https://ipom.journals.pnu.ac.ir/ Public Organizations Management en daily 1 Mon, 22 Jun 2026 00:00:00 +0330 Mon, 22 Jun 2026 00:00:00 +0330 https://ipom.journals.pnu.ac.ir/article_13119.html 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. https://ipom.journals.pnu.ac.ir/article_13120.html The present study was conducted with the aim of designing a digital transformation leadership model for human resource managers: a solution for increasing economic productivity in government organizations. The research method is applied in terms of purpose, qualitative in terms of data, and systematic (paradigmatic) in terms of the nature of the data. The statistical population of the qualitative section includes professors and experts in the fields of management and strategic and economic planning and human resource management who have a doctorate degree. The sampling method in the qualitative section was purposeful and theoretical, and 15 experts were selected, which reached theoretical saturation. In the qualitative section, the sample size was 15 people based on the Morgan volume determination formula. In the present study, the data-based coding method based on the approach of Strauss and Corbinpas (1990) was used. The open and axial coding of the measurement tool was prepared in the form of a form and sent to experts for selective coding and validation. MAXQDA 2020 software was used for data analysis. At the end of 5 dimensions, 24 components and 102 indicators were finalized for the aforementioned model. After final approval and prioritization by the experts, the dimensions, components, and indicators that make up the model were drawn, and the aforementioned model was validated again by the experts. https://ipom.journals.pnu.ac.ir/article_13121.html 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 https://ipom.journals.pnu.ac.ir/article_12501.html IntroductionKnowledge-based companies, as the main drivers of innovation, economic growth and added value creation, play a decisive role in the development of societies (Kapotzis, 2024). By focusing on emerging technologies and utilizing creative ideas, these organizations not only contribute to job creation and enhance national competitiveness, but also demonstrate high agility and flexibility in conditions of environmental uncertainty. However, the emerging nature of these companies, their small scale and limited human and financial resources, which have been repeatedly mentioned in various studies, have presented them with numerous challenges in the areas of organizational culture and effectiveness. A weak organizational culture can lead to reduced team collaboration, decreased employee motivation, increased internal conflicts and even failure to achieve organizational goals. On the other hand, low effectiveness threatens the ability of these companies to achieve sustainable goals and compete in dynamic markets (Boschgens, 2021).Organizational culture, as a set of shared values, beliefs, and norms that shape the path of employee behavior and decision-making (Shayne, 2010; Cameron and Quinn, 2011), forms the foundation of organizational behavior, decision-making, and performance. This concept is doubly important in knowledge-based companies, which are often composed of young, dynamic, and diverse teams. Organizational culture not only affects the way in which intra-organizational interactions occur, but also determines the organization's strategic direction and ability to innovate and adapt to environmental changes. Research shows that different types of organizational cultures have different effects on the performance and effectiveness of companies and economic and organizational institutions. For example, group and innovative organizational cultures that emphasize collaboration, creativity, and continuous learning have the greatest positive impact on the performance of economic-administrative institutions and enterprises; In contrast, market or hierarchical cultures that focus on competition or excessive control may have negative or weaker effects on organizational performance (Hartnell et al., 2011). In this regard, strengthening a culture that promotes values ​​such as trust, commitment, and collaboration is crucial for the success and effectiveness of knowledge-based start-ups. Despite the high potential of coaching, and especially team building in institutions, a recent literature review (Grant, 2017; Farahani, 1400) shows that most of the research conducted in this area has focused on large and established organizations and has less addressed the specific context of knowledge-based and start-ups. This is while the dynamic nature, resource constraints, and the need for rapid learning in these companies require that mechanisms such as team building be examined more carefully. Especially in the context of Iran and in provinces such as Kurdistan, where knowledge-based companies are growing and developing, examining the effect of coaching-based team building on organizational culture and effectiveness can provide valuable findings for managers, policymakers, and activists in this field. In Iran, it is only in recent years that the importance and role of team building and coaching in general in facilitating and strengthening organizational processes and bureaucratic and associational relations has been emphasized, and today it is mentioned as an important issue and factor in strengthening organizational effectiveness. In Kurdistan, however, this issue still does not have a special place in analyses and research as it should, and there is not much focus on it.Team building, by strengthening interactions and synergies between members, can help transform and diversify the organizational culture and performance of various companies and institutions. This is particularly important in start-up knowledge-based companies that often work with small, multidisciplinary teams. Accordingly, this study aimed to explain the effect of team building as a subset of coaching on organizational culture and effectiveness in knowledge-based companies in Kurdistan and to examine the mediating role of team building. The main research question is: How does team building affect the organizational culture and effectiveness of these companies and what is the role of team building in these relationships? MothodologyThis study was designed and implemented with a qualitative approach based on the grounded theory method. The statistical population of the study included experts and elites in the fields of management, human resources, and knowledge-based businesses in Kurdistan Province. These individuals were selected based on criteria such as at least five years of management experience in knowledge-based companies, a history of relevant research activity, or a prominent executive role in this field to ensure that their perspectives were based on in-depth knowledge and practical experiences. Sampling was purposive and non-probability and continued until theoretical saturation was achieved, at which point new data did not add new information. Finally, 12 in-depth interviews were conducted with these experts, which was determined to be sufficient depth and data saturation based on qualitative methodological standards (such as those proposed by Creswell, 2013). The main data collection tool was in-depth semi-structured interviews. Data analysis was conducted according to Strauss and Corbin's (1998) three-step process: in the open coding stage, the interview transcripts were reviewed line by line and primary key concepts (such as "job commitment" or "organizational learning") were extracted; in the axial coding stage, the relationships between these concepts were identified and grouped into main categories (such as causal, contextual, and intervening conditions); and in the selective coding stage, the central phenomenon ("teambuilding as a basis for sustainable transformation through culture") was determined and a paradigmatic model of the relationships between the categories was drawn. To ensure the validity and reliability of the findings, several strategies were adopted: internal validity was strengthened through data triangulation (by comparing interviews and literature) and peer review (review of coding by a second researcher); reliability was ensured by careful documentation of the process (such as recording initial codes and changes); and transferability was provided through a rich description of the research context (start-up knowledge-based companies in Kurdistan). Also, researcher reflexivity (recording assumptions and their impact on the analysis) was applied to reduce bias. FingdingsThis section presents the results of the findings extracted from interviews with experts, including managers and specialists in this field, on the subject of team building, organizational culture, and effectiveness in start-up knowledge-based companies. The analysis of this situation is based on the analysis of field data collected based on the provisions of grounded theory. Thematic analysis of the collected data led to the extraction of 20 primary categories, 9 secondary categories, and one core category. Analysis of the data obtained from interviews with 12 managers and experts of start-up knowledge-based companies in Sanandaj showed that team building coaching is not simply an educational intervention, but a