizational culture, and communication processes, all of which affect the overall performance of the organization. Considering the growth trend of human resource management and organizational behavior research, it shows that the amount of research with a public management approach (organizational behavior and human resources) has grown significantly in recent years, and this could be due to a serious change in the expansion and change of researchers' mental maps in this direction. Another point that is noteworthy in this meta-study is the limited use of empirical data in research; therefore, it is necessary to create a basis for establishing greater communication between other management scholars and executive managers with this field of knowledge by increasing the interest in this type of data in research. One of the important and influential fields in the country is the field of human resource and organizational behavior studies. Since the knowledge created in this field is used as a basis in various government departments, it has a serious impact on the country's government system, and its reform can improve and resolve existing concerns in this field.
Modeling
Yazdan Shirmohammadi
Abstract
Introduction
The emergence of Web 4.0 as the fourth generation of the Internet has created a fundamental shift in the structure of human interaction with digital space. Beyond merely employing artificial intelligence, Web 4.0 integrates emerging technologies such as the Internet of Things (IoT), augmented ...
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Introduction
The emergence of Web 4.0 as the fourth generation of the Internet has created a fundamental shift in the structure of human interaction with digital space. Beyond merely employing artificial intelligence, Web 4.0 integrates emerging technologies such as the Internet of Things (IoT), augmented and virtual reality (AR/VR), big data, advanced analytics, and self‑learning systems into an intelligent, interactive, and adaptive digital ecosystem. In the global tourism industry, countries such as Vietnam and Singapore have successfully utilized social robots, facial recognition, AI‑based chatbots, and AR platforms to significantly increase tourist satisfaction and operational efficiency. For example, leading international brands like Marriott and Singapore Airlines have used intelligent chatbots, behavioral data analysis, and AI‑driven customer experience management systems to enhance service processes and improve user experience in real time. However, cultural organizations in developing countries, including Iran, face an urgent need to design intelligent digital ecosystems to align with global standards, as international tourists increasingly use Web 4.0 technologies to choose travel destinations. Domestic research has shown that applying Web 4.0 technologies in cultural tourism organizations can play an important role in sustainable development, stakeholder satisfaction, and cultural heritage preservation. Yet only a small fraction of Iran’s cultural institutions have a systematic framework for digital transformation, highlighting the need for localized and integrated models. The Cultural Heritage, Handicrafts and Tourism Organization of Iran, as the governing body responsible for preserving and developing the country’s cultural heritage, confronts three key challenges: digitalization of cultural assets, changing patterns of audience interaction, and integration of emerging technologies. Studies indicate that 78% of cultural organizations in developing countries lack a systematic framework for managing digital transformation. Research gaps exist in four areas: theoretical (integration of cultural management and advanced digital technologies), methodological (lack of mixed‑method approaches), practical (need for localized models considering Iran’s cultural diversity, infrastructure limitations, and legal and religious requirements), and technological (modeling the specific dynamics of Web 4.0 technologies in cultural heritage). Therefore, this study aims to design and develop an intelligent digital ecosystem model for the Cultural Heritage, Handicrafts and Tourism Organization in the context of Web 4.0.
Methodology
This research employed an exploratory mixed‑methods design (qualitative‑quantitative). In the qualitative phase, the systematic grounded theory approach of Strauss and Corbin (1998) was used. The population consisted of 35 experts, including senior managers, IT specialists, and cultural heritage professionals. Purposive sampling combined with the snowball technique was applied. Data were collected through in‑depth semi‑structured interviews until theoretical saturation, which was achieved after the 19th interview. Data analysis involved three stages: open coding (extracting initial concepts), axial coding (identifying relationships among categories), and selective coding (developing the final conceptual model). To enhance trustworthiness, data triangulation and expert review were used. In the quantitative phase, the resulting model was tested using structural equation modeling (SEM) with SmartPLS. A researcher‑developed questionnaire was administered to 384 key stakeholders (middle managers, digital service providers, and clients). Validity was assessed through confirmatory factor analysis (CFA), and reliability was examined using Cronbach’s alpha and composite reliability (CR).
Findings
Open coding produced 250 initial codes, which were gradually reduced to 40 conceptual codes and, after expert validation, to 25 final codes, organized into six main categories within the paradigm model. Causal conditions included globalization of Web 4.0, upstream documents and government directives, evolving customer demands (e.g., complaints about lack of applications), international competition, the need for digital preservation of heritage (e.g., deterioration of historical monuments), technological gaps (e.g., World Bank reports on digital backwardness), and employee needs (e.g., lack of digital skills). The core phenomenon – the central category – was identified as “the intelligent digital ecosystem model for the Cultural Heritage, Handicrafts and Tourism Organization in the Web 4.0 context,” consisting of Web 4.0 integration, centralized management systems, multi‑user platforms, data integration, expert solutions, and benchmarking of successful global experiences. Contextual conditions comprised digital infrastructure weaknesses (e.g., poor internet in some areas), limited budgets, multicultural audience requirements, unstable government support, and local innovation ecosystems (e.g., startup capacities). Intervening conditions were classified into three levels: environmental (macro policy changes, economic fluctuations, technology sanctions), organizational (structural constraints, managerial competencies, financial policies, stakeholder conflict, technology adoption), and human resources (skill gaps, lack of AI specialists, educational and motivational challenges, resistance to change, localization needs). Strategies were identified in three directions: technological and infrastructural (designing a smart tourism platform, AI chatbots, security protocols); knowledge and educational (AR training for guides, digital literacy enhancement, fostering a culture of innovation); and participative and economic (collaboration with knowledge‑based firms, local community involvement in brand content development, attracting foreign investment). Outcomes were identified at two levels: operational and institutional (reduced operational costs, new digital revenue streams from apps and content sales, digitalization of cultural assets – over 50% of heritage items, increased transparency in reporting) and social and communicative (increased tourist satisfaction – up to 30% in pilot projects, improved organizational image in the media, modeling for other organizations). In the quantitative phase, the KMO measure was 0.969, and Bartlett’s test was significant (χ² = 12,907.464, df = 561, p < 0.001). Cronbach’s alpha for all constructs exceeded 0.899, composite reliability ranged from 0.838 to 0.901, and average variance extracted (AVE) was above 0.605, all meeting recommended thresholds. Model fit indices were acceptable: CMIN/DF = 2.651, RMSEA = 0.057, CFI = 0.854, TLI = 0.840, GFI = 0.740, AGFI = 0.701. Structural equation modeling results supported all seven hypotheses with positive path coefficients and p‑values less than 0.001: causal conditions → contextual conditions (β = 0.958), causal conditions → core phenomenon (β = 0.876), causal conditions → intervening conditions (β = 0.852), contextual conditions → strategies (β = 0.407), core phenomenon → strategies (β = 0.325), intervening conditions → strategies (β = 0.199), and strategies → outcomes (β = 0.862).
