Management of Organizational Development
mohsen najafi; Ahmad ali Khaef elahi; seyed hosein Kazemi
Abstract
The present study aims to explore strategies for improving innovation capabilities in public service organizations, case study: Tehran Municipality. This research is developmental-applied in terms of purpose and qualitative in nature with an inductive approach. The data collection method in this study ...
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The present study aims to explore strategies for improving innovation capabilities in public service organizations, case study: Tehran Municipality. This research is developmental-applied in terms of purpose and qualitative in nature with an inductive approach. The data collection method in this study is based on field studies (semi-structured interviews). In order to analyze the data, the coding method was used using Maxqda software based on thematic analysis technique. The research findings showed that the main strategies for improving innovation capabilities in Tehran Municipality include promoting innovation culture (knowledge-based innovation culture, citizen-centered innovation culture), using new technologies (smart system technologies, digitalization of urban services), They are continuous monitoring and evaluation of programs (monitoring citizen needs, continuous monitoring of programs), human resource empowerment (skills development, continuous training), optimal utilization of resources (dynamic capabilities, cost optimization), coalition strategy (active participation of the municipality, networking, active participation of citizens), and transformation strategy (transformational leadership, transformation in research and development). The results of this research can help managers and policymakers in Tehran Municipality and other organizations providing public services to improve their innovation capabilities and provide better services to citizens by applying these strategies.
Management of Organizational Development
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.
Human Resource Management
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.
Organizational Behavior
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
Management of Organizational Development
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.
Management of Organizational Development
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.
Management of Organizational Development
Kimia Nasehifar; Reihaneh Sadat Nasrollahi; 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.
