https://jipa.ut.ac.ir/ Journal of Public Administration en daily 1 Fri, 22 May 2026 00:00:00 +0330 Fri, 22 May 2026 00:00:00 +0330 https://jipa.ut.ac.ir/article_107366.html Objective Performance evaluation in the banking sector, and particularly within development banks, necessitates analytical frameworks that are both comprehensive and dynamic. This requirement stems from several distinctive features of development banking, including the multi-stage structure of banking operations, the existence of objectives that go beyond short-term profitability, and the intertemporal dependence of performance outcomes across successive periods. A review of prior empirical studies shows that a large share of the existing literature, especially in domestic research, has tended to focus on a single dimension of performance, most commonly either resource management efficiency or financial profitability efficiency, examined in isolation. Such approaches provide only a partial understanding of bank performance and fail to adequately capture the internal linkages between resource mobilization, cost structures, financial returns, and the realization of development-oriented goals. Moreover, limited attention has been devoted to analyzing these dimensions simultaneously within a dynamic framework that reflects the specific operational characteristics of development banks. In response to this gap, the objective of the present study is to conduct a comprehensive and intertemporal evaluation of managerial performance in the Cooperative Development Bank, focusing on its provincial management units. Specifically, the study aims to analyze the dynamic relationship between resource management efficiency, financial profitability, and the fulfillment of development objectives through the application of a dynamic network framework. Methods This study employs a Dynamic Network Slack-Based Measure (DN-SBM) model within the broader data envelopment analysis (DEA) framework. The proposed model conceptualizes banking operations as a two-stage sequential network consisting of a resource management stage followed by a financial profitability stage. The internal structure of the model explicitly incorporates intermediate products and carry-over variables to reflect the operational linkages between stages and the intertemporal dependence of performance. The empirical analysis is based on panel data from 31 provincial management units of the Cooperative Development Bank over the period 1401–1403 (2022–2024). Several methodological features distinguish this study. Deposits are disaggregated into low-cost and high-cost deposits and are treated as intermediate outputs of the resource management stage. Interest expenses associated with high-cost deposits are incorporated as an exogenous input in the profitability stage, reflecting their role in shaping financial outcomes. In addition, carry-over variables such as non-performing loans and branch location are included to capture dynamic effects that transmit performance across periods. The model also applies dynamic weighting to both stages and time periods based on their relative importance. To enhance the practical relevance of the analysis, slack analysis is conducted as a complementary tool to identify specific sources and magnitudes of inefficiency at the provincial level. Results The results indicate considerable heterogeneity in dynamic network efficiency among provincial management units of the Cooperative Development Bank. Only a limited number of provinces consistently remain on the efficiency frontier throughout the entire study period, while many others exhibit fluctuating performance over time. The slack analysis reveals that the sources of inefficiency vary substantially across provinces and across stages of operation. In some provincial units, inefficiency is mainly driven by excess operational and personnel costs, pointing to weaknesses in cost control and resource utilization within the resource management stage. In other cases, inefficiency is primarily associated with the profitability stage and is linked to elevated credit risk and higher levels of non-performing loans. The dynamic results further demonstrate that achieving efficiency in one period does not necessarily ensure efficiency in subsequent periods. This finding underscores the importance of carry-over variables in shaping performance trajectories and highlights the intertemporal nature of managerial performance in development banking.     Conclusion The conclusions of this study suggest that the DN-SBM approach offers an effective and robust framework for evaluating the performance of development banks operating in multi-stage and intertemporal environments. By explicitly modeling internal processes, intermediate outputs, and carry-over effects, the proposed framework enables a more nuanced assessment of managerial performance than static or single-stage approaches. The ability to precisely identify inefficiency bottlenecks through slack analysis supports the formulation of targeted improvement programs and strengthens data-driven managerial decision-making. Overall, the findings indicate that dynamic network performance evaluation can assist managers and policymakers in better aligning development objectives with economic efficiency within development banking institutions. https://jipa.ut.ac.ir/article_107367.html Objective Judicial performance management constitutes a fundamental pillar of effective judicial systems, as it directly influences the quality of justice delivery, stakeholder satisfaction, institutional legitimacy, and public trust. In complex legal environments, performance management mechanisms determine not only the efficiency of judicial processes but also the broader societal outcomes related to the rule of law and economic stability. Despite its critical importance, the existing body of research in Iran remains fragmented, and no comprehensive meta synthesis study