Discussion and Conclusion
The results indicate that Iran’s tourism industry is transitioning toward an intelligent digital ecosystem in the context of Web 4.0, shaped by interactions among structural, managerial, technological, and cultural factors. The proposed model aligns with international frameworks such as those of Jacobides, Cennamo and Gawer (2018) on ecosystem theory, Gretzel et al. (2020) on smart tourism, Tiwana et al. (2019) on digital governance, and Boes et al. (2023) on digital tourism ecosystems. However, the model offers significant local innovations by incorporating Iran’s specific cultural diversity (multi‑ethnic contexts such as Kurdish and Lor communities), infrastructure limitations, institutional instability, and technology sanctions. Unlike many global models that focus primarily on technical aspects, the present model explicitly emphasizes the representation of local cultural identity, participation of indigenous communities (handicraft artists, local guides), intellectual property rights of cultural content, spatial justice, and digital sustainability. The strong direct effect of strategies on outcomes (β = 0.862) confirms that well‑designed technological, knowledge‑based, and participative strategies can significantly improve tourist satisfaction, organizational transparency, and brand image. The model’s six key components – intelligent technological infrastructure (AI, IoT, cloud computing), interactive digital content management (personalized, multimedia, AR/VR), big data analytics systems (behavioral pattern analysis, demand forecasting), smart stakeholder interaction mechanisms (integrated platforms connecting tourists, guides, artists, and investors), digital governance with a multi‑stakeholder approach (national standards, adaptive monitoring, performance evaluation), and advanced cybersecurity systems (defense in depth, intrusion detection, RBAC) – form a comprehensive framework for digital transformation in Iranian cultural institutions. Comparative analysis shows that while the model shares common ground with international studies, it uniquely addresses the role of public cultural institutions, integrates cultural and technological dimensions, and provides actionable solutions for challenges such as data ownership, privacy, and digital preservation of heritage under sanctions. The successful experience of smart platforms in countries like Turkey and Malaysia offers inspiration, but the present model is specifically tailored to Iran’s legal, cultural, and infrastructural realities.
Recommendations
At the macro level (national policy and governance): establish an agile “Digital Transformation Steering Center for Cultural Heritage”; formulate a national digital transformation document covering data ownership, ethical digital interaction, cultural security, and a participatory evaluation system; conduct comparative studies with South Korea, Estonia, and Finland to localize global frameworks; use blockchain for transaction recording, cultural content ownership, and resource transparency; design foresight scenarios for smart heritage over a five‑ to ten‑year horizon with trend prediction and uncertainty analysis. At the meso level (organizational and regional management): design and implement a comprehensive smart infrastructure plan including IoT, augmented reality, cloud storage, and AI; launch a multi‑lingual, location‑based, personalized tourism services and brand platform; establish a monitoring and evaluation center for digital brand performance with indicators such as service usage rate, user satisfaction, and stakeholder participation; institutionalize digital talent management by identifying specialists, defining career paths, and connecting with universities; create a digital tourism ideas bank and innovation center; establish a “smart heritage living lab” as a shared experimental space; develop sentiment analysis systems and online management dashboards for real‑time feedback and decision‑making. At the micro level (local community, culture, and indigenous businesses): design AR tours based on local cultural narratives in cooperation with native associations; launch a network of local influencers to produce authentic content; create digital marketplaces for handicrafts and cultural products using e‑commerce platforms; deploy a multi‑lingual tourist support system using AI chatbots; implement a digital experience registration system for continuous brand improvement; apply gamification models in heritage applications; develop a sustainable engagement framework for returning tourists including digital loyalty services and exclusive packages; analyze cultural and social dimensions of technology acceptance among Kurdish and Lor communities to enhance digital participation and empathy.
Modeling
amir lalisarabi; Belal Panahi
Abstract
Introduction
Today, successful organizations are striving to continuously review their performance in order to maintain their survival and growth, and to improve their performance if possible. One of these important capabilities that affects organizational performance is organizational transparency.
Organizational ...
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Introduction
Today, successful organizations are striving to continuously review their performance in order to maintain their survival and growth, and to improve their performance if possible. One of these important capabilities that affects organizational performance is organizational transparency.
Organizational transparency is a key factor in building trust and is achieved when a company responds to requests for information about its management. Transparency will also make it possible for an organization's real information to be used by different people. Organizational transparency represents the assurance of openness within the organization, accountability, and visibility, which have always been demanded by various stakeholders in society as universal ideals; therefore, the increasing demand for insight, clarity, accountability, and improved access to authentic and authentic knowledge in organizations has led to organizational transparency playing an effective role in improving and developing organizational affairs and helping organizations achieve sustainable competitive advantage, effective performance, and increased organizational effectiveness.
In this context, promoting accountability and transparency of governments without having transparent and accountable organizations seems impossible. In such circumstances, the lack of organizational transparency in an atmosphere of competitive pressures provides the potential for unethical and criminal behavior. Transparency leads to the formation of effective communications, increased competition, improved organizational trust, reduced organizational tensions and conflicts, and improved the quality of decision-making.
Given the shortcomings of the laws on transparency and the lack of comprehensive study of it and in some cases negligence on the part of the implementers, the issue of lack of transparency requires more attention and scientific analysis than ever before. The laws passed and the measures taken to establish organizational transparency in the government sector have not been very effective so far, and the evidence of this is Iran's unfavorable position in the corruption perception index in recent years. In the opinion of the authors of this article, the lack of full implementation of e-government components, the lack of attention to establishing democracy indicators, and the low quality improvement index of bureaucracy, etc. in some government organizations in the Tabriz metropolis were the main reasons for strengthening the orientation, bias, and prejudice regarding the lack of transparency. Given the sensitivity and importance of transparency in government organizations, this research seeks to identify the factors affecting the lack of transparency in government organizations. The main question of the research is: What are the factors that cause the lack of transparency in government organizations in the Tabriz metropolis?
Methodology
In terms of interpretive paradigm, in terms of exploratory purpose, in terms of fundamental nature, in terms of cross-sectional time, survey data collection techniques and data analysis method is content analysis. In terms of methodology, the current research is of a mixed type (qualitative and quantitative) with a sequential-exploratory approach. In this way, qualitative data was collected first, and then, using them, a survey was made in the test environment, and quantitative data was collected. The stages of their implementation were consecutive and the researchers tried to discover and identify the factors affecting the lack of transparency. In the first stage, using a qualitative approach and using structured interviews with experts, the foundation data method was used. The exploration of categories was categorized using the inductive approach (part to whole) in the form of sub-categories, sub-categories and main categories. At this stage, the researcher obtained the codes by conducting 15 interviews and after finalizing the three stages of coding (open coding, central coding and selective coding) and summarizing them, all the selected codes were again provided to the expert group and correction comments were made. They were obtained and applied regarding the selection of core and optional codes and finally the entire coding process was approved by the expert group, then in the second phase, each of the subcategories and subcategories was surveyed in the form of a questionnaire with a Likert scale. 5 options have been prepared and distributed among the statistical sample in order to confirm and check it in the government organizations of Tabriz city, and quantitative data were collected and analyzed using the questionnaire tool. The data of the quantitative section were tested using the method of confirmatory factor analysis and structural equations, and finally the factors affecting the lack of transparency were identified.
Findings
In the qualitative part of the research, 133 subcategories were categorized in the form of 51 subcategories and 6 main categories of anti-transparency government, anti-transparency structure, anti-transparency culture, anti-transparency employees, anti-transparency atmosphere, and anti-transparency managers. The relationships of all research components were confirmed through the structural equation test.
