https://www.jipas.ir/ Journal of Iranian Public Administration Studies en daily 1 Sat, 21 Mar 2026 00:00:00 +0330 Sat, 21 Mar 2026 00:00:00 +0330 https://www.jipas.ir/article_248130.html The ultimate aim of this lecture is to elucidate the mechanisms of “the leadership of great leaders,” in order to show that the greatness of leaders is not confined to the full realization of their objectives; rather, it is also reflected in their tireless efforts, their direction of society, and their ability to inspire the people. According to the author, great leaders, by employing 17 fundamental strategies, can create a shared horizon, enhance public trust, organize collective emotions, and provide the basis for coordinated social action. Although such leaders may not always achieve all of their goals, if people observe their sustained efforts, sincerity, courage, and sense of responsibility, they regard them as great and influential. On this basis, great leadership is not merely success in economic achievements, but the capacity to generate meaning, mobilize society, and build durable institutions for social progress—a point that is undoubtedly true in the case of Iran’s great leader. https://www.jipas.ir/article_197713.html Policy coordination is a new specialized term but has a long history in the conceptual atlas of public policy making and governance. This is important based on paragraph 14 of the General upstream policies of the administrative system (31/01/1389) regarding "holism, alignment, coordination and effective interaction of administrative office", it is considered one of the basic goals of the governance and administrative system of the country. The present research, by studying multi cases and analyzing the congruence of two important and effective policies in the administrative system, including 1. The civil Service Management act (approved in 1386) and the roadmap and comprehensive programs for reforming the administrative system (1392 to 1400), aims to provide a policy coordination pattern in the administrative system of the Islamic Republic in Iran, and in this regard, it has interviewed with 23 experts in this field. By analyzing the congruency of the data of the conducted interviews, the consonant and semi-consonant Concepts of coordination are categorized into 5 main categories including central Concepts, process Concepts, driving and infrastructure Concepts, principles of coordination and finally the outcomes of coordination. Based on the presented framework, the central Concepts are the connection ring for other categories, and its realization depends on going through a repetitive cycle. https://www.jipas.ir/article_213901.html • One of the concepts that has attracted the attention of policymakers in the field of governance and administration of public affairs of the country in recent years is the concept of transparency. Transparency, along with the concepts of participation and accountability, is one of the key components of the concept of open government, which is defined as the interaction of the government and governance with the private sector and public groups. So that the function and performance of the governments are transparent and clear for the general public and social groups to find the capability of participatory evaluation. In recent years, in the Islamic Republic of Iran, various efforts and measures have been taken in the field of transparency, which have also been manifested in laws. In this regard, the aim of this research is to analyze the policies aimed at "transparency" in administrative structures and governance in Iran based on the Advocacy Coalition Framework. The research method was based on document study and in the findings section, as a result of this framework, the analysis of the Advocacy Coalition Framework from the perspective of the pro and opposition coalition, sub-systems and beliefs, relatively fixed parameters, events outside the sub-system, opportunity structures, limitations, coalition resources and change and learning are discussed. https://www.jipas.ir/article_216910.html Continuous feedback from service recipients enables public participation in improving the quality of service delivery and identifying systemic bottlenecks in administrative frameworks. This research aims to conceptualize participatory performance evaluation of service quality in executive agencies based on economic and social incentives. Drawing on the insights of 29 administrative system experts and employing Strauss’s grounded theory methodology, this research reached theoretical saturation that culminated in the formulation of this conceptual framework. Findings show that participatory performance evaluation, operationalized through feedback from service recipients, depends on addressing the motivations of key stakeholders: government, service recipients, and service provider organizations. Adherence to strategic implementation requirements facilitates continuous improvement of service delivery processes with feedback from recipients. For this process, considerations of survey design features and the specific roles being evaluated are crucial. The two main factors influencing this assessment are the government’s commitment to administrative transformation and the advancement of information and communication technology (ICT). When such assessments are anchored in social and economic drivers, they yield multifaceted results in the administrative-managerial, economic-financial, political-legal, and socio-cultural domains. This study emphasizes the need to integrate the identified causal, contextual, and intervening factors to improve service quality in the country’s executive agencies. These factors emphasize the interdependence of stakeholder incentives, technological advancement, and institutional commitment to systemic reform. https://www.jipas.ir/article_224545.html This study examines the factors influencing the enhancement of green culture among human resource managers in the energy industry. Given environmental challenges and the importance of sustainability, Green Human Resource Management (GHRM) is recognized as an effective tool for promoting sustainable behaviors within organizations. This qualitative research employs an interpretive phenomenological approach, analyzing the