Transformation Management Journal

Abstract This study aimed to design and validate an effective Human Resource Management (HRM) model within the healthcare system, emphasizing the role of social capital. The current research was conducted using an exploratory mixed-methods (qualitative-quantitative) approach at Babol University of Medical Sciences. In the qualitative phase, data were analyzed from interviews with 10 HRM experts, leading to the identification of five core components of HRM effectiveness: 1) Human resource organization and alignment, 2) Meritocracy in managerial appointments, 3) Empowerment of managers and staff, 4) Human resource retention, and 5) Utilization of Information and Communication Technology (ICT). Subsequently, in the quantitative phase, the Delphi method was executed over three rounds for index validation. A sample of 183 managers and staff from the university was selected via simple random sampling. Data were analyzed using self-developed questionnaires and the software packages SPSS and AMOS through Structural Equation Modeling (SEM). The results demonstrated that the proposed model exhibited an optimal fit. More significantly, social capital (encompassing communication networks, organizational trust, and goal convergence) acted as an effective organizational substrate, playing a significant role in explaining and reinforcing the dimensions of HRM effectiveness; this capital led to enhanced employee participation, facilitated decision-making, and improved productivity. These findings underscore that simultaneous attention to managerial mechanisms and the strengthening of social capital can form the foundation for designing HRM policies based on meritocracy, empowerment, and organizational interaction within medical universities.

Abstract In government organizations, a human phenomenon known as meeting madness in managers is causing significant damage to the organizational structure. Meeting madness is defined as managers' excessive tendency to hold numerous, lengthy, and ineffective meetings. Given that these meetings lead to a chain of negative consequences for the organization and human performance, this study aims to identify and analyze the causes and consequences of meeting madness in managers using the Fuzzy Cognitive Mapping (FCM) method. This study is applied in terms of its goal, and exploratory in terms of data collection. It is a mixed-methods research, employing both qualitative and quantitative approaches, based on an inductive-deductive philosophical framework. The statistical population of the expert research consists of university professors and managers of government organizations in Lorestan province, 20 of whom were selected using purposive sampling and based on the principle of theoretical adequacy. The data collection tool in the qualitative part was a semi-structured interview, whose validity and reliability were confirmed using content validity and theoretical validity and the intra-coder and inter-coder reliability methods. Also, the data collection tool in the quantitative section is a questionnaire, the validity and reliability of which was confirmed using content validity and test-retest reliability. Since the present study is a mixed research with an exploratory approach, a qualitative study must be conducted first and then a quantitative study must be conducted. Therefore, qualitative data was analyzed using the opinions of 20 experts until information saturation and theoretical adequacy was achieved. Qualitative data was analyzed with Maxqda 2020 software and content analysis method, and quantitative data was analyzed with fuzzy cognitive map method. Thus, by analyzing the centrality indices, the most important dimensions constituting the concept were identified, and then through causal relationships, the set of relationships between variables was examined. The findings of this research indicate that the use of performative management by managers, managers' entanglement with defensive avoidance in decision-making, and the prevalence of FOMO (Fear Of Missing Out) among managers are the most significant causes of meeting madness in managers. Furthermore, the emergence of "brain fog" in employees, the introduction of procrastination within the organization, wasted time, and the loss of productive work hours were identified as the most prominent consequences of meeting madness in managers.

Abstract The contemporary volatile environment in which organizations operate inherently presents continuous challenges and threats to organizational enhancement. In such contexts, the factors that motivate employees to remain engaged and productive, even amidst crises, become critically important for ensuring organizational success and efficiency. Fostering greater workplace camaraderie can significantly enhance employees’ psychological capital, thereby ensuring their sustained commitment to the organization’s mission and objectives despite unfavorable circumstances. Consequently, the present study was undertaken to identify and analyze the antecedents and consequences of the Workplace Friendship phenomenon within governmental organizations in Lorestan Province. Methodologically, the research is applied in its objective and exploratory in its data gathering. It employs a mixed-methods design, integrating both qualitative and quantitative approaches, anchored in a deductive-inductive philosophical framework. The statistical population comprised experts in management and human resources, sampled purposefully based on the criterion of theoretical saturation. In the qualitative phase, data were collected via semi-structured interviews, with validity and reliability established through content validity, theoretical validity, and both inter-coder and intra-coder reliability assessments. In the quantitative phase, a questionnaire served as the data collection instrument, validated through content validity and test-retest reliability. Qualitative data were analyzed using content analysis, while quantitative data were analyzed via Fuzzy Cognitive Mapping (FCM). The findings reveal that trust and transparency, organizational belongingness, and organizational justice constitute the most salient antecedents of Workplace Friendship. Furthermore, the components identified as the most significant consequences include enhanced organizational resilience, knowledge and experience transfer, and improved individual performance within the governmental organizations of Lorestan Province.

Abstract Having competent, capable, creative, and value-creating managers will be the key weapon of organizations in future competition. The future belongs to organizations that can foster such capacities in their managers. The aim of this study is to design future scenarios of NGO managers’ competencies. The research employed a mixed-method approach (qualitative and quantitative). Meta-synthesis, fuzzy Delphi, cross-impact analysis, and scenario planning methods were used to analyze the data. In the first step, 83 concepts in 12 categories of managerial competencies were identified using meta-synthesis. These competencies were validated in two rounds of fuzzy Delphi with 25 experts selected through snowball sampling. Then, the results of cross-impact analysis were processed by MICMAC software to identify the key drivers. Seven key competencies were extracted, including technological competencies, personal and social competencies, communication and analytical competencies, managerial competencies, value and ethical competencies, legal competencies, and transparency and forecasting competencies. Finally, using the Scenario Wizard software, four consistent scenarios were developed for the future of NGO managers’ competencies.

