Conceptualization
Bahar Ebrahimi; Hasan Danaeefard; Seyyed Hossein Kazemi; Seyyed Yagoub Hosseini
Abstract
IntroductionThe rapid development of information technology and digital transformation has transformed the role of human resource management (HRM) from a primarily administrative function into a more strategic component of organizational performance and value creation. In this context, data-driven human ...
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IntroductionThe rapid development of information technology and digital transformation has transformed the role of human resource management (HRM) from a primarily administrative function into a more strategic component of organizational performance and value creation. In this context, data-driven human resource management (DDHRM) has emerged as an approach that improves HR decision-making through the systematic collection, analysis, interpretation, and use of employee and organizational data. Unlike traditional approaches that rely heavily on managerial intuition and experience, DDHRM emphasizes evidence-based decision-making. The growing use of data in HR has also generated overlapping concepts, including HR analytics, people analytics, human capital analytics, workforce analytics, and data-driven HR decision-making. Although these concepts share common elements, their boundaries and relationships remain unclear. This conceptual ambiguity has limited theoretical development and created challenges for organizations seeking to implement data-driven HR practices. Therefore, this study aimed to clarify the concept of DDHRM by identifying its defining dimensions, antecedents, and consequences and by establishing a more coherent conceptual foundation for future research and organizational practice. MethodologyThis qualitative study employed Rodgers’ evolutionary concept analysis methodology, which is particularly appropriate for emerging concepts whose meanings evolve across time and contexts. The approach examines the defining characteristics of a concept, its antecedents and consequences, related concepts, and, where appropriate, empirical referents. The literature search was conducted in the Web of Science (WoS) and Scopus databases using a range of keywords associated with data-driven HRM and HR analytics. The search covered titles, abstracts, and keywords without imposing a publication-year restriction. The initial search yielded 480 publications, including 285 records from Scopus and 195 from Web of Science. After merging the databases, 95 duplicate records were removed. Screening of titles and abstracts resulted in the exclusion of 313 publications because of insufficient relevance. Consequently, 72 articles were selected for full-text analysis. The inclusion criteria consisted of English-language journal articles containing relevant keywords in the title, abstract, or keywords and providing access to the full text. Conference papers and books were excluded. The selected studies were systematically reviewed, and information concerning the characteristics, antecedents, and consequences of DDHRM was extracted and coded. Thematic analysis was conducted through iterative comparison and refinement of emerging themes, following the components of Rodgers’ evolutionary concept analysis. The resulting concepts, dimensions, and operational definitions were also reviewed by two experts involved in the analytical process to enhance the credibility of the findings. FindingsThe analysis identified five central dimensions of data-driven human resource management: data collection and analysis, data governance, data technology, data storytelling, and data-based decision-making.First, data collection and analysis constitutes the foundation of DDHRM. It involves systematically obtaining data from internal sources, such as HR management systems, employee surveys, and performance evaluations, as well as external labor-market and industry sources. Descriptive, predictive, and prescriptive analytics can then be applied to identify patterns and predict future developments.Second, data governance encompasses the policies, processes, responsibilities, standards, and structures required to ensure data quality, security, privacy, appropriate access, and regulatory compliance. Effective DDHRM therefore requires clear ownership and accountability for employee data and explicit rules governing its collection, storage, analysis, and use.Third, data technology refers to the technological infrastructure and analytical tools that enable organizations to store, integrate, process, visualize, and analyze HR data. Technology connects data resources with HR processes and provides the infrastructure necessary for transforming raw data into actionable information.Fourth, data storytelling represents the ability to translate analytical results into meaningful and understandable narratives for managers and organizational stakeholders. It serves as a bridge between technical analysis and managerial action, because analytical capabilities alone do not guarantee that insights will be incorporated into organizational decisions.Fifth, data-based decision-making represents the practical realization of DDHRM. It occurs when decisions concerning recruitment, performance management, employee development, and other HR functions are systematically informed by evidence and analytical results rather than relying solely on intuition, precedent, or personal experience. Together, these dimensions demonstrate that DDHRM is a socio-organizational process rather than an analytical activity.The study also identified several antecedents necessary for successful implementation, including information technology capability and infrastructure, skilled data analysts, data governance, a data-oriented organizational culture, organizational size and resources, managerial capabilities and support, and behavioral factors such as performance expectancy, social influence, and facilitating conditions. These findings indicate that successful adoption requires the simultaneous development of human, organizational, managerial, and behavioral capabilities.The identified consequences include improved HR decision-making, greater efficiency and effectiveness, stronger alignment between