fatemeh sadat mir; seyed mehdi alvani
Abstract
In recent decades, governments and societies have faced simultaneous and complex crises, including the COVID-19 pandemic, energy shortages, climate change, and cyber threats—challenges that demand novel, rapid, and intelligent managerial responses within public governance. In this context, smart ...
Read More
In recent decades, governments and societies have faced simultaneous and complex crises, including the COVID-19 pandemic, energy shortages, climate change, and cyber threats—challenges that demand novel, rapid, and intelligent managerial responses within public governance. In this context, smart governance based on digital human resources has emerged as a transformative approach. This study aims to develop a novel framework for smart governance grounded in digital human resources to facilitate the reconfiguration of public services under conditions of simultaneous crises. A conceptual theorizing approach, combined with a systematic literature review, was employed to identify gaps in existing research and propose a coherent, comprehensive framework. Findings indicate that achieving smart governance in the public sector requires advanced technological infrastructures and a reconceptualization of human resources’ role at the governance level. Accordingly, the proposed framework integrates six key domains: digital human resources, smart governance, innovative public services, digital leadership, organizational resilience, and simultaneous crisis management. By emphasizing multilayered interactions among these domains, the framework provides a novel approach for addressing grand challenges in the public sector. Within this framework, digital human resources act as the backbone and primary driver of other components. Finally, the study suggests that policymakers and public managers can enhance resilience in managing simultaneous crises and improve public service quality by prioritizing digital human resources and strategically leveraging technological infrastructures.
Reza Asgari; habib Roodsaz; Behrooz Rezaeimanesh; Alilreza Koushki Jahromi
Abstract
Amid intensifying competition for talent attraction and retention, employer branding has emerged as a strategic pillar of human resource management. This study aims to develop a conceptual framework for employer branding with a human-resilience orientation in pharmaceutical organizations. A qualitative ...
Read More
Amid intensifying competition for talent attraction and retention, employer branding has emerged as a strategic pillar of human resource management. This study aims to develop a conceptual framework for employer branding with a human-resilience orientation in pharmaceutical organizations. A qualitative systematic review was conducted following the PRISMA framework. Relevant studies were retrieved from major academic databases, and after screening and eligibility assessment, 31 peer-reviewed articles published between 2010 and 2024 were selected for analysis. Data were examined using inductive thematic analysis based on Braun and Clarke’s six-phase guideline. Coding, theme integration, and refinement were carried out manually through iterative engagement with the extracted findings.The results revealed that the final themes are organized into three conceptual levels: the foundational level, comprising organizational identity and brand culture and trust, psychological safety, and relationship quality; the intermediate level, consisting of employer brand attractiveness and value proposition, employee participation and positive behavioral outcomes, and motivation, rewards, and retention; and the final level, which encompasses employee health, well-being, and work–life balance. Together, these levels shape a thematic structure that links the cultural, motivational, and well-being-oriented dimensions of a resilient employer brand.The proposed framework demonstrates that human-centered employer branding practices can enhance workforce resilience and performance sustainability by reinforcing key psychological resources—including self-efficacy, optimism, and perceived organizational support—particularly within sensitive and highly regulated environments such as the pharmaceutical industry.
Sajad Farsi; Alireza Valyan; Vahid Khashei Varnamkhasti
Abstract
1. IntroductionThe implementation of organizational transformation plans in the context of Iranian organizations faces unique complexities. Therefore, understanding the organization, as the first step in implementing a transformation plan, is of great importance. In this stage, the study and evaluation ...