Practical Implications
The reluctance to whistle-blowing among employees and the existence of economic and social crises due to frequent repetition in the process of interviews were selected as the central categories of the research. Also, among the dimensions, the anti-transparency government category with a t-statistic of 6.42 and an effect size of 0.88 has the highest impact, and the category of anti-transparency managers with a t-statistic of 6.82 and an effect size of 0.85 has the lowest impact on There was a lack of transparency.
Discussion and Conclusion
In the early stages, the lack of previous researches, led to the presentation of the initial model based on the researchers inference. According to the results of the structural equation test, the two components "lack of attention to justice and public interest in policy-making" and "lack of attention to transparency in the design of policies" are the most important factors affecting the lack of transparency. Based on the obtained results, giving importance and prioritizing justice and transparency of policy design goals for the general public has a high effect on the formation and creation of a transparent government. The working procedures of the governments should be at a level of transparency and follow up and gain the interests of the society that the statesmen themselves consider any kind of concealment contrary to the principles and current administrative procedures and except in special political and strategic cases and in all cases that gain national interests. It is necessary to remove the confidentiality of programs in other current government affairs and processes and to be a leader in the transparency of affairs so that government organizations are encouraged to be accountable.
Modeling
Farhad Sharifi; Karam Khalili; Adel Salavati
Abstract
Introduction This study aimed to design a comprehensive hierarchical model for identifying silent protests within governmental organizations, using Ilam University of Medical Sciences as a case study. Silent protests, characterized by non-explicit, indirect employee actions such as reduced effort, fake ...
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Introduction This study aimed to design a comprehensive hierarchical model for identifying silent protests within governmental organizations, using Ilam University of Medical Sciences as a case study. Silent protests, characterized by non-explicit, indirect employee actions such as reduced effort, fake participation, and organizational withdrawal, pose a significant threat to organizational health and performance, particularly in the public sector. Early identification is crucial for proactive management. MethodologyThis applied research employed a mixed-methods approach (qualitative-quantitative). The qualitative phase utilized the meta-synthesis method based on the seven-step model by Sandelowski and Barroso. A systematic review of 41 relevant articles from valid databases, published from 2013 onwards, was conducted. Through content analysis and coding, 19 key indicators for identifying silent protests were extracted. The reliability of the meta-synthesis process was confirmed by a Cohen's Kappa coefficient of 0.89, achieved through expert review.In the quantitative phase, the combined ISM-DEMATEL method was employed. Data were collected from 16 purposefully selected experts from Ilam University of Medical Sciences, who met specific criteria including a PhD in relevant fields, associate professor rank or higher, and over 10 years of relevant experience. First, the 19 extracted indicators were validated using the Fuzzy Delphi method, with all indicators confirmed against a threshold of 0.7. Subsequently, experts completed a paired comparison questionnaire based on a 0-4 scale to determine the inter-influential relationships among the indicators. The data were analyzed using MATLAB software to form the initial direct relation matrix, calculate the total relation matrix, determine a threshold (0.06), and finally construct the reachability matrix for level partitioning and model development. FindingsThe meta-synthesis resulted in the identification of 19 primary indicators (C1-C19): Organizational Commitment (C1), Organizational Maturity (C2), Managers' Ethics (C3), Changes in Organizational Behavior of Employees (C4), Employee Adherence (C5), Employee Satisfaction (C6), Level of Healthy Work Interactions (C7), Fake Participation (C8), Level of Use of Directive Management (C9), Development of Human Relations (C10), Managers' Decision-Making Style (C11), Organizational Developments (C12), Organizational Culture (C13), Listening to Employee Voice (C14), Managers' Charismatic Level (C15), Manager's Attitude towards Employees (C16), Organizational Loneliness (C17), Organizational Learning (C18), and Manager's Communication Skills (C19).The DEMATEL-ISM analysis structured these 19 indicators into a definitive four-level hierarchical model, clarifying the causal relationships and hierarchy among them. The findings revealed that "Listening to Employee Voice" (C14) is the most influential and foundational indicator, positioned at the base (Level 4) of the model. This indicator acts as the cornerstone, directly influencing all upper levels.Level 1 (Manifestation Level): This top level comprises the most immediate and observable symptoms of silent protests. Indicators at this level include Organizational Commitment (C1), Organizational Maturity (C2), Changes in Organizational Behavior (C4), Employee Adherence (C5), Employee Satisfaction (C6), Fake Participation (C8), Organizational Developments (C12), Organizational Loneliness (C17), and Organizational Learning (C18). A decline in these areas serves as a primary warning signal.Level 2 (Mediating Organizational Factors): This level contains factors that are directly influenced by managerial practices and, in turn, drive the manifestations at Level 1. Key indicators here are Managers' Ethics (C3), Level of Use of Directive Management (C9), Managers' Decision-Making Style (C11), Organizational Culture (C13), Manager's Attitude towards Employees (C16), and Manager's Communication Skills (C19).Level 3 (Relational & Leadership Channels): This level represents the primary channels through which "listening" translates into organizational climate. It includes the Level of Healthy Work Interactions (C7), Development of Human Relations (C10), and Managers' Charismatic Level (C15). These factors are directly affected by the core practice of listening.Level 4 (Foundational Cause): At the base of the model lies "Listening to Employee Voice" (C14), identified as the most influential lever for preventing and identifying silent protests.The final Interpretive Structural Model (ISM) diagram visually represents these four levels and the directional relationships between the indicators, providing a clear map of the pathways through which silent protests develop and can be identified. Discussion and ConclusionThis study presents a novel, hierarchical causal model that elucidates the complex interrelationships among factors leading to silent protests in a government organization. It identifies "Listening to Employee Voice" not merely as a communicative tool but as the foundational managerial practice for the early detection and effective management of such protests. The model underscores that observable issues like low commitment and satisfaction (Level 1) are ultimately rooted in deeper managerial and relational factors, with listening being the most critical starting point for intervention.The findings align with existing literature emphasizing the roles of psychological safety, managerial support, awareness, and organizational justice in reducing silence and "quiet quitting." The model provides a practical and diagnostic framework for managers in governmental and healthcare organizations. It advises a dual approach: 1) a top-down strategy focusing on institutionalizing genuine listening mechanisms, fostering justice, redesigning decision-making styles, and reducing reliance on directive management; and 2) a bottom-up strategy involving the implementation of dashboards to continuously monitor the nine Level 1 indicators for early warning signs, enabling targeted interventions.For future research, testing this multi-level model in diverse public sector contexts, employing longitudinal designs, and incorporating additional public administration-specific constructs like red tape and goal ambiguity are recommended to enhance the model's generalizability, causal strength, and explanatory power.
Modeling
Rahmatollah Gholipor; Seyed kamal Vaezi; Maysam Karimi
Abstract
IntroductionCyberloafing-employees’ use of internet-enabled devices for personal, non-work activities during paid working time-has become a pervasive issue in modern organizations. Although digital technologies facilitate communication and service delivery, they also enable off-task behaviors that ...
