Original Article
hassan danaeefard; Hosein Kazemi; Mahsa Karimi
Abstract
Today, the emergence and expansion of digital technologies has led governments to use technologies to improve public services and the quality of public administration; Because in the digital age, the needs and expectations of citizens have changed and public organizations must move towards digital transformation ...
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Today, the emergence and expansion of digital technologies has led governments to use technologies to improve public services and the quality of public administration; Because in the digital age, the needs and expectations of citizens have changed and public organizations must move towards digital transformation in line with the needs of citizens and in order to prevent digital Darwinism. Digital transformation in Iran helps the government to improve its functions and provide services that meet the changing expectations of citizens and businesses; which ultimately leads to increasing the resilience of the country's social and economic system. However, there are challenges that prevent public organizations from enjoying its benefits. Therefore, the purpose of this study is to identify the challenges of implementing digital transformation facing Iran's public organizations and the relationships between them through the structural-interpretive modeling approach. In this regard, in this study, after reviewing the literature and interviewing experts, 28 challenges were identified. These challenges were given to the experts and finally, after prioritizing and ranking them, 12 challenges were selected as the most important challenges of digital transformation in public organizations. According to the findings, the challenges were placed in 5 levels, where laws and regulations, old generations in managerial position and consecutive managerial changes were raised as basic challenges which managers should consider in order to implement digital transformation in the first place.
Original Article
Mahdi Mohammadreza'i; Behrooz Rezaeemanesh
Abstract
1- INTRODUCTIONDespite the importance of the concept of organizational black hole as a phenomenon that prevents the achievement of organizational goals, the conceptual scope of this research area is still vague and unclear. The purpose of this research is to explain the concept of organizational black ...
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1- INTRODUCTIONDespite the importance of the concept of organizational black hole as a phenomenon that prevents the achievement of organizational goals, the conceptual scope of this research area is still vague and unclear. The purpose of this research is to explain the concept of organizational black hole and to identify the factors that create and the consequences of this phenomenon in the Ministry of Education. By conceptualizing the organizational black hole through the analysis of the lived experiences of the experience owners, in this research, the scope of understanding and perception of the concept hidden in the organizational black hole was developed.2- THEORETICAL FRAMEWORKThe research conducted in the field of organizational black hole shows that there is no consensus about the nature of the phenomenon of organizational black hole, so researches should take action to create conceptual and practical unity of organizational black hole with this approach to its study. In other words, previous researches about the concept of organizational black hole and the actions and behaviors that create this phenomenon and its consequences have been generalized and this issue has not been investigated in detail. The concept of organizational black hole is new, and its constituent components have been investigated sporadically in the field of research, and so far, a comprehensive model that expresses and includes a comprehensive number of factors involved in organizational black hole and its consequences in the administrative system has not been presented. Previous studies have only examined some dimensions in this field, therefore, it is necessary to provide comprehensive research in this field to improve the understanding of the concept of organizational black hole. It is also necessary to make a precise demarcation between the organizational black hole and organizational issues and problems, because the total of organizational bottlenecks and inadequacies does not indicate the organizational black hole. Therefore, while defining the organizational black hole and identifying its causes and consequences, this research has been able to differentiate between the black hole and the problem and challenge.3- METHODOLOGYThe approach of this research is qualitative and the strategy used is phenomenology. In the present study, semi-structured interviews were used to collect data from departments and organizations affiliated to the Ministry of Education. For this purpose, interviews were conducted with 17 experts and education managers and two interviews were discarded due to being unrelated. The participants of this research all had lived experience in the Ministry of Education, who are either currently working in this Ministry or had a history of working in the Ministry of Education and these people were selected from all management levels, including the Minister, General Managers. In the ministerial area, there were provincial general managers and deputies, district managers and deputies, and school principals. Since these people were known, purposive sampling was used to select the interviewees. The data saturation index was used to determine the sample size. Although after 11 interviews with the participants, the researcher found that the data obtained from the subsequent interviews were repeated, but for the sake of more confidence to ensure data saturation, the interviews continued until 6 additional interviews. Two interviews could not be used. Next, data analysis was done with thematic analysis method.4- RESULTS & DISCUSSIONThe findings of the present research led to the presentation of a structure containing the meaning and