Mehdi Yazdanshenas; Zohreh Dehdashti Shahrokh; Hamed Dehghanan; Behnaz Pani
Abstract
Resilience has garnered significant attention in human resource development research. However, limited scholarly research has focused on female managers. This study aims to bridge this gap by providing an in-depth examination of female managers' resilience. Employing a qualitative meta-synthesis approach, ...
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Resilience has garnered significant attention in human resource development research. However, limited scholarly research has focused on female managers. This study aims to bridge this gap by providing an in-depth examination of female managers' resilience. Employing a qualitative meta-synthesis approach, this research reviews a collection of studies on resilience. The literature search was conducted in two phases: an exploratory and a focused search. Through a review of academic databases, 1,047 articles containing "resilience" were identified. Articles whose titles and abstracts did not include keywords related to resilience were excluded. The remaining articles were analyzed for alignment with the study. Ultimately, 35 articles matching the research objectives were selected for analysis. Using Sandelowski and Barroso’s framework, the findings were synthesized. In total, 22 concepts and five categories were identified. The antecedents of female managers' resilience were classified into individual, organizational, and situational factors. The outcomes were categorized into organizational and individual achievements. Among examined factors, self-efficacy, work-life balance, family support, and reflective learning received the most references. The findings highlight a range of factors that human resource professionals should consider in fostering female managers' resilience, sustaining human capital, and ensuring business sustainability.ا
Fatemeh Razavi; hamed dehghanan; Mohammad Reza Ghasemian Moghadam; Kobra Bakhshizadeh Borj
Abstract
In recent years, the increasing prevalence of deviant behaviors in the workplace and their economic, social, and psychological consequences have drawn the attention of many researchers. In this study, we present a framework that identifies three neuropsychological pathways leading to deviant behaviors, ...
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In recent years, the increasing prevalence of deviant behaviors in the workplace and their economic, social, and psychological consequences have drawn the attention of many researchers. In this study, we present a framework that identifies three neuropsychological pathways leading to deviant behaviors, supported by various theories such as Hoffman's Drive Theory, Festinger's Cognitive Dissonance Theory, and Murphy's Fraud Theory. The purpose of developing this framework is to understand the nature and mechanisms of employees' deviant behaviors and to encourage a neuropsychological approach in implementing processes to identify individuals prone to deviant behaviors within organizations.The sample for this study consisted of 40 employees from the Vice-Chancellor for Development and Human Resources at Allameh Tabataba'i University, who voluntarily participated in the study. Their heart rates were recorded in a resting state using a neurofeedback device. Brain hemisphere dominance tests, self-report questionnaires, and 360-degree deviant behavior assessments were distributed and collected. The results indicated an increase in deviant behavior from Group 1 to Group 4. The left-brain group with lower heart rates showed the highest deviant behavior, while the left-brain group with higher heart rates exhibited the least deviant behavior.
Saeed Mirvahedi; Mohsen Motiei; Zahra Salmani
Abstract
As an organization grows, maintaining the path to success becomes increasingly difficult. One of the most significant threats faced by growing companies is a phenomenon known as the Founder’s Trap. This phenomenon refers to a situation in which egocentrism, excessive control, and a lack of delegation ...
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As an organization grows, maintaining the path to success becomes increasingly difficult. One of the most significant threats faced by growing companies is a phenomenon known as the Founder’s Trap. This phenomenon refers to a situation in which egocentrism, excessive control, and a lack of delegation by the founder create a serious obstacle to the organization's growth and sustainability. Under such circumstances, the organization cannot effectively continue its development and performance. Given the importance of this issue, the aim of this research is to identify and explain effective strategies for overcoming the Founder’s Trap in Iranian entrepreneurial firms. This is a qualitative study and is considered applied research in terms of its purpose. Data were collected through semi-structured interviews with 10 founders of entrepreneurial firms in the provinces of Isfahan and Tehran, and were analyzed using thematic analysis. The findings indicate that some founders of the studied companies have been able to overcome the challenges of the founder's trap by leveraging personal and mental development of the founder, succession planning, a dynamic organizational culture, the design of a modern organizational structure and human resource development.
Ali Reza Jamshidi; saeid sehhat; vahid nasehifar; mehdi yazdanshenas
Abstract
The purpose of this study is to present a human resources marketing model. To achieve this goal, the structural-interpretive modeling approach and the Miqmac software were used. The statistical sample of the study included 14 human resources managers from Iranian home appliance industries and university ...