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IntroductionCyberloafing-employees’ use of internet-enabled devices for personal, non-work activities during paid working time-has become a pervasive issue in modern organizations. Although digital technologies facilitate communication and service delivery, they also enable off-task behaviors that may reduce productivity, disrupt workflows, and increase security risks. These concerns are particularly salient in public-sector organizations, where accountability, service continuity, and information integrity are critical to public value creation. In Iran, public organizations operate within a distinct socio-cultural and institutional context characterized by hierarchical governance structures, strong regulatory oversight, and uneven technological infrastructure. Such conditions shape both the antecedents of cyberloafing and the acceptability of managerial responses. Consequently, findings from private-sector or Western contexts cannot be directly generalized without contextual adaptation. This study aims to develop a context-sensitive model of cyberloafing in Iranian public organizations by identifying its key antecedents, feasible control mechanisms, and culturally appropriate preventive and mitigative strategies. Specifically, the research addresses three questions: (1) which individual, organizational, and technological factors contribute to cyberloafing; (2) which control mechanisms are perceived as effective, feasible, and ethically acceptable; and (3) which strategies can reduce cyberloafing while respecting employee privacy and organizational norms. By integrating behavioral and socio-technical perspectives, the study contributes both theoretical insight and practical guidance for public-sector managers and policymakers. MethodologyThis study adopted a qualitative, exploratory design using reflexive thematic analysis. Participants were selected through purposeful and snowball sampling and included managers, HR professionals, organizational development experts, and applied psychologists working in Iranian public-sector institutions. In total, twenty-one semi-structured interviews were conducted with professionals affiliated with governmental organizations, public universities, and quasi-public bodies. Interviews explored three domains: patterns of off-task online behavior, existing control practices and policies, and recommended preventive or mitigative strategies aligned with local norms. Interviews lasted 45-75 minutes, were audio-recorded with informed consent, and transcribed verbatim. Data analysis followed the three-stage approach proposed by King and Horrocks. First, open coding was used to capture descriptive accounts. Second, related codes were clustered through axial coding to develop interpretive categories. Finally, higher-order themes were constructed to generate a coherent conceptual model encompassing antecedents, control mechanisms, and preventive strategies. Trustworthiness was enhanced through peer debriefing, member checking, reflexive memo-writing, and maintenance of an audit trail. Ethical principles-including confidentiality, anonymization, and voluntary participation-were strictly observed. FindingsThe analysis yielded three interrelated themes: antecedents of cyberloafing, control mechanisms and implementation challenges, and preventive and mitigative strategies. Antecedents of cyberloafing emerged from the interaction of individual, organizational, and technological factors. At the individual level, low intrinsic motivation, burnout, weak self-regulation, and generational digital habits encouraged short online “micro-breaks.” Organizational contributors included unclear job expectations, weak performance feedback, misaligned reward systems, and cultural tolerance of minor rule violations. Technological antecedents involved ubiquitous internet access, poor separation between work and personal use, and inefficient work systems that increased susceptibility to digital distractions. Control mechanisms and challenges ranged from restrictive technical measures (e.g., filtering and monitoring) to supportive tools (e.g., productivity dashboards and self-monitoring notifications). While restrictive approaches were seen as effective in the short term, they were widely criticized for undermining trust and provoking resistance. Key implementation challenges included privacy concerns, inaccurate monitoring data, administrative burden, and inconsistent enforcement. Preventive and mitigative strategies emphasized motivational and participatory approaches. Participants favored job redesign, transparent reward systems, digital literacy and stress-management training, and participatory policy development. Non-intrusive monitoring and aggregated feedback mechanisms were viewed as more acceptable and effective than punitive surveillance. Discussion and ConclusionThis study demonstrates that cyberloafing in Iranian public organizations is a socio-technical phenomenon shaped by individual motivations, organizational structures, and digital affordances. Approaches relying solely on surveillance and restriction risk eroding trust and may generate counterproductive behaviors. In contrast, strategies that combine participatory governance, motivational job design, and responsible technology use appear more sustainable. The findings support an integrative framework linking behavioral factors—such as motivation and self-regulation—with systems-level elements including leadership practices, job design, and IT infrastructure. Practically, the study proposes a phased approach involving diagnostic assessment, co-designed internet usage policies, pilot implementation of non-intrusive monitoring tools, and complementary interventions such as training and reward realignment. While limited by its qualitative design and contextual scope, this research provides a grounded foundation for future mixed-method and intervention-based studies. Overall, effective cyberloafing management in the public sector requires balanced, ethical, and context-sensitive strategies that protect both organizational performance and employee well-being.
Pathology
mohammad sargolzaee; Mohadese Nadershahi; Ali Asghar Mobasheri
Abstract
Introduction Faculty members are among the most important pillars and constituent elements of higher ...
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Introduction Faculty members are among the most important pillars and constituent elements of higher education systems worldwide. In addition to educating and developing future generations, they are also responsible for responding to the scientific and research needs of society. In fact, the transformations that have occurred in the structure of societies, along with the shift in the source and origin of power from physical assets to intellectual assets in recent years, have positioned universities as the focal point of the development and advancement of human societies and have expanded the role of these institutions beyond education and research. On the other hand, previous studies have indicated that faculty members are exposed to a wide range of workplace challenges. These challenges may have profound effects on their quality of life as well as on their professional and work-related experiences. One of the negative consequences of poor talent management in organizations is mental absence in the workplace, which can significantly affect the quality of work life of faculty members. Therefore, mental absence among faculty members is an issue that needs to be seriously examined, and the factors contributing to its occurrence should be identified in a precise and scientific manner. However, a review of the empirical literature indicates that, despite researchers’ attention to mental absence and its examination among different statistical populations, this issue has not yet been studied among faculty members. Therefore, questions concerning the factors affecting mental absence among faculty members remain unanswered. Why do faculty members experience mental absence in the workplace? What factors can create the grounds for this destructive organizational behavior and influence it? What consequences does mental absence among faculty members entail? Accordingly, the present study was designed to develop a process model of mental absence among faculty members in the workplace using the grounded theory method. MothodologyIn terms of approach, this study is a qualitative research, and in terms of purpose, it is an applied study with an exploratory nature. It was conducted using the grounded theory method, specifically the systematic approach proposed by Strauss and Corbin (1997). The statistical population consisted of faculty members of Iranian universities. Among them, 23 individuals were selected as experts and included in the sample using purposive snowball sampling. The required data were collected through semi-structured interviews. The sample size, that is, the criterion for determining the adequacy of the interviews, was determined based on the principle of theoretical saturation. In this regard, data saturation was achieved after conducting 19 interviews; however, the interviews were continued to ensure greater confidence, and a total of 23 interviews were conducted. To evaluate the credibility of the analyses, in accordance with the guidelines provided by scholars, several measures were taken, including achieving theoretical saturation during the data collection process, examining participants’ views on the final results, conducting an internal evaluation of the analyses, and using multiple sources of information. FindingsAfter each interview was completed, the collected data were analyzed. In this regard, the interview transcripts were carefully reviewed, statements relevant to the purpose of the study were extracted, and they were precisely coded. At this stage, known as first-level open coding, 143 initial codes were identified. Subsequently, the initial codes were reviewed, and concepts were identified by eliminating repetitive codes, merging similar codes, and revising some of the initial codes. At this stage, 77 concepts were identified. Then, by categorizing the final concepts that shared semantic similarities, subcategories were identified. Then, at the axial coding stage, the identified subcategories, along with the concepts related to each category, were classified into the main categories of grounded theory. After completing axial coding, in the selective coding process (the third stage of grounded theory), the relationships among the main categories were established and the paradigmatic model of the study was developed. In this way, After analyzing the data, the factors affecting the mental absence of faculty members were categorized in the form of causal factors (attitudinal factors, skill-performance factors, characteristics of university administrators and characteristics of university organizational culture), contextual factors (university organizational structure, failure of the human resources management system, students, job factors and personal problems) and intervening factors (individual and social inhibiting factors). The