Transformation Management Journal

Original Article

Exploring the Challenges of Digital Transformation in Iran's Public Sector: The Structural Interpretive Modeling Approach

Mahsa Karimi; Hassan Danaeefard; Hosein Kazemi

Volume 16, Autumn&Winter2025 , January 2025, Pages 1-31

https://doi.org/10.22067/tmj.2024.81350.1405

Abstract

1- INTRODUCTIONToday, digital transformation in the public sector has become an essential and strategic imperative for governments worldwide. In the digital age, citizens' needs and expectations have evolved, necessitating that government organizations undertake digital transformation in alignment ... Read More 1- INTRODUCTIONToday, digital transformation in the public sector has become an essential and strategic imperative for governments worldwide. In the digital age, citizens' needs and expectations have evolved, necessitating that government organizations undertake digital transformation in alignment with citizens' demands. However, the public sector sometimes struggles to fulfill this role, facing challenges that stem from its perceived inefficacy in the eyes of society. Based on this, the main goal of this research is to analyze the challenges of digital transformation in Iran's government organizations; fulfilling this goal requires answering the following two questions: 1) What are the challenges of digital transformation in Iran's government organizations? 2) What is the interpretive structural model and internal relations of digital transformation challenges in Iran's government organizations? 2- THEORETICAL FRAMEWORKMany definitions have been presented for digital transformation, some of which have been considered more suitable for the public sector. Digital transformation in the public sector is based on three aspects: 1) changing priorities to meet the expectations of the new generation, 2) using new technologies such as big data, deep learning, decision-making systems, and other technologies, and 3) expanding the scope of using technologies to innovate in social processes. Digital transformation in the public sector does not only lead to online services and digitization; Rather, it has broader consequences, including creating new value for citizens through providing quality services and listening to the voices of citizens and other institutions to ensure a just society. However, given the paucity of studies on the challenges of digital transformation within Iran's public sector, the present study aims to analyze its challenges in this sector. 3- METHODOLOGYThe methodology comprises a two-step process. First, digital transformation challenges were extracted from the literature and interviews with experts. Several semi-structured interviews were conducted in this research mostly by phone, and a few in person due to the Coronavirus pandemic. The participants of this research were digital transformation experts and IT specialists, whose number should be between 12 and 25 people based on Warfield's theory. Second, interpretive structural modeling was utilized to prioritize and mitigate the challenges. The structural-interpretive model, due to its ability to identify causal and complex relationships between a set of factors, analyze their effects on each other, and determine the ranking of system elements helps managers to make better decisions about implementing the designed model. 4- RESULTS & DISCUSSIONThe results of the research were that challenge 10 (legal restrictions) at the first level, challenges 2 (consecutive management changes) and 3 (the presence of old generations in management positions) at the second level, challenge 4 (lack of recognition of digital transformation), 7 (risk aversion of government managers) and 8 (lack of knowledge and training in the field of digital transformation) at the third level, challenges 1 (lack of support from the senior manager), 6 (managers' inattention to change management), 9 (weakness in re-engineering operational processes), 11 (lack of digital strategy) and 12 (lack of strong digital transformation culture in government organizations) at the fourth level, and challenge 5 (dispersion of data) was placed at the fifth level. According to the findings of the research, "legal restrictions", "old generations in management positions" and "consecutive management changes" are considered the most influential challenges of digital transformation in the public sector and indicate their high impact on other challenges. As a result, they act as the cornerstone of the model that should be emphasized in the first place. 5- CONCLUSIONS & SUGGESTIONSThe findings can inform future digital transformation programs/policies and provide insights for policymakers and government managers to determine priorities and overcome digital transformation challenges. According to the research findings, the most important challenge that originates from other challenges and many factors involved in its creation is the dispersion and non-integration of data. Data is considered the core of the digital government. But currently, Iran's government departments are not coordinated with each other and the competitive thinking between organizations has caused non-cooperation and as a result data silo. This is a fundamental obstacle to digital transformation in Iran's government organizations. Therefore, the successful implementation of digital transformation requires integrated information systems and increased cooperation at the national and international levels. As a result, considering the current conditions of Iran's administrative system and the importance of digital transformation in the public sector, the implementation of digital transformation in the public sector requires a comprehensive and coordinated organizational approach that includes creating a digital strategy, formulating appropriate policies, training and developing human resources, developing digital culture, improving information systems, and designing change management teams.

Original Article

Recognizing the Nature, Causes, and Consequences of the phenomenon of Politicization Black Hole: Investigating the Lived Experience of Education Managers using Phenomenology Strategy

Mahdi Mohammadrezai; Behrooz Rezaeemanesh

Volume 16, Autumn&Winter2025 , January 2025, Pages 32-70

https://doi.org/10.22067/tmj.2024.87927.1571

Abstract

1- INTRODUCTIONDespite the importance of the organizational black hole as a phenomenon that prevents the organization from achieving its goals, the conceptual scope of this research area is still vague and unclear. The current research aims to explain the organizational black hole concept and to ... Read More 1- INTRODUCTIONDespite the importance of the organizational black hole as a phenomenon that prevents the organization from achieving its goals, the conceptual scope of this research area is still vague and unclear. The current research aims to explain the organizational black hole concept and to identify its consequences in the Ministry of Education and Training. Conceptualizing the organizational black hole by investigating the individuals' lived experiences, this research has improved the understanding and perception of this relatively unknown phenomenon. 2- THEORETICAL FRAMEWORKPrevious research in the literature has sporadically investigated the components of the organizational black hole and yet not presented a comprehensive model for its affecting factors in the administrative system. This shows the lack of consensus on this phenomenon's nature, causes, and consequences. Therefore, studies should take action to create conceptual and practical unity of this phenomenon to help comprehensively understand it. Moreover, it is necessary to make a precise demarcation between the organizational black hole and the other related issues, as the total of organizational bottlenecks and inadequacies does not represent it. Accordingly, while defining the organizational black hole and identifying its causes and consequences; this research differentiates it from other problems and challenges. 3- METHODOLOGYThe approach of this research is qualitative and the strategy used is phenomenology. To gather data, the present study conducted semi-structured interviews with 17 experts and managers (from all management levels, including the provincial general managers and deputies, district managers and deputies, and school principals) in departments and organizations of the Ministry of Education and Training, with two interviews discarded. Since these people were known to the researcher, purposeful sampling was used to select the interviewees. The theoretical saturation index was used to determine the sample size. Although the researchers found, after 11 interviews, that the obtained data was being repeated, they continued to 6 additional interviews to ensure data saturation. The gathered data was analyzed using the thematic analysis method. 4- RESULTS & DISCUSSIONThis research conceptualized a construct containing the meaning, causes, and consequences of the politicization black hole in the Ministry of Education and Training. This phenomenon includes managerial, ideological, and political components. The core phenomenon was comprised of a) politicization of human resources management in the process of appointment, promotion, rights, and benefits, b) excessive influence of ideological discussions in educational goals and contents, and c) political interventions in the structure and administrative and educational programs and dismissals and appointment. The causes include a) organizational factors (individual characteristics, structural alignment, and the organizational extent) and b) contextual factors (non-adherence to laws and undesirable cultural tendencies). Consequences include a) individual (educational and training), b) organizational (weakness in planning and implementation, lack of meritocracy and the existence of dwarfism, lack of organizational stability, and low productivity of human resources), and c) environmental (economic, cultural and social factors). Finally, a one-to-one correspondence was established between the politicization black hole and its consequences. 5- CONCLUSIONS & SUGGESTIONSAbout the causes, two organizing and five basic themes were extracted. Regarding the essence, three organizing and eight basic themes were identified. Concerning the consequences, three organizing and nine basic themes were obtained. The current research has taken a comprehensive look at the politicization black hole for the first time in the Ministry of Education and Training. Given its novelty, this research can be useful for organizations with similar psychometric profiles, considering its limitations. The first one is the lack of adequate research and evidence which caused a theoretical vacuum. The other one was the difficulty in recording, classifying, and analyzing the excessive data. Future researchers are recommended to capture the concept of the politicization black hole in other organizations. Furthermore, they may utilize other qualitative and quantitative research methods to expand the scope and findings of the current research.

Original Article

Designing an organizational resilience model in the face of crisis and Organizational Rip Currents

Ali Shariatnejad; Reza Sepahvand; Hadi Rezaeinejad

Volume 16, Autumn&Winter2025 , January 2025, Pages 71-106

https://doi.org/10.22067/tmj.2024.87597.1563

Abstract

1- INTRODUCTIONOrganization-ripping forces are external factors beyond the control of organizations that, influenced by environmental factors and structural or behavioral weaknesses, lead to instability and reduced efficiency. These forces, often seen in developing countries with frequent government ... Read More 1- INTRODUCTIONOrganization-ripping forces are external factors beyond the control of organizations that, influenced by environmental factors and structural or behavioral weaknesses, lead to instability and reduced efficiency. These forces, often seen in developing countries with frequent government changes and the appointment of incompetent managers, can impact structures, technology, and personnel in organizations like a tsunami, causing severe damage and even dissolution. Crisis management and organizational resilience are two key approaches to countering these forces. Crisis management involves recognizing warning signals and taking preventive measures to either avert a crisis or minimize its impact. Organizational resilience, on the other hand, is defined as the organization’s ability to recover and adapt to unexpected changes. In facing disruptive forces, strengthening resilience and crisis management can help organizations survive shocks and even return to normalcy after a crisis. This article, by reviewing existing literature and presenting an integrated model, aims to offer solutions for enhancing organizational resilience in the face of crises and disruptive forces. 2- METHODOLOGYThis research utilizes qualitative and exploratory data. The method employed is thematic analysis, which aims to identify and analyze patterns of meaning within a dataset. The thematic analysis allows the researcher to focus on both explicit meanings and the underlying assumptions and theories hidden in the words and phrases used in the data. In this study, themes were extracted from codes and further developed through interpretive data analysis. Purposeful sampling was used, and relevant sources were gathered from reputable national and international databases. In the initial search, 279 sources were identified, and after screening based on title, abstract, and methodology, 53 sources were selected for final analysis. Given the lack of English sources on "organizational rift currents," the search period for this variable was set from 2016 to 2023. For "crisis management" and "organizational resilience," sources from 1998 to 2023 were reviewed. To ensure the reliability of the research, Cohen's Kappa coefficient was employed, with a re-coding of 20% of the codes by the researchers. The agreement rate for all components exceeded 70%. This study focuses on extracting and analyzing themes related to organizational rift currents, crisis management, and organizational resilience. 3- RESULTS & DISCUSSIONThis research identified three overarching themes regarding organizational resilience and crisis management. The first theme, organization-ripping forces, encompasses constructive strategies such as enhancing an organization's capacity to adapt to critical changes, implementing necessary measures for responding to sudden disruptions and crises and fostering a culture of problem-solving during unexpected and critical situations. The second theme, crisis management, includes critical actions such as the necessity of rapid decision-making and acting in crises, coordinating efforts to mitigate sudden disruptive events, and evaluating potential threats arising from uncontrollable and rapid environmental changes. The third theme, organizational resilience, means addressing key strategies for monitoring and predicting changes to develop preparedness and response plans, analyzing external factors and sudden shocks, and enhancing resilience through adaptability. It also emphasizes the creation of a resilient human resource system, improving resilience in the face of unforeseen disruptions, utilizing data dashboards for information analysis during crises, and aligning management strategies to combat sudden disruptive events.The research employed a thematic analysis approach six-phase framework. This process involves familiarizing with the data, generating initial codes, searching for themes, reviewing themes, defining themes, and writing the final report. A total of 279 documents were collected from various sources, including Emerald, Google Scholar, ResearchGate, ScienceDirect, and others, with the search focusing on organization-ripping forces, crisis management, and organizational resilience. The data were analyzed using Atlas.ti 9, and through multiple iterations, 1065 quotations were identified, from which 835 distinct codes were extracted. After refining and consolidating the codes, 702 final codes were identified, leading to 61 foundational themes and 14 organizing themes, which were then grouped into three comprehensive themes: organization-ripping forces, crisis management, and organizational resilience.The first step in the analysis involved identifying initial codes from the data, followed by the grouping of these codes into abstract categories known as organizing themes. These organizing themes were then grouped into broader, overarching themes. For instance, codes related to marketing innovation were grouped under a single organizing theme. In the final phase of thematic analysis, 61 foundational themes were discovered, which were then categorized into 14 organizing themes, eventually leading to the identification of three main themes. 4- CONCLUSIONS & SUGGESTIONSThe research highlights that managers must focus on strengthening organizational resilience as a preventive approach when facing crises such as ripping currents. Additionally, evaluating how recovery priorities align with pre-crisis planning and communication efforts is crucial. Ignoring this issue can lead to the organization's collapse in a short period. Despite the extensive research on organizational resilience and crisis management, the study identified a gap in the literature regarding organizational resilience in response to ripping forces. This research aims to address this gap by providing a model for organizational resilience when facing crises and ripping forces. In conclusion, the data identified through thematic analysis resulted in a model comprising 14 organizing themes and 61 foundational themes across three main themes, providing a comprehensive understanding of organizational resilience, crisis management, and ripping forces.