transformative process that leads to the improvement of organizational effectiveness by changing and redefining organizational culture. In other words, the central category of the research was identified as “Team Building as the Basis of Sustainable Transformation in Knowledge-Based Companies through Culture”.Central Phenomenon: Team Building as the Basis of Sustainable Transformation in Knowledge-Based Companies through CultureThe analysis of interview data showed that “team building” in new knowledge-based companies acts not simply as an educational intervention or a tool for improving individual skills, but as a central and comprehensive phenomenon that links other categories in the data-based theory model. This central category encompasses the idea that team building provides the necessary context for enhancing organizational effectiveness by shaping shared organizational values, norms, and beliefs. Based on the findings, team building can function at three levels: the individual level, by strengthening communication skills and self-awareness; the group level, by increasing synergy, empathy, and social learning; and the organizational level, by institutionalizing new cultural values ​​and creating sustainability in organizational behavior. From this perspective, team building, in the eyes of the interviewees, is a pivotal phenomenon, a connecting link between organizational culture strategies and organizational effectiveness outcomes. Discussion and ConclusionThe purpose of this study was to identify, discover, and analyze the relationships between team building as one of the main components of the coaching process in organizations and institutions on organizational culture and, through it, on effectiveness in new knowledge-based companies in Kurdistan Province. The findings indicate the pivotal role of team building as a transformative process in redefining organizational culture and enhancing organizational effectiveness in knowledge-based companies. The central theme of the research, “Team Building as the Basis of Sustainable Transformation Through Culture,” emphasizes that coaching leads to the sustainability and growth of knowledge-based start-ups by changing shared organizational values, beliefs, and norms. The findings of this study showed that team building within the scope of coaching, beyond a training or personal development tool, acts as a transformative process that enhances the effectiveness of knowledge-based start-ups by redefining organizational culture. The findings of the present study, based on the opinions and themes extracted from the interviews, show that team building, by strengthening the dimensions of organizational culture (such as trust, commitment, and learning), can lead to increased effectiveness in knowledge-based companies, especially new and emerging types, as previously stated by Grant (2017) and Theobaum et al. (2014) by stating that "team building is a mechanism for promoting human and social capital. https://ipom.journals.pnu.ac.ir/article_12565.html As a complex and rapidly growing phenomenon, workplace gossip has generated a wide range of findings. This rapid growth has led to confusion and fragmentation in the literature and highlights the need for a comprehensive synthesis of the literature; therefore, the present study used a systematic bibliometric literature review approach to integrate the diverse literature on workplace gossip. A sample of 258 research articles from the Web of Science and Scopus databases was systematically searched, selected, and critically reviewed. The bibliometric analysis provided a comprehensive review of the 258 articles, followed by a critical synthesis of the literature of 183 articles, organizing previous studies into two main themes: the antecedents and consequences of workplace gossip. These were categorized into three subthemes: the gossip sender, the gossip recipient, and the gossip target.In addition, a conceptual framework was developed to illustrate the interactions within the rumor triangle and a typology of rumor was classified based on organizational hierarchical levels, including vertical rumor, horizontal rumor, and mixed hierarchical rumor These were categorized into three subthemes: the gossip sender, the gossip recipient, and the gossip target.In addition, a conceptual framework was developed to illustrate the interactions within the rumor triangle and a typology of rumor was classified based on organizational hierarchical levels, including vertical rumor, horizontal rumor, and mixed hierarchical rumor https://ipom.journals.pnu.ac.ir/article_13122.html 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. https://ipom.journals.pnu.ac.ir/article_12503.html Objective: Purpose: Political appointments in Iran’s public sector produce not only reduced organizational performance but also a systematic erosion of human capital. Existing, variable-oriented literature, however, lacks a human-centred, processual account of how such organizational events translate into a multidimensional, individual-level harm process. This study fills that gap by designing and empirically validating a processual psychosocial–biological pathology model.Design/methodology/approach: The research employs a two-stage, exploratory-interpretive narrative qualitative design. In the first stage (exploration and model generation), narrative data from 13 in-depth interviews with employees were analysed using reflective thematic analysis to develop a conceptually grounded model based on participants’ experiences, meanings and sense-making. In the second stage (validation and refinement), the emergent model was pragmatically assessed for content validity and practical applicability through a Delphi procedure to achieve consensus among 10 executive experts.Findings: The thematic analysis produced an initial narrative of themes, which the Delphi rounds subsequently refined and integrated into a final 12-component model. The resulting model indicates that the pathology typically begins with perceptions of injustice and emotional, attitudinal and motivational reactions (psychological dimension); spreads to the erosion of trust, shared norms and organizational values and of social networks (social dimension); and culminates in the embodiment of stress and burnout (biological dimension).Originality/value: By adopting a human-centred narrative approach while preserving interpretive depth, this study offers a novel, empirically-anchored explanatory framework and an expert-validated model of employee pathology arising from political appointments. The model provides a scientific basis for designing preventive interventions aimed at preserving human capital. https://ipom.journals.pnu.ac.ir/article_13124.html 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. https://ipom.journals.pnu.ac.ir/article_12528.html is leaving followers free when the leader is not present or avoiding leadership. One of the less studied deviant employee behaviors is time theft. Despite its widespread, high cost, and practical importance, employee time theft has received little scientific attention. The present study was conducted with the aim of discovering the components of passive leadership and examining its effect on employee time theft in education in Bojnourd city. In this study, first, a review of the literature and research background was conducted, and then the semi-structured in-depth interview tool, which is appropriate for qualitative research methods, especially phenomenology, was used. After conducting 18 interviews and reaching the saturation stage of the Claise method; 25 components were identified in the form of 6 general categories under the titles of weakness in decision-making, avoidance of responsibility, indifference to employees, weakness in team supervision and management, weakness in communication, and lack of support for innovation and motivation. In the quantitative phase, 280 people were randomly selected as the sample size based on the Cochran formula. In order to identify the components of passive leadership, a questionnaire designed by the researcher was used, and then its effect on time theft was measured using the 15-question Harold and Ho Time Theft Questionnaire. According to the results obtained, the research hypothesis was accepted and passive leadership has a positive and significant effect on employee time theft https://ipom.journals.pnu.ac.ir/article_13125.html 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. https://ipom.journals.pnu.ac.ir/article_12479.html 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. https://ipom.journals.pnu.ac.ir/article_12217.html The health of organizations, which is formed by the interaction of humans and structures in a dynamic environment, affects the economic and social well-being of society. In macroeconomics, the economic distress index, by combining two variables of inflation and unemployment, provides a snapshot of the state of the economy and provides a number that shows whether the situation has improved or worsened compared to the past or competing countries. At the organizational level, despite numerous performance management tools, there is still no comprehensive and standard index that can express the overall state of the organization in a numerical and clear manner. This article first shows the existing gap by