has systematically examined the antecedents and consequences of judicial performance management. The absence of an integrative framework has limited the ability of policymakers and judicial administrators to identify structural patterns, causal mechanisms, and multidimensional effects. Accordingly, this study seeks to address this research gap by conducting a qualitative meta synthesis of prior Persian and English studies, with the aim of identifying recurring antecedents, consequences, and conceptual dimensions of judicial performance management within the Iranian context. Methods This research employed the seven-step meta synthesis approach proposed by Sandelowski and Barroso to systematically integrate and interpret findings from prior empirical and conceptual studies. In the initial search phase, 166 credible Persian and English scientific texts were identified from major academic information databases. Following a rigorous screening process based on the PRISMA framework, 109 studies were selected for final inclusion. The methodological quality and eligibility of the selected sources were evaluated using the Keskes scale, applying a ten-item Critical Appraisal Skills Programme (CASP) benchmark. Content validity was further ensured through structured feedback from 20 academic and judicial experts, with Content Validity Ratio (CVR) and Content Validity Index (CVI) values exceeding 0.79. Qualitative data were coded and analyzed using Atlas.ti software. Through iterative content analysis, 630 initial codes were refined and consolidated into 325 basic codes, 32 organizing themes, and ultimately 3 overarching themes, following expert consensus. The reliability of the coding and thematic structure was confirmed using a Kappa coefficient of 0.85, indicating a satisfactory level of agreement and methodological rigor. Results The findings reveal that the antecedents of judicial performance management operate across three interrelated levels: individual, organizational, and extra-organizational. At the individual level, key antecedents include deficiencies in cognitive–skill capital and self-efficacy. At the organizational level, centralized administrative structures, complex and inefficient evaluation processes, and suboptimal resource allocation were identified as critical factors. At the extra-organizational level, political pressures, budgetary limitations, and economic fluctuations exert substantial influence. These antecedents form a cascading causal chain, extending from individual shortcomings, such as inadequate case analysis, to environmental instabilities, including weakened judicial independence. The consequences of ineffective judicial performance management also emerge hierarchically, ranging from reduced judicial capacity and increased judicial errors to broader systemic outcomes such as erosion of the rule of law and diminished foreign investment. Together, these dynamics systematically undermine judicial system efficiency and societal trust. Conclusion This meta synthesis identifies five key dimensions of judicial performance management within a multidimensional and dynamic framework: cognitive–behavioral, social–interactional, organizational–institutional, environmental–resource, and human capital developmental. These dimensions span from individual competencies to macro-level social consequences and interact through continuous feedback loops consistent with cybernetic theory. However, given the limitations of cybernetic theory particularly its insufficient attention to human complexity and delayed feedback effects the study recommends integrating this perspective with institutional theory and human capital theory. Such integration enables a more comprehensive understanding of how norms, institutional environments, and long-term human resource development shape judicial performance. As the first systematic meta synthesis study of its kind in Iran, this research offers a novel conceptual model that simultaneously addresses structural, procedural, and environmental challenges, and provides evidence-based directions for redesigning evaluation systems and strengthening judicial training and development initiatives. https://jipa.ut.ac.ir/article_107368.html Objective Corruption is a complex, multidimensional phenomenon that creates serious barriers to development at both national and organizational levels. Among its various forms, administrative corruption has been repeatedly highlighted in prior research as closely linked to deficiencies in transparency. Within the domain of Human Resource Management (HRM), several contextual factors, such as inequities in compensation systems, cultural shortcomings, and inefficient or ambiguous processes, have been cited as contributing conditions that increase the likelihood of corrupt practices. Studies further emphasize that a lack of transparency in HRM not only functions as a direct cause of corruption but also creates fertile ground for its emergence and perpetuation. Given these challenges, the present study aims to identify and explain the core factors that influence transparency in HRM. By analyzing these determinants, the research seeks to provide a foundational framework for improving transparency in HRM processes and reducing the risks associated with non-transparent practices. Methods This study utilized a qualitative research design grounded in thematic analysis. To gather in-depth and experience-based insights, semi-structured interviews were conducted with 30 experts who possessed extensive knowledge in human resources and transparency-related issues and who were actively engaged in governmental organizations and public companies. Participants were selected using purposive and snowball sampling techniques to ensure that the interview pool included individuals with comprehensive and relevant expertise. The thematic analysis of the interview data resulted in the extraction of 242 codes. To verify the reliability