HR activities and organizational objectives, improved talent management, and enhanced organizational performance and competitiveness. Improved HR processes may also contribute to employee well-being. However, DDHRM can create challenges concerning employee privacy, data security, and the responsible use of personal information, which depend substantially on effective governance of employee data. Discussion and ConclusionThe findings provide a comprehensive conceptualization of DDHRM by integrating technological, analytical, organizational, and human dimensions. The five identified dimensions demonstrate that data-driven HRM extends beyond the technical application of HR analytics. In particular, data storytelling highlights the importance of transforming analytical outputs into managerial understanding and actionable knowledge. The findings further indicate that DDHRM should be understood as an integrated system in which technology, human expertise, organizational culture, governance, and managerial support interact. Consequently, investment in analytical technologies alone is unlikely to ensure successful adoption unless organizations simultaneously develop analytical capabilities, governance mechanisms, and an evidence-oriented culture. Conceptually, the study helps clarify the boundaries of DDHRM in relation to related constructs such as HR analytics, people analytics, and human capital analytics. Although these concepts overlap, DDHRM represents a broader process integrating data collection and analysis, governance, technology, interpretation, and evidence-based decision-making within HR practices. From a practical perspective, organizations should approach DDHRM as an organizational transformation rather than simply as the acquisition of analytical software. Developing technological infrastructure and storytelling competencies, data governance, a data-oriented culture, and managerial support are complementary requirements for effective implementation. At the same time, organizations must establish appropriate safeguards for data security and responsible data use. Overall, DDHRM is a multidimensional and evolving concept that can strengthen the strategic role of HRM when technological and analytical capabilities are combined with effective governance, human expertise, organizational readiness, and responsible decision-making.
Other
hamed dehghanan; zahra pouramini
Abstract
This study aimed to design and validate an AI-based Delphi method using the imitation game (Turing Test). The main research question was how the Turing Test could serve as a novel approach to assess the validity of AI-based Delphi results. This applied–developmental study involved 30 participants, ...
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This study aimed to design and validate an AI-based Delphi method using the imitation game (Turing Test). The main research question was how the Turing Test could serve as a novel approach to assess the validity of AI-based Delphi results. This applied–developmental study involved 30 participants, including HR specialists, AI experts, and independent evaluators. Secondary data were collected, and the outputs of three language models—Microsoft Copilot, ChatGPT, and Gemini—were used as inputs in the Turing Test to analyze the similarity between human and AI-generated Delphi results. These data were extracted from the authors’ previous studies, which had identified the personal development needs of HR managers using the Delphi method.As the first study to apply the Turing Test for evaluating a research method, the findings demonstrated that AI-based Delphi can produce data that are consistent and reliable in comparison to human responses. The results indicate that large language models effectively simulate human behavior and response styles, making it difficult for participants to distinguish between human and machine-generated answers. These findings strengthen the validity of the AI-based Delphi method and suggest that it can serve as an effective research tool without compromising the quality of human-level analysis. without compromising the quality of human-level analysis
Other
Zeinab Bakhtiari; Abbas Nargesian; Aryan gholipor; Alireza fouladi
Abstract
This study aims to systematically review published research to examine the role of humor in managing and reducing interpersonal and organizational conflicts. To this end, a comprehensive search was conducted in the Scopus and Web of Science databases, and 40 relevant articles were analyzed. The findings ...
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This study aims to systematically review published research to examine the role of humor in managing and reducing interpersonal and organizational conflicts. To this end, a comprehensive search was conducted in the Scopus and Web of Science databases, and 40 relevant articles were analyzed. The findings indicate that the effectiveness of humor in conflict management depends on contextual factors, including the individual characteristics of the actors, the organizational structure and culture, and the nature of the conflict situation. Different types of humor (constructive and destructive), the situational awareness of the speaker and listener, and mediating mechanisms such as discursive and behavioral techniques and face management play a decisive role in individual and organizational outcomes. The review results show that conscious, ethical, and context-appropriate humor prevents the escalation of conflict by reducing face threat, mitigating negative emotions, facilitating communication, and enhancing double-loop learning, thereby contributing to improved relationship quality, cooperation, and team cohesion. Conversely, inappropriate or destructive use of humor can lead to misunderstandings, the weakening of professional relationships, and the intensification of conflict. These findings underscore the necessity of training communication skills and the purposeful application of humor by managers and human resource specialists as a complementary strategy for the effective management of organizational conflicts. Furthermore, this study facilitates a clearer depiction of the research landscape and the identification of future research directions.