Original Article

Developing an Organizational Trust Model Using Grounded Theory

Arezoosadat Hashemiamin; Gholamreza Malekzadeh; Yaghoob Maharati

Volume 16, Autumn&Winter2025 , January 2025, Pages 107-156

https://doi.org/10.22067/tmj.2024.86226.1530

Abstract

INTRODUCTION Organizational trust is one of the most important factors that shape the organization's vision, mission, culture, and values. It originates in employees' evaluations regarding the issue of whether the organization has the authority to respond to its goals and responsibilities and adheres ... Read More INTRODUCTION Organizational trust is one of the most important factors that shape the organization's vision, mission, culture, and values. It originates in employees' evaluations regarding the issue of whether the organization has the authority to respond to its goals and responsibilities and adheres to the accepted ethical principles in its communication with the stakeholders. The problem of organizational trust in Iranian organizations is more visible due to the lack of a model that fits the country's culture and background. The lack of an organizational trust model has created many problems in government organizations. Government organizations are among the organizations that play an important role in the country. These organizations have a tremendous impact on the development of society and people's well-being by making key decisions, making policies, planning, providing essential services, etc. The absence of a native model of organizational trust has led to weak work performance and organizational commitment of the workforce in Iran's government organizations; also, leading employees do not perform their assigned duties well, and have low motivation, work relationships, and job satisfaction. Therefore, due to the vital role of organizational trust in government organizations and the importance of these organizations in society, the present research aim is to present the model of organizational trust in government organizations, with a specialized and comprehensive examination of organizational trust in Khorasan Razavi’s government organizations. 2- THEORETICAL FRAMEWORK Trust in organizations is divided into individual, interpersonal, and organizational trust. Organizational trust is a multi-level phenomenon that evaluates organization members in conjunction with organization systems to respond to its goals and responsibilities and adhere to accepted ethical principles in communication with its beneficiaries. Although some previous research has examined trust in the organization, especially interpersonal trust, research that specifically focuses on organizational trust, the employees’ trust toward the organization, is rarely seen, and the lack of an organizational trust model, especially in Iranian organizations, has caused numerous problems. 3- METHODOLOGY This is qualitative research based on the grounded theory with a systematic approach. The theoretical saturation criterion was achieved after conducting 17 semi-structured interviews with government organizations' experts. Data analysis was done based on coding processes and using MAXQDA software. To ensure the validity and increase the credibility of the research, the criteria provided by Guba and Lincoln (1994) and to evaluate its strength, the four criteria of appropriateness, relevance, applicability, and modifiability of Strauss and Corbin (1998) were used. 4- RESULTS & DISCUSSION In addition to confirming the results of previous research, this research achieved new findings. Based on these findings, organizational trust in government organizations is created from reliability and predictability based on the causes of trust-building management, trust-building organization, and trust-building employees. Moreover, organizational trust affects the strategy implementation such as ethics-orientation, interactions, regulations, and processes. The consequences of these strategies include enhancing performance regarding the employees' psychological well-being improvement and the organization's productivity. Also, they improve the stakeholders' satisfaction, including the people's satisfaction and the organization's legitimacy. The context of the effective application of these strategies is the internal environment including the atmosphere and physical environment of the organization and the external environment, including the political and economic conditions and national culture. In the meantime, the influence of intervenors, such as organizational conformity and demographic components of the organization on the effectiveness of these strategies should not be ignored. 5- CONCLUSIONS & SUGGESTIONS Considering that the present research dealt with the statistics of the organizational trust model in government organizations and provided outputs in the field of causes, consequences, strategies, context, and intervenors of organizational trust; It can be acknowledged that the proposed model can be used in organizations, especially public ones, as a suitable guide for promoting and developing organizational trust. Managers can thus strengthen employees’ trust in the organization.

Original Article

A Process Model of Organizational Culture Integration after Merger and Acquisition

Zohreh Anvari; Abbas Nargesian; Naser Asgari; Neda Mohammadesmaeili

Volume 16, Autumn&Winter2025 , January 2025, Pages 157-192

https://doi.org/10.22067/tmj.2024.89747.1604

Abstract

1- INTRODUCTIONThe role of organizational culture in the success of mergers and acquisitions is crucial, but its complexity makes it a challenging task to integrate among merged or acquired organizations. Unfortunately, there is a lack of comprehensive knowledge on the factors that should be considered ... Read More 1- INTRODUCTIONThe role of organizational culture in the success of mergers and acquisitions is crucial, but its complexity makes it a challenging task to integrate among merged or acquired organizations. Unfortunately, there is a lack of comprehensive knowledge on the factors that should be considered and how to effectively integrate organizational culture after a merger. This gap in understanding can greatly impact the effectiveness and efficiency of the significant investments made in this area. To reduce this gap and improve the existing theoretical and practical knowledge in this field, the current research seeks to answer these questions: 1) what are the factors that must be taken into account during the integration of organizational culture? 2) what are the causal and order relationships between these factors? 3) what stages does the process of integrating organizational culture include after the merger? Such knowledge can help top managers of organizations undergoing mergers and acquisitions to manage this aspect of the organization more effectively, and it will also improve the existing theoretical knowledge in the field of organizational culture management. 2- THEORETICAL FRAMEWORKThe majority of studies have only examined the importance of culture or organizational culture management in mergers and acquisitions. Despite being an integral part of M&A, culture has been a low priority in M&A situations. In addition, acculturation strategies, including cultural integration, have received less attention in studies. Articles related to organizational culture in mergers and acquisitions were divided into three general categories. The first category is articles that address the importance of culture and cultural management. The second group has addressed the role and impact of cultural integration in mergers and acquisitions, and their efforts have led to the identification of some factors for creating cultural integration. The third group of articles specifically addresses the identification of factors or a framework for creating cultural integration after mergers and acquisitions. 3- METHODOLOGYThis qualitative research utilized an inductive approach and the studied method. The goal was to identify the elements of cultural integration through empirical evidence within a real-life context. Data for the study was gathered through semi-structured interviews and document review and analyzed using trend analysis. In this research, the reliability of the data was assessed using the double coding method, also known as the reproducibility index. The results showed a subject agreement percentage of 74%, indicating acceptable reliability. To ensure the validity of the interview, the entire research process was carefully examined. This included studying the interview questions and having them confirmed by experts, as well as ensuring the questions were clear and easy for the interviewees to understand. Additionally, the speech and fluency of the questions were corrected, and the interviewees' voices were recorded. Finally, the results were reviewed and approved by experts in the field. 4- RESULTS & DISCUSSIONThe process of integrating organizational culture after a merger or acquisition has been presented in two models: a preferential model and a stepwise model. The stepwise model consists of six important steps for integrating the organizational culture, they include: 1) identifying causal conditions (to identify and implement the components contributing to cultural development, 2) developing a desired culture (to identify existing cultural differences and establish a new, shared culture for the integrated organization), 3) creating the necessary platforms (to implement the new culture and make the necessary reforms based on the required platforms), 4) counting the intervenors (to remove obstacles and create facilitators to accelerate necessary cultural integration), 4) learning and promoting culture (to spread culture, and 6) integrating the organizational culture (to promote employee behaviors following the new common culture. 5- CONCLUSIONS & SUGGESTIONSThis research has provided a comprehensive understanding of the various dimensions and components of cultural integration and its stages after merger and acquisition. Paying attention to these dimensions and applying the identified stages in merger and acquisition plans, organizations can effectively create and improve the cultural prerequisites necessary for a successful transformation.

Original Article

Investigating the Impact of Nepotism on Job Search Behavior: The Mediating Role of Workplace Incivility and Employee Cynicism

Shadi Zamanipour; Ghasem Eslami; Alireza Khorakian

Volume 16, Autumn&Winter2025 , January 2025, Pages 193-228

https://doi.org/10.22067/tmj.2024.88468.1592

Abstract

1- INTRODUCTIONFamily businesses are a dominant organizational form globally, contributing significantly to national economies and societal wealth creation. Despite their economic importance, these businesses often face unique challenges, including nepotism—a practice where favoritism is ... Read More 1- INTRODUCTIONFamily businesses are a dominant organizational form globally, contributing significantly to national economies and societal wealth creation. Despite their economic importance, these businesses often face unique challenges, including nepotism—a practice where favoritism is shown to family members in hiring and promotions, irrespective of merit. While family businesses aim to preserve the legacy and sustain intergenerational wealth, nepotism can foster perceptions of inequity, leading to workplace incivility, employee cynicism, and an increased likelihood of job search behaviors among non-family employees. This study addresses the need to understand how nepotism influences these critical workplace outcomes in family business contexts. 2- THEORETICAL FRAMEWORKThe study builds on established theories, including Leader-Member Exchange (LMX), Job Demands-Resources (JD-R), and organizational justice frameworks, to hypothesize the direct and indirect effects of nepotism on workplace outcomes. LMX theory highlights the differentiated treatment of employees based on their perceived in-group or out-group status, a phenomenon often exacerbated by nepotism. The JD-R model provides a lens to explore how nepotism acts as a job demand, depleting employee resources and impacting well-being and performance. Finally, organizational justice principles underline how perceived inequity stemming from nepotism can erode trust, escalate workplace incivility, and fuel employee cynicism. 3- METHODOLOGYThis applied research employs a descriptive-analytical approach using survey data collected from 270 employees in family businesses in Mashhad, Iran. The target population was selected through systematic sampling, and the data collection tool was a validated questionnaire covering variables such as nepotism, workplace incivility, employee cynicism, and job search behaviors. The instrument’s reliability was confirmed using Cronbach’s alpha, with all coefficients exceeding the 0.7 threshold, indicating high internal consistency. Structural equation modeling (SEM) was employed to test the study’s hypotheses. Preliminary analyses ensured data normality and the adequacy of factor loadings for all constructs. 4- RESULTS & DISCUSSIONThe results reveal a significant positive relationship between nepotism and workplace incivility, indicating that nepotistic practices increase perceived inequities and disrupt workplace harmony. Workplace incivility was found to mediate the effects of nepotism on employee cynicism and job search behaviors. Specifically:Nepotism and Workplace Incivility: Employees exposed to favoritism reported higher levels of incivility, including rude and disrespectful interactions, which undermined their sense of belonging.Nepotism and Employee Cynicism: Incivility fueled the perception of mistrust and skepticism toward organizational leadership, leading to diminished organizational commitment.Nepotism and Job Search Behaviors: Cynicism, in turn, increased the likelihood of employees actively seeking alternative employment, highlighting the retention challenges faced by family businesses engaged in nepotistic practices.These findings underscore the cascading effects of nepotism and the critical role of workplace culture in mitigating its negative outcomes. 5- CONCLUSIONS & SUGGESTIONSThe study concludes that nepotism, while often rooted in cultural and familial traditions, poses significant risks to workplace dynamics and employee retention. To address these challenges, family businesses must adopt meritocratic practices and implement transparent policies to ensure fairness. Specific recommendations include:Policy Development: To limit subjective decision-making by establishing clear criteria for hiring and promotions.Leadership Training: To educate family business leaders on the impacts of nepotism and foster inclusive management practices.Employee Support Systems: To introduce channels for anonymous feedback and grievance resolution to address perceptions of unfair treatment.Future Research Directions: To investigate the interplay between nepotism and organizational justice in diverse cultural and industrial contexts to develop targeted interventions.By addressing these issues, family businesses can enhance their organizational health, retain top talent, and ensure long-term success.

