Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Transformational Strategic Leadership in the Public Sector: Modeling Rear Admiral Sayyari's Leadership Style Transformational Strategic Leadership in the Public Sector: Modeling Rear Admiral Sayyari's Leadership Style 1 37 104982 10.22059/jipa.2025.404710.3811 FA Naser Asgari Prof., Department of Public Administration, Faculty of Management, Shahid Sattari Aeronautical University of Science and Technology, Tehran, Iran. Journal Article 2025 10 21 Objective Strategic Transformational Leadership, defined as an amalgamation of transformational leadership and strategic leadership, stands as one of the key drivers for the successful implementation of organizational transformation and excellence programs. It also plays a crucial role in ensuring an organization’s survival and sustainable productivity amid today’s dynamic and highly complex environments. Gaining a deep understanding of the nature and practical applications of this leadership style within the public sector can provide a valuable guiding model and a solid foundation for action. This is particularly relevant for senior managers in these organizations as they fulfill such a vital and demanding role. In line with this perspective, the present study aims to design a comprehensive ontological model of the leadership style exemplified by Rear Admiral Sayyari. He serves as an outstanding and prominent example of a strategic transformational leader during his tenure commanding the Navy of the Islamic Republic of Iran’s Army. Methods This research is applied in purpose and qualitative in nature, conducted within the framework of the interpretive-constructive paradigm. The participants were selected from experts who possess in-depth knowledge of the subject and have a history of direct and longterm professional interactions with Rear Admiral Sayyari. Sampling commenced with purposive judgmental methods and was subsequently expanded using the snowball technique to ensure comprehensive coverage. Data were gathered through in-depth semi-structured interviews and meticulously analyzed employing the emergent Grounded Theory method, specifically following the Glaserian approach. To evaluate the reliability of the data, intra-subject agreement between two independent coders was calculated and verified. Additionally, to guarantee the accuracy and validity of the categorizations, expert reviews were conducted, incorporating necessary modifications and refinements where required. Results The emergent model of Rear Admiral Sayyari’s strategic transformational leadership is structured around four interconnected core layers, each building upon the others to form a cohesive framework: The foundational layer of leadership, encompassing human-centered leadership, ethics-oriented leadership, and field-based leadership. This layer represents the philosophical and intellectual bedrock that underpins his entire approach, emphasizing core values and principles. The empowering leadership approach, which focuses on the development of human and psychological capital, alongside fostering motivation and inspiration. This delineates the practical methods for cultivating capable, self-assured, and highly motivated human resources, essential for driving organizational transformation forward. The core thematic layer of leadership, integrating visionary transformational leadership with strategic interactional leadership. This layer encapsulates the essential character of this leadership style, where comprehensive and purpose-driven changes are pursued. It leverages intra-organizational synergy and extra-organizational networking to accelerate and facilitate these transformations effectively. The leadership orientation layer, oriented toward achieving strategic transformation at organizational, national, and international levels. This signifies the ultimate outcomes and tangible accomplishments resulting from the application of this leadership paradigm in pursuit of an excellence-oriented vision. These layers are not isolated but interlinked, creating a dynamic and holistic model that reflects the multifaceted nature of strategic transformational leadership. Conclusion The integration of transformational leadership capabilities and functions with strategic considerations gives rise to dynamic capabilities. These capabilities significantly enhance the probability of successful transformational leadership, particularly within complex environments and at the macro-organizational level. The model presented in this research elucidates the dimensions of strategic transformational leadership and the intricate relationships between them through a comprehensive and holistic lens. Identifying the constituent dimensions of this leadership style and explaining the interconnections among them represents a significant theoretical contribution of this study. Furthermore, this model can serve as a practical guiding framework for developing and nurturing strategic leaders at the top management levels within the defense sector, as well as other governmental organizations. By providing actionable insights, it offers a roadmap for leaders to navigate challenges and achieve sustained excellence. Objective Strategic Transformational Leadership, defined as an amalgamation of transformational leadership and strategic leadership, stands as one of the key drivers for the successful implementation of organizational transformation and excellence programs. It also plays a crucial role in ensuring an organization’s survival and sustainable productivity amid today’s dynamic and highly complex environments. Gaining a deep understanding of the nature and practical applications of this leadership style within the public sector can provide a valuable guiding model and a solid foundation for action. This is particularly relevant for senior managers in these organizations as they fulfill such a vital and demanding role. In line with this perspective, the present study aims to design a comprehensive ontological model of the leadership style exemplified by Rear Admiral Sayyari. He serves as an outstanding and prominent example of a strategic transformational leader during his tenure commanding the Navy of the Islamic Republic of Iran’s Army. Methods This research is applied in purpose and qualitative in nature, conducted within the framework of the interpretive-constructive paradigm. The participants were selected from experts who possess in-depth knowledge of the subject and have a history of direct and longterm professional interactions with Rear Admiral Sayyari. Sampling commenced with purposive judgmental methods and was subsequently expanded using the snowball technique to ensure comprehensive coverage. Data were gathered through in-depth semi-structured interviews and meticulously analyzed employing the emergent Grounded Theory method, specifically following the Glaserian approach. To evaluate the reliability of the data, intra-subject agreement between two independent coders was calculated and verified. Additionally, to guarantee the accuracy and validity of the categorizations, expert reviews were conducted, incorporating necessary modifications and refinements where required. Results The emergent model of Rear Admiral Sayyari’s strategic transformational leadership is structured around four interconnected core layers, each building upon the others to form a cohesive framework: The foundational layer of leadership, encompassing human-centered leadership, ethics-oriented leadership, and field-based leadership. This layer represents the philosophical and intellectual bedrock that underpins his entire approach, emphasizing core values and principles. The empowering leadership approach, which focuses on the development of human and psychological capital, alongside fostering motivation and inspiration. This delineates the practical methods for cultivating capable, self-assured, and highly motivated human resources, essential for driving organizational transformation forward. The core thematic layer of leadership, integrating visionary transformational leadership with strategic interactional leadership. This layer encapsulates the essential character of this leadership style, where comprehensive and purpose-driven changes are pursued. It leverages intra-organizational synergy and extra-organizational networking to accelerate and facilitate these transformations effectively. The leadership orientation layer, oriented toward achieving strategic transformation at organizational, national, and international levels. This signifies the ultimate outcomes and tangible accomplishments resulting from the application of this leadership paradigm in pursuit of an excellence-oriented vision. These layers are not isolated but interlinked, creating a dynamic and holistic model that reflects the multifaceted nature of strategic transformational leadership. Conclusion The integration of transformational leadership capabilities and functions with strategic considerations gives rise to dynamic capabilities. These capabilities significantly enhance the probability of successful transformational leadership, particularly within complex environments and at the macro-organizational level. The model presented in this research elucidates the dimensions of strategic transformational leadership and the intricate relationships between them through a comprehensive and holistic lens. Identifying the constituent dimensions of this leadership style and explaining the interconnections among them represents a significant theoretical contribution of this study. Furthermore, this model can serve as a practical guiding framework for developing and nurturing strategic leaders at the top management levels within the defense sector, as well as other governmental organizations. By providing actionable insights, it offers a roadmap for leaders to navigate challenges and achieve sustained excellence.