concept, factors, effects and consequences of the black hole of politicization in the Ministry of Education. The organizational black hole phenomenon in the Ministry of Education includes managerial, ideological and political essence. This phenomenon included 1-the politicization of human resources management in the process of appointment, promotion, rights and benefits,2-excessive influence of ideological discussions in educational goals and contents, and 3-were political interventions in the structure and administrative and educational programs and dismissals and appointment; The factors that create the phenomenon include 1-Organizational factors including individual characteristics, structural alignment and organizational extent and 2-contextual factors including non-adherence to laws and undesirable cultural tendencies and the consequences of the phenomenon include 1-individual consequences including educational and training, 2-organizational consequences including weakness in planning and implementation, lack of meritocracy and the existence of dwarfism, lack of organizational stability and low productivity of human resources and 3-environmental consequences such as economic, cultural and social consequences. Also, based on the research data, a one-to-one correspondence was established between the organizational black hole in education and its consequences.5- CONCLUSIONS & SUGGESTIONSThe present research was conducted with the aim of identifying the causes, nature and consequences of the black hole phenomenon of politicization in the Ministry of Education. Politicization as an organizational black hole is a concept that has been researched by scholars in the fields of public administration and political science. In this research, using the strategy of phenomenology and the lived experiences of the participants, what is the essence, the factors that create it, and the consequences of this phenomenon were researched. In the causes section, two organizing themes and five basic themes; In the essence section, three organizing themes and eight basic themes, and in the consequences section, three organizing themes and nine basic themes were identified. For the first time, the present research has taken a comprehensive look at the black hole of politicization and understanding what it is and its causes and outcomes in the Ministry of Education and considering its novelty in the field of black hole of politicization, it is useful for the Ministry of Education. One of the limitations is the lack of research and resources in the field of organizational black hole, which caused a theoretical vacuum. Also, recording and classifying a large amount of data and analyzing them made the research process difficult. For future research, it is suggested to use the present research as a comprehensive source. It is also recommended to identify the essence and dimensions of the black hole of politicization in other organizations and with other qualitative and quantitative research methods to enrich the theoretical foundations.
Original Article
Ali Shariatnejad; reza sepahvand; Hadi Rezaeinejad
Abstract
Organizational divisive currents are factors beyond the organization's control that create change and transformation, merger and acquisition, and conflict and contradiction in the organization. The growing need to understand how organizations can manage crises links crisis management to resilience. Therefore, ...
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Organizational divisive currents are factors beyond the organization's control that create change and transformation, merger and acquisition, and conflict and contradiction in the organization. The growing need to understand how organizations can manage crises links crisis management to resilience. Therefore, the current research was conducted with the aim of providing a model of organizational resilience in the face of crisis and organizational rip currents. The current research is qualitative in terms of applied purpose, in terms of inductive approach, and in terms of the type of data. The information sources of the research are published articles in the field of organizational rifts, crisis management and organizational resilience, and using the purposeful sampling method, finally 53 articles were included in the analysis process. Qualitative data analysis in this research was done using thematic analysis and coding method using Atlas.ti 9 software. After review and analysis, 702 codes were discovered, and after consolidation and summarization, 61 basic themes, 14 constructive themes and 3 overarching themes were identified. The first category of overarching themes is organizational divisive currents that include constructive themes (increasing the organization's capacity and adaptability to critical changes, arrangements and programs necessary to respond to disruptions and sudden crises, and learning to solve problems in critical and unexpected situations). The second category is the overarching themes related to crisis management, which includes constructive themes (necessity of quick decision-making and action in crises in the minds of designers and involved agents, conscious coordination of efforts to deal with sudden disruptive flows and assessment of possible threats caused by irreversible environmental changes control and fast). The third category of overarching themes is organizational resilience, which includes constructive themes (monitoring and predicting changes with the aim of developing response plans, analyzing external factors and sudden shocks, improving resilience capacity based on adaptability, creating a resilient human resources system, increasing resilience capacity in unexpected crises)
Original Article
Arezoosadat Hashemiamin; Gholamreza malekzadeh; Yaghoob Maharati
Abstract
Trust in the organization is divided into three categories: individual trust, interpersonal trust, and organizational trust. Although some previous researches have examined trust in the organization, especially interpersonal trust, research that specifically focuses on organizational trust, the employees’ ...