Original Article

Developing a Model for Innovation Strategy in the Banking Industry by Adopting the Digital Transformation Approach: A Grounded Theory

Hamideh Hadadi; Abbas Khamseh; Taghi Torabi; Roya Shakeri

Volume 16, Autumn&Winter2025 , January 2025, Pages 229-297

https://doi.org/10.22067/tmj.2024.86723.1549

Abstract

1- INTRODUCTIONThe rapid digitization of the banking industry necessitates robust innovation strategies to maintain competitiveness and address evolving customer needs. The sector faces challenges such as integrating emerging technologies, navigating regulatory frameworks, and fostering organizational ... Read More 1- INTRODUCTIONThe rapid digitization of the banking industry necessitates robust innovation strategies to maintain competitiveness and address evolving customer needs. The sector faces challenges such as integrating emerging technologies, navigating regulatory frameworks, and fostering organizational adaptability. This study aims to develop a paradigm model for strategic innovation in the context of digital transformation within the banking sector. By identifying key drivers and barriers, the research contributes to the theoretical and practical understanding of innovation management in a highly dynamic industry. The study also explores how banks can strategically position themselves to capitalize on digital opportunities while mitigating associated risks. 2- THEORETICAL FRAMEWORKGrounded in the principles of Grounded Theory, the current research adopts a systematic and exploratory approach to construct a theoretical model. The framework synthesizes insights from multiple disciplines, including strategic management, organizational innovation, and digital transformation studies. Key theories influencing this research include:Innovation Diffusion Theory: Addressing how technological innovations are adopted and spread within organizations.Dynamic Capabilities Framework: Explaining how firms adapt to rapidly changing environments by reconfiguring their resources and capabilities.Digital Transformation Theory: Highlighting the role of technology in reshaping business processes and customer interactions.These theoretical underpinnings provided a basis for identifying and analyzing the core, causal, and contextual factors that influence innovation strategies in the banking sector. 3- METHODOLOGYThe study employs a qualitative research design utilizing grounded theory to develop a paradigm model. Data were collected through in-depth, semi-structured interviews with 14 experts from the banking industry, academia, and digital transformation consultancies. Participants were selected using snowball sampling, ensuring diversity in expertise and perspective. The interview topics were innovation management, regulatory compliance, and customer-centric digital strategies. Data analysis followed a rigorous three-phase coding process:Open Coding: Identifying initial themes and categorizing raw data into relevant concepts.Axial Coding: Establishing relationships between categories to form coherent constructs.Selective Coding: Integrating core constructs into a unified paradigm model.Maxqda software was employed to enhance the reliability and validity of the coding process. Data saturation was achieved after 12 interviews, ensuring comprehensively covering the subject. 4- RESULTS & DISCUSSIONThe study’s findings reveal a multifaceted model of innovation strategy, encompassing the following dimensions:The core category named innovation Strategy, positioned at the model center, reflects the necessity of a well-defined strategy to guide digital transformation efforts.Causal conditions, as key drivers for innovation, represent issues of technological advancements, increasing customer expectations, and intensified competition.Contextual conditions, significantly influencing innovation outcomes, include organizational culture, managerial support, and industry-specific regulatory environments.Intervening Conditions refer to barriers such as insufficient infrastructure, resistance to change, and talent gaps that hinder the effective implementation of innovation strategies.Action strategies are practical approaches critical to achieving innovation objectives, including leveraging AI-driven decision-making tools, fostering cross-functional collaboration, and investing in employee training.Outcomes, the primary benefits of implementing the proposed strategies, include enhanced customer satisfaction, operational efficiency, and competitive advantage.The results demonstrate the interplay between internal organizational factors and external environmental pressures, providing a holistic perspective on innovation management in banking. 5- CONCLUSIONS & SUGGESTIONSThis study contributes to the literature by proposing a paradigm model tailored to the unique dynamics of the banking industry. It highlights actionable strategies for banks to align their digital transformation initiatives with long-term strategic goals. The key takeaways include:Developing innovation hubs within organizations to drive strategic initiatives and foster a culture of creativity.Collaborating with technology providers and fintech firms to integrate cutting-edge solutions.Advocating for regulatory reforms that facilitate innovation while ensuring security and compliance.Prioritizing customer-centric approaches by designing personalized and efficient digital experiences.Policy Implications: Regulators should consider creating a supportive framework that balances innovation with risk mitigation.Practical Implications: Banking institutions can use the model as a roadmap to navigate digital transformation while addressing industry-specific challenges. Future research could extend this paradigm model to other sectors, investigate its applicability in diverse geographical contexts, or analyze its long-term impact on organizational performance and customer trust.

Original Article

Designing a Model for Developing Public-Sector Entrepreneurship Factors

Bijan Rezaee; Mahdi Hosseinpour; Said Bakhshi; Mahtab Mortezaei

Volume 16, Autumn&Winter2025 , January 2025, Pages 298-329

https://doi.org/10.22067/tmj.2024.89085.1587

Abstract

1- INTRODUCTIONIn the modern era, the development of information and communication technologies has influenced many aspects of human life, complicating and obscuring environmental conditions, rules of engagement, and competitive landscapes. Consequently, organizational survival and sustainability depend ... Read More 1- INTRODUCTIONIn the modern era, the development of information and communication technologies has influenced many aspects of human life, complicating and obscuring environmental conditions, rules of engagement, and competitive landscapes. Consequently, organizational survival and sustainability depend on innovation, creativity, and the development of new products and processes. Entrepreneurship stimulates economic growth and creates a favorable economic environment for a nation. This is why governments have prioritized the promotion of entrepreneurship. According to the 2020 Global Entrepreneurship Index report, Iran's entrepreneurship ecosystem is underdeveloped, with an overall entrepreneurship score of only 268. Among the 47 countries in the Middle East region evaluated in this report, Iran ranks 32nd. Given these circumstances, this study aims to formulate a model of factors influencing the development of public-sector entrepreneurship within the Agricultural Jihad Organization of Ilam City, with a focus on enhancing entrepreneurship policy development and achieving entrepreneurial outcomes. It is worth noting that previous research has rarely addressed the formulation of a model for entrepreneurship development within public organizations. This study seeks to identify the variables influencing public-sector entrepreneurship development, presenting them in a model that emphasizes the role of government and is tailored to the specific conditions of the province, while addressing the challenges associated with designing an entrepreneurship development model. 2- THEORETICAL FRAMEWORKGiven the hidden benefits of entrepreneurship and the use of entrepreneurial initiatives in government organizations, the need to identify the components of government entrepreneurship in government organizations is inevitable. There has been little research in the country on the entrepreneurial government. By reviewing the studies mentioned in the research background, entrepreneurship in the government sector has been studied from different perspectives. However, each of these studies has focused on a general view of the subject and only on examining and identifying specific and limited areas of the entrepreneurial government; in such a way that none of the studies conducted so far have presented a local model of the factors affecting the entrepreneurial government, and this indicates a research gap in the field of developing the entrepreneurial government. Now, this study, by analyzing and comparing different models and variables of government entrepreneurship, based on thematic analysis and the Delphi method, has presented a local model for the development of the entrepreneurial government in agricultural Jihad organizations. 3- METHODOLOGYThis study employs a mixed-methods approach and is applied in terms of purpose. In the qualitative phase, the research population included 11 professors and experts actively involved in entrepreneurship in Ilam province. They were selected through purposive sampling, and data were gathered using semi-structured interviews with thematic analysis, continuing until theoretical saturation was achieved. The quantitative phase's population consisted of 215 managers and postgraduate-level experts from the Agricultural Jihad Organization and affiliated institutions in Ilam province. Using Cochran's formula, a sample of 138 participants was selected through simple random sampling, and questionnaires were distributed among them. Data were collected through a researcher-developed questionnaire. For data analysis, descriptive and inferential statistics (structural equation modeling) were utilized, using SPSS23 and Amos23 software. 4- RESULTS & DISCUSSIONThe reliability results (Cronbach's alpha) for the research variables were above 0.78, and the composite reliability (CR) coefficient was also above 0.78. The normality (K-S test) of each variable showed a significance level greater than 0.05. Based on thematic analysis, the indicators were categorized into nine components, and confirmatory factor analysis results indicated that factor loadings for the items were greater than 0.50 and were significant at a 95% confidence level. Convergent validity among the research variables was confirmed based on the average variance extracted (AVE), which was satisfactory. Structural equation modeling was used to validate the relationships between the constructs. According to the model output in the standard estimation mode in Amos, the explanatory relationships of the variables for public-sector entrepreneurship development were confirmed, and the proposed model demonstrated a good fit. 5- CONCLUSIONS & SUGGESTIONSThe findings from the semi-structured interviews, analyzed using thematic analysis and structural equation modeling, confirmed a model consisting of nine components: religious factors, strategic planning, entrepreneurship development policy vision, mission of entrepreneurship policy development, support and sponsorship for entrepreneurship, entrepreneurial values, short-term entrepreneurship goal-setting and planning, entrepreneurship development policy, and entrepreneurship policy-making and development. This model is valuable for policymakers, managers, and stakeholders in entrepreneurship development, especially planners in public organizations like the Agricultural Jihad Organization of Ilam. The proposed model serves as a foundational framework for other institutions, enabling organizational managers to design, implement, and evaluate entrepreneurship development models that align with the micro- and macro-level realities of their organizations and the country as a whole. Public-sector entrepreneurship and related policies represent a complex, multidimensional phenomenon influenced by numerous factors, requiring a systematic, realistic, and long-term approach for implementation at both the organizational and national levels. By addressing the components of this model, organizational capabilities and limitations can be better managed, which may pave the way toward entrepreneurship development within the Agricultural Jihad Organization.