Read More
1. IntroductionThe implementation of organizational transformation plans in the context of Iranian organizations faces unique complexities. Therefore, understanding the organization, as the first step in implementing a transformation plan, is of great importance. In this stage, the study and evaluation of organizational documents play a crucial role in understanding the organizational context. However, a review of the existing literature, as well as the experience of practitioners in implementing organizational transformation plans, shows that the lack of a framework for evaluating organizational documents can create numerous challenges in executing these plans. Additionally, the existing indicators are primarily intended for assessing the quality of documents and may not provide an accurate evaluation of organizational documents, especially in transformation projects. Therefore, this study aims to address the practical and theoretical challenges in this field by providing a framework for evaluating organizational documents in transformation projects.2. Literature ReviewKnowledge and its development have become one of the key topics in contemporary business literature. One of the essential tools for knowledge sharing within an organization is documentation capability (Zamani, 2015). A review of other studies, along with the experience of practitioners in organizational transformation projects, reveals that organizational documents hold significant importance and can play a crucial role in facilitating knowledge sharing within an organization. Strategic planning documents, business models, documentation for the design and implementation of organizational processes, documents related to the establishment of management systems (such as ISO standards), customer segmentation and marketing documents, and more, are all vital organizational documents. These documents are crucial in understanding the current situation and gaining a true insight into the organization’s conditions during the diagnostic phase of organizational transformation projects. Therefore, assessing the quality of these documents should be considered an essential part of the organizational transformation process.The importance of the quality of organizational documents has led to numerous studies in various fields to develop guidelines for addressing this issue. A significant portion of this research has focused on identifying the indicators and determining factors for information and documentation. For example, Grudzień & Hamrol (2016) identified the quality indicators of information in documents as follows: Comprehensiveness, Accuracy, Clarity, Applicability, Conciseness, Consistency, Correctness, Currency.In addition, some organizational researchers have proposed other indicators for evaluating organizational documents in transformation projects. Some believe that one of the characteristics that should be considered in the evaluation of organizational documents is the problem-oriented nature of the document (Hollenstein, Thurnheer, & Vogt, 2022). On the other hand, an organizational document should have a theoretical framework and a scientific methodology (Ershova, Hohlov, & Shaposhnik, 2018). Another important feature of organizational documents is their data-driven nature (Duan, Edwards, & Dwivedi, 2019).Despite the efforts made, it can be observed that most of the existing indicators in the literature have been developed for assessing the quality of documents, and few studies have focused on identifying the evaluation indicators for organizational documents, especially in the context of transformation projects, as well as exploring the relationships between these indicators. This issue has led to challenges for researchers in the diagnostic phase of organizational transformation projects, as well as for organizational managers in decision-making. In other words, due to the lack of a coherent framework for evaluating organizational documents and the absence of connections between the existing indicators for evaluating their quality, researchers are unable to make full use of these documents in the organizational diagnosis phase. As a result, they develop an incomplete understanding of the organization's information and the actions taken within it. 3. MethodologyThis research is applied in terms of its objectives and descriptive-survey in terms of data collection methods, falling under the category of qualitative studies. The research was conducted in three main steps: In the first step, the existing literature was reviewed and analyzed to identify and extract the evaluation criteria for organizational documents, and the relevant indicators were extracted and categorized. In the next step, the opinions of experts were used to identify the dependency and influence of the identified components using the fuzzy DEMATEL approach. A questionnaire was distributed among 15 experts, including faculty members, implementers of organizational transformation plans, and organizational specialists. In the final step, the identified indicators were applied to evaluate organizational documents in one of the organizational transformation projects within a financial institution in Iran as a case study. In this context, and to develop a practical evaluation tool, weights were assigned to each identified indicator based on their placement in the DEMATEL analysis. Each document in the organization under study was evaluated in accordance with the indicators and their weighting, and the results were presented.4. ResultsThe findings of the present study indicated that 13 indicators can be considered for evaluating organizational documents in transformation projects. These indicators include: the scientific nature of the problem identification process, the scientific nature of the theoretical framework, the scientific nature of the methodology/tools, adherence to formal and aesthetic standards, document up-to-date-ness, content validity of the document, reliability and credibility of the document, data-driven nature of the document creation process, consistency with other organizational documents, participatory nature of the document creation process, capacity for engaging organizational members, capacity for stimulating organizational changes, and alignment with higher-level documents. Additionally, the results from the fuzzy DEMATEL analysis showed that the scientific nature of the methodology/tools and the scientific nature of the problem identification process have the greatest impact, while the reliability and credibility of the document and the capacity for stimulating organizational changes are most influenced among all the indicators. Finally, the results from the weighting process and the application of this evaluation tool in a sample organizational transformation project in one of the financial institutions in Iran demonstrated that this tool can serve as an appropriate criterion for evaluating organizational documents in transformation projects. Specifically, some documents, such as the strategic planning document, showed better alignment with the indicators, while key documents, such as the comprehensive IT plan, did not score well on any of the evaluated indicators.5. Discussion The results of this study indicate that the evaluation indicators for organizational documents in transformation projects can be categorized into three dimensions: theoretical richness, practical application, and transformational capacity. Additionally, the indicators related to the scientific nature of the methodology/tools, the scientific nature of the problem identification process, the data-driven nature of the document creation process, the up-to-date-ness of the document, the participatory nature of the creation process, and the scientific nature of the theoretical framework—primarily considered in the early stages of document creation or evaluation—have a significant impact on the other indicators. This means that if these indicators score highly, they can influence the other evaluation indicators as well.6. ConclusionThese findings can serve as a useful guide for experts in organizational transformation projects and even for organizational staff involved in the creation of documents within their organizations. one can understand which characteristics each document should possess. Accordingly, document creators should pay special attention to the aforementioned indicators to ultimately produce documents that are credible and impactful on other employees. Adhering to these indicators in the creation of organizational documents can equip the organization with valid and influential documents, laying the foundation for internal transformation.