critically reviewing the most important management indicators and then introduces the organizational distress index as a combined solution. This index, with three human, structural and environmental dimensions, provides a final number that measures the degree of organizational disorder. A hypothetical example is also presented to demonstrate the comparative application of this index. Finally, suggestions are made for researchers and executive institutions to develop and operationalize the model. https://ipom.journals.pnu.ac.ir/article_12865.html 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. https://ipom.journals.pnu.ac.ir/article_13123.html Invisible work refers to essential employee activities that are performed outside of the formal job description and are not recognized or rewarded by the organization. This research aimed to identify and analyze invisible work in government organizations, explain its nature, dimensions, and organizational consequences, and provide a conceptual framework for improving human resource management. This applied research was conducted with a mixed exploratory approach and deductive-inductive philosophy. The statistical population consisted of 18 senior managers and human resource managers of government organizations who were selected through purposive sampling based on theoretical saturation. Data were collected in the qualitative part through interviews and in the quantitative part through questionnaires. The validity and reliability of the tools were ensured by content validity and intra-coder reliability for interviews and content validity and test-retest reliability for questionnaires, respectively. Qualitative data were analyzed using content analysis and coding, and quantitative data were analyzed using fuzzy cognitive mapping. The results showed that invisible work is formed under the influence of factors such as organizational valuation, administrative pressures, organizational culture, and informal interactions. On the one hand, invisible work improves productivity and service quality, and on the other hand, if ignored, it increases job burnout and feelings of injustice. https://ipom.journals.pnu.ac.ir/article_12738.html Background: This research aims to present a digital governance model Based on Crowdsourcing in National Center of Iran's Cyberspace.Methodology: This research was conducted with a quantitative approach and a developmental goal. First, the dimensions and components of digital governance were identified through a systematic review of scientific sources. Then, using the Delphi technique and the participation of 15 experts, the components were refined and confirmed. In the next stage, the research model was evaluated with structural modeling and artificial neural networks and MATLAB and SmartPLS software were used for data analysis. The statistical population consisted of 690 managers and senior experts of the National Cyberspace Center, consulting firms, and affiliated subsidiaries, who were classified using a random sampling method and the questionnaire was distributed to a sample size of 248 people.Findings: The results showed that the digital governance model with a Crowdsourcing approach is a multidimensional model that includes various dimensions such as digital ecosystem, digital economy, digital infrastructure, legal and regulatory, cultural and social, and Crowdsourcing approach. Conclusion: The results of this study show that the digital governance model with a Crowdsourcing approach not only uses domestic capacities to promote digital governance, but can also act as a local and resistance model for the country. https://ipom.journals.pnu.ac.ir/article_12866.html 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. https://ipom.journals.pnu.ac.ir/article_12867.html Considering the negative consequences of invisibility of employees in organizations and the need to identify the factors affecting it in order to manage this destructive phenomenon, the present study was conducted with the aim of identifying and prioritizing the factors affecting invisibility of employees in Iranian organizations. The present study is classified as applied research in terms of its purpose and is exploratory in terms of its nature and data collection method. In the qualitative part, the factors affecting invisibility of employees were identified using the meta-synthesis method, and in the quantitative part, the identified factors were ranked using the Type 2 Fuzzy Hierarchical Method. The statistical population of the qualitative part of the research consists of previous studies, in which 28 sources were selected for use in the research through the evaluation of the title, abstract, and content of the available sources. The statistical population of the quantitative part consists of academic experts in Fars province, of whom 8 people were selected as sample members using the purposive sampling method. The required data in the qualitative part was collected through a literature review and in the quantitative part through a questionnaire. The findings showed that three categories of organizational factors, individual factors, and job factors can affect the invisibility of employees in Iranian organizations. https://ipom.journals.pnu.ac.ir/article_12243.html 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. https://ipom.journals.pnu.ac.ir/article_12777.html Focusing on understanding the psychological and ethical mechanisms of managers in the workplace is among the approaches through which human resource management can facilitate a deeper comprehension of work relationships and organizational interactions.One such mechanism is moral anger an emotion that arises when unethical behaviors or violations of values are observed.Accordingly, the present study aims to explore the pattern of managers’ moral anger in selected branches of state-owned banks in the city of Isfahan. This research is applied–developmental in terms of purpose and was conducted using a qualitative approach and the grounded theory method. To identify the components of the moral anger model, semi-structured interviews were carried out with 15 academic experts and branch managers of state-owned banks through purposive sampling, adhering to the principle of theoretical saturation.Additionally, to examine the fit of the extracted conceptual model, a researcher-made questionnaire based on the qualitative findings was utilized.The validity of the questionnaire was assessed using the content validity ratio, and Content Validity Index and its reliability was evaluated through inter-coder reliability.Data analysis led to the extraction of a set of concepts organized into six categories: causal conditions, the core phenomenon, contextual conditions, intervening conditions, strategies, and consequences. The findings indicate that managers’ moral anger is influenced by a combination of causal conditions such as individual cognitive and psychological characteristics, psychological pressures associated with leadership roles, and interpersonal and intergroup factors. Furthermore, certain structural deficiencies, lack of transparency, and absence of ethical support within the organization act as contextual conditions that contribute to the emergence and intensification of this phenomenon.Moral anger also results in consequences at three levels: individual, interpersonal, and organizational https://ipom.journals.pnu.ac.ir/article_11653.html 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. https://ipom.journals.pnu.ac.ir/article_12845.html 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. https://ipom.journals.pnu.ac.ir/article_12863.html امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد.امکان اضافه کردن چکیده گسترده در این بخش وجود ندارد. https://ipom.journals.pnu.ac.ir/article_12864.html Employee achievement motivation, as one of the key factors in improving individual and organizational performance, plays a fundamental role in achieving the goals of service organizations, especially medical universities. Given the complexity of the factors affecting achievement motivation and the interactions between them, the use of systemic and interpretive approaches seems essential to explain this phenomenon. The present study was conducted with the aim of designing a structural-interpretive model of employee achievement motivation at Shahrekord University of Medical Sciences. This research is applied in terms of purpose and qualitative-exploratory in nature. The statistical population of the study included academic experts and experienced managers at Shahrekord University of Medical Sciences who were selected in a snowball method. Data collection was conducted through semi-structured interviews and the data were analyzed using thematic analysis. The original themes included 1 overarching theme, 7 organizing themes, 15 basic themes, and 75 initial codes. Next, in order to explain the causal relationships and classify the identified factors, the interpretive structural modeling (ISM) method was used. The research findings showed that the motivation for employee advancement is affected by a set of individual, job, organizational, managerial, and environmental factors that are located at different levels of the interpretive structural model. The results of the model indicate that the underlying factors such as managerial