Original Article

Supply Chain Management with Lean and Agile Approaches Applying: System Dynamics

Najmeh Faregh; Seyed Mahmood Zanjirchi; Ali Morovati sharifabadi; Habib Zare

Volume 16, Autumn&Winter2025 , January 2025, Pages 330-361

https://doi.org/10.22067/tmj.2024.89099.1588

Abstract

1- INTRODUCTIONDue to the contradictions of lean and agile approaches and meanwhile, their synergy, choosing, combining, and implementing these approaches with specific goals, strategies, and limitations is a key challenge for supply chain managers. The current research aimed to develop a dynamic ... Read More 1- INTRODUCTIONDue to the contradictions of lean and agile approaches and meanwhile, their synergy, choosing, combining, and implementing these approaches with specific goals, strategies, and limitations is a key challenge for supply chain managers. The current research aimed to develop a dynamic system for implementing lean and agile approaches in the supply chain. 2- THEORETICAL FRAMEWORKSupply chain management includes the planning and management of all activities involved in the supply chain and is considered a vital factor in the competitiveness of organizations. Lean and agile approaches are among the popular approaches in supply chain management. Lean philosophy seeks to eliminate waste and reduce costs based on more output with fewer resources according to customers' needs. Governing lean thinking and principles in the value stream is called lean supply chain management. Quick response to changes in demand, in terms of volume and variety, is called agility. The concept of this approach refers to choosing the right strategy in conditions of uncertainty and providing products and services to customers at the right time and place. Empowering new competencies to respond quickly and effectively to the market is called agile supply chain management. These two approaches have different drivers, prerequisites, and strategies, and each one pursues a specific goal. 3- METHODOLOGYThe present study is in the category of qualitative-quantitative research. Based on the stages of research in the conceptual development stage, the model is placed in the category of qualitative research. At this stage, by content analysis of the research background, factors affecting the selection of agile and lean approaches have been identified. This stage includes four main steps: problem definition, data collection, analysis, and presentation of the final model. In the quantitative stage, using the system dynamics method, using the factors obtained from the first stage and lean and agile strategies, a model has been presented to evaluate the performance and choose the appropriate strategies in different conditions. Causal models and state flow have been drawn and model evaluation tests, structure evaluation, and sensitivity analysis have been done to confirm the model validity. Finally, different scenarios have been simulated and analyzed in this model. The information required for modeling and simulating the model has been collected from the Yazd Rubber Industries Complex. 4- RESULTS & DISCUSSIONIn the qualitative stage and after content analysis by reviewing articles and zigzag coding, 106 codes from 31 studies were identified as open codes. In this study, it was done. By repeatedly reviewing the identified primary codes and comparing them, the codes with common content and concepts were classified under one concept. In this way, 40 subgroups were extracted. Finally, these codes were classified into 17 groups and 4 general levels of environmental, organization-related, product-related, and functional factors. After extracting the influencing factors on the selection of lean and agile approaches, the flow model has been presented and evaluated in Vansim software. After obtaining the valid model, by changing different variables and scenario analysis, approaches have been analyzed in three different scenarios. A comparison of selected scenarios and policies for each condition shows that, as a strategic strategy, eliminating waste is a priority in all scenarios. 5- CONCLUSIONS & SUGGESTIONSThe current research has theoretical and practical implications. This research is a response to the need for a systematic and comprehensive framework of vital factors in choosing appropriate agile and lean approaches. In this article, the knowledge available in the literature about the agile and lean approach in the supply chain is organized to develop a model for choosing appropriate approaches. On the other hand, organizations do not need fixed degrees of leanness or agility in different situations. The presented dynamic model can examine specific strategies of lean and agile approaches in different conditions and finally provide certain degrees of lean and agility. In the situation that in previous studies, the combination of these two approaches is usually discussed and less attention is paid to the effect of conditions on the level of leanness and agility. Although this study tried to present a dynamic model for choosing lean and agile strategies with a comprehensive look at all conditions, due to the existence of other approaches such as resilient and green, future studies may examine other effective factors and strategies to present a more comprehensive model.

Original Article

Exploring the Dimensions and Components of Business School Leadership Adopting an Entrepreneurial Development Approach

Maryam Chezgi; Nazia Nasery; Mohsen Moradi; Ahmad Akbari

Volume 16, Autumn&Winter2025 , January 2025, Pages 362-415

https://doi.org/10.22067/tmj.2024.89363.1596

Abstract

1- INTRODUCTIONLeadership is the cornerstone of organizational success, influencing internal operations in line with the ability to achieve strategic goals in a dynamic and competitive environment. In entrepreneurship schools, leadership is key to fostering creativity, innovation, and entrepreneurial ... Read More 1- INTRODUCTIONLeadership is the cornerstone of organizational success, influencing internal operations in line with the ability to achieve strategic goals in a dynamic and competitive environment. In entrepreneurship schools, leadership is key to fostering creativity, innovation, and entrepreneurial thinking among students. This study investigates the dimensions and components of leadership in entrepreneurial schools, emphasizing its significance in promoting entrepreneurial development through strategic and adaptive approaches. 2- THEORETICAL FRAMEWORKThis research is anchored in leadership theories that include transformative, participatory, and strategic paradigms. Transformative leadership emphasizes inspiring and empowering team members, fostering innovation, and achieving long-term organizational goals. Participatory leadership focuses on collaborative decision-making, ensuring the active engagement of all stakeholders. Strategic leadership, on the other hand, integrates vision and planning to ensure alignment with long-term objectives. These frameworks are synthesized to create a conceptual model tailored to entrepreneurial schools, aligning leadership styles with the unique demands of entrepreneurship education and development. 3- METHODOLOGYThe study employs a qualitative meta-synthesis methodology, systematically analyzing literature from 2010 to 2023. Using predefined criteria, 53 articles were selected from a pool of 62 based on relevance, data richness, and academic credibility. The meta-synthesis process followed the seven-stage model proposed by Sandelowski and Barroso, including systematic review, data extraction, and thematic coding. Validity and reliability were confirmed through triangulation, expert reviews, and iterative analysis, ensuring a robust synthesis of findings. 4- RESULTS & DISCUSSIONThe findings reveal critical dimensions of leadership that contribute to the success of entrepreneurial schools:Entrepreneurial Education: This includes innovative teaching methods, financial literacy training, and practical entrepreneurial activities integrating technology and fostering critical thinking. Examples include tailored curricula, online learning platforms, and interactive workshops to develop entrepreneurial skills.Technological Entrepreneurship: Leveraging technology in education promotes innovative practices, such as integrating advanced tools for collaborative learning and entrepreneurship development. This approach aligns with global trends in technology-driven education.Empowerment Strategies: The study identifies leadership approaches that empower students and teachers, focusing on capacity building, mentorship programs, and creating an enabling environment for innovation. Key strategies include fostering self-efficacy and enhancing collaborative skills.Organizational Excellence: Leadership styles that prioritize organizational alignment and continuous improvement were shown to have significant impacts on institutional success. Participatory and transformative leadership models emerged as particularly effective in achieving organizational goals in entrepreneurial schools.The analysis demonstrates that these leadership dimensions collectively enhance educational outcomes and prepare students to navigate complex entrepreneurial landscapes. 5- CONCLUSIONS & SUGGESTIONSThe study concludes that entrepreneurial leadership is indispensable for fostering students' innovation, adaptability, and market readiness. To maximize the impact of entrepreneurial schools, leadership strategies must integrate transformative and participatory approaches with a focus on continuous development and adaptability. Suggestions include:Curriculum Development. To design educational programs emphasizing entrepreneurial skills, financial literacy, and real-world problem-solving.Policy Reforms. To advocate for policies that support leadership training in schools to bridge the gap between education and entrepreneurial ecosystems.Training Programs. To implement leadership development initiatives for educators and administrators to align their practices with entrepreneurial objectives.Technology Integration: Leverage technology to enhance learning experiences and promote innovative teaching methods.This research underscores the transformative potential of leadership in entrepreneurial schools, offering a roadmap for fostering creativity, resilience, and strategic thinking in educational institutions.

Original Article

Developing and Validating a Model for Effectiveness of Organizational Punishments

Masoud Salehi; Hamid Rezaei Far; Mohammad Mohammadi; Hossein Hakimpur

Volume 16, Autumn&Winter2025 , January 2025, Pages 416-448

https://doi.org/10.22067/tmj.2024.90138.1614

Abstract

1- INTRODUCTIONOrganizations, especially public ones, require maintaining discipline and order to achieve their goals. Organizational punishment is one of the key tools for managing undesirable behaviors of employees. If designed and implemented correctly, this tool can reduce inappropriate behaviors, ... Read More 1- INTRODUCTIONOrganizations, especially public ones, require maintaining discipline and order to achieve their goals. Organizational punishment is one of the key tools for managing undesirable behaviors of employees. If designed and implemented correctly, this tool can reduce inappropriate behaviors, improve performance, and strengthen organizational culture. However, its effectiveness depends on various factors, such as criteria transparency, fairness in execution, and consideration of short- and long-term consequences. In many public organizations, improper use of punishments or the lack of well-defined and effective policies may lead to increased deviations and decreased productivity. Therefore, the primary goal of this study is to design and validate a comprehensive and effective model for organizational punishments with a focus on public organizations in Razavi Khorasan Province. This model can help managers and policymakers scientifically and logically reduce deviations and enhance employee performance. 2- THEORETICAL FRAMEWORKThis study is based on well-known theories and models in management and organizational behavior literature. One of the most driving frameworks, Skinner’s theory states that employees' behaviors are influenced by their positive or negative consequences. In this regard, punishment can be a negative consequence leading to changes in employee behavior. The utilitarian theory emphasizes the importance of deterrence in reducing undesirable behaviors, suggesting punishment should be designed to prevent future deviations while compensating for damages. Bandura’s social learning theory highlights the impact of modeling behaviors in organizations and emphasizes the importance of direct training and demonstration of appropriate behaviors. Additionally, Kant’s theory stresses the necessity of justice in implementing punishments, asserting that no punishment should be administered without adherence to ethical and legal principles. These theoretical frameworks shaped a basis for analyzing this research's data and provided a foundation to design a comprehensive, scientific model for the effectiveness of organizational punishment. 3- METHODOLOGYThis mixed-method study was conducted in two qualitative and quantitative phases. In the qualitative phase, thematic analysis was used to extract concepts and main themes. Qualitative data were collected through interviews with nine executive managers and five university professors specializing in organizational behavior, human resources, psychology, law, and sociology. Sampling in this phase was purposive and snowball-based. In the quantitative phase, the statistical population consisted of 8,936 public managers in Razavi Khorasan Province. The sample size was determined using Cochran’s formula, and a minimum of 368 participants were selected through stratified random sampling. The data collection tool for the quantitative phase was a questionnaire whose validity was confirmed through confirmatory factor analysis, and reliability was assessed with Cronbach's alpha (above 0.7). Data were analyzed using SPSS and AMOS software. 4- RESULTS & DISCUSSIONThe study’s findings revealed that the effectiveness of organizational punishments is summarized in three main themes and fourteen components. The first theme, the effectiveness of the punishment system, includes the goals of punishment, clear and fair criteria, and appropriate timing for implementing punishments. This theme emphasizes that punishments should be designed and executed aimed at preventing deviations, compensating for damages, and correcting employee behavior. The second theme, the effectiveness of organizational structure, highlights the roles of formalization and problem-solving in the punishment process. Formalization refers to the presence of transparent and law-based guidelines that inform employees about the consequences of undesirable behaviors and help to make fair decisions. Problem-solving involves identifying and analyzing the root causes of violations and proposing preventive measures. The third theme, the deterrent effectiveness of punishment, comprises training, reform, transformation, and improving individual and organizational performance. Training employees about laws and regulations, transparent communication, and offering opportunities for behavioral correction play significant roles in reducing the need for punishments. Furthermore, deterrent mechanisms can reduce costs associated with violations and enhance organizational productivity. 5- CONCLUSIONS & SUGGESTIONSThis study has presented a comprehensive and effective model for organizational punishments, which can significantly reduce deviations, improve individual and organizational performance, and enhance productivity. The results indicate that punishments are effective when based on clear, fair, and proportionate criteria and executed justly. Additionally, continuous training and organizational culture-building can reduce the need for punishments and reinforce positive behaviors. It is recommended that organizations review their punishment guidelines and adopt corrective and educational approaches tailored to their cultural and structural needs to reduce violations. Additional recommendations for increasing the effectiveness of punitive policies in organizations are implementing intelligent monitoring systems, organizing training programs, and enhancing managerial skills in punishment and reward policies.