of the coding process, two measures were employed: the test-retest method (stability index) and inter-coder reliability (reproducibility index). In the test-retest assessment, five interviews were re-evaluated after a 90-day interval, yielding a reliability coefficient of 87 percent. The inter-coder reliability, calculated based on repeated coding by an independent coder, was found to be 89 percent. These results confirm the dependability and consistency of the coding process used in this study. Results The thematic analysis revealed that transparency in HRM is shaped by seventeen influential factors (organizing themes). These factors span across multiple levels of the organizational system: five factors at the managerial level, three at the individual level, two at the unit level, three at the organizational level, two at the extra-organizational level, and two at the technical and operational level. From the initial 242 codes derived through open coding, 49 concepts (basic themes) were identified, which were subsequently organized into 17 organizing themes and ultimately consolidated into 6 global themes. These themes collectively illustrate the wide-ranging and interconnected factors that influence transparency within HRM and highlight the significance of each theme in improving or constraining transparency efforts. Conclusion The results of this research demonstrate that transparency in HRM is a multifaceted and systemic phenomenon emerging from interactions among managerial, individual, unit-level, organizational, extra-organizational, and technical factors. Achieving transparency requires more than isolated administrative reforms; rather, it necessitates a balanced combination of managerial commitment, individual competencies, effective unit-level collaboration, supportive organizational structures and policies, and environmental and technological enablers. The findings emphasize that transparency should be viewed not merely as a procedural requirement or communication practice but as an evolving process rooted in organizational culture, leadership approaches, and technological capabilities. Multiple factors exert both direct and indirect effects on this process. By identifying these determinants, the study contributes to establishing a basis for developing more transparent HRM systems and provides a pathway for further research and policy development in this domain. https://jipa.ut.ac.ir/article_105814.html Objective Digital transformation in public organizations is widely recognized as a multidimensional process that extends far beyond the mere deployment of new technologies. It requires deep and sustained changes in organizational culture, shared meanings, values, and behavioral patterns. Within this context, the concept of organizational technoculture, understood as the dynamic interaction between technology and organizational culture, plays a decisive role in determining whether digital transformation initiatives succeed or fail. Despite the growing emphasis on digital government and smart public services, existing studies indicate that Iranian government organizations lack an indigenous, comprehensive, and context-sensitive model of organizational technoculture. This gap is particularly evident in the Social Security Organization, one of the largest and most complex service-providing institutions in the country, which operates under specific institutional, cultural, and structural conditions. Accordingly, the primary objective of this study is to design an indigenous model of organizational technoculture tailored to the Iranian Social Security Organization, with a specific emphasis on explaining its role in facilitating and realizing digital transformation within this organization. Methods This study adopts a mixed-methods research design, combining qualitative and quantitative approaches, and is classified as non-experimental in terms of purpose, application, and data collection. In the qualitative phase, data were collected through library and document reviews, scholarly articles, and semi-structured interviews. A total of 20 participants, including university professors, senior and middle managers, information technology specialists, and digital transformation experts affiliated with the Social Security Organization, were interviewed between April and July 2025. These participants were drawn from Ardabil, East Azerbaijan, West Azerbaijan, and Tehran provinces and were selected using snowball sampling. The qualitative data analysis followed the grounded theory approach proposed by Strauss and Corbin (2014) and was conducted using Atlas.ti software through open, axial, and selective coding processes. In the quantitative phase, purposive sampling was employed to engage 35 experts and specialists. Data were gathered using a structured questionnaire developed based on the results of the qualitative phase. To examine the degree of agreement and consistency among experts, and to assess consensus regarding the extracted dimensions and relationships, the Kendall coefficient of concordance was applied. This procedure was used to support the validation of the proposed research model. Results The findings are presented in the form of a paradigmatic grounded theory model of organizational technoculture. The central phenomenon of the model is identified as a “transformation in the semantic and operational pattern of the organization; from paper-based bureaucracy to data-based technoculture.” The analysis revealed several causal conditions contributing to this transformation, including technological pressures, the inefficiency of traditional administrative processes, and the rising expectations of stakeholders for faster and higher-quality services. Contextual conditions shaping the phenomenon included the bureaucratic structure of the organization, the diversity of its human resources, and the specific nature of its mission and responsibilities. Intervening conditions were identified as managers’ leadership styles, the level of organizational trust, and employees’ attitudes toward technology. Based on these conditions, several strategic actions were extracted, such as the development of digital human capital, the redesign of organizational structures and processes, the promotion of digital leadership, reform of incentive and reward systems, and the strengthening of digital interaction with stakeholders. The implementation of these strategies was associated with outcomes including the institutionalization of digital culture, increased productivity, improved service quality, and enhanced social trust.   