support, organizational justice, and motivational culture have the greatest influence and affect other motivational factors. In contrast, variables such as job performance and desire for advancement are located at higher levels of the model and play a more consequential role. https://ipom.journals.pnu.ac.ir/article_12981.html Presentation and Analysis of the Sanctuary Selectionin Managerial Structures: Causes and Factors for the Selection of Less Competent Managers in Lower Organizational LevelsAbstractThis study analyzes the phenomenon of “Sanctuary Selection” within the managerial structures of Iranian public organizations a process in which senior managers deliberately appoint weak and less influential subordinates to minimize potential threats to their positions and reinforce personal power networks. Over time, this behavior has become an unwritten norm, leading to consequences such as reduced efficiency, suppression of talent, and stagnation in organizational transformation. Adopting a quantitative, applied-developmental approach, the research employed a researcher-designed questionnaire and survey method targeting 174 managers, experts, and university professors in Tehran. Data analysis involved the Kolmogorov–Smirnov test for normality, exploratory factor analysis with varimax rotation, and the use of SPSS and LISREL software. Instrument validity was confirmed via KMO and Bartlett’s tests. Findings revealed four core factors explaining over 90% of the variance: organizational-managerial, intentional-strategic, cultural-social, and psychological-behavioral components. Key variables such as weak appointment systems, anti-elitist culture, personal power consolidation, and fear of job loss were found to play significant roles in shaping this behavior. The study concludes that “Sanctuary Selection” is a multi-layered, opportunistic approach shaped by structural, managerial, cultural, and psychological interactions within Iranian public organizations. Reforming this pattern requires major changes in appointment systems, organizational culture, procedural transparency, and administrative integrity.Keywords:Sanctuary Selection،Incompetence,Based Selection،Management Structure،Governmental Organizations. https://ipom.journals.pnu.ac.ir/article_13061.html Introduction                                   Intellectual capital has become an important intangible resource in contemporary organizations and knowledge-based economies. It has moved beyond an abstract managerial idea and is now widely used to explain value creation, competitive advantage, innovation capability, organizational resilience, and sustainability. In practical terms, intellectual capital refers to knowledge-based resources embedded in human capabilities, organizational routines, relational networks, and systemic structures that enable firms and institutions to create value beyond their tangible assets.The growing attention to intellectual capital reflects the recognition that financial and physical resources alone are no longer sufficient to explain performance in dynamic and technology-intensive environments. Organizations now operate in settings where creativity, learning, adaptability, collaboration, and knowledge integration are decisive. Intellectual capital therefore provides a useful lens for examining how individuals, organizations, sectors, regions, and nations respond to uncertainty and complexity. Prior studies have shown that intellectual capital supports innovation, improves financial and operational performance, strengthens stakeholder relations, and enhances flexibility in volatile markets.Despite this significance, the literature has expanded in fragmented ways. Research has appeared across management, accounting, finance, economics, education, and public administration, but often with a focus on isolated dimensions, specific organizational settings, or limited methods. The result is a broad yet dispersed body of knowledge lacking full conceptual integration. Some studies emphasize measurement and disclosure, while others explore performance, innovation, sustainability, entrepreneurship, or digital transformation. This diversity has enriched the field but has also made it difficult to trace its overall evolution, identify dominant streams, and determine the most important research gaps. To address this need, the present study combines a scoping review with bibliometric analysis to map the intellectual structure of intellectual capital research. The objective is not only to summarize prior work, but also to identify major thematic clusters and reconstruct the historical phases through which the field has developed. In doing so, the study shows how intellectual capital has evolved from early conceptual and measurement-focused discussions into a broader, system-based and ecosystem-oriented field connected to innovation, digitalization, entrepreneurship, sustainability, and national development. The study is grounded in a systems perspective, which is useful for understanding the adaptive and interconnected nature of intellectual capital across multiple levels of analysis. MethodologyThe study followed a systematic and transparent research design with three stages: database selection, keyword formulation, and article screening. Scopus was selected as the main database because of its disciplinary coverage and frequent use in bibliometric and review studies. Since intellectual capital is inherently interdisciplinary, spanning management, accounting, economics, business, and social sciences, Scopus was considered suitable for comprehensive retrieval. The search was applied to article titles, abstracts, and keywords. Because the concept has a wide semantic range, the search strategy included the core term “intellectual capital” together with related expressions such as intangible assets, knowledge capital, knowledge management, and similar terms. The initial search produced 6,568 documents. These records were exported to Excel to support duplicate removal, data organization, and bibliometric preparation. After removing 837 duplicate records, the remaining studies were screened in multiple steps. Titles and abstracts were reviewed for relevance, and articles were excluded if intellectual capital was not a central topic or if they fell outside the core areas of management, accounting, business, and economics. Non-peer-reviewed works were also excluded to preserve scholarly quality and comparability. Following this process, 4,638 articles were removed. In the final stage, 109 peer-reviewed journal articles were retained for analysis. These studies were examined through descriptive analysis, bibliometric mapping, and content analysis. Descriptive analysis identified publication trends and temporal patterns. Bibliometric analysis, conducted using VOSviewer, detected conceptual co-occurrence patterns and thematic clusters. Content analysis was then used to interpret each cluster, identify the main contributions of the literature, and reconstruct the conceptual evolution of the field. This triangulated approach produced a coherent evidence map and enabled the identification of thirteen thematic clusters and five historical phases of development. FindingsThe analysis showed that systematic and review-oriented intellectual capital research began to expand notably after 2005 and accelerated after 2017. Early work focused on defining intellectual capital, identifying its components, and explaining its relevance for competitive advantage. Later studies shifted toward measurement, disclosure, financial and non-financial performance, and strategic management applications. The temporal analysis also revealed the emergence of new themes. Innovation became especially visible from 2017 onward. Big data and digital technologies gained momentum after 2018. Around 2020, the literature expanded into entrepreneurship, ecosystems, sustainability, and green intellectual capital. By 2022 and 2023, green intellectual capital, digital transformation, and artificial intelligence had become increasingly prominent. This pattern suggests that the field is highly responsive to broader economic, technological, and societal change.Bibliometric clustering identified thirteen major research streams: general intellectual capital, components of intellectual capital, intellectual capital and performance/accounting, national and regional intellectual capital, intellectual capital measurement, intellectual capital in the public and non-profit sectors, intellectual capital and business models, intellectual capital disclosure, intellectual capital and innovation, intellectual capital and digitalization, intellectual capital and knowledge, intellectual capital and sustainability, and intellectual capital and entrepreneurship. Several important findings emerged from these clusters. Human capital remained the most stable and foundational component across the literature, confirming its central role in intellectual capital theory. At the same time, structural and relational capital are increasingly being interpreted in relation to organizational learning, digital platforms, networks, and ecosystem-level collaboration. Measurement studies were highly influential, yet they also revealed a lack of standardization in indicators and methods. Although many models have been proposed, no universally accepted