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Trust in the organization is divided into three categories: individual trust, interpersonal trust, and organizational trust. Although some previous researches have 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. Therefore, the current research aims to present a conceptual model of organizational trust in Iran's governmental organizations. This research is qualitative and is based on the grounded theory with a systematic approach. Theoretical saturation was achieved after conducting 17 semi-structured interviews with government organizations experts. Data analysis was done based on coding processes and using MAXQDA software. In addition to confirming the results of previous researches, this research achieved new findings. Based on these findings, organizational trust in government organizations is established in the form of reliability and predictability based on the causes of trust-building management, trust-building organization, and trust-building employees. Moreover, organizational trust affects the use of strategies such as ethics-orientation, interactions, regulations, and organizational processes. The consequences of these strategies include improving performance in the aspects of improving the psychological well-being of employees and the productivity of the organization; and also improving the satisfaction of stakeholders in the form of people's satisfaction and the organization's legitimacy. The context of 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 environment, 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.
Original Article
Zohreh Anvari; Abbas Nargesian; Naser Asgari; Neda Mohammadesmaeili
Abstract
The process of organizational merger and acquisition is a multifaceted and complex transformation that requires successful cultural integration between the involved organizations. This study aims to identify the key factors and stages of cultural integration in the aftermath of a merger or acquisition. ...
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The process of organizational merger and acquisition is a multifaceted and complex transformation that requires successful cultural integration between the involved organizations. This study aims to identify the key factors and stages of cultural integration in the aftermath of a merger or acquisition. To achieve this goal, the the subject of study method was utilized. Data was collected through semi-structured interviews and document review of the relevant context, and analyzed using the trend analysis method. The process of integrating organizational culture after a merger or acquisition can be broken down into two distinct and sequential models. Additionally, the findings suggest that this integration process consists of six stages. Identifying these stages highlights the importance of addressing cultural differences and establishing a new, cohesive culture after the merger. It is important to note that simply focusing on a few broad factors is not sufficient in understanding the complexities of organizational culture integration following a merger.
Original Article
ghasem eslami; shadi zamanipour; alireza khorakian
Abstract
Family companies are common businesses in the world, the balance of informal communication and formal communication can be one of the challenges of any organization today. This research aims to identify the effects of these phenomena by examining the nepotism variable as well as the mediating variables ...
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Family companies are common businesses in the world, the balance of informal communication and formal communication can be one of the challenges of any organization today. This research aims to identify the effects of these phenomena by examining the nepotism variable as well as the mediating variables of incivility in the workplace and pessimism of employees and help to maintain human capital. Based on the purpose, this research is applied, in terms of nature and method, it is descriptive in terms of the method of doing work, of survey-analytical type. The statistical population of this research is the employees of family companies in Mashhad and the sample size is 270 people using the rule of structural equations. Information from the target sample was collected using a questionnaire and in a simple random manner. The appropriateness of the data was confirmed by examining the reliability and validity indicators of the data collection tool, and structural equation modeling was used to examine the effectiveness of the variables and to test the proposed hypotheses. At the end, the data collected from the mentioned companies were analyzed with statistical methods. The results of the research showed that when there is a lot of nepotism, negative attitudes and behaviors in the organization are strengthened and job search behavior increases. Finally, practical suggestions were presented to managers and active officials.
Original Article
hamideh hadadi; Abbas Khamseh; taghi torabi; roya shakeri
Abstract
The present study was conducted with the aim of developing a paradigm model of innovation strategy with a digital transformation approach in the banking industry. The approach used in this research is qualitative and the objective is applied. The participants includes managers and experts in the banking ...
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The present study was conducted with the aim of developing a paradigm model of innovation strategy with a digital transformation approach in the banking industry. The approach used in this research is qualitative and the objective is applied. The participants includes managers and experts in the banking industry and university professors in the field of innovation strategy and digital transformation. Purposive sampling was conducted using the snowball method and theoretical saturation was achieved after interviewing 14 experts. A semi-structured interview was used to collect data. The key components of the innovation strategy have been formulated using the grounded theory in three stages of open, axial and selective coding using Maxqda. The results showed that, according to the research paradigm model, legal requirements, change in customers’ needs and expectations, the rapid development of transformative technologies and new players in the financial industry have a significant impact on the innovation strategy with a digital transformation approach. Innovation strategy includes types of innovation, levels of innovation, carrying out innovation and evaluating the effectiveness of innovation. The digital innovation culture, collaboration capability, and digital talents management constituted contextual factors. On the other hand, the level of maturity of knowledge management, the absorptive and learning capacity of banks, business intelligence, organizational barriers and macro barriers play the role of an intervening condition. Finally, customers credit scoring with Artificial intelligence, open banking, updating of policies and laws in the financial field, digital governance and intelligent supervision, Intelligent process automation, Digital Experience Management of customers and employees, data and infrastructure management, intelligent risk management, strategic renewal and ambidextrous innovation in the banking industry leads to digital value creation for stakeholders and achieving organizational and extra-organizational consequences.
