Mir Ali Seyed Naqavi; Niloufar Mozafari
Abstract
The accelerating turbulence and uncertainty (VUCA) of the contemporary business landscape make traditional, static Human Resource Management approaches insufficient. Sustainable competitive advantage now relies on an organization's capacity to continuously sense, seize, and reconfigure its human capital, ...
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The accelerating turbulence and uncertainty (VUCA) of the contemporary business landscape make traditional, static Human Resource Management approaches insufficient. Sustainable competitive advantage now relies on an organization's capacity to continuously sense, seize, and reconfigure its human capital, not just possess skills. A persistent "theory–practice gap" exists in Strategic HRM where strategic alignment models fail to be operationalized, prompting the search for bridging constructs that explain how HRM translates into sustainable performance in dynamic contexts. The concept of Strategic Human Resource Capabilities emerges as a promising integrative framework. SHRC views human resources as dynamic, multi-level capabilities that enable the alignment, reconfiguration, and renewal of human and knowledge assets. By integrating human capital with learning, social networks, leadership, and technology, SHRC offers the "missing link" between HRM practices and organizational performance. This study systematically synthesizes the literature to deepen the conceptual understanding of SHRC, identifying its key dimensions, antecedents, activation mechanisms, and implications for performance and human well-being.
heidar Najafi Rastaghi; mohammad mahdi zolfagharzadeh; aliasghar Pourezzat
Abstract
Public sector innovation serves as a driver of transformation, improving the performance of public administration and governance, and playing a decisive role in addressing complex societal needs and enhancing the quality of public services. This research aims to identify the challenges and solutions ...
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Public sector innovation serves as a driver of transformation, improving the performance of public administration and governance, and playing a decisive role in addressing complex societal needs and enhancing the quality of public services. This research aims to identify the challenges and solutions for realizing public sector innovation in Iran within the framework of the Seventh Development Plan, based on the fourfold OECD model. Accordingly, using thematic analysis, the most significant challenges and solutions for achieving public sector innovation have been identified across four types: mission-oriented innovation, capability-driven innovation, adaptive innovation, and anticipatory innovation were extracted from the thematic analysis of the Seventh Development Plan Law of the Islamic Republic of Iran and the opinions of 15 experts in this field.. The research findings indicate that the Seventh Development Plan, through its comprehensive innovation framework, has significant potential to transform public governance. However, realizing this potential depends on the coordinated and systematic implementation of all components of this framework. In this regard, the most critical policy recommendations include regulatory measures and coordination among innovation-related institutions; establishing a national data governance system in the field of innovation; developing a public-private partnership governance framework with transparent mechanisms and equitable benefit-sharing in innovation; implementing an impact assessment system for innovation policies; and creating a local innovation governance network with a regional approach.
Ardeshir Mazkouri; Gholamreza Memarzadeh Tehran; Morteza Mousakhani; Zahra Moghimi; Yadollah Saboohi
Abstract
Given the increasing challenges in ensuring a sustainable energy supply and the widespread imbalances across energy carriers such as electricity and gas, the need to reconsider the current energy governance system has become more critical than ever. The purpose of this study is to design and validate ...
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Given the increasing challenges in ensuring a sustainable energy supply and the widespread imbalances across energy carriers such as electricity and gas, the need to reconsider the current energy governance system has become more critical than ever. The purpose of this study is to design and validate an operational energy governance model based on a sustainable development approach in Iran. Using the Fuzzy Delphi method across three consecutive rounds, involving 23 experts, the study identified and validated the key dimensions and components of operational energy governance. The final model was developed around three main dimensions—actors, level of action, and supply chain—comprising 23 validated components. The most agreed-upon components include stakeholder participation, conflict of interest management, supply chain performance monitoring and evaluation, institutional capacity, and process transparency. This model, as a localized and operational framework, can serve as a foundation for institutional reforms and for improving the implementation of energy policies in Iran.
Amir Reza Narimani
Abstract
The rapid social and technological transformations of the past two decades have redefined organizational and leadership paradigms worldwide. One of the most consequential developments is the entry of Generation Z (born 1997–2012) into the workforce—a cohort raised in a digital, networked, ...