framework has emerged, limiting comparability across studies, sectors, and national contexts.The performance-related literature shows a generally positive association between intellectual capital and financial performance, innovation performance, and broader organizational outcomes. However, the strength and form of this relationship vary depending on industry, firm size, institutional environment, and technological intensity. The disclosure literature likewise suggests that intellectual capital disclosure can improve transparency and market valuation, but the absence of shared reporting standards continues to hinder comparability and theoretical coherence. Another major finding is the expansion of intellectual capital research beyond the firm level. Growing attention has been given to public organizations, universities, non-profit institutions, regional systems, and national innovation ecosystems. Intellectual capital is therefore increasingly understood as a systemic and multi-level phenomenon rather than a purely internal organizational resource. At the macro level, national and regional intellectual capital research has become an important subfield focused on competitiveness, wealth creation, policy design, and sustainable development. Emerging topics such as digital transformation, big data, artificial intelligence, green innovation, and sustainability are shaping both the present and future agenda of the field. These developments indicate a shift from conventional views of intellectual capital toward more dynamic, technology-enabled, and sustainability-oriented interpretations.  Discussion and ConclusionThe results indicate that intellectual capital has evolved through five broad historical phases. The first phase, associated with the late 1980s through the 1990s and early 2000s, was primarily concerned with conceptual formation. Intellectual capital was introduced as a broad intangible resource underlying competitive advantage, and early models focused on balancing human, structural, and customer-related assets. The second phase, emerging around 2007, emphasized measurement and accounting. Scholars began defining components more precisely and developing metrics for assessing and reporting intangible value.The third phase, becoming more visible around 2015, marked a shift toward organizational application. Research increasingly examined how intellectual capital shapes management practices, leadership, public-sector performance, education, healthcare, and non-profit organizations. The fourth phase, evident from around 2016 to 2018, expanded the lens from organizations to broader ecosystems, including regional, national, and urban systems. Intellectual capital was linked to innovation systems, knowledge transfer, sustainability, and digital transformation. The fifth phase, prominent from 2018 onward, reflects the integration of intellectual capital with entrepreneurship, green innovation, digitalization, knowledge management, and sustainable development.This five-phase model shows that the field has moved from foundational theorizing to a more complex and future-oriented research agenda. Intellectual capital is now understood not only as a source of internal advantage but also as a strategic capacity embedded in networks, institutions, and ecosystems. This shift is especially important in an era defined by digital disruption, environmental pressure, and rising expectations for social responsibility. The findings therefore suggest that the conceptual boundaries of intellectual capital should expand to account for cross-level interactions, technological infrastructures, and sustainability imperatives.The study also reveals persistent limitations in the literature. Despite conceptual progress, the field remains fragmented in definitions, methods, and metrics. Measurement research still lacks a unified framework capable of capturing the complexity of intellectual capital across organizational and macro-level settings. Similarly, the relationships among intellectual capital, innovation, performance, and sustainability are often studied separately rather than as interconnected processes. There is therefore a clear need for integrative models that explain how different forms of intellectual capital interact over time and across contexts.From a theoretical perspective, the systems approach adopted in this study provides an effective way to understand these dynamics. Intellectual capital should be viewed as a living system of interdependent resources that evolves in response to environmental change. Its value depends not only on the quality of individual components but also on the relationships among them and their alignment with broader organizational and institutional goals. This perspective supports a holistic understanding of value creation that includes economic, social, environmental, and technological dimensions.In practical terms, managers and policymakers should adopt integrated approaches to mapping, measuring, and leveraging intellectual capital. Organizations need stronger tools to assess intangible resources, track their development over time, and align them with strategic objectives. Policymakers should also recognize the importance of intellectual capital in national and regional development strategies, especially in relation to digital transformation, innovation policy, and sustainable growth.In conclusion, this study provides a structured map of intellectual capital research and shows that the field has entered a new phase characterized by interdisciplinarity, digitalization, and sustainability. The findings offer a foundation for future research by clarifying the historical evolution of the field, identifying its major thematic streams, and highlighting important research gaps. Future studies should focus on more integrated measurement frameworks, longitudinal and multi-level analyses, and the role of intellectual capital within innovation ecosystems, digital environments, and sustainability-oriented business models. Such efforts will be essential for advancing both the theoretical maturity and practical relevance of intellectual capital research. https://ipom.journals.pnu.ac.ir/article_13079.html Introduction The convergence of digital transformation and urban governance is a critical imperative for contemporary metropolitan management, especially in developing economies aiming to enhance service efficiency and citizen satisfaction. Smart cities signify a paradigm shift from traditional management to data-driven, technology-enabled governance, leveraging digital infrastructure to optimize resource allocation and foster sustainable development. However, transitioning to such ecosystems requires a comprehensive architectural framework that integrates technical infrastructure, governance mechanisms, and value-creation processes. Digital Government Architecture (DGA) serves as the foundational blueprint for this transition. Despite growing global interest in smart city initiatives, a significant gap persists in understanding how DGA components interact within specific institutional and cultural contexts—particularly in Middle Eastern megacities like Tehran, where traditional governance structures coexist with rapid technological adoption. Existing literature frequently prioritizes technological dimensions (IoT, big data, cloud computing) while overlooking the governance and value-creation aspects essential for implementation. Furthermore, most conceptual models are derived from Western contexts, often failing to account for the unique regulatory and social landscapes of developing nations. This research addresses these gaps by developing a context-sensitive, Structural-Interpretive Model that explicates the hierarchical relationships and causal pathways of DGA components within the Tehran Municipality. This study moves beyond technology-centric approaches to offer a holistic perspective, providing actionable insights for policymakers and administrators through a causally structured hierarchy.   Methodology This study adopts a pragmatic paradigm, utilizing a sequential mixed-methods design to analyze the complex socio-technical system of DGA. Phase 1: Qualitative Exploration The qualitative phase employed semi-structured interviews to elicit expert insights. Following an actor-protocol approach, 20 specialized managers and senior officials from key municipal divisions (e.g., IT, Urban Planning, Strategic Management) were purposively sampled. Theoretical saturation was achieved at the 20th interview. Transcripts were analyzed using Clarke’s (2006) reflexive thematic analysis in MAXQDA 2020. Inter-coder reliability was confirmed with a Cohen’s kappa of 0.82. The analysis identified 9 overarching themes, 27 organizing themes, and 68 basic themes, categorized into three meta-dimensions: Technical Infrastructure, Governance, and Value Creation. Phase 2: Structural Modeling To transform qualitative findings into a causal hierarchy, Interpretive Structural Modeling (ISM) was employed. Fifteen senior municipal experts evaluated the pairwise directional influence of the 9 overarching themes using a four-point scale. The ISM procedure involved constructing a Structural Self-Interaction Matrix (SSIM), deriving a Final Reachability Matrix via Boolean logic, and partitioning elements into hierarchical levels based on driving power and dependence. The model was finalized using MATLAB and validated for content and construct coherence through expert review and theoretical alignment.   