Original Article

Identifying the Components of Workplace Mobbing and Examining its Impact on Employees’ Mental Health

Hamed Erfaniyan Dabbaghnoghani; Hamed KhorasaniToroghi; Vahid Mirzaei

Volume 16, Autumn&Winter2025 , January 2025, Pages 449-482

https://doi.org/10.22067/tmj.2024.89656.1600

Abstract

1- INTRODUCTIONThis study investigates workplace mobbing and its impact on the mental health of employees at Mashhad Municipality. Organizational mobbing is recognized as a critical deviant behavior that significantly harms employees and organizational performance. These behaviors include physical ... Read More 1- INTRODUCTIONThis study investigates workplace mobbing and its impact on the mental health of employees at Mashhad Municipality. Organizational mobbing is recognized as a critical deviant behavior that significantly harms employees and organizational performance. These behaviors include physical violence, verbal abuse, harassment, intimidation, discrimination, and destructive actions, which can severely affect individuals' mental well-being. Considering the significance of Mashhad Municipality as one of the largest semi-governmental organizations in Iran, addressing mobbing and its consequences is vital for improving organizational efficiency and enhancing employee satisfaction. 2- THEORETICAL FRAMEWORKThe theoretical framework of this research is based on concepts of organizational deviance and mental health. Organizational mobbing refers to a set of harmful and repetitive behaviors aimed at harming individuals or groups in the workplace. Previous studies highlight the long-term psychological, physical, and social impacts of these behaviors. Mental health, a key determinant of life quality and job performance, includes four main dimensions: anxiety and sleep disorders, depression, physical responses, and social functioning. 3- METHODOLOGYThis applied research utilized a mixed-methods approach (qualitative and quantitative). In the qualitative phase, data were collected through interviews with 17 experts in management and psychology, each with at least 10 years of professional experience. This phase identified 35 mobbing-related factors, which were finalized using the Delphi method. In the quantitative phase, the population comprised Mashhad Municipality employees with a minimum of five years of service, from which 164 participants were randomly selected. Data collection tools included a mobbing questionnaire (based on qualitative findings) and the Goldberg & Hillier General Health Questionnaire. The data were analyzed using SPSS and various statistical tests. 4- RESULTS & DISCUSSIONThe results revealed that workplace mobbing significantly impacts employees' mental health. Six key dimensions of mobbing were confirmed: physical violence, verbal abuse, harassment, intimidation, discrimination, and destructive/deviant behaviors. These behaviors had the most significant effects on mental health dimensions, including anxiety and sleep disorders (r = 0.871), depression (r = 0.685), physical responses (r = 0.582), and social functioning (r = 0.676). Employees exposed to mobbing experienced severe psychological issues, such as anxiety, depression, insomnia, and reduced social interactions. These findings align with previous research, which highlights mobbing as a major stressor leading to decreased motivation, reduced self-confidence, and impaired job performance. 5- CONCLUSIONS & SUGGESTIONSThe study underscores the adverse effects of workplace mobbing on both employee mental health and organizational productivity. Managers at Mashhad Municipality should identify early signs of mobbing and implement preventive measures to mitigate such behaviors. Training programs for managers and supervisors are recommended to help them recognize mobbing symptoms and intervene effectively. Furthermore, fostering an open and supportive organizational culture, conducting anonymous surveys, and offering psychological counseling services can reduce the impact of mobbing and enhance employees' mental health. It is also suggested that intervention programs, such as yoga, breathing exercises, and group activities, be introduced to build employee resilience and reduce mobbing effects. These strategies can play a crucial role in improving working conditions, increasing job satisfaction, and ultimately enhancing organizational performance.

Examining the Impact of Strategic Leadership on Sustainable Competitive Advantage Mediated by Innovation Ambidexterity and Human Capital

Volume 15, Spring & summer 2023 , September 2023, , Pages 99-125

https://doi.org/10.22067/tmj.2023.72474.1360

Abstract

1- INTRODUCTIONThe current research aims to investigate the effect of strategic leadership on the ability to create sustainable competitive advantage. Moreover, it examines the mediating role of human capital and innovation ambidexterity. The target population of the research is enterprises operating ... Read More 1- INTRODUCTIONThe current research aims to investigate the effect of strategic leadership on the ability to create sustainable competitive advantage. Moreover, it examines the mediating role of human capital and innovation ambidexterity. The target population of the research is enterprises operating in the growth center of Ferdowsi University of Mashhad. 2- THEORETICAL FRAMEWORKStrategic leadership is the process of directing strategic plans and ensuring their satisfactory implementation, the objective of which is to succeed the organization in the long term. Leadership is considered one of the most important duties and roles of a manager. The importance of this task is high such that some scholars relate a manager's success to their ability to direct human resources. Human capital is a set of management skills such as creativity, problem-solving ability, and leadership embedded in the organization's employees. Human capital is a constitution of all potential and actual capabilities of employees that can be strengthened with proper investment. The ability of an organization to simultaneously discover innovative opportunities and implement innovation is a contradiction called innovation ambidexterity. Sustainable competitive advantage is defined as higher-than-normal returns associated with the performance and expectations of the capital market. 3- METHODOLOGYThe current research is a positivist study in terms of paradigm, inductive in terms of approach, practical in terms of purpose, descriptive-analytical in terms of method, and quantitative in terms of data and research design. The target population of this research is comprised of 110 enterprises at the growth center of Ferdowsi University of Mashhad, from which 86 were sampled with the simple random method. Thus, its level of analysis is organizational. Needed data was collected by distributing a written questionnaire, whose reliability was affirmed using Cronbach's alpha and composite reliability coefficient. To assess the questionnaire's validity, a confirmatory factor analysis was conducted and evaluated in terms of both convergence and divergence. The collected data was analyzed by conducting a structural equation modeling in SmartPLS software. 4- RESULTS & DISCUSSIONResearch results confirmed all its hypotheses and indicated that strategic leadership has a direct positive significant effect on sustainable competitive advantage. Additionally, it affects sustainable competitive advantage indirectly through human capital and innovation ambidexterity. 5- CONCLUSIONS & SUGGESTIONSPractical and research implications are presented as follows.It is suggested that enterprises hold a workshop for their managers to teach important points of strategic leadership and the art of influencing others. It is suggested that managers redefine the organizational goals and vision based on the current conditions of the environment, redesign the organizational structure according to new goals and conditions, organize training programs for employees to develop their human capital, design programs to improve moral values in the organization; enhance the organizational culture by arranging individual and group counseling meetings for employees and managers.It is suggested that managers establish a research and development center, establish a closer and more organized relationship with university professors in order to use new knowledge and transform it into new technologies, and establish an industry-university liaison office. Company managers are advised to give priority to hiring and employing creative and innovative employees. Also, for any innovation presented by the employees that leads to the creation of a creative product or service, allocate a percentage of the sales profit to encourage them.Considering the dramatic difference between the enterprises in the growth center regarding age, market size, type of activity, growth stage, number of employees, and other factors, it is suggested to approach them differently and study these enterprises in separate and more specialized categories.Since several factors may influence the relationship between strategic leadership and sustainable competitive advantage, according to a review of the research literature as well as field observations, it is suggested to consider mediators such as knowledge capital, organizational culture, brand reputation, strategic flexibility, business intelligence, etc.The research reached a big difference between humanities and non-humanities growth center companies (including engineering, agriculture, basic sciences, veterinary medicine, and sports sciences). Accordingly, it is suggested to conduct separate research on them for a more detailed investigation.

Sustainability of Organizational Changes in Iranian Private Banks: Strategies and Consequences

Volume 15, Autumn & Winter 2024 , February 2024, , Pages 147-188

https://doi.org/10.22067/tmj.2023.81906.1416

Abstract

1- INTRODUCTIONAs the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge for ... Read More 1- INTRODUCTIONAs the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge for such organizations as private banks. The research conducted in this field indicates that planning, directing, and sustaining the organizational change results is very difficult, and pervasive changes affecting the main elements of the organization do not meet the expected goals. Some researchers suggested that organizations have difficulty sustaining continuous improvement in the long term, especially after an initial period of two or three years. As in most cases, employees do not internalize the new changes and behaviors as their norms and mental beliefs and do not use them as a basis for their subsequent behaviors. The results and achievements of changes may become unstable and fade after a short time, and a return to prior behaviors may occur in some cases. Thus, the organization incurs significant financial and opportunity costs that weaken its competitive position. This is true for Iranian private banks as they do not depend financially on the government and are in a fiercely competitive environment. Therefore, the main questions are as follows: what are the strategies to achieve sustainable change, and what are their consequences in Iranian private banks? 2- THEORETICAL FRAMEWORKDifferent theories exist for organizational change, which can be used to support and guide research to find the roots and consequences of sustainable organizational change. Research on organizational change can be categorized into three types: 1) content models emphasizing the content and essence of change, 2) contingency models considering the context and environmental conditions, and 3) process models focusing on the stages of change. A review of different change models indicates that they focus only on the content, process, or implementation of change while not addressing the period after the implementation, including institutionalization and stabilization of change. Therefore, this research was conducted to bridge the existing gap and provide change managers and agents in Iranian private banks with a vision to understand deeply the strategies for sustaining organizational changes and their consequences. 3- METHODOLOGYThe philosophical foundation of the present research performed in private banks was interpretivism with the qualitative approach, and the grounded theory strategy was used. In this research, the systematic approach of Strauss and Corbin was used. The samples were purposefully selected by conducting snowball sampling on managers and experts of the private banks of Iran who have experience working in at least one change program in the past ten years, provided that one year lasted since achieving the results. The organizational change experts and researchers who had significant experiences were interviewed with a semi-structured method. The sampling continued to reach data and theoretical saturation. The collected data were analyzed by open, axial, and selective coding processes using the MAXQDA 20 software. Lincoln and Guba's criteria (credibility, dependability, confirmability, and transferability) were used to validate the results. 4- RESULTS & DISCUSSIONThe research findings demonstrated that sustainable change is characterized by two features: stackability of change, including internalization of the change and its adaptation and alignment with the organizational components, and spreadability of change, including the ability to transfer experiences to other employees and apply the organizational change. According to the research findings, the strategies needed to implement sustainable changes in Iranian private banks include 1) empowering employees through training and utilizing work teams, 2) empowering the organization by establishing a knowledge management system and motivational mechanisms, the mobilization of financial resources, the scrutiny, and explanation of the organization's strategic plan, leadership style, effective processes, and agile structure. The consequences of sustainable changes include 1) employees' growth and excellence due to their increased psychological and behavioral maturity, 2) improved efficiency to increase financial resources and reduce organizational costs, and 3) improved effectiveness to satisfy the strategic stakeholders and gain a competitive advantage. The research findings are noteworthy in that sustainable organizational change is considered a way to increase the productivity and prosperity of human resources in the organization. 5- CONCLUSIONS & SUGGESTIONSThis research demonstrated that a change is sustainable and is institutionalized when it is internalized in employees' beliefs and becomes a basis for their subsequent behaviors. This is realized by applying employee and organization empowerment strategies. Therefore, it is suggested that change managers and agents in the country's private banks consider the empowerment of employees seriously by applying influential and continuous training and expanding teamwork by using the strategies identified in this research, and the empowerment of the organization by using a knowledge management system, motivational mechanisms, providing financial resources, checking and explaining the organization's strategic plan, applying an appropriate leadership style, effective processes, and structural agility.

