Purpose: The purpose of this research is to systematically review and synthesize the literature on the application of Practice Theory in public sector organizations. Many administrative reform programs have failed due to structure-centric approaches that reduce employee behavior to mere compliance with rules. This study aims to bridge the theoretical and practical gap by identifying, categorizing, and analyzing the dimensions of organizational practices, thereby providing a comprehensive picture of how everyday actions are formed, sustained, and transformed in work environments. Specifically, this research addresses three questions: What is the conceptual and thematic scope of practice-based research in organizational studies? What practices have been identified in organizational research? And what are the material, competence, and meaning dimensions of these practices?
Methodology: This systematic review follows the eight-step protocol proposed by Xiao and Watson (2019). The search strategy employed keywords related to "Practice Theory" and "Public Organization" across Scopus, Web of Science, and EBSCOhost. Forward/backward citation tracking and AI-based tools supplemented the search. Screening followed PRISMA-ScR guidelines using predefined inclusion criteria (full-text English articles relevant to the research objectives). Article quality was assessed using the CASP checklist; articles scoring above 14 (out of 20) were included. From an initial 522 articles, 11 were selected for final analysis. Data were analyzed using thematic analysis, employing Reckwitz's (2002) theoretical framework focusing on material, competence, and meaning dimensions. To ensure validity and reliability, Lincoln and Guba's four criteria were applied, and inter-coder reliability was established at 85% agreement.
Findings: The findings are presented at descriptive and analytical levels. Descriptively, most articles were published in 2023, indicating a growing research trend. "Qualitative content analysis" and "case study" were the most frequent methodologies, highlighting the predominance of interpretive approaches. Scopus accounted for 44% of publications. Analytically, 17 distinct practices within public organizations were identified, and their material, competence, and meaning dimensions were separately analyzed. These practices were categorized into three thematic clusters: The Performance Governance Cluster (performance appraisal, budgeting review, KPI-based reward allocation, performance-based decision-making, managerial meetings, and conflict resolution); The Digital Transformation Cluster (use of digital collaboration tools like Teams and Yammer, online community introduction, social networking following/listening, and use of reminder labels); and The Organizational Sustainability Cluster (capacity building for change, organizational identity renewal, R&D recruitment, training gamification, environmental scanning, and organizational rumor-mongering). A cross-cutting analysis revealed that in all three clusters, the meaning dimension (values, beliefs, motivations, and organizational culture) serves as the core determinant of practice success, while material (tools and infrastructure) and competence (skills and practical knowledge) dimensions play supporting roles. Furthermore, practices are not isolated; they acquire meaning and undergo change within a network of social interactions, material elements, and cultural-historical contexts.
Conclusion: The practice-based approach, by transcending the structure-agency dichotomy, offers a powerful framework for analyzing organizational behavior complexities and designing effective administrative reforms. Mere changes in laws and structures, without attention to everyday practices and their embedded meanings, cannot lead to sustainable transformation. The key lesson for Iranian administrative reforms is that policymakers must shift from changing theoretical discourses towards identifying and analyzing existing practices and developing strategies to align these practices with broader developmental goals. In terms of practical implications, managers should first identify key practices, then strengthen the meaning dimension (culture, motivation, and beliefs) while ensuring alignment among material (infrastructure) and competence (empowerment) dimensions to foster deep and localized transformation. Future research could employ organizational ethnography and phenomenography to investigate how practices are formed and transformed within Iranian organizations, and to examine the role of digital technologies in redefining professional identities and creating new meanings in the workplace.