Conceptualization
Mohammad Reza Mohajernia; Gholam Ali Tabarsa; Maryam Akhavan Kharazian
Abstract
This study aims to establish a systematic and comprehensive perspective on the research literature regarding unethical pro-organizational behavior (UPB) and to precisely identify emerging trends and paradigm shifts in this field, utilizing a quantitative and qualitative bibliometric approach. The statistical ...
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This study aims to establish a systematic and comprehensive perspective on the research literature regarding unethical pro-organizational behavior (UPB) and to precisely identify emerging trends and paradigm shifts in this field, utilizing a quantitative and qualitative bibliometric approach. The statistical population of the study comprised 290 reputable scientific-research articles published between 2010 and 2026 in two globally recognized databases, Web of Science and Scopus. These articles were subjected to in-depth analysis and evaluation using advanced analytical methods, including citation analysis, bibliographic coupling, and co-occurrence keyword clustering. The quantitative findings indicated that an annual growth rate of 13% and an average citation count of 26 per article serve as evidence of the accelerating and growing attention of the international scientific community to this complex phenomenon. Conceptual network analysis revealed three main structural clusters: “organizational drivers and leadership styles,” “psychological foundations and moral identity,” and “consequences and expansion of the conceptual scope.” Furthermore, the analysis of the social structure of researchers pointed to the existence of a bipolar scientific ecosystem centered on the United States and China, wherein China serves as a field laboratory for testing American theories. The final results indicated that UPB literature has shifted from abstract and simple definitions toward the examination of complex cognitive mechanisms, dynamic leader-follower interactions, and profound psychological consequences. This study can make a significant contribution to senior managers in designing intelligent control systems and to researchers in guiding future investigations.
Conceptualization
Fatemeh Bagheri; Adel Zahed Babolan; hosein Taqavi; Ali Khaleghkhah
Abstract
Organizational toxicity, manifested through power-centered relationships, distrust, and persistent conflict, poses a serious threat to school effectiveness and organizational health. Although research on toxic leadership and destructive workplace behaviors has expanded, comprehensive frameworks for managing ...
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Organizational toxicity, manifested through power-centered relationships, distrust, and persistent conflict, poses a serious threat to school effectiveness and organizational health. Although research on toxic leadership and destructive workplace behaviors has expanded, comprehensive frameworks for managing this phenomenon in educational contexts remain limited. The present study aimed to develop a conceptual model for managing organizational toxicity in secondary schools. This applied qualitative research employed a meta-synthesis approach based on Sandelowski and Barroso’s seven-step framework and PRISMA guidelines. A systematic search of national and international databases identified 564 records published between 2010 and 2024. After removing duplicates, screening titles and abstracts, and assessing methodological quality using the CASP checklist, 34 studies were included in the final analysis. Data were analyzed through network thematic analysis across basic, organizing, and global themes, with a test–retest reliability coefficient of 82.2%. The findings yielded 37 refined codes grouped into eight subcategories and two overarching dimensions: intra-organizational interventions and macro or strategic interventions. Results indicate that managing toxicity in schools is a multi-level process requiring integrated individual, interpersonal, structural, and strategic actions. The proposed model provides a conceptual and practical framework for policymakers and school leaders to identify, prevent, and sustainably manage toxic organizational dynamics while offering a foundation for future empirical research in educational management.
Modeling
Zeinab Salehi Khalaf Badam; Naser Barkhordar; Rashid Zolfaghari Zaafarani
Abstract
Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations ...