findings also indicate that the mental absence of faculty members at the work manifests itself in the form of virtual resignation and neglect of work (wasting time in the work environment). The strategies of this phenomenon were also identified in the form of 2 dimensions (self-willed social isolation and performance measures) and its consequences were identified in 2 levels (individual and organizational). Discussion and ConclusionIn this study, the factors influencing faculty members’ mental absence in the workplace were identified across three dimensions: causal conditions, contextual conditions, and intervening conditions. Some of the subcomponents of these factors have also been reported in previous studies related to the research topic; therefore, the findings are consistent with prior research in this respect. However, several factors emerged in the present study that appear to have received little or no attention in the existing literature. Among the causal conditions, these factors include university managers’ insufficient recognition of faculty members as valuable human capital, the dominance of seniority-based culture in universities, the prevalence of excessive politicization within university settings, and the spread of grouping and factionalism, manifested in insider–outsider distinctions. Similarly, among the contextual conditions, the role of students as a contextual factor influencing faculty members’ mental absence has not been previously examined in the literature. Moreover, the intervening conditions, conceptualized in this study as inhibiting factors, have not been adequately addressed in prior research. This issue represents one of the important points of distinction between the present study and previous studies.With respect to the core phenomenon, the present study identified several concrete manifestations of faculty members’ mental absence in the workplace. These manifestations include being absorbed in personal daydreams during working hours, delayed presence at the university—such as arriving late to classes and formal meetings—failure to conduct courses in accordance with approved syllabi and lesson plans, and allocating class time to peripheral or marginal issues. These manifestations provide a more tangible understanding of how mental absence may appear in the everyday academic work environment. The strategies for reducing faculty members’ mental absence in the workplace were classified into two main dimensions: reducing social isolation and implementing performance-oriented actions. A review of the research literature indicates that strategies for mitigating mental absence in academic workplace settings have not been systematically examined in prior studies. Accordingly, this aspect constitutes another distinguishing contribution of the present study. Among the consequences, several outcomes were also identified that appear to be novel in relation to the existing literature. These include an increase in collective cognitive inertia within universities, a decline in universities’ income-generating capabilities, the deterioration of universities’ employer brand, and the emergence of despair and hopelessness among early-career faculty members and students.Given that faculty members’ mental absence in the workplace has not previously been systematically investigated, the findings of this study may contribute to enriching the theoretical literature and empirical background of the topic, while also improving researchers’ understanding of this phenomenon. In addition, the findings can enhance the awareness and insight of managers within the higher education system regarding the antecedents, mechanisms, manifestations, and consequences of faculty members’ mental absence. From a practical perspective, the results may provide a useful basis for preventing and managing this phenomenon and for avoiding its negative organizational and individual consequences. Therefore, higher education managers can apply the findings of this research in managerial decision-making and policy-related practices.Future researchers may also benefit from the research leads generated by this study when designing and conducting further investigations. For instance, future studies may examine how factors such as university organizational culture, university organizational structure, university managers, and other related elements contribute to either the emergence or prevention of faculty members’ mental absence. Furthermore, exploring faculty members’ lived experiences of mental absence in the workplace may provide a new interpretive perspective for understanding this phenomenon. Future research may also focus on identifying effective strategies and practical solutions for preventing or reducing faculty members’ mental absence in academic workplace settings.
Conceptualization
Fatemehzahra Tabrizian; Abbasali Rastgar; Azim Zarei; Davood Feiz
Abstract
Introduction Workplace relationships constitute a fundamental dimension of organizational life and ...
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Introduction Workplace relationships constitute a fundamental dimension of organizational life and shape not only outcomes but also the mental health and professional character of employees. In recent years, increasing scholarly attention has been focused on the destructive interpersonal dynamics in organizations, in toxic workplace environments characterized by abusive supervision, manipulation, exclusion, and psychological aggression. Among these covert and psychologically damaging behaviors, workplace gaslighting has emerged as a distinct and insidious form of emotional abuse.The term “gaslighting” originates from the 1939 play “Gaslighting,” in which a man manipulates environmental cues to make his wife question his sanity. In organizational contexts, workplace gaslighting refers to a deliberate and systematic pattern of psychological manipulation through which a perpetrator—who is in a position of power—undermines the target’s perception of reality, memory, judgment, or competence. Indirect bullying, subtle and subtle, is disguised as a concern, management feedback. This may include prior agreed-upon decisions, distortion of facts, public or private discrediting, withholding information, or portraying the victim as insensitive or incompetent.Empirical studies conducted in recent years have documented the harmful messages of gaslighting in the workplace. Research by Katsiroumpa et al. has linked gaslighting to stress, increased work engagement, and decreased self-confidence in one’s professional activities. Similarly, reports by Galanis et al. highlight the link between toxic workplace behaviors and burnout, passive resignation, and intention to quit. These studies establish that gaslighting not only affects interpersonal relationships, but also undermines psychological, organizational, and employee safety.Despite the growing recognition of its destructiveness, most existing research focuses on defining gaslighting and examining its psychological and organizational messages. Much less attention is paid to understanding the response to and coping with this phenomenon. From a practical perspective, it is crucial to design coping strategies for interventions, strengthen job crafting, and develop supportive organizational policies. From a theoretical perspective, examining coping behaviors provides insight into agency, resistance, and adaptive mechanisms in contexts of power disempowerment.Accordingly, the present study aimed to identify and analyze the coping strategies employed by employees in response to gaslighting in the workplace in government organizations. This research, with its empirical experiences of a qualitative exploratory nature, seeks lived discoveries, interpretations, and behavioral responses when faced with subtle psychological manipulations. This question addresses the following main question: How do employees cope with gaslighting at the organizational level? MothodologyThis research was developmental in nature and employed an exploratory qualitative design grounded in an interpretive paradigm. Given the covert, context-dependent, and experience-based nature of workplace gaslighting, a qualitative approach was deemed appropriate to capture nuanced meanings, subjective interpretations, and coping processes that might not be accessible through quantitative measures. The study population consisted of two groups: (1) academic experts in management, organizational behavior, and organizational psychology, and (2) employees of governmental organizations in Semnan, Iran, who had direct or indirect experience with workplace gaslighting. Purposeful sampling was employed to select information-rich participants capable of providing in-depth insights into the phenomenon. The inclusion criteria required either professional expertise in organizational behavior and toxic workplace dynamics or firsthand workplace experience relevant to the topic.A total of 12 participants were interviewed. Sampling continued until theoretical saturation was reached, meaning that no new substantive themes emerged after the twelfth interview. The sample included university faculty members, senior managers, administrative staff, financial managers, human resource specialists, and accounting experts, ensuring diversity in organizational roles and hierarchical levels.Data were collected through semi-structured, in-depth interviews. The interview protocol was developed based on an extensive review of the literature on workplace gaslighting, emotional abuse, coping theory, and toxic organizational climates. Questions explored participants’ perceptions of gaslighting behaviors, emotional reactions, coping mechanisms, sources of support, perceived effectiveness of different strategies, and long-term consequences. Interviews were conducted with informed consent, audio-recorded, and transcribed verbatim.Data analysis was performed using thematic analysis following the six-phase framework proposed by Braun and Clarke (2006).The analysis was primarily inductive, allowing themes to emerge from participants’ accounts rather than imposing a predetermined conceptual model. However, in the interpretive stage, findings were discussed in relation to coping theories and research on toxic workplace behaviors. The software MAXQDA 2020 was used to facilitate systematic coding and data management.To enhance reliability, inter-coder agreement was assessed using Holsti’s coefficient, which yielded a value of 0.702, indicating acceptable reliability. Trustworthiness was ensured through the criteria of credibility, transferability, dependability, and confirmability. Techniques such as member checking, detailed documentation of analytic steps, maintenance of field notes, and rich contextual description were employed to strengthen methodological rigor. FindingsThe thematic analysis of the interviews revealed five overarching themes and thirteen sub-themes representing the coping strategies employed by employees:Psychological EmpowermentPsychological empowerment emerged as a central proactive coping strategy. Participants described efforts to strengthen internal resources, including emotional regulation, cognitive