Designing a Model of Center for Evaluation and Development of Managers' Competencies to Achieve the Desired System of Organizational Performance Improvement: A Qualitative Approach

Volume 13, Autumn & Winter 2022 , February 2022, , Pages 125-156

https://doi.org/10.22067/tmj.2021.67290.0

Abstract

INTRODUCTIONMany forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms used in large ... Read More INTRODUCTIONMany forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms used in large companies in the world to address this issue is to exploit the center for evaluation and development. these centers are also utilized in iran for several years. THEORETICAL FRAMEWORKEvaluation centers are used to achieve various goals. the most important reasons for using evaluation centers are recruitment, appointment, retention, and development of employees. successful organizations employ middle and senior managers and even experts based on feedback received from the evaluation center. Evaluation centers have been an important tool in selecting managers for the past 25 years. One of the most important reasons for this success is that they have very high predictability. METHODOLOGYTo identify and model the performance factors, first, related university professors and administrators were identified and organized as delphi experts. then, using a questionnaire tool, the desired dimensions and components were identified during three delphi rounds. RESULTS & DISCUSSION The results indicated that the dimensions and components of the center for evaluation and development of managers' competencies include organizational value (6 components), insight and attitude (5 components), personality traits (6 components), personal communication (3 components), interpersonal communication (6 components), leadership (5 components), professional credibility (3 components), technological knowledge (3 components), self-management (4 components), managing the others (4 components), business management (7 components), emotional ability (3 components), mental ability (3 components), empirical ability (3 components), academic ability (4 components), physical ability (3 components), and personality traits and skills of evaluators (11 components). also, the important dimensions and components of the system to improve the organizational performance include human resources (4 components), knowledge management (4 components), external factors (6 components), internal factors (4 components), and organizational management (7 components). CONCLUSION & SUGGESTIONSConsidering the role of the evaluation center in assessing the competence of managers, it is suggested to senior officials take the necessary measures to design, establish, utilize, and support evaluation centers to evaluate the competencies of their staff and provide a basis for meritocracy. On the other hand, the expansion of the evaluation center in the country and its acceptance by organizations and senior managers requires formulating and implementing a culture at the national level in line with the country's perspective. thus, researchers are advised to implement evaluation centers in organizations even in the form of research projects. It should be noted that, in the present study, the dimensions and components were designed in the municipality. The other organizations should design the appropriate model based on their specific tasks and managerial competencies. there are common roles and responsibilities for a manager. The evaluation center should accordingly evaluate the common tasks and competencies as well as tailor them to each organizational position.

The analysis of organizational entrepreneurship factors with the combined approach of grounded theory and fuzzy cognitive map (Case of: electricity Distribution Company of Yazd)

Volume 10, Autumn & Winter 2019 , February 2019, , Pages 95-122

https://doi.org/10.22067/pmt.v10i2.66200

Abstract

1- INTRODUCTIONNecessity of Organizational entrepreneurship is result from incompatibility and slow response of small and big scale organizations to increasing rapid, complex and uncertain changes of environment. Therefore, organizations must use external and internal resources effectively and timely ... Read More

An Analysis of the effect of professional ethics on organizational performance and trust through the mediating role of ethical climate

Volume 11, Spring & summer 2019 , September 2019, , Pages 27-56

https://doi.org/10.22067/pmt.v11i1.69484

Abstract

1- INTRODUCTIONToday, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present study is to investigate ... Read More 1- INTRODUCTIONToday, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present study is to investigate the relationship between professional ethics on organizational performance and trust by mediating role of the ethical climate in the Red Crescent Organization of Tehran Province.2- THEORETICAL FRAMEWORKEthical behavior is one of the important issues of all organizations that can be affected by many factors, including intellectual capital. In organizations, what they know (intellectual capital) is more than what they are (material capital); on the other hand, organizations are increasingly engaging in ethical conundrum, the conditions that the professional ethics and existing ethical climate should be paid Special attention. stated that in the past two decades, extensive research has focused on the ethical climate of the organization, most notably by Coulen et al. Research on organizational ethical climate is relatively new and has attracted the attention of many researchers. In 2007, an investigation was conducted among managers of business, industrial and transportation company, which showed that the types of organizational ethical climate on various dimensions of job satisfaction (satisfaction with payment, promotion, co-workers, supervisor, and job) has a positive effect. Also, this research showed that organizational ethical climate types have a positive effect on different kinds of organizational commitment , organizational identity, involvement and loyalty. One of the consequences of behavioral and attitudinal outcomes resulting from ethical climate is job satisfaction, which is one of the most significant variables in the field of organizational psychology and management. job satisfaction refers to the general attitude of the individual about the job. In another study, Enayati and Hajji Zeinali's findings in 2013 showed that the status of organizational trust and work ethics is in a desirable level and there is a positive relationship between organizational trust and its components with work ethic. In the relationship between professional ethics and employee performance, some researches have recommended that, in order to improve knowledge management and employee engagement, it is necessary to focus on the establishment of ethical and professional workplaces. in another research, considered Expression of Organizational Existence and trust as factors involved in mental and physical health. The results showed that high levels of expression Existence have a significant positive correlation with excessive work and a negative correlation Has a significant psychological and physical health. showed that the organizational climate directly and indirectly affects social capital and has a positive and significant effect on job performance also social capital has a positive and direct effect on Job performance. Also, indicated that the performance and the willingness to leave were affected by organizational ethical climate and its dimensions. So in this research, we examine these hypotheses:Hypothesis 1: Professional ethics has a direct relationship with ethical climate.Hypothesis 2: Professional ethics has an indirect relationship with performance through ethical climate.Hypothesis 3: Professional ethics has a direct relationship with organizational trust.hypothesis 4: Professional ethics has an indirect relationship with organizational trust through ethical climate.hypothesis 5: Professional ethics has direct relationship with performance.Hypothesis 6: The ethical climate has a direct relationship with organizational trust.hypothesis 7: The ethical climate has a direct relationship with performance.3- METHODOLOGYThis research is an applied study in terms of its purpose and based on its method is descriptive. The population of this study was 470 employees of the Red Crescent Organization of Tehran that 198 employees were selected randomly as a statistical sample. Data were collected through questionnaires including ethical climate, organizational trust, organizational performance and professional ethics based on the Likert 5 range. in this study Kolmogorov-Smirnov test was used to test normal. Considering that the level of distribution of variables in the organization is more than 5%, the distribution is normal. in this research, Cronbach's alpha test was used to examine the reliability of the research toolAll structures have a Cronbach's Alpha higher than 0.7. To assess the validity of the questionnaire, content validity and exploratory factor analysis have been used . For statistical analysis of the relationships between research variables, Pearson correlation test and structural equation model were used by LISREL software.4- RESULTS & DISCUSSIONAccording to the results of the data analysis, the proposed model was approved which shows the results of the correlation between the variables. The least correlation belongs to the relationship between ethical climate and job performance. Therefore, any improvement in professional ethics can be accompanied by improvements in its implications: ethical climate, organizational trust, and job performance. It was found that the existence of professional ethics in employees has a positive relationship with job performance. This has been confirmed in other investigations. The findings also indicate that the relationship between professional ethics and organizational trust is positive and significant. Some studies have also evaluated this relationship positively. The weakness of the ethical system leads to a reduction in communications and an increase in organizational losses. In an organization such as the Red Crescent, a reduction in the level of employee trust can lead to multiple damage to other functional and behavioral dimensions. also, the results of the analysis show a positive and significant relationship between ethical climate and job performance; several studies confirm the same conclusion. It seems that when employees recognize ethical climate , they will understand the values and ethical behaviors of an organization and will have better performance. Thus, the indirect relationship between professional ethics and performance through the mediating role of ethical climate is confirmed.Findings show a positive and significant relationship between ethical climate and organizational trust. Some researchers also pointed to this in their research. Finally, it can be concluded that professional ethics with organizational trust are indirectly related by the mediating role of ethical climate.5- CONCLUSIONS & SUGGESTIONSThe research also encountered some constraints such as conservatism , lack of motivation and possibility of unrealistic responses of some respondents. regarding with practical suggestions it should be noted that ethical leaders should be used to create an ethical climate that leads to organizational ethics. In our organizations, since there is always a lack of organizational trust, the ethical climate and professional ethics of an organization have led to a climate of friendship so that trust can be built up. Also, given the importance of the subject, it is suggested that in future researches the relationship between adherence to professional ethics, ethical leadership in organizations, social acceptability of companies, and other similar issues are further considered, in order to be able to demonstrate the impact of ethics in management, The efficiency and effectiveness of companies, in addition to promoting the level of professional ethics and encouraging companies to be ethical, pursued standardization and approval of the necessary laws in this field more quickly and more easily.

Original Article

Identifying the Antecedents and Consequences of Hooliganism in Mashhad Municipality

Hamed Erfaniyan dabbaghnoghani,; Hamed KhorasaniToroghi; Vahid Mirzaei

Articles in Press, Accepted Manuscript, Available Online from 28 May 2025

https://doi.org/10.22067/tmj.2025.92286.1684

Abstract

This research aims to identify the antecedents and consequences of hooliganism in Mashhad Municipality. This study is based on qualitative methodology and content analysis method based on Brown and Clark method. The statistical population consisted of 21 academic and organizational experts active in ... Read More This research aims to identify the antecedents and consequences of hooliganism in Mashhad Municipality. This study is based on qualitative methodology and content analysis method based on Brown and Clark method. The statistical population consisted of 21 academic and organizational experts active in Mashhad Municipality who were interviewed semi-structured until theoretical saturation. Sampling in this research was done by snowball method. That is, at the end of each interview session, the participant was asked to introduce a person who possessed knowledge and expertise in this field. The strategy for selecting organizational experts was also based on executive activities and management background, which required having at least 10 years of executive and management experience and having a master's or doctoral degree in one of the fields of management, educational sciences, and psychology. The analysis was conducted using MAXQDA software to ensure the reliability of the interviews. The structured process technique of convergent interviews and the technique of having at least two people conduct the interviews separately but in parallel were used. A total of 77 open codes of primary concepts, 20 sub-themes or basic themes, and 2 main themes were extracted from the research findings. Finally, threats for personal goals, insulting and disrespectful behavior, threats of demotion or dismissal, poor adherence to ethical principles, abuse of power for unethical purposes, lack of transparency and poor communication, poor organizational culture and leadership, poor internal monitoring and control, lack of effective or transparent policies, use of force and threats as precursors to bullying and Factors such as decreased work motivation, decreased work quality, decreased trust, increased job conflicts, creating an atmosphere of fear and insecurity, increased job abandonment, increased employee dissatisfaction, decreased productivity, decreased performance, and damage to the organization's reputation were identified as consequences of hooliganism.