https://jipa.ut.ac.ir/article_104982_612b91d89dc0cd39f476ddce05cd5308.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Barriers to Constructive Voice in Enterprise Social Media: A Qualitative SOR-Based Study Barriers to Constructive Voice in Enterprise Social Media: A Qualitative SOR-Based Study 38 69 106482 10.22059/jipa.2025.404566.3809 FA Atiye Sedaghat Assistant Prof., Department of Leadership and Human Development, Faculty of Public Administration and Organizational Sciences, College of Management, University of Tehran, Tehran, Iran. Mohammad Olfat Ph.D. Candidate, Department of Information Technology Management, Faculty of Management , Science and Research Branch, Islamic Azad University, Tehran, Iran. Journal Article 2025 10 18 Objective This exploratory study examines the factors and mechanisms that inhibit employees from using enterprise social media (ESM) to express constructive voice. Drawing on the stimulus–organism–response (S–O–R) model, the study focuses on explicating how platform features and norms—message visibility and persistence, audience-scope ambiguity, and notification load—connect to users’ cognitive–affective states (impression-management concern, privacy calculus, uncertainty, and socio-media fatigue) and to behavioral outcomes (an economy of caution, selective silence, and discontinuous use intention). Beyond identifying inhibitors, the study conceptualizes the “economy of caution” as a regulatory state of voice and provides a basis for practical recommendations aimed at sustaining participation. Methods A qualitative design using reflexive thematic analysis was employed. Purposive sampling yielded 47 semi-structured interviews with employees and managers from 11 organizations across diverse industries (information technology, finance, education, retail, and manufacturing). To reduce social desirability bias, third-person questioning was used. After transcription, data were coded through Braun and Clarke’s six-phase thematic analysis process; ultimately, 126 initial codes were organized into 8 subthemes and 4 overarching themes. Research quality was strengthened in terms of credibility, transferability, dependability, and confirmability through source and researcher triangulation, participant checking at the theme-summary level, thick contextual description, an auditable analytic trail, and reflexive memoing. Ethical considerations included informed consent, confidentiality, and participants’ right to withdraw at any stage. Results Four interrelated inhibitory themes were identified: (1) fear of judgment and impression-management pressure, leading to obsessive rewriting, neutralized tone, and self-censorship; (2) audience ambiguity and privacy concerns, intensified by content persistence/searchability and perceived surveillance, which raise the “mental cost of writing”; (3) ESM-induced fatigue and reduced focus due to notification overload and constant task-switching, fostering a “silent spectator” pattern; and (4) selective, risk-avoiding use, in which employees engage in cost–benefit calculus and turn to delayed posting, message hedging, channel switching, reading without replying, and, in some cases, quiet exit. These patterns align with the S–O–R logic: platform features and norms function as stimuli that shape internal appraisals and fatigue, which in turn produce regulatory responses and intentions to discontinue or reduce use. Psychological safety and team norms operate as contextual conditions that can dampen the economy of caution and help sustain participation. Conclusion Enterprise social media is double-edged: alongside opportunities for access and speed, the combination of high message visibility, persistence, audience ambiguity, and notification burden activates an economy of caution that undermines constructive voice. The sustainability of such voice depends less on usage intensity than on employees’ lived experiences of judgment anxiety, privacy concern, and fatigue. Accordingly, this study concludes with practical recommendations to clarify audience visibility and data lifecycles, manage notification load, strengthen psychological safety and team norms, and create visible pathways showing how voiced ideas lead to action. As a key theoretical contribution, this study formulates the “economy of caution” as a distinct regulatory state of voice and embeds it within the S–O–R framework by linking platform features to users’ cognitive–affective states and behavioral responses. Objective This exploratory study examines the factors and mechanisms that inhibit employees from using enterprise social media (ESM) to express constructive voice. Drawing on the stimulus–organism–response (S–O–R) model, the study focuses on explicating how platform features and norms—message visibility and persistence, audience-scope ambiguity, and notification load—connect to users’ cognitive–affective states (impression-management concern, privacy calculus, uncertainty, and socio-media fatigue) and to behavioral outcomes (an economy of caution, selective silence, and discontinuous use intention). Beyond identifying inhibitors, the study conceptualizes the “economy of caution” as a regulatory state of voice and provides a basis for practical recommendations aimed at sustaining participation. Methods A qualitative design using reflexive thematic analysis was employed. Purposive sampling yielded 47 semi-structured interviews with employees and managers from 11 organizations across diverse industries (information technology, finance, education, retail, and manufacturing). To reduce social desirability bias, third-person questioning was used. After transcription, data were coded through Braun and Clarke’s six-phase thematic analysis process; ultimately, 126 initial codes were organized into 8 subthemes and 4 overarching themes. Research quality was strengthened in terms of credibility, transferability, dependability, and confirmability through source and researcher triangulation, participant checking at the theme-summary level, thick contextual description, an auditable analytic trail, and reflexive memoing. Ethical considerations included informed consent, confidentiality, and participants’ right to withdraw at any stage. Results Four interrelated inhibitory themes were identified: (1) fear of judgment and impression-management pressure, leading to obsessive rewriting, neutralized tone, and self-censorship; (2) audience ambiguity and privacy concerns, intensified by content persistence/searchability and perceived surveillance, which raise the “mental cost of writing”; (3) ESM-induced fatigue and reduced focus due to notification overload and constant task-switching, fostering a “silent spectator” pattern; and (4) selective, risk-avoiding use, in which employees engage in cost–benefit calculus and turn to delayed posting, message hedging, channel switching, reading without replying, and, in some cases, quiet exit. These patterns align with the S–O–R logic: platform features and norms function as stimuli that shape internal appraisals and fatigue, which in turn produce regulatory responses and intentions to discontinue or reduce use. Psychological safety and team norms operate as contextual conditions that can dampen the economy of caution and help sustain participation. Conclusion Enterprise social media is double-edged: alongside opportunities for access and speed, the combination of high message visibility, persistence, audience ambiguity, and notification burden activates an economy of caution that undermines constructive voice. The sustainability of such voice depends less on usage intensity than on employees’ lived experiences of judgment anxiety, privacy concern, and fatigue. Accordingly, this study concludes with practical recommendations to clarify audience visibility and data lifecycles, manage notification load, strengthen psychological safety and team norms, and create visible pathways showing how voiced ideas lead to action. As a key theoretical contribution, this study formulates the “economy of caution” as a distinct regulatory state of voice and embeds it within the S–O–R framework by linking platform features to users’ cognitive–affective states and behavioral responses.