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The purpose of this study is to present a human resources marketing model. To achieve this goal, the structural-interpretive modeling approach and the Miqmac software were used. The statistical sample of the study included 14 human resources managers from Iranian home appliance industries and university professors in public administration and marketing with human resources expertise. According to these findings, the two components of technology integration and cultural and ethical influences are independent components of the model. Also, the three components of internal human resource marketing, the entry stage and the pre-exit stage are the linked components of the model; however, given that their influence is greater than the standard value (number 6), they tend to be more independent variables. On the other hand, the three components of external human resource marketing, cultural capital accumulation and employee engagement and retention are introduced as autonomous components of the model. Finally, the results showed that the two components of the pre-entry stage and the sustainable talent supply chain are the dependent components of the model, and among them, 21 confirmed relationships can be imagined in the human resource marketing model in the home appliance manufacturing industry.
ali shariatnejad; zahra askari
Abstract
Organizational symbols are known as symbolic textures that form culture and play an important role in establishing and institutionalizing organizational values and norms, so that by integrating and validating the usual norms, creating organizational unity and emphasizing the goals of the organization, ...
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Organizational symbols are known as symbolic textures that form culture and play an important role in establishing and institutionalizing organizational values and norms, so that by integrating and validating the usual norms, creating organizational unity and emphasizing the goals of the organization, it gives meaning, structuring and building ideology. Therefore, the current research was carried out with the aim of identifying and analyzing the causes of tendency towards symbolism and its consequences. The present research is an exploratory research in terms of practical purpose in terms of gathering information. Also, this research is a type of mixed qualitative and quantitative research based on comparative and inductive philosophy. The statistical population of the research is the experts who were selected by purposeful sampling and based on the principle of theoretical adequacy. The data collection tool is in the qualitative part of the interview, whose validity and reliability were confirmed using content validity and theoretical validity and intra-coder and inter-coder reliability methods.
abdollah saedi; Fatemeh Shams
Abstract
The present study was conducted with the aim of developing a model of the gig economy: A step towards human resource governance. The statistical population of the study consists of managers from government organizations and university professors specializing in the fields of digital economy, labor market, ...
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The present study was conducted with the aim of developing a model of the gig economy: A step towards human resource governance. The statistical population of the study consists of managers from government organizations and university professors specializing in the fields of digital economy, labor market, and human resource governance, who were selected based on the principle of theoretical sufficiency and a purposive sampling method, comprising 15 individuals. Research data were collected through semi-structured interviews. For qualitative data analysis, a thematic analysis approach was used based on the six-step framework of Brown and Clark (2006). Also, MAXQDA software was used to manage and organize the data, which facilitated the coding, categorization, and final analysis of the themes. To strengthen the validity of the results, participant review was used; in this way, the researcher's perception of the interviews was sent to the interviewees and their approval was obtained. Also, peer review was used to match the codes and themes. The findings indicate that in the developed model, the enablers, key factors, challenges, and opportunities of the gig economy were identified. Also, the consequences of this gig economy phenomenon and its impact on the human resources governance system were determined.
Mohammad Hakkak; Heshmatolah Asgari; Heidar Abbaspour
Abstract
Today, one of the challenges that harms the structure of government organizations is the phenomenon of "competence trap" among employees. This phenomenon may cause employees to refuse to accept new challenges and continue with their traditional methods, which can reduce their responsibility and hinder ...
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Today, one of the challenges that harms the structure of government organizations is the phenomenon of "competence trap" among employees. This phenomenon may cause employees to refuse to accept new challenges and continue with their traditional methods, which can reduce their responsibility and hinder their career advancement. Given that the competency trap is a serious obstacle to organizational change and development and has long-term damage to human resources and the organization, the present study was conducted with the aim of preparing a fuzzy map of the consequences of the competency trap among employees of government organizations.The present study is an exploratory research in terms of its purpose and in terms of data collection. This research is also a mixed qualitative and quantitative research based on the inductive deductive philosophy. The statistical population of this research comprises experts, consisting of faculty members from Lorestan University, along with managers and employees of governmental organizations in Lorestan Province. They were selected using purposive sampling based on the principle of theoretical saturation. The data collection tool in the qualitative part is a semi-structured interview,
Taha Hosseini; AmirHossein Kasrayi; Habib Roodsaz
Abstract
Organizational transformation has long been a central concern in management studies, and over past decades numerous models have been proposed to facilitate this process. Despite such efforts, critical questions remain regarding the effectiveness, comprehensiveness, and contextual relevance of these frameworks ...
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Organizational transformation has long been a central concern in management studies, and over past decades numerous models have been proposed to facilitate this process. Despite such efforts, critical questions remain regarding the effectiveness, comprehensiveness, and contextual relevance of these frameworks in today’s turbulent and complex environments. This study adopts a systematic review approach, based on a structured search of reputable academic databases, to identify and critically analyze a set of widely cited organizational transformation models. The review reveals that while many models exhibit strengths such as conceptual clarity and practical applicability, they simultaneously suffer from notable shortcomings. In particular, they often lack flexibility, holistic integration, and the ability to adapt to rapidly changing organizational conditions. Overall, the findings suggest that no single model adequately addresses all dimensions of organizational transformation. Most frameworks emphasize either structural or behavioral aspects, but rarely both in balance. Consequently, the study highlights the necessity of developing more comprehensive, multidimensional, and dynamic models that effectively integrate structural, cultural, technological, and human factors to ensure sustainable organizational transformation.