Original Article

Impact of Flexible Employment and Workforce Diversity on Strategic Entrepreneurship: An applied study in big Private Companies

Yousif Riadh; Yaghoob Maharati; Mohammad Mahdi Farahi; Alireza Khorakian

Articles in Press, Accepted Manuscript, Available Online from 02 December 2024

https://doi.org/10.22067/tmj.2024.90151.1615

Abstract

In today's dynamic and highly competitive global marketplace, organizations are continuously seeking ways to foster innovation and sustain long-term growth. Strategic entrepreneurship—a concept that combines opportunity-seeking behaviors (opportunity exploration) with advantage seeking behaviors ... Read More

Original Article

A behavioral model for startup life cycle, a meta-synthesis study

Majid Malekmohammadi; Seyed Hamid Khodadad Hosseini; Kambiz Heidarzadeh Hanzaee

Articles in Press, Accepted Manuscript, Available Online from 02 December 2024

https://doi.org/10.22067/tmj.2024.90344.1622

Abstract

Abstract:Introduction: Startup businesses have a very high failure rate and various factors are involved in their failure at different stages of life, among which behavioral factors are more controllable and preventable. Behavioral models focus on understanding the behavior and decision-making processes ... Read More Abstract:Introduction: Startup businesses have a very high failure rate and various factors are involved in their failure at different stages of life, among which behavioral factors are more controllable and preventable. Behavioral models focus on understanding the behavior and decision-making processes of individuals in a startup business and how they can affect the risk of failure. Therefore, the main goal of this research was to contribute theoretically to reducing the failure rate by providing a startup life cycle model suitable for investigating the behavior, action and decisions of entrepreneurs.Methods: In this qualitative research, which was carried out using a meta-synthesis approach, the seven-step method of Sandelowski and Barroso (2007) was employed, in the first step of which the research framework was determined by posing questions, and in the second step, the main and secondary keywords and the string of search terms were set. And in the third step, a systematic review of Persian and English academic resources was conducted in domestic and foreign databases, journals and search engines, as well as valid business researches in the non-academic entrepreneurial ecosystem. 160 articles and sources with related titles, were selected and 33 articles and sources were screened based on the abstract, content and quality of the research method with the CASP method and with the logic of the Ghasemi flowchart. In the fourth step, the final process of identifying the codes and in the fifth step, content analysis was performed, and the categorization of the codes was done based on Ethride Sterling's levels and the resulting theme network was drawn with the help of MAXQDA software. In the sixth step, refining and finalizing the categorization of the codes was done with the help of six experts, who were selected by the snowball method, and Cohen's Kappa index was used to check the internal validity and internal reliability of the model.Findings: As a result of meta-synthesis, a behavior-oriented model was obtained, in which 6 Global Theme categories are the basis for differentiating stages, and below them are 14 Organizing Theme categories, including: 1- Idea and opportunity validation (idea and opportunity, opportunity validation), 2- Seed (vision and planning, establishment and preparation), 3- Business start-up (launch, customer validation, break-even point, stabilization and productivity), 4- Growth (primary growth, secondary growth), 5- Scale and maturity (scale/maturity /stability), 6- decline/revival. Also, the structural components of the model were explained based on the two selected behavioral theories using statements of risk, behavior, actions and strategies related to each stage of the life cycle and evolution of startup businesses with the help of experts.Conclusion: The explanation of behaviors and factors that lead to failure in the resulting model provides a comprehensive framework for failure risk analysis at each stage of a startup's life cycle. The analytical framework presented in this research can be considered as a basis for analyzing the startup business situation for entrepreneurs, investors and planners.

Original Article

Categorization of Future-oriented needs assessment methods

hassan ghoroneh; azam babaki rad

Articles in Press, Accepted Manuscript, Available Online from 03 February 2025

https://doi.org/10.22067/tmj.2025.90380.1623

Abstract

Nowadays, intelligent education,research and technology development are emphasized. Future-oriented needs assessment methods are the basis of this intelligence. which is the purpose of this article.Their classification helps people to choose the appropriate and more intelligent method to act. The classification ... Read More

Original Article

Designing an innovative organizational culture model in administrative system with a future research approach

Mohsen Fallah Shirvani; Esmaeil Asadi; Naser Mirsepasi; Hormat Asghari

Articles in Press, Accepted Manuscript, Available Online from 16 February 2025

https://doi.org/10.22067/tmj.2025.89833.1606

Abstract

1-INTRODUCTIONInnovative organizational culture provides the necessary infrastructure and platform for the implementation of organizational innovation. Failure to pay attention to this matter will cause irreparable damage to the development of the country and prevent the achievement of the goals of the ... Read More 1-INTRODUCTIONInnovative organizational culture provides the necessary infrastructure and platform for the implementation of organizational innovation. Failure to pay attention to this matter will cause irreparable damage to the development of the country and prevent the achievement of the goals of the administrative system as the executive machine of the government. The fast and abundant changes in today's world have affected the way organizations are run, and the administrative system tries to strengthen its ability to accept new tasks, deal with complexities and environmental changes, and many other things by increasing its capacity. Therefore, this research was carried out with the aim of designing an organizational culture model based on innovation in Iran's administrative system and with a future research approach.2- METHODOLOGYThis research is a mixed method in terms of development goal, in terms of practical result and in terms of information collection. The statistical population of this research includes university professors and administrative system experts who are familiar with the field of organizational behavior and culture, who were selected by non-probability sampling method. In this research, data was collected through semi-structured interviews and this process continued until the theoretical saturation stage was reached. Qualitative data analysis was done using theme analysis method. To calculate the retest reliability, three interviews were selected from among the conducted interviews and were coded twice in a ten-day period. In the quantitative stage, classical Delphi method was used to check and validate the identified factors. In this regard, a questionnaire was distributed among a number of academic experts and administrative system experts.The data collected at this stage were analyzed using statistical methods such as Kendall's correlation coefficient, central tendency and dispersion criteria.3- RESULTS & DISCUSSIONThe findings obtained from the qualitative phase of the research in order to answer the first question of the research (What are the indicators of innovative organizational culture in the administrative system and the trends affecting it in the future and its consequences?) showed that out of a total of 81 codes extracted from the interview With the participants in the research, 34 codes were assigned to trends affecting innovative organizational culture, 40 codes were assigned to innovative organizational culture, and 7 codes were assigned to its consequences. which include these visible factors (strategic leadership of innovation, organizational resources, knowledge management, development and empowerment, management of ideas, communication, organizational structure); Basic foundations (values and attitudes); Influential trends (economic, technological, social, environmental, organizational and political) and the consequences of innovative culture (organizational and social) in Iran's administrative system.The findings of the quantitative phase of the research in order to answer the second question of the research, which was about the validity of the model of innovative organizational culture in Iran's administrative system, were investigated with a future research approach and from the experts' point of view, through the Delphi technique. This process, after twice distributing the questionnaire among the experts, indicated their high agreement about the proposed model. More details of the findings of this stage are presented below. In the first round of implementing the Delphi technique, researchers designed a questionnaire based on the factors specified in the qualitative phase and distributed it among experts. The results showed that all the factors identified from the qualitative stage were maintained and three new indicators including improving the speed of action, transparency and critical thinking were added to the experts' suggestion. In the second round, the questionnaire was redistributed to measure the final agreement of the experts about the model and its factors.Various statistical methods such as Kendall's correlation coefficient, quartile deviation, standard deviation and median were used to analyze the data obtained from experts' opinions. In the meantime, Kendall's coordination coefficient was used as a tool to measure the level of agreement between experts' views. The values of this coefficient are variable from zero to one; So that zero indicates complete lack of agreement and one indicates complete agreement among experts' opinions. According to the established standards, the value of Kendall's correlation coefficient should not be less than 0.5, because values below this limit indicate a low level of agreement among experts. In addition to the general agreement of experts about the questionnaire, the degree of desirability of each factor was also analyzed using indicators such as mean, median, standard deviation and quartile deviation.In the Delphi technique, the median value should be greater than or equal to 4, the standard deviation value should be less than one, and the interquartile range should be less than or equal to 1. The results of Kendall's correlation coefficient test and indices of tendency to center and dispersion show the high coordination of experts' views about the research model and confirm its accepted validity4- CONCLUSIONS & SUGGESTIONSBased on the obtained results, it is recommended that in order to align the culture of the administrative system with the effective trends, the leaders and managers of this system should determine the appropriate orientation and present the perspective of innovation in the administrative system by strengthening the interactions and effective communication with the employees. Also, with a practical commitment to innovative measures and creating an inspiring atmosphere for employees, the ground for facilitating the process of guiding creativity and innovation in this system should be provided. In order to strengthen the necessary resources for the development of an innovative organizational culture, it is suggested to improve the abilities, skills, knowledge and awareness of employees and to equip the administrative system with the necessary technologies and tools through continuous environmental monitoring and collecting data related to the organization and the surrounding environment.In addition, the field of strengthening the innovative culture should be provided by supporting the idea generation of employees, evaluating their ideas, offering rewards to the best ideas and encouraging the exchange of knowledge and information within the organization.In qualitative researches, phenomena are investigated in the context of their occurrence and for this reason, the results obtained are unique to the same context and their generalizability to other conditions and situations has limitations. Since the findings of this research were formed based on the views and experiences of experts in Iran's administrative system, the results of this research cannot be easily generalized to other organizations. Future researchers can conduct more research in this field by examining and validating the indicators of innovative organizational culture identified in this studyKeywords: Organizational culture, Innovative organizational culture, Administrative system

Original Article

Technostress and exposure to technology; Phenomenological analysis of the phenomenon of technostress in the country's tax affairs organization

Milad Amraei; Ali shariat Najade; Reza Sepahvand; Hojjat Vahdati

Articles in Press, Accepted Manuscript, Available Online from 23 February 2025

https://doi.org/10.22067/tmj.2025.90158.1616

Abstract

Technostress is one of the important challenges in the digital age, which is expanding especially in government organizations, which means stress caused by information and communication technologies in work environments. This phenomenon has profound effects on people's mental health and job performance ... Read More

Original Article

Identification and analysis of key success factors and consequences of virtual leadership style implementation with FCM fuzzy mapping method

Ali shariat Najade; hanieh hatami; razieh hasanvand

Articles in Press, Accepted Manuscript, Available Online from 23 February 2025

https://doi.org/10.22067/tmj.2025.90700.1633

Abstract

In the current era, technology and information technology has become a permanent tool in human interactions, which requires a change in leadership approach. Therefore, the current research was conducted with the aim of identifying and analyzing the key factors of success and the consequences of implementing ... Read More In the current era, technology and information technology has become a permanent tool in human interactions, which requires a change in leadership approach. Therefore, the current research was conducted with the aim of identifying and analyzing the key factors of success and the consequences of implementing the virtual leadership style. The current research is an exploratory research in terms of practical purpose in terms of gathering information. Also, this research is a type of mixed qualitative and quantitative research based on comparative and inductive philosophy. The statistical population of the research is organizational managers along with university professors, and they were selected with the purposeful sampling method due to their theoretical and practical familiarity with the research topic and based on the principle of theoretical saturation. The data collection tool is interview in the qualitative part and questionnaire in the quantitative part. The data collection tool is in the qualitative part of the interview, the validity and reliability of which was confirmed using content validity and theoretical validity and intra-coder and inter-coder reliability methods. Also, the tool for collecting information in the quantitative part is a questionnaire whose validity and reliability were confirmed using the content validity and reliability of the test. In this research, the content analysis and coding method was used in the qualitative part and the FCM fuzzy cognitive map method was used in the quantitative part for data analysis. The research results include the identification and analysis of key success factors and the consequences of virtual leadership style implementation. The results of this research indicate that the necessity of establishing coordination and communication between team members, electronic intelligence skills, knowledge and awareness of virtual leaders towards leading in a multicultural and multilingual society are the most important antecedents of virtual leadership style. Also, the high speed of communication, formality and de-bureaucracy were identified as the most important suffixes of virtual leadership