https://jipa.ut.ac.ir/article_106482_e2ed56a314e092a903e93702b5b740d4.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Overtime: Determining the Causes, Contextual Factors, Mediators, and Consequences of Long Overtime Hours Using Grounded Theory Overtime: Determining the Causes, Contextual Factors, Mediators, and Consequences of Long Overtime Hours Using Grounded Theory 70 124 104280 10.22059/jipa.2025.403227.3793 FA Sayyed Meysam Dibaji Assistant Prof., Department of Psychology, Faculty of Education and Psychology, University of Isfahan, Isfahan, Iran. 0000-0003-2632-070X Journal Article 2025 09 28 Objective This study aims to develop a comprehensive and localized theoretical model for the phenomenon of excessive overtime work within the Iranian work and social context. It addresses a core organizational challenge: the tension between the pursuit of optimal productivity and the physical and psychological limits of the workforce. Persistent overtime represents a critical breach of this balance, incurring significant individual and organizational costs. This research conducts an in-depth exploration to meticulously explain the causes, contextual conditions, mediating variables, and multifaceted consequences of this pervasive phenomenon. The resulting systematic framework provides a necessary theoretical foundation for designing culturally appropriate interventions. Methods This research adopts a grounded theory approach, following the Strauss and Corbin paradigm, to develop a localized model from field data. Data were collected through semi-structured interviews with 28 key stakeholders, including employees with extensive overtime experience, managers, HR professionals, and external consultants. Purposive sampling continued until theoretical saturation was achieved, with diversity in work experience, field, and position. To ensure rigor, the study adhered to the four trustworthiness criteria—credibility, dependability, confirmability, and transferability—and calculated inter-coder reliability using Holsti’s coefficient. Results Data were analyzed through the 6C framework across three coding stages. The analysis identified: Causes: 35 open codes, synthesized into 9 axial and 7 selective categories, explaining the primary roots of overtime. Contextual Factors: 50 open codes, forming 7 axial and 4 selective categories, which provide the background for its emergence. Mediating Variables: 25 open codes, categorized into 7 axial and 7 selective categories, acting as protective buffers. Consequences: 69 open codes, organized into 12 axial and 7 selective categories, reflecting multifaceted individual and organizational outcomes.These components were integrated into a single, coherent theoretical paradigm model, forming a foundational localized theory of overtime. Conclusion The study yields a dynamic model demonstrating how contextual factors and mediating variables interact to moderate or amplify the relationship between the causes and consequences of overtime. This crucial insight enables organizations to strategically invest in these mediating and contextual areas, mitigating negative outcomes even when root causes cannot be immediately eliminated. The hierarchical classification of causes, contexts, mediators, and consequences provides a practical, evidence-based roadmap for Iranian industry managers to design effective, culturally attuned interventions that prioritize employee well-being and health. Objective This study aims to develop a comprehensive and localized theoretical model for the phenomenon of excessive overtime work within the Iranian work and social context. It addresses a core organizational challenge: the tension between the pursuit of optimal productivity and the physical and psychological limits of the workforce. Persistent overtime represents a critical breach of this balance, incurring significant individual and organizational costs. This research conducts an in-depth exploration to meticulously explain the causes, contextual conditions, mediating variables, and multifaceted consequences of this pervasive phenomenon. The resulting systematic framework provides a necessary theoretical foundation for designing culturally appropriate interventions. Methods This research adopts a grounded theory approach, following the Strauss and Corbin paradigm, to develop a localized model from field data. Data were collected through semi-structured interviews with 28 key stakeholders, including employees with extensive overtime experience, managers, HR professionals, and external consultants. Purposive sampling continued until theoretical saturation was achieved, with diversity in work experience, field, and position. To ensure rigor, the study adhered to the four trustworthiness criteria—credibility, dependability, confirmability, and transferability—and calculated inter-coder reliability using Holsti’s coefficient. Results Data were analyzed through the 6C framework across three coding stages. The analysis identified: Causes: 35 open codes, synthesized into 9 axial and 7 selective categories, explaining the primary roots of overtime. Contextual Factors: 50 open codes, forming 7 axial and 4 selective categories, which provide the background for its emergence. Mediating Variables: 25 open codes, categorized into 7 axial and 7 selective categories, acting as protective buffers. Consequences: 69 open codes, organized into 12 axial and 7 selective categories, reflecting multifaceted individual and organizational outcomes.These components were integrated into a single, coherent theoretical paradigm model, forming a foundational localized theory of overtime. Conclusion The study yields a dynamic model demonstrating how contextual factors and mediating variables interact to moderate or amplify the relationship between the causes and consequences of overtime. This crucial insight enables organizations to strategically invest in these mediating and contextual areas, mitigating negative outcomes even when root causes cannot be immediately eliminated. The hierarchical classification of causes, contexts, mediators, and consequences provides a practical, evidence-based roadmap for Iranian industry managers to design effective, culturally attuned interventions that prioritize employee well-being and health.

https://jipa.ut.ac.ir/article_104280_0a887188b27054419e3d1d8fd0dec9da.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Presenting a Succession Planning Model Using a Meta-Synthesis Approach Presenting a Succession Planning Model Using a Meta-Synthesis Approach 125 146 104107 10.22059/jipa.2025.401730.3774 FA Ali Jabbari Merkid Ph.D. Candidate, Department of Public Administration, Faculty of Management and Accounting, Aras International Campus, University of Tehran, Tehran, Iran. Hamid Reza Yazdani Associate Prof., Department of Human Resources Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran. Hosein Khanifar Prof., Department of Management, Faculty of Management and Accounting, College of Farabi, University of Tehran, Qom, Iran. Journal Article 2025 09 03 Objective Organizational success, particularly in a volatile future, depends significantly on proactive attention to developing successors for key positions. Succession development is a strategic, documented process for identifying, preparing, and appointing individuals to fill critical managerial and specialist roles essential for organizational continuity. The absence of a quality talent pipeline leads to weakened performance, operational delays, diminished service quality, the promotion of underqualified personnel, and increased organizational risk. This study, therefore, seeks to develop a comprehensive conceptual model for succession development within organizations. Methods This research is applied in purpose, descriptive in data collection, and qualitative in approach. It employs the meta-synthesis method to analyze existing literature. Data were gathered through a systematic review of scholarly documents, searching reputable domestic and international databases from 2010 to 2025. Using the Critical Appraisal Skills Programme (CASP) criteria, 81 studies were selected from an initial pool of 1,900 for final analysis. The selected materials were then analyzed using qualitative content analysis. Results The analysis produced a conceptual model comprising three core categories: Drivers, Substitution Process, and Consequences. Drivers are the enabling factors influencing the succession plan and are categorized into: (1) Individual Factors (enthusiasm, capability, career orientation); (2) Organizational Factors (succession culture, structure, training, senior management support, financing); and (3) Supra-Organizational Factors (labor market conditions, technological landscape, socio-cultural context, economic climate). The Substitution Process consists of three sequential phases: successor identification and selection, successor development, and successor evaluation. Consequences of effective succession planning are threefold: (1) Individual Outcomes (enhanced motivation, commitment, organizational affiliation, and skill development); (2) Organizational Outcomes (leadership continuity, reduced turnover risk, optimal HR planning, strengthened organizational memory and learning, sustainability, adaptability, and improved employer brand); and (3) Environmental Outcomes (improved quality of life and increased labor market dynamism). Conclusion This study concludes that succession management programs must be custom-designed in alignment with an organization's specific needs and resources. The proposed model presents a holistic view, demonstrating that succession management is a complex, long-term process influenced by a multidimensional set of drivers at the individual, organizational, and environmental levels. Attending to these drivers during the design and implementation of succession systems is crucial for achieving positive outcomes. Ultimately, a systematic succession process enables organizations to identify and cultivate the capable leaders and key personnel required to navigate a changing future successfully. Objective Organizational success, particularly in a volatile future, depends significantly on proactive attention to developing successors for key positions. Succession development is a strategic, documented process for identifying, preparing, and appointing individuals to fill critical managerial and specialist roles essential for organizational continuity. The absence of a quality talent pipeline leads to weakened performance, operational delays, diminished service quality, the promotion of underqualified personnel, and increased organizational risk. This study, therefore, seeks to develop a comprehensive conceptual model for succession development within organizations. Methods This research is applied in purpose, descriptive in data collection, and qualitative in approach. It employs the meta-synthesis method to analyze existing literature. Data were gathered through a systematic review of scholarly documents, searching reputable domestic and international databases from 2010 to 2025. Using the Critical Appraisal Skills Programme (CASP) criteria, 81 studies were selected from an initial pool of 1,900 for final analysis. The selected materials were then analyzed using qualitative content analysis. Results The analysis produced a conceptual model comprising three core categories: Drivers, Substitution Process, and Consequences. Drivers are the enabling factors influencing the succession plan and are categorized into: (1) Individual Factors (enthusiasm, capability, career orientation); (2) Organizational Factors (succession culture, structure, training, senior management support, financing); and (3) Supra-Organizational Factors (labor market conditions, technological landscape, socio-cultural context, economic climate). The Substitution Process consists of three sequential phases: successor identification and selection, successor development, and successor evaluation. Consequences of effective succession planning are threefold: (1) Individual Outcomes (enhanced motivation, commitment, organizational affiliation, and skill development); (2) Organizational Outcomes (leadership continuity, reduced turnover risk, optimal HR planning, strengthened organizational memory and learning, sustainability, adaptability, and improved employer brand); and (3) Environmental Outcomes (improved quality of life and increased labor market dynamism). Conclusion This study concludes that succession management programs must be custom-designed in alignment with an organization's specific needs and resources. The proposed model presents a holistic view, demonstrating that succession management is a complex, long-term process influenced by a multidimensional set of drivers at the individual, organizational, and environmental levels. Attending to these drivers during the design and implementation of succession systems is crucial for achieving positive outcomes. Ultimately, a systematic succession process enables organizations to identify and cultivate the capable leaders and key personnel required to navigate a changing future successfully.