Original Article
Bijan Rezaee; Mahdi Hosseinpour; Mahtab Mortezaei; said bakhshi
Abstract
Introduction and Objective: In 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 ...
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Introduction and Objective: In 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.Materials and Methods: This study employs a mixed-method approach, using a survey for data collection and is applied in its objective. 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.Findings: The 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 good fit.Conclusion: The 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
najmeh faregh; S.Mahmood Zanjirchi; Ali morovati sharifabadi; Habib Zare
Abstract
Supply chain management by choosing, combining and implementing lean and agile approaches is one of the fundamental challenges of managers due to the conflicts and different strategies of each and on the other hand their synergy. The current research has been carried out with the aim of developing a ...
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Supply chain management by choosing, combining and implementing lean and agile approaches is one of the fundamental challenges of managers due to the conflicts and different strategies of each and on the other hand their synergy. The current research has been carried out with the aim of developing a system for choosing lean and agile approaches in the supply chain, and it consists of two stages. In the qualitative stage, with the approach of content analysis and review of literature and research background, factors influencing the selection of agile and lean approaches have been collected. The process of data collection and coding has been carried out in a zigzag manner and at the same time until reaching theoretical saturation. Finally, these codes are classified in 17 groups and in 4 general levels of environmental factors, organization-related factors, product-related factors, and performance factors. In the quantitative stage and using the system dynamics method, using the factors obtained from the first stage and the strategies of lean and agile approaches, a model has been presented to evaluate the performance and choose the appropriate strategies in different conditions. By using the system dynamics of cause and effect models and state-flow drawn and model evaluation test, structure evaluation and sensitivity analysis have also been done to verify the validity of the model. Finally, different scenarios have been simulated and analyzed in this model. The presented dynamic model is able to examine specific strategies of lean and agile approaches in different conditions and finally provide certain degrees of lean and agility. The information required for modeling and simulating the model has been collected from the Yazd Tire Industry Complex.
Original Article
maryam chezgi; nazia nasery; mohsen moradi; Ahmad Akbari
Abstract
1- INTRODUCTIONLeadership as one of the important and influencing factors on organizations has been widely studied and researched. The degree of success of the organization in achieving the desired benefits, the amount of motivation and effort of the employees for the success of the organization, the ...
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1- INTRODUCTIONLeadership as one of the important and influencing factors on organizations has been widely studied and researched. The degree of success of the organization in achieving the desired benefits, the amount of motivation and effort of the employees for the success of the organization, the extent of the influence of the organization in its interactive environment, and of course the effectiveness of the leadership, depends on the type and behavior of the leader. Due to the fact that schools usually have a weak external efficiency, their graduates are not able to attract the labor market and therefore they only look for the hope of getting employment by continuing their studies in universities. If business schools with effective leadership are established and developed in the country, the educational efficiency for the graduates will be improved at a significant level in order to enter the labor market and economic activities and job creation. In order to make educational activities entrepreneurial, school management should be reviewed from the perspective of leadership to make business education possible with the approach of entrepreneurship development. Identifying school management from two aspects of organization and learning management is necessary to implement school management with an entrepreneurial approach.The leadership of business schools with the approach of entrepreneurship development requires attention to both aspects in terms of management and leadership of education and improvement and management and promotion of the teaching-learning system, which has not been studied in this field based on the researcher's search. Considering that steps have been taken to create entrepreneurial schools in Iran, but we need more development in this field; So, we seek to combine this approach with business components in order to complete the creation of ideas and values and innovation with financial literacy and enter the business market based on the guidance and direction of the leader. Therefore, the main problem of the current research is what are the dimensions and components of leadership of business schools with the approach of entrepreneurship development in Iranian schools and what is the appropriate model for it?2- THEORETICAL FRAMEWORKResearches have been carried out either from the perspective of teaching-learning methods for the development of entrepreneurship education, or from the perspective of management and leadership style and their change, improvement and promotion in order to develop entrepreneurial schools and review the paradigm of educational leadership.3- METHODOLOGYThe study was carried out in a qualitative-synthesis method. The research environment included all domestic and foreign published articles in 2010-2023. Sampling was done in a targeted way until data saturation and in the first stage of 62 articles and finally 53 articles were continued. The tool for collecting information was printed and electronic documents available on reliable domestic and foreign sites. Four methods of credibility, transferability, verifiability, and reliability were used for validity and validation of data. The method of data analysis was based on the classification system of open, organizing and comprehensive concepts. Based on the similarities and differences of the data, categories were made.4- RESULTS & DISCUSSIONIn general, the results showed that the leadership model of the business school with an approach to entrepreneurship development is based on ten dimensions in order of priority (entrepreneurial leadership, excellence-building leadership, collaborative leadership, activist leadership, curriculum leadership, strategic leadership, transformational leadership, brand-building leadership, futuristic leadership, knowledge management leadership) was established.5- CONCLUSIONS & SUGGESTIONSThe skill training of students is dependent on the development of business schools with an entrepreneurial approach, and these schools need appropriate leadership to manage education. The purpose of this research was to design a business school leadership model with an entrepreneurial development approach. Based on the findings, identifying school management from two organizational aspects and learning management is necessary to implement school management with an entrepreneurial approach. This is despite the fact that some steps have been taken towards the establishment of business schools nationwide, but the evolution of the educational system requires more serious attention in this regard, to the extent that the number of business schools with an entrepreneurial approach for students in the regions spread in different countries. It should also be kept in mind that one of the most important characteristics of business schools is the presence of effective leadership in order to achieve the goals and vision of these schools.