Abstract .
Purpose: This study aims to clarify the factors that influence managers’ cultural intelligence and the outcomes it generates at different levels within multicultural settings.
Methods: The systematic review was conducted through an extensive search across reputable databases including Scopus, ScienceDirect, Google Scholar, Springer, and ProQuest—covering the fields of management, organizational behavior, human resources, and psychology. The screening process took place in three stages, and from an initial pool of 8,463 articles, a total of 74 studies were ultimately selected for analysis. The coherent design of the identification and selection stages, the careful control of potential biases, and adherence to transparency and reproducibility principles reflect a systematic and scholarly approach that provides a reliable basis for developing theoretical frameworks and identifying research gaps in the area of managers’ cultural intelligence. The search terms included “cultural intelligence,” “manager/leader cultural intelligence,” “multicultural organizations,” “organizational cultural intelligence,” and related concepts.
Discussion: A review of the 74 studies related to cultural intelligence shows that it is a multidimensional construct shaped through the interaction of knowledge, motivation, practical experience, and organizational support. Individual characteristics—such as flexibility and cognitive reflection—play a central role in enabling effective intercultural behavior, while a learning-oriented organizational environment helps institutionalize this capability and improve both individual and organizational performance.
Conclusion: Cultural intelligence results from the synergy among individual, experiential, and organizational factors and plays a pivotal role in enhancing innovation, adaptability, and effectiveness within multicultural organizations.

Abstract The present study aimed to develop a fuzzy cognitive map (FCM) of the factors affecting neurotic personality and its outcomes among managers in public organizations. This applied, mixed-methods research employed a survey-based descriptive design. The population included human resource managers, university faculty members, and employees from public organizations in Lorestan Province, with 25 participants selected purposefully based on theoretical saturation. Semi-structured interviews were used for qualitative data collection, validated through content validity and Cohen’s Kappa, while a questionnaire was used in the quantitative phase, validated through content validity and test-retest reliability. Qualitative data were analyzed using MAXQDA and coding techniques to identify factors and outcomes of neurotic personality, and causal relationships were modeled using FCM. Results indicated that maladaptive coping styles are the most influential factor, and poor emotional regulation is the most significant outcome. Practically, these findings can inform human resource interventions, including early identification of managers with maladaptive patterns, emotional regulation training, and improved selection and performance evaluation processes in public organizations.

Abstract The main purpose of this research was to explore and deeply understand the lived experience of Bank Melli managers regarding the phenomenon of career path displacement among Generation X, Y, and Z employees, and to present a conceptual model to explain this phenomenon within the studied organizational context. This study was conducted with a qualitative approach, within the interpretive paradigm, using a descriptive phenomenology strategy. Participants included managers of Bank Melli in Tehran, from whom 15 individuals were selected through purposive sampling based on criteria such as having at least five years of managerial experience and experience interacting with all three generations. Data were collected through semi-structured interviews and analyzed using the Colaizzi (1978) method. The trustworthiness of the data was ensured using the criteria of Guba and Lincoln (1985). The findings showed that from the managers' perspective, the meaning of career displacement for Generation X is primarily an "unavoidable deviation from stability and security," for Generation Y it is an "active search for fit, growth, and meaning," and for Generation Z it is a "default tool for exploration, optimization, and rapid adaptation." The pattern of career path navigation has also evolved from a "linear, stable, and intra-organizational" model to a "dynamic, experience-driven" model, and ultimately to a "fluid and tech-driven" model. These differences have created challenges in retention, intergenerational conflict, and structural problems, for which managers have proposed solutions at the attitudinal, managerial, human resources, and organizational levels. The lived experience of managers in this context emphasizes the need for a systemic revision of career management.

Abstract In public organizations, one of the negative management styles that gradually erodes the spirit and psychology of the organization and its employees, like an invisible poison, is the mushroom management style. Accordingly, the present study was conducted with the aim of fuzzy cognitive mapping of the causes and consequences of mushroom management in public organizations. In terms of objective, the present research is applied, and in terms of data collection, it falls within the scope of exploratory research. Furthermore, this research is of a mixed-methods type (qualitative and quantitative) and is based on an inductive-deductive philosophy. The statistical population of the present study consists of experts who were selected using the purposive sampling method based on the principle of theoretical saturation. The data collection tool in the qualitative section is an interview, and in the quantitative section, it is a questionnaire. The validity and reliability of the qualitative data collection tool were confirmed using content validity, theoretical validity, and the methods of intra-coder and inter-coder reliability. Moreover, the validity and reliability of the quantitative data collection tool were assessed and confirmed using content validity and test-retest reliability. Qualitative data were analyzed using the content analysis method, and quantitative data were analyzed using the fuzzy cognitive map method. The results of this study showed that the causes of mushroom management, in order of priority, include: managers’ tendency towards whitewashing, managers’ tendency to maintain power and retain personal competitive advantage, managers being afflicted by the Dunning-Kruger effect, and managers’ tendency to hoard knowledge. Furthermore, the consequences, in order of priority, include: the emergence of emotional resignation among employees, the appearance of vandalistic behaviors among employees, the occurrence of organizational stroke, and the injection of drip-fed and selective information to employees in public organizations.