https://jipa.ut.ac.ir/article_104107_c92e34347af5f8f3b6bdc043bba2cd6f.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Understanding the Phenomenon of Quiet Quitting among Employees in the Higher Education System Understanding the Phenomenon of Quiet Quitting among Employees in the Higher Education System 147 173 103629 10.22059/jipa.2025.400365.3754 FA Ali Yasini Associate Prof., Department of Educational Management, Faculty of Literature and Humanities, University of Ilam, Ilam, Iran. Journal Article 2025 08 09 Objective Quiet quitting represents a critical challenge for organizational systems, exerting profound effects on productivity, employee mental health, and long-term sustainability. This phenomenon manifests through covert, withdrawal-oriented behaviors—such as concealing work efforts, social isolation, responsibility avoidance, and tacit disengagement—which gradually solidify individual isolation, reduce voluntary effort, and diminish constructive collaboration. This study analyzes quiet quitting within Iran's higher education system to illuminate its underlying mechanisms, organizational consequences, and contextual drivers. The aim is to provide educational managers and policymakers with empirically grounded, targeted interventions for preventing and managing this issue. Methods This research employs a qualitative design based on content analysis. Data were collected through in-depth, semi-structured interviews designed to capture personal experiences, interpretive meanings, and cultural representations of quiet quitting. A purposive sample of 38 experts and key informants from universities and higher education institutions in Ilam Province was recruited. The data were analyzed using a three-stage coding process (open, axial, and selective coding) to identify latent patterns, inter-category relationships, and cross-level processes. Methodological trustworthiness was established through triangulation and expert validation procedures. Results The analysis yielded five overarching thematic categories, each comprising distinct behavioral indicators and contextual explanations: Covert Withdrawal Behaviors: Including the concealment of work, social disengagement, responsibility avoidance, and covert exits. These behaviors progressively isolate individuals and undermine active participation in collaborative work and strategic initiatives. Distorted Organizational Communication: Characterized by weak information flow, insufficient collaboration, deep interpersonal mistrust, and poor emotion management. This leads to reduced transparency, task allocation confusion, and lost opportunities for process improvement. Impaired Organizational Psychology: Evidenced by low job satisfaction, diminished motivation, burnout, despair, reduced self-efficacy, and career pessimism. This climate potentiates unrecorded absenteeism and protracted corrosive conduct. Autonomous Protective-Withdrawal Responses: Encompassing negative self-correction and retaliatory or solitary actions, which further erode trust and inter-organizational cooperation. Purposeful Underperformance: Marked by reduced task effort, decreased voluntary engagement, passive-constraining behaviors, reluctance to assume new responsibilities, and diminished collegial communication. A cross-sectional synthesis indicates that quiet quitting arises from a confluence of socio-cultural processes, organizational-environmental pressures, and affective-psychological dynamics, which collectively lower organizational commitment and participation. Conclusion This study provides a granular framework for understanding the multidimensional nature of quiet quitting in higher education. Based on the findings, targeted interventions are proposed, including strengthening incentive systems, fostering a participatory culture, enhancing internal communication, and building specific managerial competencies. These measures are designed to equip policymakers and academic leaders with practical tools to counter this phenomenon. The insights generated have significant potential to inform future research and strategic decision-making aimed at enhancing performance and job satisfaction within Iran's higher education system. Objective Quiet quitting represents a critical challenge for organizational systems, exerting profound effects on productivity, employee mental health, and long-term sustainability. This phenomenon manifests through covert, withdrawal-oriented behaviors—such as concealing work efforts, social isolation, responsibility avoidance, and tacit disengagement—which gradually solidify individual isolation, reduce voluntary effort, and diminish constructive collaboration. This study analyzes quiet quitting within Iran's higher education system to illuminate its underlying mechanisms, organizational consequences, and contextual drivers. The aim is to provide educational managers and policymakers with empirically grounded, targeted interventions for preventing and managing this issue. Methods This research employs a qualitative design based on content analysis. Data were collected through in-depth, semi-structured interviews designed to capture personal experiences, interpretive meanings, and cultural representations of quiet quitting. A purposive sample of 38 experts and key informants from universities and higher education institutions in Ilam Province was recruited. The data were analyzed using a three-stage coding process (open, axial, and selective coding) to identify latent patterns, inter-category relationships, and cross-level processes. Methodological trustworthiness was established through triangulation and expert validation procedures. Results The analysis yielded five overarching thematic categories, each comprising distinct behavioral indicators and contextual explanations: Covert Withdrawal Behaviors: Including the concealment of work, social disengagement, responsibility avoidance, and covert exits. These behaviors progressively isolate individuals and undermine active participation in collaborative work and strategic initiatives. Distorted Organizational Communication: Characterized by weak information flow, insufficient collaboration, deep interpersonal mistrust, and poor emotion management. This leads to reduced transparency, task allocation confusion, and lost opportunities for process improvement. Impaired Organizational Psychology: Evidenced by low job satisfaction, diminished motivation, burnout, despair, reduced self-efficacy, and career pessimism. This climate potentiates unrecorded absenteeism and protracted corrosive conduct. Autonomous Protective-Withdrawal Responses: Encompassing negative self-correction and retaliatory or solitary actions, which further erode trust and inter-organizational cooperation. Purposeful Underperformance: Marked by reduced task effort, decreased voluntary engagement, passive-constraining behaviors, reluctance to assume new responsibilities, and diminished collegial communication. A cross-sectional synthesis indicates that quiet quitting arises from a confluence of socio-cultural processes, organizational-environmental pressures, and affective-psychological dynamics, which collectively lower organizational commitment and participation. Conclusion This study provides a granular framework for understanding the multidimensional nature of quiet quitting in higher education. Based on the findings, targeted interventions are proposed, including strengthening incentive systems, fostering a participatory culture, enhancing internal communication, and building specific managerial competencies. These measures are designed to equip policymakers and academic leaders with practical tools to counter this phenomenon. The insights generated have significant potential to inform future research and strategic decision-making aimed at enhancing performance and job satisfaction within Iran's higher education system.