Conclusion The conclusions of this study indicate that the success of digital transformation in the Social Security Organization depends fundamentally on the deliberate and conscious management of organizational technoculture. Technological initiatives alone are insufficient unless they are accompanied by coherent cultural, structural, and behavioral changes. The indigenous model developed in this research provides a contextually grounded framework that can serve as a basis for policy-making, planning, and implementation of digital transformation initiatives in large Iranian government organizations. https://jipa.ut.ac.ir/article_107371.html ObjectiveKey employees represent a critical source of competitive advantage and play an essential role in the achievement of organizational missions and strategic objectives. In the Mopna Power Plant Operation and Technical Support Company, a structured process for identifying key employees has been in place since 2019–2020. However, several obstacles have hindered its continuity and reduced the organization’s ability to fully leverage the capabilities of these employees. These challenges include high implementation costs, operational complexities, the possibility of negative consequences arising from employee differentiation, managerial hesitation in applying differentiated HR practices, and, above all, the lack of an indigenous and comprehensive framework for assessing the domains and dimensions of key employees’ effectiveness. The absence of such a framework has limited the organization’s ability to evaluate the contributions of key employees in a systematic and evidence-based manner. To address this gap, the present study aims to identify and explain the domains and dimensions of key employees’ effectiveness in the specific context of Mopna Power Plant Operation and Technical Support Company. The overarching objective is to provide conceptual clarity and support the development of a practical foundation for improving organizational performance through more informed identification and utilization of key employees.MethodsThis research is applied in purpose and qualitative in nature, employing thematic analysis as the primary methodological approach. The study proceeded in two major phases. In the preliminary phase, an extensive review of theoretical and empirical literature on key employee effectiveness was conducted to establish a conceptual foundation and to identify existing approaches and limitations in prior research. In the main empirical phase, data were gathered through semi-structured interviews with 13 subject-matter experts directly involved in designing or implementing the company’s key employee identification program. These individuals included program consultants, staff deputies, and power plant managers, selected through purposive sampling to ensure relevant expertise. Theoretical saturation was achieved after ten interviews, but data collection continued until thirteen interviews were completed to enhance reliability. The interview data were analyzed through a thematic analysis process involving three stages: open coding, axial coding, and selective coding.ResultsThematic analysis of the interviews initially produced 675 open codes, which, after removing redundancies, were reduced to 514 unique codes. These codes were organized into 21 sub-categories representing various aspects of key employee effectiveness, including problem-solving, decision-making, operational excellence, innovation, learning agility, flexibility, commitment, ethical behaviors, resilience, team leadership, knowledge transfer, specialized authority, financial impacts, productivity, competitive advantage, customer satisfaction, retention, employer branding, professional credibility, reputation and branding, and social responsibility. Through axial and selective coding, these 21 sub-categories were further integrated into seven overarching domains and dimensions of key employee effectiveness within the power plant context. These include: (1) perceptual and executive capabilities, (2) innovation and transformative development, (3) self-management and ethical resilience, (4) impact on organizational human capital, (5) value creation at the organizational level, (6) stakeholder management and internal sustainability, and (7) development of influence and social responsibility. Based on these findings, the “Model for Identifying the Domains and Dimensions of Power Plant Key Employees’ Effectiveness” was formulated.ConclusionThe study identified and articulated the primary domains and dimensions that characterize the effectiveness of key employees in the Mopna Power Plant Operation and Technical Support Company. The resulting model offers an indigenous and systematic framework for evaluating key employees’ performance and contributions, and it may serve as a useful reference for similar organizations seeking to strengthen their key talent identification and development processes. The study encourages future research to test the applicability of the proposed model in other organizational contexts, develop quantitative indicators for measuring effectiveness, and examine the role of environmental and cultural variables in shaping key employee effectiveness. https://jipa.ut.ac.ir/article_107372.html Objective