Abstract This study aimed to explore the lived experiences of public school teachers in Tehran Province regarding destructive educational leadership. In terms of its nature, the research is applied, and methodologically, it adopts a qualitative approach grounded in phenomenology. The participants consisted of public school teachers in Tehran Province who had directly experienced working under destructive leaders. Data were collected through semi-structured interviews with 14 individuals, at which point theoretical data saturation was achieved via purposeful sampling.
The findings revealed that several factors, including insufficient managerial experience, dysfunctional organizational structures, and undesirable personality traits of principals, provide the groundwork for the emergence of destructive leadership in schools. In response to such behaviors, teachers adopted various coping strategies, including resistance, compliance, withdrawal, and reporting. The results indicate that destructive leadership is the product of a complex interaction between leader behaviors and follower perceptions; furthermore, teachers' coping responses play a pivotal role in determining the persistence and intensity of this leadership style's impact. This research emphasizes the significance of understanding these dynamics to design targeted interventions in the recruitment, training, and evaluation processes of educational leaders, aimed at mitigating the adverse consequences of destructive leadership in educational environments.

Abstract Abstract
The aim of this study is to identify, prioritize, and analyze the causal relationships among the key factors of the change management process and to provide an analytical framework for its more effective implementation in organizations. Despite the numerous models proposed in the field of change management, a comprehensive and integrated framework that systematically identifies, prioritizes, and analyzes the relationships among the key factors of the change process has not yet been fully developed. This study is applied and developmental in nature and was conducted using a mixed methods approach. In the qualitative phase, through a systematic review of 39 change management models with strong theoretical foundations and well defined structures, 21 key factors were identified across the four main stages of the change process. In the quantitative phase, the Fuzzy RANCOM method was used to determine the importance of the factors, and the Fuzzy DEMATEL method was employed to analyze the causal relationships among them. Data were collected based on the judgments of 10 experts in the field of change management who were selected through purposive sampling. The results indicate that managing resistance to change is the most important factor, exhibiting the highest total influence and influenced degree. The change leadership team was identified as the most influential factor, while the development of a clear vision and measurable objectives ranked third. Accordingly, organizations can increase the likelihood of success in their change initiatives by focusing on priority factors, particularly these three elements. The novelty of this study lies in moving beyond single model approaches and integrating a systematic review of change management models with fuzzy multi criteria decision making methods to identify, prioritize, and analyze the relationships among the key factors of the change management process.

Abstract منابع انسانی بزرگ‌ترین سرمایه و عامل تمایز رقابتی بانک سپه هستند و توسعه انگیزش و توانمندی‌های آن‌ها کلید افزایش کارآمدی و عملکرد سازمانی محسوب می‌شود. این پژوهش با هدف تدوین الگوی اشتیاق شغلی و بررسی پیامدهای آن بر خودکارآمدی اجتماعی نیروی انسانی بانک سپه انجام شد. روش تحقیق ترکیبی داده‌بنیاد بود و تحلیل داده‌ها با استفاده از معادلات ساختاری (PLS-SEM) همراه با تحلیل کیفی انجام گرفت. یافته‌ها نشان داد که ابعاد اشتیاق شغلی شامل آموزش شغلی، غنی‌سازی شغلی، تفویض اختیار، انگیزه‌های فردی و انگیزه‌های مادی، به شکل معناداری بر خودکارآمدی اجتماعی کارکنان تأثیرگذار هستند. در مقابل، خودکارآمدی اجتماعی تحت تأثیر عوامل انسانی، مدیریتی، ساختاری و استراتژیک قرار دارد و تنها یک ویژگی فردی نیست، بلکه محصول تعامل کارکنان با محیط سازمانی و سیاست‌های مدیریتی است. آموزش شغلی بیشترین تأثیر را بر خودکارآمدی اجتماعی داشت و پس از آن غنی‌سازی شغلی و تفویض اختیار قرار گرفتند، در حالی که انگیزه‌های فردی و مادی نقش محدودتری ایفا کردند. مقایسه با مطالعات پیشین نشان داد که این نتایج با پژوهش‌های داخلی و بین‌المللی همسو است و اهمیت محیط‌های توانمندکننده و حمایتی برای توسعه منابع انسانی را تأیید می‌کند. بر اساس نتایج، پیشنهاد می‌شود بانک سپه نظام‌های آموزشی توانمندساز، تفویض اختیار هدفمند و ساختارهای مدیریتی مشارکتی را تقویت کند تا اشتیاق شغلی و خودکارآمدی اجتماعی کارکنان ارتقا یابد. این پژوهش با ارائه یک الگوی بومی‌شده، راهنمای عملی برای بهبود عملکرد سازمانی و توسعه سرمایه انسانی در نظام بانکی ایران فراهم می‌کند.