Original Article

Designing the Evolutionary Model of the Iran Electricity Market Ecosystem, a Co-Creation in the Electricity Industry Value Chain Approach

Alireza Khodabandeh; Mohsen Moradi; Seyed Morteza Ghayor Baghbani; Davood Manzoor

Articles in Press, Accepted Manuscript, Available Online from 24 February 2025

https://doi.org/10.22067/tmj.2025.91049.1641

Abstract

1- INTRODUCTION The article discusses the dynamics of the Iran's electricity market ecosystem. It aims to design an evolutionary model for this ecosystem, focusing on identifying value chain actors, evolutionary drivers, and areas of value co-creation. Traditionally, the electricity supply chain included ... Read More 1- INTRODUCTION The article discusses the dynamics of the Iran's electricity market ecosystem. It aims to design an evolutionary model for this ecosystem, focusing on identifying value chain actors, evolutionary drivers, and areas of value co-creation. Traditionally, the electricity supply chain included generation, transmission, and distribution, operating independently. Under restructuring, the power supply becomes a semi-liberal market activity. The article emphasizes the balance between integration and competition forces, crucial for ecosystem sustainability. Value co-creation, driven by collaboration among actors, aims to achieve innovation and improved economic, social, and environmental performance.2- THEORETICAL FRAMEWORK Digital transformation, driven by technological innovation, changing consumer behavior, and operational efficiency needs, has significantly altered the business landscape and impacted traditional models (Sasha et al., 2024). The research highlights the importance of adaptive strategies and digital competencies. Sjödin et al. (2024) emphasize the need for new capabilities—ecosystem foresight, integration, and governance—to manage complex business ecosystems. Diamond et al. (2023) calls for more research on ecosystem decline and propose strategies for ecosystem development. Flynn and Foss (2023) focus on value theory’s role in ecosystem growth and capability, criticizing current studies for lacking micro-foundations. Espina-Romero et al. (2022) review literature from 2018 to 2022, identifying key and less-studied topics in business ecosystem research. PESTLE tool (Henry, 2021) was used to analyze co-creation fields in the ecosystem; Economical and technological domains alongside combining legal and political factors into one domain and social and environmental factors into another, are highlighting collaboration and value co-creation.3- METHODOLOGY A model similar to SGAM is used to map and display the target model, which includes the three dimensions of actors, evolutionary drivers, and areas of value co-creation. Identification of evolutionary drivers of the ecosystem of Iran's electricity industry was done using thematic analysis of semi-structured interviews. To conduct and analyze the semi-structured interview, the method proposed by Adeoye‐Olatunde & Olenik (2021) including seven stages was used.After the three dimensions of the model are obtained, the relationships between dimensions should be expressed mathematically. Here, the actors are the nodes of the cognitive map, whose degree of interaction and influence on each other in each of the fields of value co-creation is obtained as the edges by gathering the opinions of experts. In order to obtain the final cognitive map of the influence of players, four cognitive models of value co-creation areas, according to the weights given by the experts, are combined and an aggregate cognitive map is formed; This collective cognitive map assures all aspects of interactions lead to co-creation of value in different areas have been considered.The drivers have their influence on the actors; This effect is applied through the nodes of the aggregated cognitive model graph. Therefore, the presented cognitive model is a model that, in addition to the edges that have values in traditional models, graph nodes also have values due to the influence of drivers on actors, so classical models of cognitive map solving cannot be used, and other methods of matrix analysis should be used. By reviewing the existing literature, the permanent matrix value approach was chosen to analyze the model. This new approach is based on graph theory and matrix algebra and has some desirable features (such as the ability to model interactions, the ability to structure problems hierarchically, etc.) for modeling and solving complex decision-making problems.4- RESULTS & DISCUSSION semi-structured interview was used along with to identify the actors of the ecosystem of the Iranian electricity market. As mentioned before, in this standard model, the main actors of the electricity market form the ecosystem of the electricity market with other actors. By summarizing the interviews conducted, the green market, the optimization market, the wholesale market and the energy exchange as the main actors of the market domain and network regulation and management, transmission-major subscribers-distribution, production including scattered energy sources, legislator and service provider as the acting domains. The ecology of Iran's electricity market was obtained.In this study, 181 thematic codes were mentioned by 16 participants, which were first categorized into 55 basic drivers and then 6 strategic drivers. These drivers included incentive policy with an emphasis on energy efficiency, privatization and reform of financial and liquidity processes, imbalance in electricity production and consumption, facilitation of macro interactions, development of electricity market mechanisms and finally sanctions and restrictions.By aggregating the weights given by experts and applying them in the areas of value co-creation, the aggregated fuzzy cognitive map matrix was determined. Fuzzy logic with positive and negative values was used to measure the effect of each evolutionary drive on each actor. If this number is negative, it means having a contraction effect on the actor in the ecosystem, and if it is positive, it will indicate the expansion and dynamic effect of the actor in the ecosystem. With this, the main diameter of the final matrix of the cognitive map has a value. The sensitivity analysis of the above matrix is used to determine the overall contraction or expansion of each driver.5- CONCLUSIONS & SUGGESTIONS Drivers of the development of electricity market mechanisms, incentive policies with emphasis on energy efficiency, privatization and reform of financial circulation processes and facilitation in macro transactions and the drivers of sanctions and restrictions as well as disharmony, respectively They are centrifugal or expansive in the production and consumption of electricity. Therefore, the output of the fuzzy cognitive map model, which is obtained by analyzing the sensitivity of the sustainable value matrix of the ecosystem, is the selection of two basic drivers that have the greatest impact on the expansion and contraction of the ecosystem, namely, the development of Iran's electricity market mechanisms and the imbalance in electricity, which are Two are the strategic drivers of the ecosystem of Iran's electricity market. Resolving the imbalance in electricity requires the development of infrastructure, including grids, facilities, power plants, and gas production and transmission systems. In contrast, the development of electricity market mechanisms does not require a high investment and using successful experiences in the world, methods for improving these mechanisms are obtained.

Original Article

Designing and explaining a comprehensive model for the conceptual expanding of team building coaching in emerging and knowledge-based companies

Azadeh Eftekhar; Qumars Ahmadi; Reza Salehi; Yaaghoub Ahmadi

Articles in Press, Accepted Manuscript, Available Online from 08 April 2025

https://doi.org/10.22067/tmj.2025.91520.1652

Abstract

This research was conducted with the aim of designing and explaining a comprehensive model for conceptual development of team building coaching in start-up and knowledge-based companies. This research is applied in terms of its purpose, exploratory in terms of its approach, and mixed (qualitative-quantitative) ... Read More

Original Article

Investigating Relationships between Entrepreneurial Spirit, Academic Performance, and Propensity to Immigrate Among Students Using SEM (Case Study: Ferdowsi University and Mashhad Medical Sciences)

Maryam sadat Afkhami Mostafavi; Masoud Imanian; mahnaz amirpour

Articles in Press, Accepted Manuscript, Available Online from 16 April 2025

https://doi.org/10.22067/tmj.2025.90930.1638

Abstract

Today, elite migration is one of issues in Iran. Therefore, aim of this study is to investigate relationships between entrepreneurial spirit, academic performance, and propensity to immigrate among students using a structural equation approach using a descriptive-correlational method. Online questionnaires ... Read More

Original Article

Designing and explaining the organizational maturity model (case study of Iran Airports and Air Navigation Company)

Abolfazl Dabirchiloo; Alireza Nobari; Morteza Ghasemi

Articles in Press, Accepted Manuscript, Available Online from 06 May 2025

https://doi.org/10.22067/tmj.2025.92508.1687

Abstract

Abstract: This study was conducted with the aim of designing and explaining an indigenous organizational maturity model for the Iran Airports and Air Navigation Company. Considering the lack of localized frameworks in the country’s aviation industry, a grounded theory approach combined with a mixed-methods ... Read More

Original Article

Identifying and analyzing the competencies required by the mentor in the startup growth process

seyedhadi talebian; Alireza airajpour; kamal sakhdari; mortaza mosakhani

Articles in Press, Accepted Manuscript, Available Online from 12 May 2025

https://doi.org/10.22067/tmj.2025.91702.1663

Abstract

Identifying and analyzing the competencies needed by mentors in the growth process of startupsAbstractThe primary objective of the present study is to identify and analyze the competencies required of mentors in the startup growth process. The research is applied in nature, based on its purpose, and ... Read More

Original Article

Modeling Organizational Culture in the Context of Digital Transformation in Public Organizations

payam karami; Masoud bastami; mansour irandoost

Articles in Press, Accepted Manuscript, Available Online from 15 June 2025

https://doi.org/10.22067/tmj.2025.91947.1674

Abstract

The primary problem addressed by this research is the identification of cultural challenges faced by organizations, particularly public organizations, during digital transformation, and the development of a model for fostering an organizational culture conducive to these changes. Accordingly, the purpose ... Read More The primary problem addressed by this research is the identification of cultural challenges faced by organizations, particularly public organizations, during digital transformation, and the development of a model for fostering an organizational culture conducive to these changes. Accordingly, the purpose of this study is to model organizational culture in the context of digital transformation in public organizations. A mixed-methods approach (qualitative-quantitative) is employed, utilizing meta-synthesis in the qualitative phase and Interpretive Structural Modeling (ISM) in the quantitative phase. For this, 18 selected qualitative studies on organizational culture and digital transformation, published in the last decade, were systematically reviewed and analyzed. Following a three-stage screening process, 284 initial codes were extracted, leading to the identification of 16 key themes. Subsequently, leveraging the ISM method and the input of 10 experts, these 16 factors were structured into a six-level model. The modeling results indicate that 'Transformational Leadership' resides at the highest level (Level 1), while 'Transformation Management,' 'Digital Needs,' 'Organizational Professional Needs,' and 'Technology Advancement' are at the lowest level (Level 6). Other factors include 'Innovation Culture,' 'Risk-Taking Culture (Type 1),' and 'Agility Culture' (Level 2); 'Alignment and Coordination Culture,' 'Customer Orientation Culture,' and 'Participation and Collaboration Culture' (Level 3); 'Digital Empowerment' and 'Technology Acceptance' (Level 4); and 'Change Management,' 'Support for Change Process,' and 'Risk-Taking Culture (Type 2)' (Level 5). MICMAC analysis further revealed that 'Digital Empowerment' and 'Technology Acceptance' play key linking roles within this model. The findings of this research, offering a structured framework, underscore the importance of a comprehensive and integrated approach to cultivating a digital organizational culture in public organizations. This model assists their managers and decision-makers in designing and implementing more effective strategies to facilitate the digital transformation process through a deeper understanding of the influential factors and their interrelationships.

Publication start year	2009
Number of Volumes	16
Number of Issues	32
Number of Authors	661
Number of submissions	3,253
Number of Reject Articles	2,728
Rejection Rate	84
Number of Accept Articles	284
Acceptance Rate	9

Volume 16 (2024)

Volume 15 (2023)

Volume 14 (2022)

Volume 13 (2021)

Volume 12 (2020)

Volume 11 (2019)

Volume 10 (2018)

Volume 9 (2017)

Volume 8 (2016)

Volume 7 (2015)

Volume 6 (2014)

Volume 5 (2013)

Volume 4 (2012)

Volume 3 (2011)

Volume 2 (2010)

Volume 1 (2009)

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