reframing, and self-affirmation. Subthemes included self-control, management of emotional reactions to distorted narratives, enhancement of self-concept, and maintaining work–life balance. Evidence-Based DocumentationA second major strategy involved systematic documentation of interactions and events. Participants described recording conversations, preserving emails and messages, writing meeting summaries, and seeking confirmation of instructions in written form.Documentation served multiple purposes: it restored a sense of cognitive clarity, countered attempts to distort reality, and provided tangible evidence for potential formal complaints. This strategy was perceived as empowering because it reestablished control over facts and minimized self-doubt. Professional Competency Enhancement and Boundary SettingMany participants responded to gaslighting by strengthening professional performance. They emphasized meticulous task completion, skill development, and demonstrating expertise to reduce opportunities for unjust criticism.Boundary setting also emerged as an important subtheme. Employees reported learning to say “no” to unreasonable demands, limiting self-disclosure, and carefully managing information flow. By asserting professional limits and reducing exposure to manipulation, they aimed to protect both their credibility and psychological well-being. Social Support and Recourse to Formal StructuresSocial validation and collective coping played a crucial role. Participants described consulting trusted colleagues to “reality-check” events, forming informal support networks, and building alliances. These networks helped counteract isolation and reinforced shared interpretations of contested situations.In addition, some employees turned to formal organizational mechanisms, such as human resource departments, disciplinary committees, or higher-level management. When combined with documentation, formal reporting was seen as a structured method of confronting manipulative behavior. Avoidant and Passive StrategiesThe final theme reflected more withdrawal-oriented responses. These included silence, emotional distancing, reduced engagement, minimal compliance with extra-role tasks, and physical avoidance of the perpetrator.For some participants, coping culminated in contemplating resignation or actively seeking alternative employment. While often described as a last resort, leaving the organization was perceived as a necessary self-protective act when other strategies proved ineffective.Overall, findings indicate that employees employ a combination of proactive (empowerment, documentation, competence-building) and defensive (avoidance, withdrawal) strategies. The choice of strategy appeared influenced by perceived organizational support, power imbalance, and personal resilience. Discussion and ConclusionThe findings of this study demonstrate that employees confronted with workplace gaslighting adopt multidimensional coping strategies that operate at psychological, behavioral, professional, and organizational levels. Rather than remaining passive recipients of manipulation, participants actively sought to restore control, protect their professional identity, and preserve their psychological well-being. Our findings also indicate that employees utilize compensatory and psychological empowerment strategies to reconstruct their lost psychological cohesion in the face of this collapse.Psychological empowerment—through emotional regulation, self-affirmation, and cognitive reframing—emerged as a core internal resource, consistent with resilience-based perspectives in organizational psychology. Evidence-based documentation functioned as a practical mechanism to counteract reality distortion, while professional competency enhancement and boundary setting served to reinforce credibility and reduce vulnerability to unjust criticism.The importance of social support and formal reporting channels highlights that coping is not solely an individual process but is embedded within organizational structures. Where supportive systems were accessible, employees were more likely to pursue constructive and proactive responses. In contrast, avoidant strategies and intentions to resign reflected perceived ineffectiveness of institutional protections.Overall, the study underscores that addressing workplace gaslighting requires both strengthening employees’ psychological capacities and establishing transparent, accountable organizational mechanisms. Without structural support, even resilient employees may ultimately disengage or withdraw. Effective prevention and intervention therefore depend on integrating individual empowerment with formal organizational safeguards.
Modeling
MASOUD ghaempanah; Kumars Ahmadi; Adel Salavati; Adel Fatemy
Abstract
Introduction The present study aims to investigate and explain the lived experience of government ...
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Introduction The present study aims to investigate and explain the lived experience of government managers in the implementation of the 34000 human resources standard. In recent years, attention to human capital management as one of the most important strategic resources of organizations has increased significantly. Government organizations, due to the breadth of their duties, the complexity of their administrative structure, and their decisive role in the country's social and economic development, are more in need of systematic patterns and standards in the field of human resources management than other organizations. In this regard, the 34000 human resources standard, one of the new management frameworks designed and introduced with the aim of improving the quality of human capital management, developing organizational culture, increasing employee productivity, and creating mechanisms for human resources excellence, has been designed and introduced. Despite the importance of this standard, many government organizations still lack a deep and comprehensive understanding of the executive experiences related to its implementation. Therefore, examining the lived experiences of managers in this field can help to better understand the executive dimensions, challenges, and opportunities related to the implementation of this standard. Methodology The present study is applied in terms of purpose and methodology and is classified as mixed research (qualitative-quantitative) and was conducted with an exploratory approach. In the first stage, the qualitative part of the research was conducted using a phenomenological approach in order to discover and explain the lived experiences of managers in human resources. In this part, the data required for the establishment of the 34000 HR standard was collected through in-depth and semi-structured interviews with government managers who had practical experience in implementing or applying this standard. The selection of participants was carried out in a purposeful manner and by considering criteria such as management experience, familiarity with human resource management systems, and direct experience in implementing the 34000 HR standard. The interviews continued until theoretical saturation was reached, and the resulting data were examined using phenomenological analysis methods to extract the main themes related to the managers' experience. Discussion and ConclusionIn order to analyze the relationships between the identified factors and determine their impact structure, DEMATEL ISM-structural modeling methods were used. For this purpose, combined techniques were used that allow the identification of causal relationships between components and the determination of their impact and influence. Using these methods helped researchers, in addition to identifying key factors in the establishment of the 34000 standard, analyze the network of relationships between them and determine the hierarchical structure of the effective factors. This approach provided a deeper understanding of the standard's implementation mechanisms and the interaction between the various components of human resource management. In the quantitative part of the research, a survey method was used to test the conceptual model and examine the impact of the identified factors. The statistical population of this part included 127 managers and human resource experts from companies who had experience using the 34000 human resource standard, who were selected using the sampling method. A questionnaire was used to collect quantitative data, which was designed based on the findings of the qualitative phase and the theoretical framework of the research. Before the final implementation of the questionnaire, the validity and reliability of the measurement tool were examined. The results of the analyses showed that the mean of the extracted variance and the Cronbach's alpha indices were at an acceptable level, which indicates the suitability of the measurement tool and the reliability of the data. The descriptive findings of the study showed that the composition of the sample population was diverse in terms of demographic characteristics. In terms of age distribution, individuals were in different age groups, and a review of work history showed that a significant portion of them had more than ten years of experience in the field of human resources management or expertise. This diversity in demographic characteristics led to different views and experiences about the implementation of the 34000 standard in organizations. The results of data analysis showed that the implementation of the 34000 standard in human resources showed that it can have significant effects on improving the performance of human resource management in government organizations. One of the most important results of this research is the role of this standard in systematizing human resources processes and creating a structured framework for planning, implementing, and evaluating employee-related activities. Managers participating in the research stated that using the 34000 standard can increase transparency in human resources policies and procedures and enable long-term planning in the field of human capital development. Another important finding is the role of this standard in promoting organizational culture, strengthening professional values, increasing organizational participation, and strengthening the spirit of cooperation among organizational members. Also, the results of the structural model analysis showed that the goodness-of-fit index of the calculated model is 0.388, which indicates the appropriate fit of the model and its acceptable explanatory power. This result indicates that the model presented in the study has been able to explain the relationships between the variables under study well.Overall, the findings of this study show that the HR 34000 standard can be used as an effective tool to improve organizational performance, enhance employee productivity, and achieve strategic goals of government organizations. Finally, it is suggested that government organizations provide the necessary platforms for training, empowering managers, and exchanging successful experiences to facilitate more effective use of this standard.