https://jipa.ut.ac.ir/article_103629_40197af0940bbacc1577502b1cff6274.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Causal Mechanisms in Socially Responsible Human Capital Management and Corporate Financial Performance Causal Mechanisms in Socially Responsible Human Capital Management and Corporate Financial Performance 174 202 106483 10.22059/jipa.2025.399859.3750 FA Bita Mashayekhi Prof., Department of Accounting, Faculty of Accounting and Financial Management, College of Management, University of Tehran, Tehran, Iran. Fateme Samie Ph.D. Candidate, Department of Accounting, Faculty of Accounting and Financial Management, College of Management, University of Tehran, Tehran, Iran. Journal Article 2025 08 02 Objective This study aims to examine the causal mechanisms underlying the relationship between Socially Responsible Human Resource Management (SRHRM) and corporate performance. Data were collected via at least 500 questionnaires administered to full-time employees in companies engaged in corporate social responsibility (CSR) actions. SRHRM fosters positive employee responses such as organizational commitment, trust, and creativity which are posited to enhance financial performance. These positive behaviors are largely driven by corporate HR policies that emphasize social responsibility, thereby motivating employees to exceed their formal job requirements. Methods This study represents one of the first attempts to apply a retroduction reasoning approach specifically within a quantitative framework to explore the causal link between SRHRM and financial performance. To achieve this, the study employs the back-door criterion from structural causal modeling. This method assumes that all confounding "back-door" paths from the independent to the dependent variable are conditionally controlled. Since confounders influence both variables, isolating them through conditional control is essential for identifying a pure causal effect. The analysis uses a Directed Acyclic Graph (DAG)-informed, regression-based causal inference framework to investigate the effect of SRHRM on firm value, measured by Tobin’s Q. Results The results indicate that SRHRM exerts a statistically significant and causally robust positive impact on Tobin’s Q across the full sample. Notably, interaction analyses reveal that this effect is moderated by firm characteristics: the impact of SRHRM is stronger in larger firms, likely due to superior resource alignment, scale efficiencies, and institutional readiness. Conversely, the effect is significantly diminished among older firms, suggesting organizational inertia or maturity may inhibit the absorptive capacity for strategic HR innovations. Subgroup analyses confirm this pattern. Large firms demonstrate the strongest, most stable effect; small firms show a null or slightly negative impact, indicating potential misalignment or implementation challenges; and old firms outperform young firms in SRHRM gains, implying that experience and market embeddedness facilitate more effective outcomes. Conclusion This study demonstrates the value of causal inference over traditional correlational methods in SRHRM research. Techniques such as DAG-informed regression and the back-door criterion simulate counterfactuals and rigorously control for confounders, distinguishing genuine causal impact from spurious association. Consequently, this approach yields findings with stronger internal validity, transforming descriptive patterns into actionable, policy-relevant insights. The results move beyond identifying what firms tend to do, providing evidence for what they should do to leverage SRHRM for enhanced firm value, contingent on organizational context. Objective This study aims to examine the causal mechanisms underlying the relationship between Socially Responsible Human Resource Management (SRHRM) and corporate performance. Data were collected via at least 500 questionnaires administered to full-time employees in companies engaged in corporate social responsibility (CSR) actions. SRHRM fosters positive employee responses such as organizational commitment, trust, and creativity which are posited to enhance financial performance. These positive behaviors are largely driven by corporate HR policies that emphasize social responsibility, thereby motivating employees to exceed their formal job requirements. Methods This study represents one of the first attempts to apply a retroduction reasoning approach specifically within a quantitative framework to explore the causal link between SRHRM and financial performance. To achieve this, the study employs the back-door criterion from structural causal modeling. This method assumes that all confounding "back-door" paths from the independent to the dependent variable are conditionally controlled. Since confounders influence both variables, isolating them through conditional control is essential for identifying a pure causal effect. The analysis uses a Directed Acyclic Graph (DAG)-informed, regression-based causal inference framework to investigate the effect of SRHRM on firm value, measured by Tobin’s Q. Results The results indicate that SRHRM exerts a statistically significant and causally robust positive impact on Tobin’s Q across the full sample. Notably, interaction analyses reveal that this effect is moderated by firm characteristics: the impact of SRHRM is stronger in larger firms, likely due to superior resource alignment, scale efficiencies, and institutional readiness. Conversely, the effect is significantly diminished among older firms, suggesting organizational inertia or maturity may inhibit the absorptive capacity for strategic HR innovations. Subgroup analyses confirm this pattern. Large firms demonstrate the strongest, most stable effect; small firms show a null or slightly negative impact, indicating potential misalignment or implementation challenges; and old firms outperform young firms in SRHRM gains, implying that experience and market embeddedness facilitate more effective outcomes. Conclusion This study demonstrates the value of causal inference over traditional correlational methods in SRHRM research. Techniques such as DAG-informed regression and the back-door criterion simulate counterfactuals and rigorously control for confounders, distinguishing genuine causal impact from spurious association. Consequently, this approach yields findings with stronger internal validity, transforming descriptive patterns into actionable, policy-relevant insights. The results move beyond identifying what firms tend to do, providing evidence for what they should do to leverage SRHRM for enhanced firm value, contingent on organizational context.

https://jipa.ut.ac.ir/article_106483_376708e67122240c526041e14c7b8a33.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Designing an Inclusive Talent Development Framework in the Organization (Case Study: Social Security Organization) Designing an Inclusive Talent Development Framework in the Organization (Case Study: Social Security Organization) 203 233 106484 10.22059/jipa.2025.399679.3749 FA Hossein Haji Esmaeili Ph.D. Candidate, Department of Human Resource Management, Faculty of Accounting & Management, College of Farabi, University of Tehran, Tehran, Iran. Reza Tahmasebi Associate Prof., Department of Territorial Management and Public Affairs, Faculty of Accounting & Management, College of Farabi, University of Tehran, Tehran, Iran. Jabbar Babashahi Associate Prof., Department of Entrepreneurship, Faculty of Accounting & Management, College of Farabi, University of Tehran, Tehran, Iran. Journal Article 2025 07 29 Objective Inclusive talent development (ITD) focuses on creating equitable opportunities for growth and professional flourishing for all employees. This approach enables organizations to identify and nurture individual potential, placing employees in roles that align with their inherent talents. When employees perceive that their abilities are valued and that clear growth pathways exist, their sense of belonging and participation strengthens, fostering greater knowledge sharing and the exchange of ideas. The purpose of this research is to design a comprehensive framework for inclusive talent development within Iran’s Social Security Organization. The framework aims to facilitate employee self-actualization and ensure career paths are commensurate with individual talents. Methods This applied study adopts an interpretive research paradigm and an inductive approach. Following a qualitative methodology, it employs a cross-sectional time horizon and utilizes thematic analysis as its core research strategy. Data were collected through semi-structured interviews with managers and human resources experts from the central headquarters of the Social Security Organization, a major governmental service provider. Participants (n=12) were selected via purposeful and snowball sampling techniques. The interview data were systematically analyzed using thematic analysis to identify, analyze, and report patterns (themes) relevant to constructing the ITD framework. Results The analysis resulted in a detailed, multi-component framework for inclusive talent development. The model is organized into eight interconnected thematic sections: (1) Fundamental Principles (the core philosophical underpinnings of ITD); (2) Requirements & Necessities (essential organizational preconditions for implementation); (3) Potential Discovery (processes for identifying latent talent); (4) Talent Strengthening (mechanisms to convert potential into strengths); (5) Intervening Factors (variables that directly enable or hinder the process); (6) Moderating Factors (contextual variables that influence the strength of relationships within the model); (7) Immediate Results (the direct outcomes of ITD practices); and (8) Ultimate Consequences (the broader long-term impacts on the individual and organization). Conclusion This study concludes that an inclusive talent development strategy is both appropriate and beneficial for the studied organization. Grounded in humanistic and positive psychology principles, the proposed framework provides a structured pathway for the organization to recognize and cultivate the inherent capabilities of its workforce. Implementation is poised to enhance employee skills, motivation, self-confidence, and personal flourishing by creating a profound sense of worth and belonging. Consequently, the organization can build a diverse and talented internal pool, improve job-employee fit, and increase overall work engagement. The individual and organizational consequences are extensive and synergistic, leading to greater employee commitment, job satisfaction, creativity, and retention, as well as improved organizational effectiveness, agility, brand strength, and strategic goal achievement. Ultimately, this framework facilitates the transformation toward a dynamic, learning-oriented organization that is resilient in the face of environmental change. Objective Inclusive talent development (ITD) focuses on creating equitable opportunities for growth and professional flourishing for all employees. This approach enables organizations to identify and nurture individual potential, placing employees in roles that align with their inherent talents. When employees perceive that their abilities are valued and that clear growth pathways exist, their sense of belonging and participation strengthens, fostering greater knowledge sharing and the exchange of ideas. The purpose of this research is to design a comprehensive framework for inclusive talent development within Iran’s Social