Findings The integrated analysis yielded a four-level hierarchical structural model of DGA for smart urban services, revealing distinct causal layers from foundational drivers to ultimate outcomes. Level 4 (Foundational Drivers): Three themes emerged as the deepest structural elements with high driving power and low dependence, serving as the fundamental prerequisites for DGA implementation: 1. Urban Digital Regulation: This theme encompasses the legal and regulatory frameworks governing data privacy, digital service standards, interoperability requirements, and accountability mechanisms. Findings indicate that absence of clear regulatory guidelines creates implementation paralysis, as municipal departments hesitate to launch digital services without legal certainty regarding data handling, citizen rights, and liability issues. 2. Digital Transformation Governance: This theme captures the organizational structures, leadership commitment, strategic planning processes, and change management capabilities necessary for coordinating digital initiatives across municipal departments. Participants emphasized that fragmented governance—where each department pursues independent digital projects without coordination—leads to duplicated efforts, incompatible systems, and poor citizen experience. 3. Urban Digital Technology Architecture: This theme represents the technical infrastructure foundation, including cloud computing platforms, data centers, network connectivity, cybersecurity systems, and integration middleware. Interviewees highlighted that inadequate technical architecture creates bottlenecks that prevent scaling of digital services and integration of data across municipal functions. These foundational drivers exhibit strong causal influence on all higher-level components but are themselves relatively independent of other factors, indicating they must be established early in DGA development and require sustained investment and policy attention. Level 3 (Enabling Mechanisms): Two themes function as critical linkage factors that translate foundational drivers into operational capabilities: 1. Digital Participation and Citizen Interaction: This theme encompasses digital channels for citizen engagement (mobile apps, web portals, social media), participatory decision-making platforms, feedback mechanisms, and co-creation processes. Analysis revealed that effective citizen interaction depends on both technical infrastructure (Level 4) and regulatory clarity regarding data use, while simultaneously enabling improved service delivery (Level 2). 2. Digital Security and Urban Protection: This theme addresses cybersecurity measures, data protection protocols, system resilience, and privacy safeguards. Participants identified security as a dual concern—both a technical requirement dependent on infrastructure quality and a governance issue requiring clear policies—that directly impacts citizen trust and service adoption rates. These enabling mechanisms exhibit moderate driving power and moderate dependence, serving as bridges between foundational elements and operational outcomes. Their intermediate position indicates they require simultaneous attention to both infrastructure development and service delivery optimization. Level 2 (Operational Outcomes): Two themes represent the direct service delivery results that citizens experience: 1. Ease and Speed of Service Delivery: This theme captures service accessibility, transaction simplicity, processing time reduction, and multi-channel availability. Quantitative data from municipal records indicated that digital service implementation reduced average transaction times by 60-75% compared to traditional in-person processes, while citizen satisfaction scores increased by 40% for digitally-delivered services. 2. Digital Urban Data Management*: This theme encompasses data collection, storage, analysis, and utilization for decision-making and service personalization. Participants noted that effective data management enables predictive service delivery, proactive problem identification, and evidence-based policy formulation. These operational outcomes exhibit low driving power but high dependence, indicating they result from effective implementation of lower-level components rather than driving further changes themselves. Level 1 (Ultimate Goals): Two themes emerged as the highest-level outcomes representing the ultimate objectives of DGA implementation: 1. Sustainability and Continuous Improvement of Urban Services: This theme reflects long-term service quality enhancement, resource efficiency, environmental sustainability, and adaptive capacity. Participants emphasized that digital systems enable continuous monitoring and iterative improvement cycles that were impossible with traditional manual processes. 2. Integrated Smart Urban Services Ecosystem: This theme represents the holistic integration of services across municipal functions, creating seamless citizen experiences and optimized resource allocation through data sharing and process coordination. These ultimate goals exhibit very low driving power and very high dependence, confirming their position as end-state outcomes that depend on successful implementation of all lower-level components. Cross-cutting Findings: Several important patterns emerged across the hierarchical structure. First, governance factors (regulation, organizational structures) proved equally important as technical infrastructure, contradicting technology-centric approaches that prioritize hardware and software over institutional arrangements. Second, citizen engagement emerged as a critical mediating factor rather than a final outcome, suggesting that participatory mechanisms must be built into DGA design rather than added after technical implementation. Third, security and privacy concerns pervade all levels, requiring integrated attention rather than treatment as isolated technical issues.   Discussion and Conclusion This research advances the discourse on Digital Government Architecture (DGA) by moving beyond technology-deterministic models. It establishes that governance and value-creation dimensions are as critical as technical infrastructure, offering a nuanced hierarchical structure that captures complex causal pathways and feedback loops-an improvement over traditional, linear taxonomies. The findings demonstrate that Urban Digital Regulation, Digital Transformation Governance, and Urban Digital Technology Architecture act as foundational drivers. Their identification explains the failure of many smart city initiatives that prioritize visible applications over underlying frameworks. Furthermore, the role of Digital Participation and Digital Security as intermediate “linkage factors” indicates that these elements must be developed concurrently with both foundational and operational components. Practically, the study offers a strategic roadmap for Tehran Municipality: prioritizing regulatory and governance reforms is a prerequisite for the successful implementation of citizen-engagement platforms and data-driven management. The study identifies three key drivers of DGA implementation: (1) Leadership commitment, essential for overcoming organizational inertia; (2) Interoperability standards, which prevent data fragmentation; and (3) Citizen trust, generated through transparency and reliable service delivery, which remains the ultimate determinant of value realization. While this model offers significant insights, its focus on Tehran limits its immediate generalizability to vastly different institutional environments. Additionally, the cross-sectional design captures a static snapshot of a dynamic transformation process. Future research should prioritize: (1) large-scale quantitative validation of the structural model, (2) comparative studies across diverse metropolitan contexts to isolate universal patterns, and (3) the integration of citizen-centric perspectives to complement the current expert-driven framework. Successful DGA for smart urban services requires a holistic integration of technical, governance, and value-creation dimensions. For Tehran and similar megacities, this research provides a diagnostic tool to assess architectural maturity and a prescriptive framework to prioritize investments. By establishing foundational drivers-regulation, governance, and infrastructure-before pursuing operational outcomes, municipal administrators can better navigate the transition toward truly smart, citizen-centered urban governance. https://ipom.journals.pnu.ac.ir/article_13082.html Introduction Higher education, science, and technology are strategic subsystems of national development in Iran, facing complex, multi-layered challenges (e.g., employability, university–industry gap, brain drain, quality, and knowledge-based economy). These issues require coordinated action across institutions. The Ministry of Science, Research and Technology (the main executive body) and the Iranian Parliament (with legislative, budgetary, and supervisory powers) are both key players. Yet their relationship remains largely a traditional "supervisor–executor" pattern, where Parliament demands and oversees while the Ministry responds and implements. This reactive model is inadequate for a complex field like higher education, which needs prior consultation, joint deliberation, and institutionalized conflict-resolution mechanisms. The core research problem is the lack of an operational, sustainable model to transform this relationship into a strategic partnership. Without it, interactions stay reactive, case-based, and person-centered, leading to ineffective legislation, institutional mistrust, delays, duplication, and weakened governance. Accordingly, the central question of the present study is: What strategic model can be designed to promote constructive coordination and cooperation between the Ministry of Science, Research and Technology and the Islamic Parliament of Iran in order to improve higher education governance and contribute to national scientific progress? The purpose of the study is to design and initially validate a strategic model for constructive coordination and cooperation between these two key institutions.   