In public discourse and among many government employees, perceptions of annual increases in salaries and benefits are often narrowly concentrated on changes in the official salary coefficient. However, a review of the period from 2019 to 2023 shows that while the cumulative growth in the employee salary coefficient amounted to approximately 124 percent, the cumulative growth in total employee compensation costs as reflected in annual budget laws reached about 450 percent. This notable divergence indicates that, beyond adjustments to the salary coefficient, a variety of other policy instruments embedded in annual budget laws play a substantial role in shaping the net growth of government employees’ income. Moreover, unlike many general public policies, policies related to government employees’ salaries and benefits are addressed annually by both the government and parliament, making the policy cycle continuous rather than episodic. Given the repeated nature of this process and its broad distributive consequences, enhancing efficiency and fairness within it is of particular importance. Accordingly, the objective of this study is to identify, categorize, and diagnose the different types of policies used to increase government employees’ salaries and benefits in annual budget laws, and to analyze the associated shortcomings and challenges inherent in these mechanisms. Methods This study is grounded in the interpretivist research paradigm and follows an inductive approach. In the first stage, a comprehensive documentary and library-based review was conducted, focusing on the provisions related to salaries and wages of government employees in national budget laws enacted between 2009 and 2025. Through this systematic examination, various types of salary increase policies were identified and classified. In the second stage, the study employed a qualitative field approach to analyze the pathologies and weaknesses of the identified mechanisms. Data were collected through 30 semi-structured interviews with experts and scholars specializing in public finance, budgeting, and compensation systems. Participants were selected using multiple purposive sampling techniques to ensure relevant expertise. The interview data were analyzed using thematic analysis, allowing recurring patterns and themes to emerge. To enhance the credibility and validity of the findings, the results of the analysis were subsequently reviewed and confirmed by seven of the participating experts. Results The documentary analysis revealed that annual budget laws between 2009 and 2025 employed a wide range of policy instruments to increase government employees’ salaries. These instruments were categorized into 16 main types, including increases in the salary coefficient, fixed-amount additions to salaries, targeted increases in specific salary items and components, adjustments to the range and scale of salary taxation, determination of minimum employment orders, and the setting of salary ceilings, among others. The field study further identified and classified the harms and weaknesses associated with these policies into five broad categories. First, legal, legislative, and regulatory harms were observed, such as deficiencies in oversight mechanisms and weaknesses in controlling the payment system. Second, political harms included the dominance of bargaining, lobbying by interest groups, and the influence of populist considerations in decision-making. Third, technical harms were identified, including fragmented, localized, or sector-specific solutions and the growing complexity of salary increase mechanisms. Fourth, economic and welfare-related harms were associated with limited government financial resources and the lack of a clear separation between compensation functions and support or welfare policies. Finally, basic, social, and behavioral harms were noted, such as ambiguity in the underlying theoretical foundations of the payment system. Conclusion A comprehensive understanding of the mechanisms used to increase public sector employee salaries within annual budget laws, as well as the harms embedded in this recurring and influential policy process, is essential, particularly under conditions of significant fiscal constraint. Such understanding can contribute to improving both efficiency and fairness in the government payment system and, in turn, strengthening social capital. Based strictly on its findings, this study presents suggestions and solutions framed in short-term, medium-term, and long-term perspectives. In addition, the research outlines its limitations and offers directions for future studies in this field, with the aim of further refining knowledge and practice related to public sector compensation policy. https://jipa.ut.ac.ir/article_107373.html ObjectiveIn today’s dynamic and highly competitive business environment, organizations increasingly acknowledge that sustainable success depends not only on financial or technological resources but also on the continuous development of human capital. Although personal development is widely recognized as a critical factor in enhancing employee effectiveness and organizational performance, formal training and development programs often require substantial financial investment and time commitment, and they do not always result in enduring behavioral or cognitive change. As a result, identifying low-cost, participatory, and sustainable mechanisms that foster employee development has become a significant managerial concern. One such mechanism is collective decision-making. Participation in decision-making processes allows employees to engage in cognitive exchange, reflective dialogue, and collaborative problem-solving, which may contribute to both individual growth and organizational learning. However, the effectiveness of collective decision-making largely depends on the presence of common rationality—a shared logical and cognitive framework that enables