Original Article
masoud salehi; Hamid Rezaei Far; mohammad mohammadi; Hossein Hakimpur
Abstract
Today, organizational punishments play a significant role in maintaining ethical order within organizations. Research shows that decisions to punish or forgive norm violators are influenced by the intentionality of the violation and the violator's moral identity. Accordingly, this study aims to design ...
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Today, organizational punishments play a significant role in maintaining ethical order within organizations. Research shows that decisions to punish or forgive norm violators are influenced by the intentionality of the violation and the violator's moral identity. Accordingly, this study aims to design and validate an effective organizational punishment model, with a focus on governmental organizations in Khorasan Razavi Province. The research employs a mixed-methods approach. In the qualitative phase, thematic analysis was used, while the quantitative phase utilized a survey method. The qualitative participants included nine senior executives, members of administrative disciplinary committees, and personnel responsible for addressing organizational misconduct, all with at least 10 years of managerial experience. Additionally, five university faculty members with expertise in organizational behavior, human resources, psychology, law, or sociology, and a minimum of 10 years of teaching experience at the assistant professor level or higher, participated. Sampling in the qualitative phase was purposive and snowball-based. In the quantitative phase, the statistical population included 8,936 government managers in Khorasan Razavi in 2023. Stratified random sampling determined a minimum sample size of 368, based on Cochran's formula. The findings revealed three main themes: the effectiveness of punishment systems, organizational structure efficiency, and the deterrence effectiveness of punishments. These themes encompass 14 components and 140 indicators. Quantitative results confirmed the validity of the developed model.
Original Article
Hamed Erfaniyan dabbaghnoghani; Hamed KhorasaniToroghi; vahid mirzaei
Abstract
This research was conducted with the aim of identifying the components of organizational hooliganism and investigating its impact on the mental health of Mashhad Municipality employees. This research is applied in terms of purpose and it is descriptive-correlation in terms of gathering information. In ...
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This research was conducted with the aim of identifying the components of organizational hooliganism and investigating its impact on the mental health of Mashhad Municipality employees. This research is applied in terms of purpose and it is descriptive-correlation in terms of gathering information. In this research, a combined approach (inductive-deductive) was used. The statistical population in the qualitative section included 16 specialists and experts active in this field in Mashhad. The sample selection criteria in the qualitative section included at least 10 years of service and a bachelor's degree in the fields of management, educational sciences, and psychology. In the quantitative phase, the statistical population of the research included employees of Mashhad Municipality with at least 5 years of service experience and at least a bachelor's degree. The number of statistical population was 287 people, based on Cochran's formula, 164 people were selected by random sampling. The research strategy in the qualitative part, using the Delphi method, included reaching consensus among experts. To identify the components of organizational hooliganism, the background of the study and a questionnaire with a 5-point Likert scale and a number of demographic questions were designed. In the quantitative part, after identifying the components in the qualitative part, 35 final factors were identified and using the Delphi method and the consensus of the experts, 6 factors were classified including physical violence, verbal violence, harassment, intimidation, discrimination, and destructive and deviant behaviors in the workplace. A questionnaire was designed based on this information and it was distributed among the target samples. Also, the Goldberg and Hiller (1979) mental health questionnaire was used in the quantitative part. The results showed that organizational hooliganism has an effect on the mental health of employees and its dimensions (anxiety and sleep disorder, depression, physical reaction and social functioning).
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