Security Organization. The framework aims to facilitate employee self-actualization and ensure career paths are commensurate with individual talents. Methods This applied study adopts an interpretive research paradigm and an inductive approach. Following a qualitative methodology, it employs a cross-sectional time horizon and utilizes thematic analysis as its core research strategy. Data were collected through semi-structured interviews with managers and human resources experts from the central headquarters of the Social Security Organization, a major governmental service provider. Participants (n=12) were selected via purposeful and snowball sampling techniques. The interview data were systematically analyzed using thematic analysis to identify, analyze, and report patterns (themes) relevant to constructing the ITD framework. Results The analysis resulted in a detailed, multi-component framework for inclusive talent development. The model is organized into eight interconnected thematic sections: (1) Fundamental Principles (the core philosophical underpinnings of ITD); (2) Requirements & Necessities (essential organizational preconditions for implementation); (3) Potential Discovery (processes for identifying latent talent); (4) Talent Strengthening (mechanisms to convert potential into strengths); (5) Intervening Factors (variables that directly enable or hinder the process); (6) Moderating Factors (contextual variables that influence the strength of relationships within the model); (7) Immediate Results (the direct outcomes of ITD practices); and (8) Ultimate Consequences (the broader long-term impacts on the individual and organization). Conclusion This study concludes that an inclusive talent development strategy is both appropriate and beneficial for the studied organization. Grounded in humanistic and positive psychology principles, the proposed framework provides a structured pathway for the organization to recognize and cultivate the inherent capabilities of its workforce. Implementation is poised to enhance employee skills, motivation, self-confidence, and personal flourishing by creating a profound sense of worth and belonging. Consequently, the organization can build a diverse and talented internal pool, improve job-employee fit, and increase overall work engagement. The individual and organizational consequences are extensive and synergistic, leading to greater employee commitment, job satisfaction, creativity, and retention, as well as improved organizational effectiveness, agility, brand strength, and strategic goal achievement. Ultimately, this framework facilitates the transformation toward a dynamic, learning-oriented organization that is resilient in the face of environmental change.

https://jipa.ut.ac.ir/article_106484_8752edf4fe5cedceac6c72331e512eca.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 An Analysis of Hidden Organizational Interdependencies in the Public Sector Based on Quantum Entanglement Logic An Analysis of Hidden Organizational Interdependencies in the Public Sector Based on Quantum Entanglement Logic 234 262 105435 10.22059/jipa.2025.399407.3745 FA Morteza Hadizadeh PhD Candidate, Department of Business Management, Aras International Campus, University of Tehran, Tehran, Iran. Aidin Salamzadeh Associate Prof., Department of Management, Faculty of Business Management, College of Management, University of Tehran, Tehran, Iran. Manouchehr Ansari Associate Prof., Department of Media Communication and Business Management, Faculty of Business Management, University of Tehran, College of Management, Tehran, Iran. Babak Mohammadhosseini Associate Prof., Faculty of Basic Sciences, Imam Khomeini International University, Qazvin, Iran. Vitor Braga Associate Prof., CIICESI, ESTG, Polytechnic of Porto, 4610 Felgueiras, Portugal. Journal Article 2025 07 25 Objective This study aims to develop an innovative approach for analyzing inter-unit interactions and uncovering hidden relational structures within public sector organizations. In many governmental bodies, the apparent coordination—or lack thereof—among departments reflects only a partial and surface-level representation of multi-layered and complex decision-making. Numerous organizational decisions are made such that, even in the absence of formal coordination, a kind of informal and structural alignment emerges among different units. This phenomenon, which is rarely documented in official reports or organizational charts, plays a critical role in policy implementation effectiveness. Given rising complexity, institutional pressures, environmental uncertainty, and inter-unit interdependencies, identifying and analyzing these hidden relationships has become a strategic necessity for managers and policymakers. Methods Grounded in the theoretical foundations of complex systems and emerging approaches in decision analysis, this study develops a behavioral simulation model that enables managers to identify hidden patterns of interaction between organizational units. In the model, two major organizational departments are treated as independent decision-makers. Their behavioral responses to various environmental scenarios—such as budget fluctuations, political pressures, and shifting operational priorities—are analyzed. By adjusting these external variables and monitoring how both units respond, patterns of alignment or divergence in their decision-making are revealed. Unlike traditional tools that focus solely on decision outcomes, this model delves into the underlying process and logic, capturing deeper, often unseen, layers of inter-organizational behavior. The core objective is to identify fundamental structural dependencies that, while not visible on the surface, are critical to organizational functioning. Results The simulation results demonstrate that decisions made by different units are often structurally aligned, even in the absence of formal communication or explicit coordination. For example, under environmental stress or resource constraints, two departments (such as Human Resources and Planning) independently made complementary decisions. This finding suggests that inter-unit alignment may stem from latent mechanisms such as shared institutional understanding, organizational memory, or prior informal interactions, rather than from formal directives or hierarchical structures. Additionally, the results indicate that environmental fluctuations can amplify or diminish the degree of this hidden alignment or latent conflict. Consequently, continuously monitoring these relationships and analyzing their depth is essential for preventing future tensions and discovering synergistic opportunities. Conclusion In today’s complex governance landscapeو characterized by institutional fragmentation, ambiguous decision-making, and multilevel interdependence traditional organizational analysis tools are insufficient. The model proposed in this study addresses this gap conceptually and practically. It enables managers to develop a nuanced understanding of internal interactions, identify hidden alignment capacities, and design structures that leverage synergies while mitigating internal friction. Furthermore, this analytical approach shifts the focus from superficial statistical relationships to deeper, contextual, and structural organizational dynamics. The model can thus serve as a strategic decision-support tool, particularly during crises or periods of rapid change. It is recommended that senior public sector managers integrate this model into structural analyses, performance evaluations, and policy design. Such integration fosters a fresh perspective on internal relationships, supporting smarter, more integrated, and forward-looking decisions. Objective This study aims to develop an innovative approach for analyzing inter-unit interactions and uncovering hidden relational structures within public sector organizations. In many governmental bodies, the apparent coordination—or lack thereof—among departments reflects only a partial and surface-level representation of multi-layered and complex decision-making. Numerous organizational decisions are made such that, even in the absence of formal coordination, a kind of informal and structural alignment emerges among different units. This phenomenon, which is rarely documented in official reports or organizational charts, plays a critical role in policy implementation effectiveness. Given rising complexity, institutional pressures, environmental uncertainty, and inter-unit interdependencies, identifying and analyzing these hidden relationships has become a strategic necessity for managers and policymakers. Methods Grounded in the theoretical foundations of complex systems and emerging approaches in decision analysis, this study develops a behavioral simulation model that enables managers to identify hidden patterns of interaction between organizational units. In the model, two major organizational departments are treated as independent decision-makers. Their behavioral responses to various environmental scenarios—such as budget fluctuations, political pressures, and shifting operational priorities—are analyzed. By adjusting these external variables and monitoring how both units respond, patterns of alignment or divergence in their decision-making are revealed. Unlike traditional tools that focus solely on decision outcomes, this model delves into the underlying process and logic, capturing deeper, often unseen, layers of inter-organizational behavior. The core objective is to identify fundamental structural dependencies that, while not visible on the surface, are critical to organizational functioning. Results The simulation results demonstrate that decisions made by different units are often structurally aligned, even in the absence of formal communication or explicit coordination. For example, under environmental stress or resource constraints, two departments (such as Human Resources and Planning) independently made complementary decisions. This finding suggests that inter-unit alignment may stem from latent mechanisms such as shared institutional understanding, organizational memory, or prior informal interactions, rather than from formal directives or hierarchical structures. Additionally, the results indicate that environmental fluctuations can amplify or diminish the degree of this hidden alignment or latent conflict. Consequently, continuously monitoring these relationships and analyzing their depth is essential for preventing future tensions and discovering synergistic opportunities. Conclusion In today’s complex governance landscapeو characterized by institutional fragmentation, ambiguous decision-making, and multilevel interdependence traditional organizational analysis tools are insufficient. The model proposed in this study addresses this gap conceptually and practically. It enables managers to develop a nuanced understanding of internal interactions, identify hidden alignment capacities, and design structures that leverage synergies while mitigating internal friction. Furthermore, this analytical approach shifts the focus from superficial statistical relationships to deeper, contextual, and structural organizational dynamics. The model can thus serve as a strategic decision-support tool, particularly during crises or periods of rapid change. It is recommended that senior public sector managers integrate this model into structural analyses, performance evaluations, and policy design. Such integration fosters a fresh perspective on internal relationships, supporting smarter, more integrated, and forward-looking decisions.