mutual understanding, coordinated thinking, and reasoned interaction among organizational members. Despite the conceptual relevance of these constructs, limited empirical research has examined their interrelationships within organizational settings. Accordingly, the primary purpose of this study is to examine the structural relationships among common rationality, collective decision-making, and personal development in organizations. Specifically, the study investigates whether collective decision-making plays a mediating role in the relationship between common rationality and personal development.MethodsThis study is applied in nature and adopts a descriptive–correlational research design. The research model was tested using structural equation modeling based on the partial least squares approach (PLS-SEM). This method was selected due to the exploratory–explanatory nature of the model, the presence of a mediating variable, the emphasis on prediction and explanation of relationships among constructs, and the absence of strict assumptions regarding data normality. The statistical population consisted of employees working in service and manufacturing organizations in Tehran. A stratified random sampling method was employed to ensure adequate representation of different organizational sectors. Data were collected using a standard questionnaire measured on a five-point Likert scale. The validity and reliability of the measurement instrument were assessed and confirmed through confirmatory factor analysis, Cronbach’s alpha coefficients, and composite reliability indices. Data analysis was conducted using SmartPLS 4 software.ResultsThe results of the structural model analysis indicated that common rationality has a positive and statistically significant effect on collective decision-making (β = 0.61, p < 0.001). In addition, collective decision-making was found to have a positive and significant influence on personal development (β = 0.57, p < 0.001). The mediation analysis further revealed that collective decision-making partially mediates the relationship between common rationality and personal development, suggesting that a portion of the influence of common rationality on personal development operates through participatory decision-making processes. The overall Goodness of Fit (GOF) index of the model was calculated as 0.540, indicating a satisfactory level of model fit and supporting the robustness and predictive validity of the proposed structural framework.ConclusionThe findings of this study demonstrate that collective decision-making functions not only as a managerial mechanism for improving the quality and acceptance of organizational decisions but also as an effective pathway for fostering employees’ personal development. Active participation in decision-making processes encourages mutual learning, critical reflection, and the exchange of perspectives, which in turn enhance self-awareness, cognitive flexibility, and interpersonal competencies. These results suggest that personal development can emerge organically through social and cognitive interaction rather than relying exclusively on formal training programs. From a theoretical perspective, this study contributes to the literature by integrating common rationality, collective decision-making, and personal development into a unified framework, thereby bridging cognitive and behavioral approaches in human resource development research. From a practical standpoint, the findings underscore the importance of moving beyond hierarchical, top-down decision-making models and cultivating a participatory organizational culture. Such an approach not only strengthens organizational learning and employee commitment but also enriches human capital through shared cognitive growth. Future research is encouraged to expand the model by examining additional mediating or moderating variables, such as organizational trust, mindfulness, collective learning, and participatory culture, and by testing the framework across diverse industries and organizational contexts. https://jipa.ut.ac.ir/article_106074.html Objective This study aims to examine the institutional challenges confronting Export Management Companies (EMCs) in Iran. Positioned as vital intermediaries between small and medium-sized enterprises (SMEs) and global markets, EMCs face significant institutional ambiguity, structural instability, and weak inter-agency coordination. By analyzing the interplay of institutional, organizational, and cognitive factors, this paper develops an analytical framework to redesign SME internationalization mechanisms. It proposes an integrative model that empowers EMCs by combining North–Scott’s institutional theory with the Uppsala learning model within a network-based approach. Methods The research was conducted through an interpretive–constructivist paradigm, employing qualitative thematic analysis. Data were collected via fourteen semi-structured interviews with EMC executives, association members, and government officials. Purposeful and snowball sampling continued until theoretical saturation was achieved. Data were analyzed using MAXQDA software in three stages: open, axial, and selective coding. Validity was ensured through member checking, peer review, and audit-trail verification. The analysis yielded 379 initial concepts, which were synthesized into 63 basic themes, 12 core themes, and ultimately 3 institutional clusters reflecting the bureaucratic, cognitive, and normative-cultural layers of Iran's trade governance system. Results The results reveal that the constraints facing EMCs stem from the uneven and interdependent interaction of three institutional clusters: regulative, cognitive, and normative. The regulative cluster is marked by unstable trade rules and overlapping organizational authorities, which weaken institutional trust and undermine network cooperation. The cognitive cluster is characterized by a misalignment