experiences of 17 HR managers through semi-structured interviews. Thematic analysis by Braun and Clarke (2006) identified 7 organizing themes, 21 basic themes, and 102 initial codes. Findings indicate that developing a green culture requires several key factors. Strong leadership and commitment from senior managers are crucial for the success of green policies. Additionally, employee training and empowerment through educational programs and awareness campaigns foster environmental consciousness. Resource management and optimization of energy and material consumption contribute to reducing the carbon footprint and enhancing organizational efficiency. Green incentive systems, including financial and non-financial rewards, significantly boost employee engagement in sustainability initiatives.Furthermore, implementing green policies, eliminating pollutants such as single-use plastics, and monitoring employees' environmental behaviors greatly impact organizational performance. Evaluating and reporting environmental actions enhance corporate transparency and accountability. Collaboration with local communities and environmental organizations, including participation in social green projects, strengthens corporate social responsibility (CSR). Ultimately, the study suggests that fostering a green culture is a fundamental driver of organizational success in achieving environmental sustainability. https://www.jipas.ir/article_226627.html Since the early 21st century, network governance has gained prominence in public administration, forming around public issues and service delivery. The miandaar—a central coordinating actor within public governance networks, referred to by various terms in the literature—plays a pivotal role in these systems. However, its roles and responsibilities are often unclear to other stakeholders, leading to coordination challenges at both national and local levels. This study, through a case study of Iran’s Ministry of Interior—as a representative example of the miandaar—aims to develop a theoretical model of this role in governance networks. Methodologically, the research adopts a case study design and follows Glaser’s emergent grounded theory approach. It includes analysis of official documents and regulations, along with 16 semi-structured interviews with senior managers across six policy areas: social affairs, political and electoral affairs, security and enforcement, economic policy, crisis management, and construction planning. The findings are structured into three dimensions: the concept of the miandaar (three categories), its process-oriented roles (five categories), and support-oriented roles (six categories). The miandaar is perceived as the coordinating and guiding actor—metaphorically described as the "thread of a tasbih" that ties the network together. Through roles such as issue assessment, policymaking, planning, coordination, and monitoring, it steers the public problem-solving cycle. Additionally, by supporting capacity building, data analysis, holistic follow-up, research, regulatory development, and training, the miandaar helps strengthen the governance network as a whol https://www.jipas.ir/article_235607.html The purpose of this study is to develop a conceptual framework for human resource management (HRM) strategies within the context of the gig economy using a meta-synthesis approach. The transformations driven by digitalization and the rise of platform-based organizations have redefined employment structures and reshaped the requirements of HRM. Accordingly, this research systematically analyzes and integrates the existing literature to identify and synthesize the dimensions, components, and interrelations of the most influential factors shaping HRM in the gig economy. The study focuses on exploring key HRM strategies in the domains of recruitment and selection, capability development, motivation, performance evaluation, and retention of project-based and independent workers, while explaining how these strategies align with the platform logic and decentralized nature of gig employment. The findings reveal that the gig economy emerges from the complex interplay among digital technologies, labor market dynamics, regulatory frameworks, and evolving organizational cultures, requiring a profound reengineering of traditional HRM functions. The main contribution of this study lies in proposing an integrated conceptual model of HRM strategies tailored to the structural and behavioral characteristics of gig workers, providing a foundation for redesigning HRM systems in platform-oriented and digital organizations. https://www.jipas.ir/article_235610.html With the increasing expansion of artificial intelligence (AI) applications in public services, the necessity of developing localized regulatory frameworks for the ethical use of this technology is increasingly evident. This research aims to present a comprehensive regulatory framework for the ethical use of AI in Iran's public services, designed by considering the conditions of developing countries and localizing international experiences. This study was implemented using a mixed-methods (quantitative-qualitative) methodology. In the qualitative phase, through thematic analysis of upstream policy documents and regulatory frameworks from 15 leading countries in AI published between 2018 and 2024, as well as interviews with 28 experts and policymakers, the main dimensions and components of the framework were extracted. In the quantitative phase, a questionnaire based on the qualitative findings was designed and distributed among 345 stakeholders, including government officials, technology specialists, and civil society representatives. The findings resulted in a seven-dimensional localized regulatory framework for AI comprising: algorithmic transparency, accountability and responsibility, privacy protection, fairness and non-discrimination, human oversight, security and resilience, and technological independence and sovereignty. The implementation mechanisms of this framework were explained at three levels: hard regulation (mandatory laws and regulations), soft regulation (guidelines and ethical codes), and self-regulation (internal organizational mechanisms). Model validation was conducted using confirmatory factor analysis. This research, by