MethodologyThis study was conducted using a qualitative approach and the method of documentary analysis. The research was exploratory-descriptive in its first stage and design-oriented in its second stage. In the exploratory-descriptive stage, the nature and dimensions of the communication and institutional challenges between the Ministry of Science, Research and Technology and the Islamic Parliament were identified through the review of relevant documents, laws, policy reports, and scholarly literature. In the design-oriented stage, the extracted themes were synthesized with theoretical frameworks in order to formulate a strategic and operational model. The documentary population of the study included all documents, laws, official reports, policy papers, and scientific sources related to the relationship between the executive and legislative branches, higher education governance, science and technology policy, inter-organizational cooperation, conflict management, evidence-informed policy-making, parliamentary scientific advice, and parliamentary technology assessment. Since the research was based on documentary analysis, the “document” was considered the main unit of study and analysis. In this research, a document refers to any official, legal, policy-oriented, or academic text that could contribute to understanding the research problem or designing the proposed model. The sample was selected through purposive and criterion-based sampling. The documents were not selected randomly; rather, they were chosen according to their relevance and informational richness in relation to the research problem. The main inclusion criteria were direct relevance to the topic, credibility of the source, analytical or policy value, relative recency in the case of policy reports, and usefulness for extracting themes related to the cultural-attitudinal, structural-institutional, and process-operational dimensions of the model. Documents that lacked direct relevance, had no clear scientific or institutional credibility, were merely news-based, or contained repetitive content without new analytical value were excluded from the analysis. The selected documents were categorized into several groups: upstream and legal documents such as the Constitution, national vision documents, development plans, and parliamentary regulations; official and policy reports, especially those related to the Parliament Research Center and the Ministry of Science, Research and Technology; domestic academic studies on government–parliament relations, public policy, and higher education governance; and international sources on collaborative governance, inter-organizational cooperation, conflict management, scientific advice to parliament, and parliamentary technology assessment. Data were collected through library and documentary review. The main research instrument was a systematic note-taking form designed to record the source, date, publisher, key content, and the researcher’s analytical interpretation. The data were analyzed using thematic analysis. This process involved repeated reading of documents, initial coding, searching for sub-themes, reviewing and refining themes, naming the final themes, and linking the extracted themes to the theoretical framework. The outputs of thematic analysis formed the basis for the initial design of the proposed model.  To evaluate the initial validity of the model, expert review was used. The preliminary version of the model was reviewed by 10 experts selected on the basis of their academic or executive experience in higher education governance, science and technology policy, parliamentary studies, institutional conflict management, or inter-organizational cooperation. The experts assessed the model in terms of the appropriateness of its components, comprehensiveness, internal coherence, feasibility, and compatibility with the legal and institutional context of Iran. Their feedback was categorized and used to revise and strengthen the final model.   Findings The findings indicate that the optimal strategic model for constructive coordination and cooperation between the Ministry of Science, Research and Technology and the Islamic Parliament should be based on three interconnected pillars: the cultural-attitudinal pillar, the structural-institutional pillar, and the process-operational pillar. These pillars reflect the main themes extracted from documentary analysis and provide a multi-level framework for moving from a reactive and supervisory relationship toward a strategic partnership.  The first pillar is the cultural-attitudinal pillar. This pillar refers to the need to transform the mindset governing the relationship between the two institutions. The analysis showed that many communication problems originate not only from legal or structural gaps but also from perceptions, language, distrust, and lack of mutual understanding. Therefore, the model emphasizes trust-building, the creation of a shared language, mutual respect for institutional roles, and recognition of the limitations and capacities of each side. In this pillar, the Parliament should recognize the Ministry as a specialized executive body with technical knowledge, while the Ministry should recognize the Parliament as the representative of public concerns and the holder of legislative and supervisory authority. Joint training programs, dialogue workshops, and a shared ethical communication charter are among the operational actions proposed for strengthening this pillar. The second pillar is the structural-institutional pillar. The study found that the absence of stable institutional mechanisms is one of the main reasons for fragmented, reactive, and person-centered interactions between the two institutions. Therefore, the proposed model includes several permanent or semi-permanent structures. These include a joint coordination committee, a joint secretariat, specialized joint working groups, a shared digital platform, a specialized advisory system, and a structured mechanism for conflict resolution. The joint coordination committee is expected to serve as the strategic center of the model, while the joint secretariat would be responsible for documentation, follow-up, reporting, and continuity. The digital platform would facilitate document sharing, scheduling, consultation, transparency, and possibly future data-based analysis. The specialized advisory system would enable the Parliament to benefit from scientific and technical expertise before legislative decisions are finalized.  The third pillar is the process-operational pillar. This pillar concerns the practical procedures through which cooperation can be implemented in daily institutional interactions. The main processes include prior consultation before legislation, transparent and periodic reporting by the Ministry, joint field visits, structured participation of stakeholders, formal media coordination, and a conflict resolution process. The model emphasizes that any major bill or plan related to higher education and science policy should be accompanied by expert review, feasibility assessment, and impact analysis before entering the final legislative process. Transparent reporting is also considered essential for trust-building and accountability. Joint visits to universities, science and technology parks, and knowledge-based firms are proposed to increase shared understanding of real problems and opportunities.  In addition to these three pillars, the model includes a continuous improvement cycle. This cycle links the outputs of cooperation-such as better laws, reduced institutional tensions, improved transparency, and enhanced trust—to the revision and strengthening of the model itself. Key performance indicators are proposed for monitoring the implementation of the model, including indicators related to the number and quality of joint meetings, the implementation of prior consultation, stakeholder participation, reporting quality, conflict resolution, and expert satisfaction.   Discussion and Conclusion The proposed model, entitled “Institutional Convergence for Scientific Progress,” seeks to transform the relationship between the Ministry of Science, Research and Technology and the Islamic Parliament from a limited supervisory-executive pattern into a strategic, evidence-based, and constructive partnership. The model does not deny the legal authority of parliamentary oversight or the accountability responsibility of the executive branch. Instead, it attempts to make these legal roles more effective by adding prior consultation, structured dialogue, expert support, transparent reporting, and systematic conflict management.  