Modeling
Hasan Alvedari; Saeed Kian Poor; Arian Jamali Azad
Abstract
Budget Deficit, Economic Growth, Iran, Mixed Wavelet Model, Fiscal Stimulus.Iran's economy has long struggled with a persistent and deepening budget deficit, driven by interlocking structural vulnerabilities. The most important is heavy dependence on oil export revenues, which exposes the budget to sharp ...
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Budget Deficit, Economic Growth, Iran, Mixed Wavelet Model, Fiscal Stimulus.Iran's economy has long struggled with a persistent and deepening budget deficit, driven by interlocking structural vulnerabilities. The most important is heavy dependence on oil export revenues, which exposes the budget to sharp fluctuations in global oil prices.In recent years, tightening international sanctions, restricted access to global financial networks, and an inflexible structure of current expenditures (especially subsidies and public sector salaries) have substantially eroded the government's fiscal space. At the same time, the country has failed to develop a resilient, broad-based non-oil tax system.Consequently, revenue generation remains highly concentrated and unstable, leading to steady accumulation of public debt, crowding-out of private investment, and weakening of the government's ability to finance long-term development. Beyond macroeconomic consequences, the chronic deficit has seriously impaired the performance of government organizations, diminishing their planning capacity, operational efficiency, and accountability.The theoretical relationship between budget deficits and economic growth remains one of the most debated issues in macroeconomics. Keynesian theory holds that, particularly in the short run and during economic downturns, deficit-financed public spending can act as a powerful fiscal stimulus, raising aggregate demand and temporarily lifting growth. Neoclassical and public debt theories, by contrast, warn that persistent deficits push up interest rates, crowd out private investment, and create expectations of future tax increases or spending cuts, all of which undermine long-run growth. The Ricardian equivalence hypothesis goes further. It argues that rational agents perceive current deficits as deferred taxation and adjust their savings accordingly, thus neutralizing any stimulative effect.In the Iranian case, these competing mechanisms are complicated by overwhelming oil revenue instability, institutional rigidities, and a history of short-term, reactive fiscal policymaking. Existing empirical studies on Iran have largely relied on linear or time-invariant models. Those models cannot capture the multi-scale, nonlinear, and evolving character of the deficit–growth nexus under conditions of structural breaks and external shocks. Therefore, a research gap exists for a dynamic analytical framework that can simultaneously decompose data into different frequency layers and allow the strength of the fiscal transmission mechanism to vary over time. This study addresses that gap by deploying a combined wavelet–TVP-VAR approach. Its aim is to provide a nuanced understanding of how budget deficit management can either support or jeopardize the sustainability of economic growth in Iran’s public sector. The research is guided by two hypotheses. First, the effect of the budget deficit on economic growth differs substantially between the short run and the long run. Second, volatility in the budget deficit—rather than its average level alone—directly contributes to instability in the performance of government organizations and in overall economic growth.MothodologyAnnual data for the period 2011–2023 (corresponding to Iranian calendar years 1390–1402) were collected from multiple authoritative sources, including the Plan and Budget Organization, the Ministry of Economic Affairs and Finance, the Central Bank of Iran, the Statistical Center of Iran, as well as international databases such as the World Bank and the International Monetary Fund (IMF). The analytical framework integrates wavelet decomposition with a time‑varying parameter vector autoregressive (TVP‑VAR) model. Prior to wavelet analysis, the data were normalized and zero‑padding was applied to extend the series to 16 observations, which is a power of two and a requirement for efficient wavelet transformation. A Daubechies 1 wavelet decomposition was then carried out up to level four, generating both approximation and detail coefficients. These coefficients capture multi‑scale patterns, revealing short‑run fluctuations and long‑run trends simultaneously. All extracted coefficients were subsequently used as inputs to a TVP‑VAR model, where the coefficient matrix is allowed to evolve over time. The parameters were estimated recursively using the Kalman filter, which provides efficient updating as new observations become available. To quantify estimation uncertainty, a bootstrap procedure with 50 iterations was employed. A series of pre‑estimation tests were conducted: the Augmented Dickey‑Fuller (ADF) test for stationarity indicated that the deficit series is non‑stationary while the growth series is stationary; the Engle‑Granger cointegration test confirmed the existence of a long‑run equilibrium relationship among the variables; parameter stability tests validated the time‑varying specification; the Durbin‑Watson statistic showed no significant autocorrelation; the Jarque‑Bera test confirmed normality of residuals; and homoscedasticity was also satisfied. Finally, a dynamic net spillover diagram was constructed to visualize the time‑varying mutual influences among the variables, offering insights into how shocks propagate across the system over different horizons. FindingsWavelet decomposition revealed striking differences between the two series. Budget deficit coefficients exhibited large, multi-scale fluctuations. For example, detail coefficients at fine scales reached approximately 1,241,720 and -737,031 (values expressed in million Iranian rials; equivalent to about 1. 24 and -0. 74 billion rials, respectively). These magnitudes reflect sharp fiscal shocks and structural breaks, confirming that the deficit is driven by both a slow-moving trend and high-frequency volatility originating from oil price swings, international sanctions, and discretionary fiscal interventions. In contrast, economic growth coefficients were substantially smaller in scale; occasional mild signals appeared around 0. 9 percent (at the finest wavelet scale), indicating relative stability and limited high-frequency variation in growth.Coherence analysis demonstrated strong correlation within specific time-frequency zones where fiscal shocks and growth responses were aligned. The dynamic net spillover diagram illustrated evolving mutual influences. A deficit surge during 2012–2013 produced a modest, short-lived growth boost, consistent with a Keynesian stimulus effect. However, by 2017, a new deficit peak was followed by sharply negative growth. Between 2018 and 2021, both variables declined substantially, and the net spillover turned strongly negative, suggesting that the initial stimulus had given way to debt accumulation and crowding-out of private investment. In 2022–2023, the deficit rose again while growth remained subdued, indicating a decoupling.Time-varying parameter estimates formalized the first hypothesis. Short-run coefficients were small and often negative (e. g. , -1. 36 for the GDP response) without a reliable positive effect, likely due to import leakages and expectations of instability. Medium-run coefficients fluctuated widely, from 1. 81 to -2. 85, confirming strong conditionality on oil market conditions, monetary accommodation, and the composition of public spending. Long-run coefficients turned consistently and strongly negative (deficit coefficients around -2. 44 and -2. 43; GDP response -3. 