presenting the first comprehensive and localized AI regulatory framework for Iran, can serve as the foundation for formulating national laws, regulations, and standards in the Islamic Republic of Iran. https://www.jipas.ir/article_220433.html The growth and excellence of students in the context of the university requires an educational environment in addition to a scientific environment, so paying attention to cultural and social issues in universities is an inevitable necessity. However, until now, an efficient mechanism has not been designed to evaluate the cultural and social performance in Iranian universities, and until this research, the cultural issue did not have a place in the ranking of Iranian universities. For this reason, the aim of the upcoming research is to identify indicators of cultural and social performance of Iranian universities and provide a model for cultural ranking of universities. The present research method is mixed. In the qualitative part, the method of content analysis and document study was used, and in the quantitative part of the research, the expert panel method was used using a questionnaire and Kendall's correlation coefficient test. In this research, after reviewing and analyzing the relevant documents, interviews were conducted until theoretical saturation was reached, and also during numerous meetings with a team of experts from the Ministry of Science and some selected universities from all over the country, finally 133 indicators, 45 components and 8 dimensions have been identified. The results of this research show that the identified cultural and social indicators can be used as a basis for ranking universities and adjusting the cultural budget of universities and have a significant impact on improving the cultural and social performance of universities in the country. https://www.jipas.ir/article_232713.html This study aims to provide an overview of published sources and examines the practice theory approach to achieve a deeper understanding of behavior in organizational studies. To achieve the research objectives, a systematic review method was employed, along with an extensive search in reputable scientific databases such as Web of Science, Scopus, and EBSCOhost. Additionally, forward and backward citation tracking techniques, as well as some artificial intelligence-based platforms, were utilized to complement the relevant sources. Ultimately, 11 articles that were fully aligned with the research topic were selected for analysis. In this study, thematic analysis was used as the analytical approach, and Reckwitz's (2002) "Practice Theory" was adopted as the theoretical framework. Themes referring to "ongoing activities and practices" were labeled as practice-related. A total of 17 practices within the domain of organizational studies were identified and analyzed. Using the aforementioned theoretical framework, the dimensions (material, meaningful, and skill-based) of each practice were systematically documented and analyzed. The main contribution of this research is the identification and classification of key practices in the field of organizational studies that have been examined using the practice theory approach. The primary innovation of this research lies in its comprehensive examination of the application of practice theory across various organizational contexts, rather than focusing on a specific area.The findings of this research can assist administrative systems in gaining a deeper understanding of the factors influencing employee behavior, needs, expectations, motivations, and changes in organizational norms and procedures https://www.jipas.ir/article_238402.html Purpose: Despite the long history and relatively appropriate institutional arrangements in the field of crisis management, this process has had many fluctuations in Iran. Therefore, considering the importance of the issue, in this research, we have attempted to diagnose the pathology of the country's crisis management system using the layered analysis of causes method as the main objective of the research.Methodology: The present study is applied in terms of its purpose and mixed in terms of its data collection method. In this research, the layered analysis of causes method was used to identify and organize the damages in the country's crisis management field. . In the first stage, the damages of the social factors layer were identified using the Delphi method and the Kendall agreement coefficient test. The experts in this stage consisted of ten people who were identified purposefully using the snowball method. In the next stage, using a similar method, six university professors were selected for semi-structured interviews regarding the third and fourth layers. The interviews of these individuals were analyzed and validated using the content analysis method and the interpretive validity method.Findings: Based on the research findings15 damages were ultimately identified as damages and shortcomings of the social causes layer. In the third layer, six dominant discourses and harms at the worldview level were identified. These harms include authoritarianism, individualism, present-day thinking, fatalism, tribalism, and belief in immortality.The results of this study confirm deep structural, institutional, and cultural damage in the country's crisis management system. https://www.jipas.ir/article_238404.html The purpose of this research was to explore the underlying dimensions of necessary evils by public organizational managers. Necessary evils are those job duties where an individual must perform an act as part of their job that inflicts harm on another person in order to achieve a greater objective. In this regard, a dimensional analysis design was employed within the framework of grounded theory. The spatial scope of the research was Vali-e-Asr University of Rafsanjan, and the participants were its managers, who were invited to collaborate based on theoretical sampling. Following the principle of theoretical saturation, the number of participants reached 20. Data were collected through open and in-depth interviews. For data analysis, dimensionalizing, differentiation, and integration/reintegration were conducted. The results of the data analysis led to the identification of 42 characteristics