https://jipa.ut.ac.ir/article_105435_295a62298d1df08fd284a160ad7802dd.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 The Design of an Artificial Intelligence Adoption Model in Smart Governance Using a Meta-Synthesis Approach The Design of an Artificial Intelligence Adoption Model in Smart Governance Using a Meta-Synthesis Approach 263 295 106486 10.22059/jipa.2025.398124.3737 FA Amirreza Momeni PhD Candidate, Department of Public Administration, Faculty of Management and Economics, University of Sistan and Baluchistan, Zahedan, Iran. 0000-0001-6808-0594 Nour Mohammad Yaghoubi Prof., Department of Public Administration, Faculty of Management and Economics, University of Sistan and Baluchistan, Zahedan, Iran. 0000-0001-6808-0594 Seyed Aligholi Roshan Associate Prof., Department of Public Administration, Faculty of Management and Economics, University of Sistan and Baluchistan, Zahedan, Iran. Ali Asghar Pourezzat Department of Public Policy, Faculty of Public Administration and Organization Science, College of Management, University of Tehran, Tehran, Iran. Journal Article 2025 07 06 Objective In recent years, a key concept in the transformation toward smart governance has been the adoption of artificial intelligence (AI). Identifying the factors that influence AI acceptance in governance can provide a roadmap for designing and implementing effective policies. Smart governance seeks to foster satisfaction among all societal stakeholders and plays a central role in addressing challenges such as population growth, recurring crises, and managerial complexity. Consequently, this study seeks to develop a comprehensive framework for AI adoption in smart governance using a meta-synthesis approach. The proposed framework aims to identify, analyze, and classify the components and factors associated with the acceptance of emerging technologies, enabling governance systems to fully leverage AI capabilities across design, managerial, and operational dimensions. Furthermore, through a systematic review of prior research, this study endeavors to provide integrated solutions for the optimal utilization of data and information, paving the way for future scholarly investigations. Methods This study employed a qualitative approach, utilizing the meta-synthesis method to achieve its research objectives. The process was structured according to Saunders et al.’s “research onion” model, a widely recognized and reliable framework for systematically integrating qualitative findings. To examine the factors related to AI adoption in governance, a comprehensive review of 1,123 scholarly articles and books from international academic databases was conducted. Source selection was based on well-defined inclusion and exclusion criteria, with a particular focus on literature related to smart governance and the critical factors influencing technology adoption. The analyzed works were published between 2015 and 2025 in leading scientific databases. The findings from this systematic analysis were synthesized to develop a comprehensive model for AI adoption, structured through the integration of qualitative results and the identification of key components. Results The findings reveal that the successful adoption of artificial intelligence in smart governance requires a comprehensive framework incorporating four fundamental layers. First, the informational layer (technological context) encompasses digital infrastructure, data governance and security, and algorithmic transparency. Second, the institutional layer (organizational context) includes an innovative organizational culture, transformational leadership, and employee training and empowerment. Third, the value layer (environmental context) consists of legal and regulatory frameworks, competitive pressures, and citizens’ demands. Finally, the action layer (absorptive capacity) comprises dynamic capabilities and mechanisms for knowledge sharing. Collectively, these four layers and their associated components establish a holistic foundation through which governments can effectively integrate artificial intelligence into the design, management, and execution of smart governance. Conclusion This study aimed to design a model for the adoption of artificial intelligence in smart governance. The findings demonstrate that successful technological integration requires robust digital infrastructure, supportive policies, a mature digital culture, enhanced human skills, and continuous oversight of AI-driven processes. The proposed multi-layered framework offers a strategic roadmap for policymakers and administrators, emphasizing that AI adoption is not merely a technical upgrade but a systemic transformation involving technological, institutional, environmental, and capability-based dimensions. Future research should empirically validate and refine this framework across different governmental contexts. Objective In recent years, a key concept in the transformation toward smart governance has been the adoption of artificial intelligence (AI). Identifying the factors that influence AI acceptance in governance can provide a roadmap for designing and implementing effective policies. Smart governance seeks to foster satisfaction among all societal stakeholders and plays a central role in addressing challenges such as population growth, recurring crises, and managerial complexity. Consequently, this study seeks to develop a comprehensive framework for AI adoption in smart governance using a meta-synthesis approach. The proposed framework aims to identify, analyze, and classify the components and factors associated with the acceptance of emerging technologies, enabling governance systems to fully leverage AI capabilities across design, managerial, and operational dimensions. Furthermore, through a systematic review of prior research, this study endeavors to provide integrated solutions for the optimal utilization of data and information, paving the way for future scholarly investigations. Methods This study employed a qualitative approach, utilizing the meta-synthesis method to achieve its research objectives. The process was structured according to Saunders et al.’s “research onion” model, a widely recognized and reliable framework for systematically integrating qualitative findings. To examine the factors related to AI adoption in governance, a comprehensive review of 1,123 scholarly articles and books from international academic databases was conducted. Source selection was based on well-defined inclusion and exclusion criteria, with a particular focus on literature related to smart governance and the critical factors influencing technology adoption. The analyzed works were published between 2015 and 2025 in leading scientific databases. The findings from this systematic analysis were synthesized to develop a comprehensive model for AI adoption, structured through the integration of qualitative results and the identification of key components. Results The findings reveal that the successful adoption of artificial intelligence in smart governance requires a comprehensive framework incorporating four fundamental layers. First, the informational layer (technological context) encompasses digital infrastructure, data governance and security, and algorithmic transparency. Second, the institutional layer (organizational context) includes an innovative organizational culture, transformational leadership, and employee training and empowerment. Third, the value layer (environmental context) consists of legal and regulatory frameworks, competitive pressures, and citizens’ demands. Finally, the action layer (absorptive capacity) comprises dynamic capabilities and mechanisms for knowledge sharing. Collectively, these four layers and their associated components establish a holistic foundation through which governments can effectively integrate artificial intelligence into the design, management, and execution of smart governance. Conclusion This study aimed to design a model for the adoption of artificial intelligence in smart governance. The findings demonstrate that successful technological integration requires robust digital infrastructure, supportive policies, a mature digital culture, enhanced human skills, and continuous oversight of AI-driven processes. The proposed multi-layered framework offers a strategic roadmap for policymakers and administrators, emphasizing that AI adoption is not merely a technical upgrade but a systemic transformation involving technological, institutional, environmental, and capability-based dimensions. Future research should empirically validate and refine this framework across different governmental contexts.