Abstract The phenomenon of retirement is one of the most significant processes of individual role transition. If, during the stage of reflecting on one’s working life, an individual concludes that they have not experienced a successful career, they may consequently feel dissatisfaction with retirement. Therefore, the present study was conducted with the aim of understanding the nature of the lived experience of dissatisfaction with the retirement process. This research was carried out using a qualitative approach and employed a descriptive phenomenological method. The study population consisted of 213 retirees from the Fars Regional Electricity Company over the past ten years. From this group, 24 participants were selected through non-probability purposive (judgmental) sampling. Data were collected using in-depth semi-structured interviews and were categorized through qualitative thematic analysis. The findings indicated that the lived experience of dissatisfaction with retirement emerges as a set of interwoven themes, including dissatisfaction with the political environment, emotional dissatisfaction, identity-related dissatisfaction, dissatisfaction with executive processes, frustration with compensation, and dissatisfaction due to the underutilization of competencies. Additionally, the associated experiential meaning clusters included: political and factional relations, managers’ misperception of job positions, lack of attention to individual performance, acceptance of backstabbing and political deviation, political exclusion, type of employment relationship, changes in retirement laws, differentiated employment regulations, involuntary retirement, lack of professional empowerment, an instrumental view of human beings, عدم adherence to retirement formalities, lack of information and awareness about processes and regulations, dispersion in physical structure, security considerations, significant disparities in benefits compared to other companies, noticeable differences in benefits compared to the period of employment, unfavorable economic conditions, perceived discrimination, lack of succession planning, inability to transfer experiential knowledge, and instability in job positions. Each of these clusters was experienced by retirees across five contexts: political, legal, administrative, cognitive-perceptual, and economic.

Abstract . The present study was conducted with the aim of developing a job shadowing model: an appropriate approach to improving the professional path of human resources. The nature of the present study is a qualitative approach and in an inductive paradigm that is descriptive-analytical and fundamental in terms of purpose. The statistical population of the study consists of 17 experts (professors and managers of organizations) who were selected based on the principle of theoretical adequacy and purposive sampling method. It should be noted that the content analysis approach was used to collect data. Therefore, after studying the texts, questions were provided to the experts in the form of semi-structured interviews and their views and opinions regarding the phenomenon of job shadowing were examined. Then, the resulting data were analyzed with the help of (MAXQDA) software. Also. The findings indicate that clarifying goals and objectives, flexible structure, high motivation of both parties, creating a supportive atmosphere, observer ambition, time commitment, and high quality of interaction are effective causes of the occurrence of the job shadowing phenomenon. On the other hand, lack of structured planning, weak role of the observer, employee misconceptions, time constraints, mismatched expectations, lack of feedback, and lack of preparation constitute the challenges of job shadowing. Also, rapid adaptation, individual self-development, improvement of cognitive skills, reduction of ambiguity, increased awareness, trust-building, informed career decisions, facilitating the promotion of professional competencies, and increased satisfaction are among the individual outcomes of job shadowing. Finally, networking, identifying and nurturing potential talents, knowledge management capabilities, cultivating a learning culture, increasing participation and cooperation, improving competitiveness, determining training needs, increasing productivity, and improving performance evaluation constitute the organizational outcomes of job shadowing.

Abstract Introduction
The existence of issues in healthcare organizations and medical science hospitals that need to change and adapt to create coordinated and flexible organizational mechanisms and respond to transformative changes and human resource excellence and must strive to achieve organizational excellence indicators such as clinical excellence, creating unique value, managing unpredictable situations, and paying attention to a patient-centered approach to strengthen competitive advantage (Tj et al., 2025) has created the need to identify human resource excellence and analyze obstacles and drivers with a more comprehensive interpretation and explanation. Despite the above issues and challenges, organizational behavior and human resources studies are growing and developing with an increasing number of topics, methods, and researchers in this field, and require a more original and appropriate methodology (Oldham, 2025), especially since the use of the Q-hybrid approach has rarely been observed in the field of medical sciences and other fields. Therefore, considering the unique advantages of this method, and considering three important reasons, first, optimizing and responding better to the complexity and issues of human resource excellence in medical sciences, and the importance of measuring and operationalizing mental models with this method; second, the advantage of more comprehensive interpretation and explanation through this method, which can help develop theory in the field of human resource excellence; And third, given the limitations of qualitative or quantitative designs, what distinguishes the present study from similar works is the answer to these questions: first, based on a mixed approach in using Q methodology, in the research discourse space, what propositions about human resource excellence strategies can be formulated in the Q set? Second, what mental models and distinct valuations are revealed about human resource excellence? Third, what is the dominant valuation for human resource excellence from the perspective of each mental model? And fourth, based on the types of valuations, what are the pivotal indicators and strategic roles for human resource excellence?

Theoretical Framework
Achieving human resource excellence in the digital age requires a holistic view of legal, economic, social, and organizational structures. In addition, defining accurate evaluation indicators, identifying effective components, and continuous interaction between internal and external stakeholders are also essential (Ghlichlee, 2024; Tuli, 2023). Also, funding small teams of researchers can be an effective and practical way to promote communication and integration so that they can be effective in defining the future research agenda by creating international and interdisciplinary research teams with the aim of identifying and studying promising and advanced topics. one of the existential pillars of ensuring job security is the existence of safety and health in the workplace. Weak employee relations and socialization reduce empathy and intra-organizational cohesion and negatively affect organizational performance (Amany & Sharify, 2025). Studies show that voluntary job rotation, reduced working hours, reward strategies through compensation, legitimacy and formality, training and flexibility at the group level (Simon & Ferreiro, 2018), and employee behavior such as performance and organizational citizenship behavior (Alshareef et al., 2020; Nicolaescu et al., 2020) and career advancement, organizational commitment and loyalty, job satisfaction, satisfaction with pay, social support, and employee well-being are influential and fundamental issues in the field of HR excellence strategies (Hermawati & Mas, 2017; Kang et al., 2019; Alshareef et al., 2020).