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The rapid social and technological transformations of the past two decades have redefined organizational and leadership paradigms worldwide. One of the most consequential developments is the entry of Generation Z (born 1997–2012) into the workforce—a cohort raised in a digital, networked, and fast-paced environment. Gen Z employees emphasize autonomy, transparency, social justice, and meaningful work. Unlike previous generations that valued job stability and hierarchical authority, they seek workplaces that provide purpose, flexibility, personal development, and continuous learning.Despite this generational shift, Iran’s public-sector organizations remain deeply embedded in bureaucratic, hierarchical systems that emphasize control, seniority, and formal authority. These rigid structures often clash with the values and cognitive preferences of Gen Z, who favor participatory environments, rapid feedback, and flexible decision-making. Consequently, public organizations increasingly face low motivation, weak commitment, and high turnover among younger employees. While private-sector institutions have begun adopting participatory and technology-driven leadership models, public agencies largely retain traditional frameworks that limit adaptability and innovation. This misalignment demonstrates the pressing need to identify leadership approaches that resonate with Generation Z within Iran’s distinct cultural and bureaucratic context.A review of global scholarship identifies diverse leadership models as effective in engaging Gen Z. Studies by Aksakal and Ulucan (2024) and Yılmaz et al. (2024) show that Gen Z responds positively to leaders who practice horizontal communication, grant decision-making autonomy, and use digital tools for collaboration. Similarly, Whitmore (2017) and Bass and Riggio (2006) demonstrate that coaching and transformational leadership enhance intrinsic motivation, meaning, and personal growth—core developmental needs of Gen Z. Complementary findings by Putri et al. (2025) and Chen et al. (2022) reveal that servant and ethical leadership cultivate trust, psychological safety, and more substantial commitment among young employees. Together, these insights suggest that modern leadership must integrate empathy, ethical awareness, and participative engagement to effectively mobilize this generation.In contrast, Iranian research on Generation Z remains limited. Most domestic studies focus on educational or behavioral aspects rather than leadership adaptation in the public sector. Local investigations (e.g., JSRE, 2022; HPSB Journal, 2023; JHRS, 2023) identify rigid hierarchies, opaque performance systems, and weak feedback mechanisms as principal causes of dissatisfaction. These findings reveal a persistent gap between leadership practices and the expectations of a digital-native workforce—one that must be addressed to enhance motivation, innovation, and retention in public institutions.To bridge this gap, the present study employed a qualitative research design grounded in thematic analysis to explore leadership styles aligned with Generation Z’s values and needs in Iran’s public organizations. Data were collected through semi-structured interviews with both Gen Z employees and senior managers at the Ministry of Sports and Youth Affairs. Analysis followed an inductive process using open, axial, and selective coding in MAXQDA software. Reliability and validity were ensured through participant verification, peer debriefing, and triangulation, guaranteeing methodological rigor.The analysis identified five leadership styles most compatible with Gen Z expectations: coaching, democratic, servant, transformational, and digital leadership. Each addresses distinct dimensions of Gen Z’s work orientation—coaching promotes feedback and empowerment; servant leadership builds trust through empathy and ethics; transformational leadership inspires shared purpose and innovation; democratic leadership ensures fairness and participation; and digital leadership integrates technology to enable flexible, adaptive work settings. Conversely, authoritarian and traditional styles diminish motivation, creativity, and engagement, thereby undermining effectiveness in public institutions.The findings underscore that aligning leadership behaviors with generational values of autonomy, transparency, and development substantially enhances intrinsic motivation, satisfaction, and retention. Theoretically, the study extends leadership literature by situating Generation Z management within Iran’s socio-cultural and bureaucratic context. Practically, it offers evidence-based insights for policymakers and public managers to cultivate inclusive, agile, and innovation-oriented leadership practices responsive to a new workforce.Ultimately, this research highlights the necessity of a localized leadership framework for Generation Z in Iran’s public sector—one that fuses global leadership theory with national cultural and administrative realities. Such a framework can guide the transformation of Iran’s public institutions toward more transparent, adaptive, and future-ready governance systems, ensuring sustainable performance amid continuing generational and technological change
Roholah Hosseini; Fereshteh Nezarat
Abstract
Human capital is the most vital strategic element and the most basic lever for improving organizational performance. In every organization, managers are concerned with improving employees' organizational commitment, and today, an organization can be successful only if it has committed employees. The ...
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Human capital is the most vital strategic element and the most basic lever for improving organizational performance. In every organization, managers are concerned with improving employees' organizational commitment, and today, an organization can be successful only if it has committed employees. The concept of organizational commitment has become a focus for managers and is essential to the productivity and effectiveness of any organization, especially schools. Because the lack of organizational commitment has caused many problems for teachers, principals, and the organization, and has been an obstacle to the organization's progress, productivity, and improvement. This issue must be studied among teachers. Therefore, in this research, the factors affecting teachers' organizational commitment are evaluated and ranked to identify management strategies to increase it.The goal of the present study is to identify and rank the effective factors influencing organizational commitment from the perspective of experts.
Ali Omidi
Abstract
Green leadership, as a new management approach, emphasizes environmental protection and sustainable development in organizations and plays an important role in promoting social responsibility and improving organizational performance. This research aims to design a green leadership model for private companies ...
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Green leadership, as a new management approach, emphasizes environmental protection and sustainable development in organizations and plays an important role in promoting social responsibility and improving organizational performance. This research aims to design a green leadership model for private companies and identify indicators that affect its success. The present research is descriptive-applied and has employed a mixed-methods approach. The statistical population comprises managers and experts from private companies active in different fields, of which 27 were selected via purposive sampling. Data were collected through a researcher-made questionnaire and semi-structured interviews. The validity and reliability of the tools were confirmed using standard methods. Data analysis was performed using statistical software and content analysis methods. The research findings show that the organization's environmental approach and environmental strategies, as key areas of green leadership, provide a suitable platform for creating a green organizational culture and environmental empowerment. Also, dimensions of green leadership, such as health-supportive leadership and human resource development, play an important role in improving employee well-being and health. Ultimately, this structure promotes organizational performance, social responsibility, and sustainable social health, serving as a suitable guide for private company managers to develop green leadership and achieve sustainability goals.
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