06). These figures reveal that persistent deficits generate rising debt service costs, higher real interest rates, crowding-out of private investment, and declining productivity.The second hypothesis was also validated. The large wavelet coefficients and pronounced swings in net spillovers show that deficit volatility itself generates economic instability. This volatility disrupts medium-term planning in government organizations, discourages private investment, and complicates monetary policy, thereby transmitting fiscal instability into real economic instability. Discussion and ConclusionThe empirical results reconcile seemingly contradictory theoretical perspectives by revealing a distinct temporal pattern. In the very short run and under conditions of severe economic slack, a controlled deficit expansion may provide a mild, temporary boost to demand. This is in line with Keynesian logic. However, medium-run effects are fragile and highly conditional. They can turn negative quickly if the deficit is perceived as unsustainable. Over the long run, the evidence overwhelmingly supports the neoclassical and public debt views. Elevated and persistent budget deficits exert a significantly negative impact on growth through debt overhang, diminished investment efficiency, and macroeconomic instability.The combined wavelet-TVP-VAR approach proved uniquely suited to uncovering these multi-scale, time-evolving dynamics. It separated transient noise from persistent trends and tracked the evolution of fiscal multipliers across different regimes with a high degree of flexibility.From a public management and policy perspective, the findings carry profound implications. They make clear that the current approach to budget deficit management in Iranian government organizations is often reactive, short-term-oriented, and excessively reliant on volatile oil receipts. This approach is not only ineffective but actively detrimental to long-term economic performance. The observed pattern—short-lived boosts followed by protracted declines—underscores the absence of institutional mechanisms. These mechanisms should channel deficit spending into productive, self-sustaining investments and enforce fiscal discipline once the economy recovers.In light of these conclusions, five policy and managerial recommendations are proposed. First, performance-based budgeting systems must be strengthened across government agencies. This ensures that all expenditure, especially deficit-financed spending, is transparent, outcome-oriented, and subject to rigorous oversight, thereby reducing the tendency toward structural deficits. Second, dedicated capacity-building programs should be designed for public sector financial managers. These programs should focus on dynamic fiscal analysis, public debt management, and risk assessment to shift from crisis-driven responses to strategic, anticipatory fiscal planning. Third, an enhanced institutional oversight architecture should be established under bodies such as the Supreme Economic Coordination Council. This architecture would continuously monitor deficit levels and their real-time impact on the performance of state organizations, triggering corrective actions when predefined thresholds are breached. Fourth, a gradual and credible strategy to reduce the budget’s dependence on unstable oil revenues is essential. This strategy involves developing a diversified tax base, strengthening non-oil exports, and empowering provincial governments to generate own-source income. Fifth, a comprehensive good financial governance framework should be adopted. It should center on transparency, stakeholder participation, and modern management tools such as dynamic fiscal dashboards that provide real-time feedback on deficit fluctuations and their transmission channels.In sum, this study demonstrates that effective budget deficit management is not simply a technical financial exercise but a strategic managerial imperative. Without deep structural reforms that embed fiscal discipline, predictability, and a long-term orientation into the fabric of public organizations, deficit financing will remain a source of chronic instability rather than a lever for sustainable growth. The transition from a short-sighted, oil-dependent fiscal model to a resilient, growth-supportive framework is both an urgent necessity and the central recommendation of this work.
Javad Sohafi Bonab
Abstract
The present study was conducted with the aim of examining the impact of descriptor systems on citizens’ electronic participation, considering the mediating role of social media and electronic trust. In today’s world, the development of digital technologies and the expansion of electronic ...
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The present study was conducted with the aim of examining the impact of descriptor systems on citizens’ electronic participation, considering the mediating role of social media and electronic trust. In today’s world, the development of digital technologies and the expansion of electronic services have created new opportunities for citizens to interact with governmental institutions. However, the level of citizens’ electronic participation depends on several factors, including the quality of descriptor systems, the level of electronic trust, and the extent of social media use. This research is applied in terms of purpose and descriptive‑survey in terms of methodology, with data collected through a standardized questionnaire. The statistical population consisted of citizens using electronic services, and sampling was carried out randomly. Structural equation modeling was employed to analyze the data.The findings of the study showed that the use of descriptor systems has a positive and significant effect on citizens’ electronic participation. Moreover, the results indicated that social media and electronic trust act as mediating variables that strengthen this relationship; specifically, descriptor systems indirectly enhance electronic participation by increasing interaction on social media and improving users’ level of trust. In addition, the direct impact of social media and electronic trust on electronic participation was also confirmed.Ultimately, the results highlight the importance of designing and implementing efficient descriptor systems, strengthening social media infrastructures, and enhancing citizens’ electronic trust. It is recommended that managers and policymakers focus on improving the quality of digital services, increasing information transparency, and expanding online interactions to foster greater electronic participation among citizens. This study can serve as a basis for future research in the field of digital governance and citizen participation.
Theorizing
farshid aslani; Marzieh Mohammadi
Abstract
Traditional leadership's emphasis on top-down communication limits the possibility of collaboration and creativity, and the one-size-fits-all approach to all employees in styles such as command leadership ignores the adaptation of the tactics used by the leader to individual abilities and situational ...
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Traditional leadership's emphasis on top-down communication limits the possibility of collaboration and creativity, and the one-size-fits-all approach to all employees in styles such as command leadership ignores the adaptation of the tactics used by the leader to individual abilities and situational conditions..Based on positive psychology research, employees are more likely to achieve optimal performance levels at work when they focus on their strengths rather than their weaknesses. This study presents the strengths-based leadership model at Payame Noor University. It is an applied-exploratory study based on a grounded theory approach. The data collection tool used in the study was a semi-structured interview. The statistical sample consisted of 15 management experts selected through purposive sampling. To analyze the qualitative research data, MAXQDA 2020 software was utilized. A total of 29 subcodes were extracted from the experts' responses.The analysis of interview themes and the organization of subcategories revealed that strengths-based leadership emerges as a central phenomenon influenced by causal conditions such as training, a spirit of collaboration, personality traits, and a strengths-based mindset. Actions such as skill enhancement, evaluation, and team orientation within the strengths-based leadership model lead to outcomes such as organizational development, creativity, job satisfaction, and organizational participation. However, in this model, contextual factors such as structure, culture, and the organizational environment, along with intervening conditions, influence the relationships within the framework