Methodology
The Q method in policy research and its capabilities to guide, formulate, and advance policy are significant and unique; an area where its use is still being modeled and replicated (Molenveld, 2020). The first step in implementing the method is to collect the discourse space. In the second step, by examining and identifying the discourse space propositions about human resource excellence strategies, 87 related phrases or propositions were extracted, and after final confirmation of validity and reliability, including propositions 1 to 30, they were transferred to cards of appropriate size, and then provided to the participants to perform their ranking stage in the Q diagram. Step Three, Sample of Participants: The statistical population is the managers of medical science units in the city of Mashhad, who were selected through purposive and snowball sampling. After the fourth step, validity and reliability, and the fifth step, the valuation of Q sample statements, the sixth step, or factor analysis, was performed, and based on the software output, the factor loading values were compared with each other, and the important factors or beliefs that are more important were identified in factors 1 to 7. The seventh step, creating and expressing the final interpretation: Through factor analysis, the identification of criteria for important factors, such as z-scores, or factor score values, and factor arrays were identified and interpreted for each factor. In other words, the number of mental patterns and similarities and differences in views were revealed, and the interpretation was performed.
Discussion and Results
First, the descriptive statistics tables showed that the participants rated (30) Q cards and participated in completing the chart. For each mental model, the standard deviation was measured in order to obtain an approximate estimate of the items with the highest diversity of views among the participants. The eigenvalue of each mental model (first to seventh) in the column and the dispersion of the mental model or the share of variance explained for each one, as well as the cumulative amount of their eigenvariance, is about 74 percent, which indicates their internal beliefs and self-reference mentality. The total variance is 74 percent, with the first and second factors showing the highest number of changes or variance. To analyze the factor loadings obtained from the Q charts, the analysis was performed based on the rotated factors, so the status of the factors or mental models based on the number of participants and the way the Q chart was rated is the output of the software, which is called the factor loading matrix with orthogonal rotation method. The status of the agents is given in the coordinate set of Figure 1.
Based on the factor analysis matrix table, seven columns (factors 1 to 7) revealed that the most important valuation belongs to the first and second factors, because the presence of a greater number of participants in these two factors compared to other factors and the factor loading of the relevant column, which is more than 70 percent, indicates the relative importance of the statements.
Based on the standard scores, the highest score belongs to the pivotal index in that factor. Also, based on the lowest rank of the arrays and the lowest weight of the standard score for some statements by the participants, the roles required for human resource excellence have been identified.
Conclusion
The findings and results of the present study, in order of importance, are: 1. Discovering and analyzing seven mental models about human resource excellence, focusing on the discursive context of the research and using a Q-mixed approach, 2. Identifying groupings and interpreting the differences and similarities of participants' views on human resource excellence strategies, 3. Presenting fourteen indicators for human resource excellence strategies, and explaining seven pivotal indicators among them. 4. Explaining seven roles for organizational managers and human resource managers for the successful implementation of human resource excellence strategies based on the participants' opinions, and presenting four more important or strategic roles, 5. Identifying the dominant mental model, which, based on the way the cards are sorted by focusing on their "importance", the first and second mental models (factors 1 and 2) are known to be the most important models, and in contrast, from sorting the cards by focusing on "similarity", the total number of distinct mental models has been revealed.
In general, the most important achievement of the research is analyzed and presented in three sections: "Identification of factors or mental patterns", "Indicators", and "Roles". Among the key indicators are:
1) The level of managers' ability to increase employees' commitment and belonging to their jobs and workplaces (first indicator)
2) The level of comprehensive human resource health and promotion of psychological health (second indicator)
3) The level of implementation of resource attraction strategies based on operational goals and macro policies (third indicator)
4) The level of attention to efforts, innovation, and preservation of human capital (fourth indicator)
5) The level of job support aimed at increasing the sense of responsibility in the job (fifth indicator).
One of the strengths of these indicators is the connection and combination of the opinions of participants who had academic or expert perspectives and tried to pay attention to the content in selecting statements that would help in the form of planning that is appropriate to the organization's goals for human resource excellence and aligned actions in the field of practice.
Based on the evaluation method and its final interviews, the necessity of playing certain roles for managers in promoting human resource excellence has been explained, the most important of which are "the role of mentoring by applying the latest theories in the field of human resource excellence", and "playing a role in the effectiveness of corporate social responsibility and conscious efforts to combat various cognitive biases in the implementation of human resource excellence programs".

