نوع مقاله : مقاله علمی پژوهشی
نویسندگان
دانشگاه محقق اردبیلی
چکیده
کلیدواژهها
موضوعات
عنوان مقاله [English]
نویسندگان [English]
Objective: Digital transformation in public organizations is not a purely technological process, but rather requires a profound transformation in the cultural, semantic, and behavioral patterns of the organization. In the meantime, the concept of "organizational technoculture" as a link between technology and culture plays a key role in the success or failure of digital transformation programs. Despite the importance of this concept, studies show that in Iranian government organizations, especially in the Social Security Organization as one of the largest service institutions in the country, there is no indigenous and comprehensive model of organizational technoculture appropriate to the existing institutional, cultural, and structural characteristics. Therefore, the purpose of this study is to design an indigenous model of organizational technoculture in the Iranian Social Security Organization with an emphasis on its role in realizing digital transformation.
Method: This research is a mixed qualitative and quantitative research that is classified as non-experimental in terms of purpose, application, and data collection. The data collection tools in the qualitative section included library research, articles, and semi-structured interviews with 20 university professors, senior and middle managers, IT experts, and digital transformation experts in the Social Security Organization in Ardabil, East and West Azerbaijan provinces, and Tehran, who were selected between April and July 2025 using snowball sampling. The data analysis method in the qualitative section was based on grounded theory (Strauss and Corbin, 2014), which was carried out using Atlas.ti software and through a coding process. In the quantitative section, purposive sampling was carried out with the participation of 35 experts and specialists, and data were collected through a questionnaire. In this section, after extracting qualitative findings, the Kendall correlation test was used to assess the level of agreement and consistency, to examine the consensus of the interviewees and experts, and to validate the research model.
Findings: The research findings were explained in the form of a paradigmatic model of organizational technoculture, whose central category is “transformation in the semantic and operational pattern of the organization; from paper-based bureaucracy to data-based technoculture”. Causal categories included technological pressures, inefficiency of traditional processes, and increasing expectations of stakeholders. Contextual factors included bureaucratic structure, diversity of human resources, and the nature of the organization’s mission, and intervening factors included managers’ leadership style, level of organizational trust, and employees’ attitude toward technology. The main strategies extracted included developing digital human capital, redesigning the structure and processes, digital leadership, reforming the incentive system, and strengthening digital interaction with stakeholders, which ultimately led to outcomes such as institutionalizing digital culture, increasing productivity, improving service quality, and strengthening social trust. Conclusion: The research conclusion shows that the success of digital transformation in the social security organization depends, above all, on the conscious management of organizational technoculture. The presented model can be used as a local basis for policy-making, planning, and implementation of digital transformation in large government organizations in Iran.
کلیدواژهها [English]
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