https://jipa.ut.ac.ir/article_106486_897f49e430288b4af8f723addec2c4d5.pdf

Univrsity Of Tehran Press Journal of Public Administration 2008-5877 18 1 2026 03 21 Hybrid Work Model with the Meta-Synthesis Method Hybrid Work Model with the Meta-Synthesis Method 296 317 106487 10.22059/jipa.2025.397348.3724 FA Kosar Mojaddam Ph. D. Candidate, Department of Business Management, Faculty of Administrative Sciences and Economy, University of Isfahan, Isfahan, Iran. Ali Safari Associate Prof., Department of Management, Faculty of Administrative Sciences and Economy, University of Isfahan, Isfahan, Iran. Ali Nasr Isfahani Prof., Department of Management, Faculty of Administrative Sciences and Economy, University of Isfahan, Isfahan, Iran. Journal Article 2025 06 16 Objective The hybrid work model is rapidly emerging as a dominant paradigm in human resource management, driven by shifts in demographic structures, the rise of new workforce generations, and technological advancements. This model, which strategically integrates in-person and remote work, offers unprecedented flexibility regarding time, space, and methodology. However, it also necessitates deeper research due to the lack of a systematic framework for identifying its influencing factors and outcomes. Given the scarcity of domestic studies on this topic and the fragmented nature of international research, this study aims to develop a comprehensive and coherent model of the antecedents and consequences of hybrid work to address these theoretical gaps. Methods As an applied study, this research adopts a qualitative approach using the meta-synthesis method. Meta-synthesis is a systematic qualitative technique that analyzes and synthesizes findings from prior studies to generate new theoretical insights. A comprehensive search, screening, and content evaluation process was conducted to identify the relevant statistical population of studies. All accessible and pertinent sources on the subject were collected and reviewed, with studies containing valuable data selected for analysis. Finally, the extracted data were analyzed through thematic analysis to design an integrated model of the antecedents and consequences of hybrid work. Results The analysis led to the development of a final model in which the antecedents of hybrid work were categorized into four distinct groups: individual antecedents (including attitudinal, behavioral, and job-related factors); organizational antecedents (encompassing leadership and managerial support, agile structures, HR policies, and IT infrastructure); cultural antecedents (including trust, learning, and knowledge-sharing cultures); and environmental antecedents (involving technological advancements, shifting workforce preferences, global crises, and market competition). This fourfold classification demonstrates that successful hybrid work implementation requires multi-level preparedness. Key enabling factors include employee attitudes toward autonomy, agile organizational structures, leadership maturity, and a culture of trust. The findings indicate that optimal effectiveness depends on simultaneously addressing both "soft" dimensions (e.g., culture, leadership) and "hard" dimensions (e.g., technology, structure). Similarly, the consequences of hybrid work were classified into three categories: individual outcomes (including productivity, job satisfaction, work-life balance, mental well-being, and skill development); organizational outcomes (encompassing workforce utilization, team synergy, cost efficiency, sustainability, and decisional agility); and environmental outcomes (including social and environmental responsibility, equal access to employment, and enhanced market competitiveness). The synthesis suggests that hybrid work can significantly enhance productivity, satisfaction, and work-life balance at the individual level. At the organizational level, it promotes agility, cost reduction, and collaboration. Furthermore, at the environmental level, it contributes to greater employment equity and corporate social responsibility. Conclusion This study presents a comprehensive model of the factors influencing and resulting from hybrid work, providing managers with a deeper understanding of this modern approach to inform strategic decision-making and HR policy formulation. The results demonstrate that successful implementation requires a precise assessment of antecedents across individual, organizational, cultural, and environmental levels. Organizations must, therefore, evaluate their infrastructural readiness, cultural maturity, and leadership styles before adoption. Concurrently, revising HR policies and managerial tools is essential to strengthen team cohesion, ensure performance transparency, and guarantee fairness in evaluations within hybrid environments. Ultimately, fostering an organizational culture based on trust, continuous learning, and digital skill development should be a strategic priority for HR leaders. Objective The hybrid work model is rapidly emerging as a dominant paradigm in human resource management, driven by shifts in demographic structures, the rise of new workforce generations, and technological advancements. This model, which strategically integrates in-person and remote work, offers unprecedented flexibility regarding time, space, and methodology. However, it also necessitates deeper research due to the lack of a systematic framework for identifying its influencing factors and outcomes. Given the scarcity of domestic studies on this topic and the fragmented nature of international research, this study aims to develop a comprehensive and coherent model of the antecedents and consequences of hybrid work to address these theoretical gaps. Methods As an applied study, this research adopts a qualitative approach using the meta-synthesis method. Meta-synthesis is a systematic qualitative technique that analyzes and synthesizes findings from prior studies to generate new theoretical insights. A comprehensive search, screening, and content evaluation process was conducted to identify the relevant statistical population of studies. All accessible and pertinent sources on the subject were collected and reviewed, with studies containing valuable data selected for analysis. Finally, the extracted data were analyzed through thematic analysis to design an integrated model of the antecedents and consequences of hybrid work. Results The analysis led to the development of a final model in which the antecedents of hybrid work were categorized into four distinct groups: individual antecedents (including attitudinal, behavioral, and job-related factors); organizational antecedents (encompassing leadership and managerial support, agile structures, HR policies, and IT infrastructure); cultural antecedents (including trust, learning, and knowledge-sharing cultures); and environmental antecedents (involving technological advancements, shifting workforce preferences, global crises, and market competition). This fourfold classification demonstrates that successful hybrid work implementation requires multi-level preparedness. Key enabling factors include employee attitudes toward autonomy, agile organizational structures, leadership maturity, and a culture of trust. The findings indicate that optimal effectiveness depends on simultaneously addressing both "soft" dimensions (e.g., culture, leadership) and "hard" dimensions (e.g., technology, structure). Similarly, the consequences of hybrid work were classified into three categories: individual outcomes (including productivity, job satisfaction, work-life balance, mental well-being, and skill development); organizational outcomes (encompassing workforce utilization, team synergy, cost efficiency, sustainability, and decisional agility); and environmental outcomes (including social and environmental responsibility, equal access to employment, and enhanced market competitiveness). The synthesis suggests that hybrid work can significantly enhance productivity, satisfaction, and work-life balance at the individual level. At the organizational level, it promotes agility, cost reduction, and collaboration. Furthermore, at the environmental level, it contributes to greater employment equity and corporate social responsibility. Conclusion This study presents a comprehensive model of the factors influencing and resulting from hybrid work, providing managers with a deeper understanding of this modern approach to inform strategic decision-making and HR policy formulation. The results demonstrate that successful implementation requires a precise assessment of antecedents across individual, organizational, cultural, and environmental levels. Organizations must, therefore, evaluate their infrastructural readiness, cultural maturity, and leadership styles before adoption. Concurrently, revising HR policies and managerial tools is essential to strengthen team cohesion, ensure performance transparency, and guarantee fairness in evaluations within hybrid environments. Ultimately, fostering an organizational culture based on trust, continuous learning, and digital skill development should be a strategic priority for HR leaders.

https://jipa.ut.ac.ir/article_106487_36b52fab721b315002b374416288a58b.pdf