Abstract Purpose: Silent change is a process in which employees gradually change their attitudes, values, motivation, and work behavior without the organization having formally decided to change. Given the hidden nature of this phenomenon, failure to recognize and manage it in a timely manner can lead to a decline in performance, reduced productivity, and the emergence of organizational crises, especially in government organizations. However, the formation and interaction of factors affecting this phenomenon have not been studied in a coherent manner in the form of a structural model. Therefore, the main goal of the present study is to identify the root factors that underlie silent change and understand how these factors relate to and influence each other in government organizations in Lorestan province. To achieve this goal, the fuzzy interpretive structural modeling method has been used to design a model of this phenomenon.
Methodology: The present study is applied in terms of purpose and has been conducted with a mixed approach (qualitative-quantitative). In the qualitative part of the research, the factors and drivers of silent change were identified through a systematic review of the literature and interviews with experts, and in the quantitative part of the research, the internal relationships and leveling of these factors were analyzed using the Fuzzy Total Interpretive Structural Modeling (TISM) method. The statistical population of the present study was experts, consisting of senior managers of government organizations along with university professors in the field of human resource management and organizational behavior, of whom 25 were selected as sample members using a purposive sampling method and based on the theoretical saturation principle. The data collection tool in the qualitative part was an interview and in the quantitative part was a questionnaire. In this study, content analysis and coding with the software MaxQDA were used to analyze the data in the qualitative part. The fuzzy interpretive structural modeling method was used to analyze the data in the quantitative part. In this study, to examine the validity and reliability of the data collection tool in the qualitative part, the content method and theoretical validity and intra-coder and inter-coder reliability were used. Also, to examine the validity and reliability of the data collection tool in the quantitative part, content validity and test-retest reliability were used.
Findings: The findings of this research include factors affecting the formation of the silent change phenomenon and presenting its model in government organizations in Lorestan province.
Results: The results of this study include presenting a model of the phenomenon of silent employee change in four axes: formation contexts, intervening and correlated factors in the formation, dimensions and consequences of the phenomenon of silent change. The formation contexts of the phenomenon of silent change include; the occurrence of invisible inequalities and discriminatory behaviors, lack of access to growth and development opportunities in the organization, ignoring human values and dignity, and lack of organizational commitment. Also, intervening and correlated factors in the formation of the phenomenon of silent change include; the manager having a narcissistic personality type, the occurrence of the phenomenon of the humanistic effect, and eliminationism instead of interactionism in the organization. In addition, the dimensions of the formation of this phenomenon include; a decrease in job engagement and a decrease in extra-role effort, organizational alienation and psychosocial withdrawal, and defensive silence. The consequences of this phenomenon include; a decrease in the efficiency and productivity of the organization, the emergence of destructive behaviors in the organization, poverty in producing original and innovative ideas, and a decrease in the performance of organizational citizenship.

Abstract Knowledge creation and sharing require a sincere atmosphere, open and close interactions, trust in colleagues’ goodwill, and a motivating environment. This research was conducted with the aim of “meta-analyzing studies on transformational leadership and knowledge management in organizations.” The method of this research was a quantitative meta-analysis with a correlational approach, and the statistical population included relevant research documents on the relationship between transformational leadership and knowledge management in Iran. The sample consisted of 26 research documents selected through purposive and judgmental sampling. Data analysis was performed using CMA software based on the correlation method. The results showed that the mean random effect size of the relationship between transformational leadership and knowledge management across the 26 studies was 0.513, explaining 25% of the variance in knowledge management. The moderation analysis results indicated that the strength of the relationship between transformational leadership and knowledge management increases over time; this relationship is stronger in military and service organizations compared to other organizations, higher among teachers than other occupational groups, and its intensity is greater in peripheral regions than in central regions of the country. Transformational leaders primarily focus on real problems and issues within organizations, provide new criteria for action, create a different perception of work, and guide the actions and behaviors of their followers toward achieving organizational goals.

Abstract The present research was conducted with the goal of designing a transformative and collaborative framework tailored to the localized needs of Isfahan University of Medical Sciences (IUMS). This study employed a qualitative-exploratory approach and utilized the thematic analysis method. Data were collected through purposive snowball sampling via interviews with eight academic and executive experts at IUMS and subsequently analyzed using ATLAS.ti 8 software. To ensure the reliability of the research, inter-coder agreement was assessed, yielding a Cohen’s Kappa coefficient of 0.71 on random samples, which confirms a substantial level of reliability and analytical agreement.Data analysis led to the extraction of a six-dimensional framework encompassing engagement with key ecosystem actors, namely: affiliated centers, the Ministry, non-affiliated entities (insurance providers), capable private companies, telecommunication firms, and intra-sectoral collaborations. By clarifying stakeholder roles, identifying key challenges, defining tangible performance indicators and introducing a three tiered structure, these dimensions can act as an enabler for digital transformation across the University of Medical Sciences. The aforementioned dimensions are designed to address critical gaps such as weak collaborative governance, lack of system integration, inadequate communication and security infrastructure, the absence of a common language among stakeholders, and the limited participation of the private sector and affiliated centers. The findings indicate that the proposed framework, by adopting a socio-technical approach, can act as a collaborative data governance model for achieving digital transformation. By identifying stakeholder collaborative processes, this model seeks to transition from siloed structures toward a process of shared value creation and the continuity of safe care across the nation’s universities of medical sciences.

Abstract Dark networking encompasses a set of hidden, informal, and purposeful relationships that individuals within an organization create to gain power, control resources, eliminate competitors, or advance personal interests. The present study aims to explain the nature of dark networking based on Lakatos's model. This qualitative research employed a two-stage approach. In the first stage, semi-structured interviews were conducted, and the data were analyzed using thematic analysis. In the second stage, Content Validity Ratio (CVR) and Content Validity Index (CVI) were used to validate the identified indicators. Using purposive sampling, 18 managers from governmental organizations in Qom Province were selected to identify and validate the indicators. Based on the findings, 17 basic themes, 7 organizing themes, and 3 global themes were identified. The CVR and CVI confirmed the validity of all 17 indicators. The hard core of dark networking consists of shadow communications, opportunistic relationships, and hidden support networks. The protective belt includes managerial imprudence, disregard for hierarchy, toxic organizational climate, neglect in career path management, and the perception of injustice. Positive strategies comprise organizational exchanges, the formation of new coalitions, and creating ambiguity in processes; negative strategies involve systematic denial, legitimization, and the invisible suppression of opponents. The study successfully conceptualizes dark networking within the framework of Lakatos's model, identifying its core components, protective mechanisms, and strategic manifestations within the studied public organizations.