organized into 13 dimensions. The explanatory matrix containing the identified dimensions positioned buffering within the theoretical perspective. The context included organizational objectives and management functions, while the conditions pertained to financial, legal, and natural constraints, as well as deviations, including budgetary deviations, performance deviations, legal deviations, and natural deviations. Additionally, the processes encompassed disciplinary, precautionary, contractionary, destructive, and emergency actions. Ultimately, the consequences of necessary evils were identified as follows: consequences related to managers (guilt), consequences related to objectives of necessary evils (protest), and consequences related to the organization (improved productivity). https://www.jipas.ir/article_238405.html This study seeks to analyze the problematization of establishing new schools during the Qajar era as one of the key policies of Iran's central government, using Carol Bacchi's "What’s the Problem Represented to Be?" (WPR) framework. All questions of this framework have been addressed through a text-based policy analysis approach. To this end, five texts were selected as the primary evidence for analysis, and the policy contexts were examined using historical documents and historians' analyses. The findings reveal that the establishment of modern educational institutions in Iran was more of a political policy than a purely educational initiative. The education system in Iran is more politically charged than any other new institution. Its establishment was, above all, a political act. This policy disrupted the existing social order and altered the social and political roles of various social classes, leading to political instability and subsequent transformations. In other words, the establishment of new schools in Iran represents a governmental policy that impacted not only education but also the social and political dimensions of society. https://www.jipas.ir/article_245766.html bjective: Human resource experts believe that the workforce is the most valuable asset of organizations. However, unlike physical assets, this capital is always at risk of leaving the organization. Therefore, retaining human resources is a key challenge for organizations. Studies show that increasing employee well-being leads to greater retention within the organization. Although there has been significant progress in studies on employee well-being, an important question regarding well-being remains open: What impact do age-generational differences have on individuals' experience of well-being?Method: The aim of this research is to understand the lived experience of well-being among employees of the 1970s generation, using a phenomenological approach. For this purpose, 11 employees of the 1970s generation from the Mobile Telecommunication Company of Iran were selected through purposive sampling with a maximum variation approach, and in-depth, semi-structured interviews were conducted with them. The data were then analyzed using the van Manen method, and the credibility and authenticity of the lived experience of well-being were obtained through continuous reflection and validation techniques.Findings: The results of the research showed that employees of the 1970s generation experienced well-being as having development and adaptability. In fact, they considered well-being as a dynamic and evolving process and described it with themes such as: creative cash and non-cash compensation, work-life balance, self-actualization, individual learning and development, nature of work, receiving feedback and appreciation, competence, autonomy, and relationships.Keywords: Well-being, Generation, 1990s, Phenomenology, Mobile Telecommunication Company of Iran https://www.jipas.ir/article_243628.html Objective: Based on empirical evidence, there is a gap between theoretical concepts of talent management and the realities of the implementation scene. The aim of the present study is to identify the implementation challenges and dysfunctions of talent management in Iranian state-owned companies and subsequently gain organizational readiness to face them. Method:the present study is in a qualitative approach and interpretive paradigm. The research community is experts related to talent management issues in Iranian state-owned companies. The method of selecting participants was snowball. The data collection tool was semi-structured interviews with experts. The selection of participants continued until theoretical saturation was reached. Accordingly, 17 interviews were conducted with experts, one interview was eliminated due to insufficient richness, and finally 16 interviews were analyzed. The interviews were analyzed using the content analysis method and MAXQDA software version 2020, and the Guba and Lincoln index was used to validate the findings. Findings: The research findings showed that there are conceivable challenges corresponding to each stage of talent management. Also, talent management, in addition to the expected functions, has dysfunctions. "Lack of organizational talent seeking" corresponding to the "organizational talent seeking" stage, "invalidity of internal talent search" and "academic talent search (instead of organizational talent search)" corresponding to the "talent search" stage, "talent phobia" and "talent burnout" corresponding to the "talent recruitment" stage, "talent harassment" and "inflexibility of the compensation system" corresponding to the "talent ownership" stage, "talent release" corresponding to the "talent development" stage have been the basic challenges of talent management, https://www.jipas.ir/article_243815.html Objective: This study aims to assess the direct effects of organizational assertiveness, psychological empowerment, and organizational transparency on organizational justice perception, with a focus on the moderating role of transformational leadership. In complex organizational environments, understanding the factors influencing justice perception is vital for enhancing employee satisfaction and performance. Method: This quantitative research used a survey method to collect data from all employees of the Bushehr Province Department of Cooperatives, Labor, and Social Welfare. Based on Cochran’s