zohreh mousavikashi; zohreh mohsenikabir
Abstract
In the last decade, the expansion of digital transformation and the increase in cyber threats have led to the emergence of digital resilience as one of the basic requirements for the sustainability of government organizations. Therefore, the aim of the present study was to identify and model the causal ...
Read More
In the last decade, the expansion of digital transformation and the increase in cyber threats have led to the emergence of digital resilience as one of the basic requirements for the sustainability of government organizations. Therefore, the aim of the present study was to identify and model the causal relationships between the factors affecting digital resilience in Iranian government organizations. For this purpose, through a systematic review of theoretical literature based on the PRISMA method and through extensive searches in Scopus, Google Scholar, and other reputable sources, a set of initial indicators were identified and extracted after initial screening. Then, using the Fuzzy Delphi method, their validity and importance were evaluated with the opinions of 19 experts (5 faculty members and 14 senior managers in the field of technology and digital transformation). Finally, the research findings showed that 21 indicators were confirmed in the form of 9 main dimensions. In the next step, the causal relationships between the components were analyzed using the Fuzzy Dematel technique. The results of the study showed that cultural and human factors, including technological motivation, learning culture, and digital knowledge sharing, were in the cause group, and technological factors, such as data security, digital trust, and adoption of new technologies, were in the disability group. The main path of influence flowed from technological learning to technical capabilities and adoption of new technologies, which indicated the fundamental role of culture and knowledge in strengthening digital resilience. This pattern, while confirming the findings of international research, showed that in the bureaucratic context of the government, the development of digital resilience depends more on the institutionalization of a learning culture and technological motivation than on technological investment.
Sadegh Dadashi
Abstract
Purpose: This study aimed to develop a network governance framework for regulating priority goods markets, integrating factors, actors, strategies, and requirements into an innovative and effective approach.Research method: Conducted with an interpretive stance, an exploratory–applied orientation, ...
Read More
Purpose: This study aimed to develop a network governance framework for regulating priority goods markets, integrating factors, actors, strategies, and requirements into an innovative and effective approach.Research method: Conducted with an interpretive stance, an exploratory–applied orientation, and a descriptive–exploratory purpose, the research employed semi structured interviews with 20 managerial and academic experts, content analysis of 25 qualitative sources, and a review of relevant documents and regulations. Snowball sampling was applied, and thematic analysis was performed in NVivo software.The findings: The qualitative data analysis revealed 329 basic themes and 13 organizing themes, covering domains such as planning and management, information, oversight, macroeconomic indicators, diversity of actors, functional areas and network policy making levels, strategies, legal and informational infrastructures, human resources, financing, network management and support, multi-level control, economic efficiency, endogenous empowerment, and strengthening public trust. These themes were organized into five overarching components: “Market Regulation Issues,” “Market Regulation Networking,” “Requirements,” “Network Deployment and Activation,” and “Outcomes and Impacts.”Conclusion: The proposed framework—achieved through integrating regulatory approaches with network governance—offers a practical roadmap for competent institutions. It emphasizes the development of information technology and digital government, empowerment of citizens and trade associations, active stakeholder participation, protection of security and privacy, creation of analytical dashboards, and enhancement of transparency and accountability. Together, these measures facilitate a sustainable transition from a policy driven to a governance driven approach.
Zahra Rajaei; Mohammad Reza Sharifi; Mohammad Reza Saeedi
)