Seyyed Najmuddin Mousavi; Faezeh hasanvand
Abstract
The present study aims to phenomenologically analyze the lived experience of managers in managing hybrid teams with regard to the opportunities and challenges in the 12-day war in public and private organizations. This study is descriptive-exploratory in terms of its applied purpose and in terms of the ...
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The present study aims to phenomenologically analyze the lived experience of managers in managing hybrid teams with regard to the opportunities and challenges in the 12-day war in public and private organizations. This study is descriptive-exploratory in terms of its applied purpose and in terms of the method of data collection, and is a qualitative research type that was conducted using the phenomenological method (i.e., the lived experience of people involved in the phenomenon) and the Dickelman approach. Since the present study is qualitative, the method of data collection in it is in-depth interviews with participants. Accordingly, using the purposive sampling method and based on the principle of theoretical sufficiency, 15 managers of public and private organizations were selected as sample members. In this study, the qualitative content analysis method and Maxqda software were used to examine and analyze the data obtained from the interviews. The research findings show that hybrid management has been a source of pressure and growth for managers at the same time; In a way that, amidst challenges such as digital fatigue, role ambiguity, erosion of collective identity, opportunities for self-regulation, creating structure in the midst of structurelessness, and blockchain for transparency have emerged.
Kosar Mojaddam; Parnia Asgari; Hadi Teimouri
Abstract
In recent decades, within the competitive and complex landscape of modern organizations, managerial personality traits have been recognized as key factors in organizational success. One such trait, the desire for popularity, is considered a potentially detrimental managerial characteristic that may adversely ...
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In recent decades, within the competitive and complex landscape of modern organizations, managerial personality traits have been recognized as key factors in organizational success. One such trait, the desire for popularity, is considered a potentially detrimental managerial characteristic that may adversely affect decision-making and overall organizational effectiveness. The present study aims to identify the antecedents and consequences of managers’ popularity-seeking behavior in the workplace. Employing a systematic review and qualitative meta-synthesis approach, and following the Sandelowski and Barroso method, this research analyzed findings from previous studies. Given the novelty of the subject, this work represents the first systematic investigation of its kind in Iran. Study selection was based on the PRISMA framework, through which 48 scholarly sources were identified, and 36 studies were ultimately included in the final analysis. Using a three-stage coding process, initial codes were extracted and then categorized using thematic analysis into three groups of antecedents and consequences: individual, organizational, and environmental. The reliability of the research model was assessed using intra-topic agreement, and its validity was evaluated through the Sandelowski and Barroso method. The findings confirmed that both reliability and validity measures were satisfactory.
Ali Shariat nejad; Reza sepahvand; seydhe nasim mousavi; Rezvan Mennati
Abstract
In the field of organizational management, examining the reaction of employees to unfavorable conditions within the organization and factors effective in creating tensions, such as job dissatisfaction, is of particular importance. This study is applied in terms of its purpose and descriptive-survey in ...
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In the field of organizational management, examining the reaction of employees to unfavorable conditions within the organization and factors effective in creating tensions, such as job dissatisfaction, is of particular importance. This study is applied in terms of its purpose and descriptive-survey in terms of its nature and method. The statistical population includes senior managers and human resources managers of government organizations, and a sample of 20 people was selected using purposive sampling. The data collection tools included interviews (in the qualitative part) and questionnaires (in the quantitative part), whose validity and reliability were confirmed using content and theoretical methods, as well as by measuring intra- and inter-coder reliability. Qualitative data were analyzed using content analysis and Maxqda software, and quantitative data were analyzed using the ISM method. The research findings identified the dimensions and components affecting civil disobedience in human resources in four main areas: formation contexts, intervening factors, dimensions and consequences of civil disobedience in human resources.
Vahid Nasehifar
Abstract
Due to the decline in organizational loyalty and commitment and its consequences, such as higher costs and lower customer satisfaction, organizational belonging has become a critical concern. This study aims to identify the factors affecting organizational belonging management in medical equipment companies. ...
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Due to the decline in organizational loyalty and commitment and its consequences, such as higher costs and lower customer satisfaction, organizational belonging has become a critical concern. This study aims to identify the factors affecting organizational belonging management in medical equipment companies. A mixed qualitative–qualitative approach was employed; in the first phase, a meta-synthesis of articles published between 2013 and 2025 was conducted to extract the initial set of factors. In the second phase, the final factors were localized through semi-structured interviews and thematic analysis. Participants included experts and managers from medical equipment companies, selected using purposeful and snowball sampling. Findings revealed that the antecedents, methods, and outcomes of organizational belonging can be grouped into 13 core categories: individual and psychological factors, organizational justice and support, leadership and interpersonal relations, work environment conditions, development and learning strategies, communication strategies, creating a safe and empowering environment, reward and motivation systems, organizational belonging and commitment, positive work behaviors, psychological and well-being outcomes, performance and organizational outcomes, and sustainability outcomes. The results indicate that effective management of organizational belonging can enhance employees’ personal and psychological development while improving organizational performance and long-term sustainability.
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