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Introduction Transformational leadership is the ability to create and guide a meaningful and bold vision that not only separates people from the status quo, but also forces them to redefine their own identity, values, and abilities so that they voluntarily become agents of change. Even in situations of extreme uncertainty. Transformational leadership is known as a process in which leaders and followers push each other to a higher level of ethics and motivation. Municipalities generally have a strong hierarchical structure and a deep bureaucratic culture. This can be a major obstacle to transformational leadership, as it is difficult to shift decision-making power and encourage bottom-up participation from employees. Resistance from middle managers, who are accustomed to traditional command-and-control styles, can be a major obstacle. Tehran Municipality, as a large and complex organization, plays a vital role in providing public services and managing urban affairs. Sometimes, the lack of active participation of employees in decision-making processes can prevent the organization from fully realizing its potential and providing quality and innovative services to citizens. The purpose of this research was to design a transformational leadership model with a participatory approach for Tehran Municipality employees. MethodologyThe present research method is applied in terms of purpose, descriptive-survey in terms of nature and method, and mixed in terms of method. The statistical population of the research included managers with more than ten years of experience in the field of Tehran municipality management, professors and experts in management and urban services familiar with the subject of transformational leadership in the 22 districts of Tehran municipality. Sampling was carried out using purposive, theoretical, and snowball methods with a total of 15 people until the theoretical saturation stage of data collection. The data collection tool was semi-structured interviews and thematic analysis using structural-interpretive modeling. The qualitative data analysis method was a three-stage coding of basic themes, organizing themes, and overarching themes. Also, for quantitative data, the structural-interpretive modeling method was used with the MICMAC software. In this study, first, using the five initial stages of the content analysis strategy, the components and indicators in the theoretical foundations of transformational leadership are extracted, and after evaluating them using the interview technique and the content analysis method, qualitative analysis and coding of the extracted components and indicators are carried out, and the relevant questions are presented along with the proposed model. To ensure the validity and reliability of the research data, face and content validity were used, and Cronbach's alpha method was used to determine the reliability of the test. FindingsThe findings showed that the transformational leadership model, with an emphasis on the participation of Tehran Municipality employees, consists of 149 codes, 25 basic themes, and 8 organizing themes. The eight main components include creating a shared vision, inspiring motivation, empowering employees, effective interaction and communication, stimulating and influencing, collaborating and thinking together, organizational performance, and virtue ethics. Quantitative results showed that stimulation and influence, employee empowerment, moral and spiritual role models, and creating a shared vision are the most influential and are the underlying components, respectively. It is suggested that the municipality take a step towards achieving organizational goals by creating a fair and transparent recognition and encouragement system for employees. Discussion and ConclusionThe relationships between the components of the model show that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance have a two-way relationship and mutual influence, but the relationship between the other components is one-way. On the other hand, according to the obtained model, it should be acknowledged that the components of inspirational motivation, effective interaction and communication, cooperation and collaboration, and organizational performance, which are located at the fifth level, have the greatest impact on other components, and also the component of stimulation and influence, which is located at the first level, receives the greatest impact from other components. The overall results of the research are as follows: Participatory leaders, by creating and promoting a clear and shared vision, define organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go beyond expectations by inspiring and motivating them. This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases the sense of ownership, responsibility, and active participation of employees in decision-making. Emphasis on ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions leads to the promotion of professional ethics, public trust, and organizational sustainability. Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggests that collaborative leaders, by creating and promoting a clear and shared vision, set organizational direction and increase employee commitment and alignment. Inspirational leaders inspire employees to go above and beyond expectations by inspiring and motivating them.This motivation is created by communicating the organization's values, beliefs, and lofty goals to employees, as well as by encouraging and appreciating their efforts. Participatory leaders empower employees by delegating authority, providing necessary training, and creating opportunities for growth and development. This empowerment increases employees' sense of ownership, responsibility, and active participation in decision-making. Emphasizing ethical values and responsible behavior, justice, fairness, and integrity in all organizational dimensions promotes professional ethics, public trust, and organizational sustainability.Virtuous leaders inspire others by modeling ethical behavior and human values and promote a virtue-based organizational culture. Research suggestions include holding brainstorming sessions, developing a vision document, recognizing and encouraging, creating growth and development opportunities, delegating authority, providing necessary training, creating communication channels, creating opportunities for exchanging ideas, supporting risk-taking, and forming work teams.
Modeling
Mona Ghafourian; Mahdieh Rezaei; Mohammad Reza Sarmadi; Reza Rasouli
Abstract
The present study was conducted with the aim of developing a competency model for the occupational field of environmental protection education and extension, which is one of the specialized job categories of the Environmental Protection Organization. This research was carried out within a qualitative ...
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The present study was conducted with the aim of developing a competency model for the occupational field of environmental protection education and extension, which is one of the specialized job categories of the Environmental Protection Organization. This research was carried out within a qualitative approach using the thematic analysis method. In this regard, in-depth semi-structured interviews were conducted with 17 experts and specialists in the occupational field of environmental protection education and extension, who were selected through snowball sampling. Data analysis was performed using the processes of open, axial, and selective coding.Following the transcription and analysis of the interview data, eleven competencies were identified and extracted, including: initiator competency; audience psychology and cultural development competency; teamwork and social networking competency; knowledge-based competencies; specialized technical competencies; competencies related to the application of artificial intelligence and technology; individual and organizational development competencies; interpersonal and organizational communication competency; comprehensive analysis and problem-solving competency; effective management of project and program implementation; and personality traits. Subsequently, in order to validate the discovered model by the interviewees, their views were collected through a questionnaire encompassing the components and concepts of the model. Quantitative analyses of the collected data indicated expert confirmation of the proposed model. The core competencies and their constituent components can be used as an appropriate framework in recruitment, promotion, training and development, talent identification, talent development, and succession planning processes, as well as a specialized competency model for the job of environmental protection education and extension within assessment and development centers.