The legal foundation of the model is consistent with the constitutional principles governing the relationship between the executive and legislative branches in Iran. In particular, the model recognizes the independence of powers, the legislative and supervisory role of the Parliament, and the responsibility of the executive branch to coordinate and implement laws. Therefore, strategic cooperation is not presented as a substitute for legal oversight; rather, it is introduced as a mechanism for improving the quality and effectiveness of oversight, legislation, and implementation.  The study also shows that domestic literature has addressed various aspects of government–parliament relations, public policy, and higher education governance, but has rarely provided a specific operational model for the relationship between the Ministry of Science, Research and Technology and the Parliament. International literature, especially in collaborative governance, inter-organizational cooperation, conflict management, scientific advice to parliament, and parliamentary technology assessment, offers useful conceptual insights and institutional experiences. However, these frameworks do not provide a ready-made model for the specific legal, political, and institutional context of Iran. Thus, the contribution of this study lies in designing a localized, multi-level, and operational model for the strategic cooperation of these two institutions in the field of science and higher education.  The implementation of the model can contribute to better legislation, reduced institutional misunderstandings, greater transparency, improved trust, and stronger collective capacity for addressing complex higher education challenges. However, the model’s practical effectiveness depends on political will, institutional commitment, managerial continuity, and the gradual implementation of pilot projects. Initial steps may include signing a strategic cooperation memorandum, establishing a joint coordination committee, launching a pilot version of the digital platform, implementing prior consultation for selected legislative issues, and developing a joint communication charter.  The study has several limitations. It is based mainly on secondary documentary data and does not include in-depth interviews with members of Parliament, senior managers of the Ministry, or other direct stakeholders. In addition, documentary analysis is always exposed to some degree of researcher interpretation, although systematic coding, triangulation of sources, and expert review were used to reduce this limitation. Finally, the proposed model has been designed and initially validated at the expert level, but assessing its real effectiveness requires field implementation and evaluation over time.  Overall, the study provides an initial but structured step toward designing a national model of strategic institutional cooperation in science and higher education governance. Future research can test and refine the model through broader expert surveys, interviews with direct stakeholders, and pilot implementation in specific policy areas such as graduate employability, university–industry relations, higher education financing, or the reform of admission and assessment mechanisms. https://ipom.journals.pnu.ac.ir/article_13141.html Introduction: This study aims to identify and prioritize the factors influencing the financial resilience of the Islamic Revolution Housing Foundation — a public non-governmental organization that plays a key role in providing housing for low-income groups. Given the challenges posed by sanctions, economic volatility, and financial constraints, the research seeks to design a comprehensive model of financial resilience using a futures studies approach, outlining the key variables and strategic pathways for sustainable financial stability. Mothodology: A mixed qualitative–quantitative approach was adopted. In the first stage, relevant factors were extracted through systematic literature review and expert interviews. These factors were then screened and weighted using the Best–Worst Method (BWM). Causal and structural relationships among variables were analyzed using the DEMATEL technique. Finally, future scenarios were prioritized with the CODAS model, applying AHP-based weighting for criteria.Fingdings: The results reveal that financial resource provision, liquidity and debt management, political stability, financial transparency, and financial innovation (FinTech) exert the strongest influence on financial resilience. The structural analysis further highlights the mediating role of digitalization in connecting macroeconomic policies with the foundation’s micro-level financial performance. The CODAS analysis identified the optimistic scenario as the most distant from the critical state, reflecting the most favorable vision of the foundation’s financial future.Discussion and Conclusion: Financial resilience is fundamentally structural and managerial in nature, requiring reforms in fiscal policymaking, the promotion of FinTech, and the institutionalization of transparency. It is recommended that the foundation’s Financial Resilience Roadmap be developed based on digital transparency, diversification of financial resources, and capacity building for managers in risk analysis and strategic foresight. https://ipom.journals.pnu.ac.ir/article_13167.html Introduction Transformation avoidance among managers of the Social Security Organization can be regarded as one of the major challenges that slows down the reform process and creates a serious obstacle to responding to the growing needs of stakeholders. The purpose of this study was to identify the factors influencing managers’ transformation avoidance in the Social Security Organization.Method:This qualitative study was conducted using thematic analysis. The participants were 15 managers of the Social Security Organization who were selected through purposive sampling. Data were collected by integrating the research literature and semi-structured interviews. Data analysis was carried out through a three-stage coding process, including basic themes, organizing themes, and global themes, using MAXQDA software. To ensure validity, face validity was used, and reliability was established through test-retest and inter-coder agreement.Findings:The analysis resulted in 225 concepts as basic themes, 77 components as organizing themes, and 8 dimensions as global themes. Furthermore, the findings indicated that the most significant factors influencing managers'' resistance to change in the Social Security Organization include managerial, structural, behavioral, personality, environmental, cultural, technological, and economic factors.Conclusion:The results also demonstrated that the practical value of the findings lies in providing a comprehensive framework for policymakers and senior managers of the Social Security Organization. This framework enables them to identify the root causes of resistance to change and design effective interventions to facilitate organizational change and transformation. https://ipom.journals.pnu.ac.ir/article_13170.html This study aims to identify and explain the dimensions and factors shaping organizational bad luck in government organizations.The study was conducted using thematic analysis and 15 in-depth semi-structured interviews with managers and employees of government organizations in Ilam Province. Purposeful sampling continued until theoretical saturation. To ensure validity and reliability, member checking, peer review, inter-coder agreement coefficient (Holsti), as well as Content Validity Ratio (CVR) and Content Validity Index (CVI) were employed.In the initial coding stage, 35 concepts were extracted, which after refinement and integration, resulted in 21 final concepts categorized into 11 sub-themes and 6 main themes. The main themes include: 1) Cultural and organizational factors, 2) Cognitive and mental factors, 3) Functional factors, 4) Supportive and managerial factors, 5) Psychological and emotional factors, and 6) Political factors and organizational relations. The findings revealed that negative organizational culture, attributing failures to external factors, uncertainty about the future, feeling unable to control the situation, insufficient learning from failures, poor performance outcomes, insufficient support for employees, and the role of managers contribute to the formation of organizational bad luck. Additionally, individual attitudes and psychological and emotional patterns effectively stabilize negative attitudes, while political behaviors and the role of representatives and governors intensify this attitude, so that employee success and failure are perceived as resulting from luck and political relations rather than competence.Based on the findings, a conceptual model was presented that can serve as a basis for designing management interventions and reform policies in government organizations to reduce negative attitudes and improve organizational performance.