Document Type : Original Article
Authors
1 Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran. Iran
2 Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran/ Iran
Abstract
his study aimed to design a Tipping Point Leadership model with a priority on Resource Mobilization at Golrang Pharmaceutical Investment Holding Company. A developmental–applied orientation, the research employed a mixed qualitative–quantitative method. In the first phase, a PRISMA-based systematic review of 1,291 documents (2015–2025) from four Latin and three Persian databases was conducted, with documentation managed through Zotero. In the second phase, thematic analysis of semi-structured interviews with experts and senior managers was conducted to extract key concepts. In the third phase, Interpretive Structural Modeling and MICMAC analysis were applied to the structure dimensions and examined their relationships. Findings revealed 12 dimensions across three levels. Identifying and creating tipping points, cognitive–perceptual, and resource mobilization act as primary drivers. The second level includes strategic change management, dynamic capability building, contextual values, motivational and psychological leadership, communication management and stakeholder participation, management of political barriers, innovation and technological transformation, and organizational agility. At the third level, identifying and creating tipping points, cognitive–perceptual capability, and organizational resource mobilization function as primary drivers.
Keywords
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