Original Article
Mahsa Karimi; Hassan Danaeefard; Hosein Kazemi
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 ...
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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
Mahdi Mohammadrezai; Behrooz Rezaeemanesh
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 ...
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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
Ali Shariatnejad; Reza Sepahvand; Hadi Rezaeinejad
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 ...
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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
Arezoosadat Hashemiamin; Gholamreza Malekzadeh; Yaghoob Maharati
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 ...
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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
Zohreh Anvari; Abbas Nargesian; Naser Asgari; Neda Mohammadesmaeili
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 ...
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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
Shadi Zamanipour; Ghasem Eslami; Alireza Khorakian
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 ...
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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
Hamideh Hadadi; Abbas Khamseh; Taghi Torabi; Roya Shakeri
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 ...
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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
Bijan Rezaee; Mahdi Hosseinpour; Said Bakhshi; Mahtab Mortezaei
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 ...
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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
Najmeh Faregh; Seyed Mahmood Zanjirchi; Ali Morovati sharifabadi; Habib Zare
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 ...
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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
Maryam Chezgi; Nazia Nasery; Mohsen Moradi; Ahmad Akbari
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 ...
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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
Masoud Salehi; Hamid Rezaei Far; Mohammad Mohammadi; Hossein Hakimpur
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, ...
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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
Hamed Erfaniyan Dabbaghnoghani; Hamed KhorasaniToroghi; Vahid Mirzaei
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 ...
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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.