Abstract This study presents a systematic review of 30 prior empirical investigations on the effects of mindfulness interventions on managers. The purpose of this review is to synthesize the existing body of knowledge and identify avenues for future research. Accordingly, it seeks—through an analytical and systematic approach—to provide a comprehensive overview of the current literature and offer a clear and practical understanding of the role of mindfulness in enhancing managerial effectiveness and improving organizational performance. In this study, mindfulness is defined as a specialized managerial intervention to ensure conceptual clarity and highlight its importance in leadership development and managers’ personal growth.

The findings indicate that mindfulness practices exert multidimensional and positive effects on both individual and organizational outcomes. Specifically, these interventions enhance resilience, reduce burnout, improve team relations and collaboration, decrease stress, anxiety, and depression, and increase job satisfaction. Moreover, mindfulness interventions strengthen transformational and authentic leadership behaviors, enhance empathy and prosocial attitudes, foster acceptance of differences and perspective-taking, improve cognitive flexibility and emotional self-regulation, and cultivate self-compassion and compassion toward others. Overall, these interventions contribute to improved managerial performance and effectiveness, demonstrating their potential value in leadership development and in promoting individual and organizational well-being.

Abstract Job creep—defined as the gradual and informal expansion of employees' tasks beyond the formal job description without proportionate compensation—has become a hidden challenge in public sector organizations. The present study aims to design a causal-processual model of how this phenomenon unfolds in Iranian public sector organizations, employing a qualitative approach and grounded theory methodology. Data were collected through in-depth semi-structured interviews with 25 employees and managers of the North Khorasan Province Administration and analyzed through the three stages of open, axial, and selective coding. The findings revealed that job creep, as the core phenomenon in this context, is a gradual and compulsory process shaped by the interplay of multi-level causal conditions, including "structural reproduction of manpower shortage", "silent reward system", "episodic administrative shocks", "the unwritten law of absolute obedience", "competence trap", and "economy of favor". These conditions are reinforced by the province's contextual features, such as "resource scarcity", "pact of silence", "error magnification", "local labor market as a lever of pressure", "long arm of the center", and "contentment as passive resistance". In response, stakeholders employ a spectrum of strategies ranging from "competence concealment" and "hidden resistance" to "coalition of no-sayers", "silent transparency", and "cautious negotiation", which are influenced by intervening conditions such as "observant management", "team social capital", and "role boundary keeper". The consequences of this process include "gradual extinction of commitment", "silent brain drain", "organizational breaking point", "symbolic capital erosion", and "administrative epidemic", which in a vicious cycle further intensify job creep. Accordingly, revising job descriptions, establishing a fair compensation system for extra-role duties, empowering employees in role boundary management, and reforming organizational culture are recommended.

Abstract The present study aims to present a fuzzy cognitive map of the factors and consequences of digital congruence management and rethinking in organizational decision-making in the era of artificial intelligence using the (FCM) method. This study is applied in terms of its purpose and descriptive and survey-type in terms of its data collection method, and it is also a mixed research in terms of its typology. The statistical population of the study includes university professors and managers of public and private organizations, 25 of whom were selected using purposive sampling and based on the principle of theoretical adequacy. In the qualitative part, the data collection tool is a semi-structured interview, the validity and reliability of which were confirmed using content validity and Cohen's Kappa test, respectively, and the data collection tool in the quantitative part is a questionnaire, which was confirmed using content validity and test-retest reliability. Also, the data obtained from the interview using MAXQDA software and coding method, the factors and consequences of digital consistency management and rethinking in organizational decision-making in the age of artificial intelligence were identified. In the quantitative part of the research, using the fuzzy cognitive map method, a causal relationship model was presented. The results of the research indicate that the most important factor is the smartization strategy with the highest degree of centrality (27.98), and the most important consequence is smart and higher quality decision-making with the degree of centrality (26.65).

Abstract This applied–developmental study aims to design and validate the Artificial Spirit model in transforming strategic management and future leadership. The research is grounded in the pragmatist paradigm and follows an inductive–deductive approach. To achieve the study’s objective, an exploratory mixed-method design (qualitative–quantitative) was employed. The qualitative sample consisted of university faculty members along with senior managers and experienced experts in the Vice-Presidency for Science, Technology and the Knowledge-Based Economy. Snowball sampling was used, and theoretical saturation was reached with 15 participants. The quantitative population included managers and experts active in policymaking, technology, and strategic analysis within the Vice-Presidency; based on effect size and statistical power, a sample size of 120 was estimated, and simple random sampling was applied. Data were collected through semi-structured interviews and a researcher-made questionnaire. Qualitative interviews were analyzed using thematic analysis with MAXQDA, and questionnaire data were processed using partial least squares (PLS) with SmartPLS.
The findings revealed that interpretive intelligence and contextual understanding, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality influence the reconfiguration of decision-making processes, deep data orientation and intelligent analytics, and innovation in governance architecture and national strategy. These factors, in turn, foster ethical leadership in the age of deep intelligence and evolutionary leadership in human–technology interaction, ultimately shaping anticipatory and future-oriented leadership.