between policymaking logic and EMC operational experience, exacerbated by technological deficiencies that obstruct learning and knowledge sharing. The normative cluster exhibits fragmented state interventions, weak professional associations, and a disconnect between commercial and diplomatic bodies, all of which erode trust norms and long-term cooperative ties. From an integrative theoretical perspective, these clusters jointly form a cycle of institutional lock-in, wherein legal instability hinders collective learning, and normative fragility obstructs the reconstruction of trust and institutional commitment. Conclusion This study concludes that reforming the institutional structure supporting EMCs requires coordinated action across three complementary levels. First, establishing an official recognition and accreditation system would stabilize EMCs' legal standing, reduce jurisdictional overlap, and restore regulatory coherence. Second, governmental support must shift from short-term financial incentives toward strategic investment in intangible assets—such as data-driven intelligence, shared branding, and technological innovation—to bridge the cognitive gap and reinforce organizational learning capacity. Third, a clear delineation of mandates among key bodies (e.g., the Trade Promotion Organization, Small Industries Organization, and professional associations) is essential to resolve normative inconsistency and institutionalize a sustainable framework for stakeholder dialogue. These integrated interventions are necessary to break the cycle of institutional lock-in and empower EMCs as effective catalysts for SME internationalization. https://jipa.ut.ac.ir/article_104156.html The primary objective of this research is to identify behavioral economics theories relevant to compensation systems and, through a comprehensive metatheoretical analysis of seminal theories (focusing on structure, context, and content), to formulate foundational assumptions and guiding principles for designing behaviorally-informed compensation models. This study adopts a qualitative research design based on metatheoretical methodology. As a meta-level inquiry, metatheory enables the structural and content-based analysis of behavioral economics theories, emphasizing an interpretive approach to uncover the constitutive elements of such frameworks. Data collection was conducted via a systematic literature review, encompassing Persian and English academic sources published in reputable scientific databases without time limitations. From an initial pool of 970 studies, 12 high-quality research articles were selected for in-depth analysis. Drawing on prior studies, three analytical dimensions were defined to guide the metatheoretical examination. The findings demonstrate that behavioral economics provides a robust foundation for designing compensation systems aligned with human behavior and real-world organizational challenges. Such a model integrates the effects of loss aversion, bounded rationality, psychological preferences, and cognitive biases, thereby enabling the development of reward structures that balance internal and external motivations, enhance fairness, and increase employee engagement and productivity. The results highlight the critical role of three design elements: the type of rewards, the timing of payments, and the performance evaluation mechanism. Specifically, extrinsic rewards are more effective for simple tasks, while intrinsic and quality-based incentives are preferable for complex or creative jobs. Regular and timely payments, combined with non-monetary rewards—such as public recognition and symbolic gestures—enhance employee satisfaction and fairness perceptions. Transparent communication of reward criteria and the application of behavioral nudges (e.g., default options, framing, and feedback loops) are identified as key tools for aligning employee decisions with organizational objectives. The study further explores several core behavioral constructs influencing compensation responses: loss aversion, where the pain of losing a reward outweighs the pleasure of gaining one; mental accounting, which affects how employees value different reward formats; and motivational crowding out, where excessive financial incentives can undermine intrinsic motivation. Moreover, the findings emphasize the importance of procedural, distributive, and interactional justice in shaping perceptions of fairness and trust in the reward system. Temporal discounting and reference points are also crucial, showing that employees prefer immediate and predictable rewards relative to their prior earnings, peer salaries, or market benchmarks. The proposed behaviorally-informed compensation model includes innovative design features such as flexible reward timing (e.g., frequent micro-payments, early partial payouts), personalized non-financial incentives (e.g., experiential rewards, social recognition), stable and objective performance metrics, and employee agency through choice architecture and flexible contracts. Group-based rewards are also incorporated to foster collective responsibility, trust, and learning within teams. In sum, this model combines the theoretical insights of behavioral economics with practical strategies for compensation design. It challenges the assumptions of neoclassical models—such as perfect rationality and purely financial motivation—and offers a more nuanced, psychologically realistic framework. By accounting for cognitive and emotional factors, this model has the potential to enhance motivation, reduce perceived injustice, and improve organizational performance. This study contributes to both theory and practice by providing a conceptual foundation for future empirical research. Further studies are encouraged to test the model in real organizational settings and examine the impact of cultural and individual differences on the effectiveness of behavioral compensation mechanisms.