Pathology
Pantea Ghaffari; Seyyed Mehdi Alvani; Amirhesam Arabi
Abstract
In the contemporary era of digital transformation and escalating complexity of social, economic, and environmental challenges, the integration of artificial intelligence into public policymaking has evolved into a strategic imperative. This research is designed with the objective of conducting a critical ...
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In the contemporary era of digital transformation and escalating complexity of social, economic, and environmental challenges, the integration of artificial intelligence into public policymaking has evolved into a strategic imperative. This research is designed with the objective of conducting a critical analysis of artificial intelligence's role in the era of digital transformations and increasing complexity of social, economic, and environmental issues, utilizing artificial intelligence in public policymaking has become a strategic necessity. This research aims to critically analyze the role of artificial intelligence in the policymaking process and provide an indigenous framework for using AI in Iran's decision-making system. The research methodology has been developed through a systematic review using PRISMA standards and comparative analysis of leading countries' experiences such as Canada, Estonia, and Singapore. In this study, 632 articles were identified in the initial search, and after applying inclusion and exclusion criteria, 28 credible scientific articles were subjected to in-depth analysis. The research findings indicate that artificial intelligence plays a key role in all stages of policymaking, including problem identification, policy analysis, solution design, effective implementation, and continuous improvement evaluation. The most important AI functions include big data processing, identifying hidden patterns, predicting outcomes, and social network analysis. However, challenges such as algorithmic bias, lack of model transparency, and privacy threats still persist. Based on the findings, this article proposes a three-layered indigenous framework appropriate to Iran's requirements that, while strengthening transparency, accountability, and efficiency, provides the foundation for developing data-driven and intelligent governance.
Conceptualization
davood kia kojouri; Yaaman Charyani Zanjani
Abstract
In contemporary times, mafia-style political behaviors within organizations overshadow formal rules and established communications. The book and film trilogy The Godfather offers a vivid portrayal of such behaviors and the hidden dynamics underlying these interactions, meticulously revealing their complexities. ...
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In contemporary times, mafia-style political behaviors within organizations overshadow formal rules and established communications. The book and film trilogy The Godfather offers a vivid portrayal of such behaviors and the hidden dynamics underlying these interactions, meticulously revealing their complexities. This study aims to develop a model of mafia political behavior in organizational management, as depicted in The Godfather, and to examine the applicability of these strategies in organizational management. A mixed-methods approach (qualitative-quantitative) was employed. The qualitative phase involved detailed content analysis of the films and book, while the quantitative phase utilized a questionnaire derived from 64 initial items obtained through open coding. These items were refined via three Delphi rounds with seven purposively selected experts in political behavior. The validated outputs informed axial and selective coding. Content validity was confirmed through the Delphi technique, while qualitative reliability was established via Cohen’s Kappa. Quantitative reliability was verified using Kendall’s coefficient of concordance, confirming consistency across all stages. The identified components include: decision-making capacity and power exertion, perception management and influence over others’ thoughts, and strategies for maintaining and augmenting power. The analysis revealed that the political behaviors and power strategies illustrated in The Godfather can aid organizational managers in refining political conduct and managing relationships. By studying these behaviors, managers can enhance their leadership and management skills to navigate complex organizational dynamics effectively.
Other
Ensiyeh Barkhordari Ahmadi; Mohammad Montazeri; Shams Al Sadat Zahedi
Abstract
This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method ...
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This research was conducted with the aim of identifying and ranking the components of youth-oriented development in management in the public sector. The research method was based on an applied-developmental objective that was carried out with an inductive and mixed approach. The data analysis method was carried out using grounded theory and fuzzy hierarchical analysis. The results showed that 11 main factors were considered as factors of youth-oriented management in the public sector. These factors include creating a management dashboard, creating sustainable justice, youth-oriented in the second step statement, high transformational spirit, creating elite turnover, credibility, initiating a new era, youth and advancement, positive imagery, meritocracy, and using new capacities. These factors were selected based on the components identified in the qualitative section and with integration and minor changes and after consultation and screening through experts. Also, in the ranking section, the results indicated that creating sustainable justice ranked first, youth orientation in the second step statement ranked second, high transformational spirit ranked third, creating elite circulation ranked fourth, youth and advancement ranked fifth, creating a management dashboard ranked sixth, positive imagery ranked seventh, meritocracy ranked eighth, credibility ranked ninth, initiating a new era ranked tenth, and using new capacities ranked eleventh.
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.