1. Introduction
The transformation of intelligent technologies in recent years has confronted analytical and macro-level decision-making structures with unprecedented challenges. National organizations—particularly those active in science and technology policymaking—are now faced with waves of complex data, advanced learning models, and emerging futures-oriented requirements (Mazaheri et al., 2024, p. 142). The accelerating pace of technological change has weakened the ability of traditional strategic management approaches at the national level to respond to increasing uncertainty and environmental dynamism. Under such conditions, strategic institutions require deeper and more intelligent analytical mechanisms (Azin et al., 2024, p. 98). The expansion of AI-driven decision-support systems has further intensified the need to redesign macro-level decision-making architectures. This transformation is not merely a technical shift; it reflects a broader pressure to reconfigure the foundations of strategic management (Mandrisel, 2026, p. 201). In parallel, the notion of advanced cognitive capacities in intelligent systems has emerged—capacities that move beyond data analysis and enable contextual understanding. There are also scattered references to deeper layers of intelligence that could provide a conceptual basis for articulating the idea of an Artificial Spirit (Skipper et al., 2024, p. 57).
This study addresses the fundamental question: What is the Artificial Spirit model for transforming strategic management and future leadership in the Vice-Presidency for Science, Technology and the Knowledge-Based Economy?

2. Literature Review
2.1. Artificial Spirit:
In recent literature, the concept of Artificial Spirit has been introduced as an advanced layer of intelligence that extends beyond data processing and encompasses the ability to interpret context, recognize complex patterns, and generate a form of cognitive synergy between humans and intelligent systems (Habibi et al., 2020). This concept is grounded in the development of deep learning models, algorithmic explainability, and advancements in semi-autonomous systems, referring to capacities that enable multidimensional analysis, preliminary ethical reasoning, and situational understanding (McGregor, 2025, p. 39)
2.2. Transformation of Strategic Management:
Strategic management refers to the set of decisions and actions that determine an organization’s long-term direction, align resources with core objectives, and enable responsiveness to environmental changes (Adam et al., 2023, p. 42). The transformation of strategic management is the result of fundamental shifts in technological, data-driven, and governance environments that have rendered traditional models of planning, analysis, and decision-making less effective. This transformation has accelerated with the expansion of artificial intelligence, the emergence of advanced forecasting models, and the rapid pace of technological change (Alheisat et al., 2025, p. 33).
2.3. Future Leadership:

Organizational leadership is the process through which an individual influences, inspires, and guides the behavior of others to shape organizational direction and foster the coordination and motivation necessary to achieve collective goals (Vivek & Chrupalski, 2024, p. 37).

3. Methodology
This study was conducted within the pragmatist paradigm and followed an inductive–deductive reasoning approach. In terms of purpose, it is an applied–developmental study aimed at designing and validating the model of Artificial Spirit in the Transformation of Strategic Management and Future Leadership within the Vice-Presidency for Science, Technology and the Knowledge-Based Economy. From the perspective of data collection, the research falls under non-experimental (descriptive) studies and was implemented using an exploratory mixed-method design to enable both the discovery of conceptual patterns and their quantitative validation.
The qualitative data were analyzed through thematic analysis using MAXQDA. In the quantitative phase, the measurement and structural models were evaluated using the partial least squares (PLS) method with the SmartPLS software.
4. Results
The research findings indicated that interpretive and context-aware intelligence, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality influence the reinvention of decision-making processes, deep data orientation and intelligent analytics, and innovation in governance architecture and national strategy. These factors, through strengthening ethics-driven leadership in the age of deep intelligence and fostering evolutionary leadership within human–technology interaction, ultimately lead to the emergence of future-oriented and anticipatory leadership.
5. Discussion
The present study was conducted with the aim of designing and validating the Artificial Spirit model in the transformation of strategic management and future leadership within the Vice-Presidency for Science, Technology and the Knowledge-Based Economy. The findings revealed that the integration of deep intelligent capacities—namely interpretive and context-aware intelligence, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality—can serve as the foundation for a profound transformation in strategic management at the national science and technology governance level. These three components, by enabling the interpretation of complex situations, multilayered analysis, and responsible decision-making, enhance the quality of decision-making processes and support their redesign into flexible, agile, and environmentally adaptive models.
The pivotal role of deep data orientation and intelligent analytics further advances this transformation by enabling real-time monitoring of technological trends, predictive analysis, and early detection of strategic shifts. Additionally, innovation in governance architecture and national strategy underscores the need for policymaking institutions to restructure decision-support systems, policy processes, and national coordination mechanisms in response to complex and semi-autonomous technologies.
6. Conclusion
The initial model findings indicate that the three pillars of interpretive and context-aware intelligence, human–machine cognitive synergy, and intelligent quasi-awareness and ethicality act as foundational drivers in transforming the logic of strategic management. Through pathways such as the reinvention of decision-making processes, deep data orientation and intelligent analytics, and innovation in governance architecture and national strategy, these drivers steer leadership structures toward ethics-centered leadership in the age of deep intelligence and evolutionary leadership in human–technology interaction, thereby creating the conditions for the emergence of anticipatory and future-oriented leadership.
Thus, the present findings are consistent with the global cutting-edge literature in their emphasis on deepening cognitive capacities, the emergence of quasi-aware states, and the necessity of ethicality in intelligent systems—while extending these ideas into the domain of strategic management and leadership.