formula, 131 questionnaires were selected as the sample for analysis. Data collection was conducted through standardized questionnaires, and data analysis along with validity and reliability assessments were performed using PLS software. Findings: Structural equation modeling results revealed that among the independent variables, only organizational transparency had a significant positive impact on organizational justice perception. Contrary to the hypotheses, the direct effects of organizational assertiveness and psychological empowerment on justice perception were not supported. However, the most important finding was the strong moderating role of transformational leadership, which significantly strengthened the relationships between assertiveness, empowerment, transparency, and justice perception. Conclusion: The study concludes that in public sector contexts, organizational transparency is a fundamental prerequisite for establishing justice, while transformational leadership acts as a catalyst that enhances the effectiveness of individual and organizational factors such as assertiveness and psychological empowerment in shaping justice perception. https://www.jipas.ir/article_244686.html Human resource management in Iranian governmental organizations confronts multiple structural and environmental tensions that challenge the equilibrium between efficiency, innovation, and employee well-being. This study was conducted to identify the primary paradoxes in human resource management and to propose an indigenous framework for their management. The research employed a qualitative approach with inductive thematic analysis based on the six-step model by Braun and Clarke (2021). Data were gathered and analyzed from 40 semi-structured interviews with managers, employees, and policymakers in key ministries, as well as from organizational documents, using MAXQDA software. Five principal paradoxes were identified: meritocracy versus bureaucracy, digital surveillance versus trust, emphasis on regulations versus flexibility, investment versus financial constraints, and sustainability versus economic challenges. Digital technologies, such as artificial intelligence, exacerbate these paradoxes and necessitate purposeful management. These themes were mapped onto a two-dimensional matrix (control-flexibility, automation-human relations). The indigenous framework, grounded in paradox theory and organizational agility, incorporates strategies such as revising recruitment bylaws and implementing trust-building training, thereby aiding policymaking for human resource management in Iran. Although the focus was on governmental organizations in Tehran, the findings may serve as a model for developing countries facing analogous challenges, including bureaucracy and economic limitations. https://www.jipas.ir/article_244687.html One of the primary challenges in the development and deployment of artificial intelligence (AI) is the level of acceptance and alignment by organizations and users. Without a comprehensive understanding of the key acceptance factors, implementing AI in sensitive sectors like healthcare may face serious obstacles. This study aims to identify and prioritize the key factors influencing AI adoption in hospital performance management systems. The research is applied in nature and initially involved extracting relevant models and influencing factors from the literature and expert opinions. The Best-Worst Method (BWM), a multi-criteria decision-making technique, was then used for prioritization. A total of 15 hospital managers participated in the study. The findings revealed 12 key factors affecting AI acceptance, including: managerial commitment and support, strategic alignment with organizational goals, data governance and accessibility, organizational agility and innovation capacity, ethical and legal considerations, minimal viable ecosystems, financial and economic capacity, organizational culture and readiness for change, technological infrastructure and security, AI compatibility with organizational conditions, AI-related knowledge and skills, and environmental pressures and market demand. Among these, managerial commitment and strategic alignment were identified as the most influential factors, while environmental pressures and market demand were ranked as the least significant. https://www.jipas.ir/article_245139.html Background and Purpose In the modern era, the competencies of public administrators are recognized as key factors in the success of administrative systems and national development. In Iran, due to managerial challenges and the need to enhance public sector performance, identifying and analyzing managerial competencies is essential. This study aims to systematically review research on the competencies of Iranian public administrators, classify findings, identify research gaps, and propose strategies for competency development. Methodology Using the PRISMA framework, this study conducted a Systematic Review of articles, theses, and reports published between 2001 and 2023. Data were collected from domestic databases (SID, Magiran, Noormags, Civilica) and international sources (Scopus, Web of Science, Google Scholar). After screening, 64 studies were selected for qualitative content analysis using thematic coding. Findings Based on thematic analysis and coding of the identified articles, 10 dimensions and 84 indicators of competency factors for public administrators in Iran were identified. The key dimensions include Leadership and Strategic Management, Human Resource Management Capability, Professional Ethics and Social Responsibility, Organizational Innovation and Creativity, Effective Communication and Interaction, Decision-Making and Problem-Solving, Performance Management and Evaluation, Time Management and Prioritization, Crisis Management and Resilience, and Optimization of Managerial Processes. Conclusion The findings show that successful public administrators in Iran require a combination of technical, behavioral, and ethical competencies. These dimensions support leadership in dynamic environments and provide a framework for managerial development, selection, and evaluation. Future studies should explore the relationships among these dimensions and their impact on organizational performance.