Studies in Public Service Administration

Tipping Point Leadership model with priority on Resource Mobilization

Document Type : Original Article

Authors

rouhollah shafieian 1
Mirali Seyed Naqvi 2
Vojollah Ghorbaniazadeh 1
Alireza Koushki Jahromi 1

1 Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran. Iran

2 Faculty of Management and Accounting, Allameh Tabatabaei University, Tehran/ Iran

https://doi.org/10.22054/spsa.2026.91788.1137
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

Tipping point leadership
Tipping point
Resource mobilization
Change management
Organizational Change
Change leadership
  1. Abdullah, F. H. (2018). Resource Mobilization Theory Political Movement in Egypt. International Journal of Social Sciences (IJSS), 8, No. 2.
  2. Adegbile, A. S., Liedong, T. A., & Wagner, H.-T. (2024). Linking resource mobilization approaches and venture performance in highly resource-constrained environments. Africa Journal of Management, 1–34. https://doi.org/10.1080/23322373.2024.2375950
  3. Adobor, H., & McMullen, R. S. (2018). Supply chain resilience: A dynamic and multidimensional approach. International Journal of Logistics Management, 29(4), 1451–1471. Scopus. https://doi.org/10.1108/IJLM-04-2017-0093
  4. Alsharari, N. M. (2024). The interplay of strategic management accounting, business strategy and organizational change: As influenced by a configurational theory. Journal of Accounting and Organizational Change, 20(1), 153–176. https://doi.org/10.1108/JAOC-09-2021-0130
  5. Anantatmula, V. S. (2008). The Tipping Point. VINE, 38(2), 267–268. https://doi.org/10.1108/03055720810889897
  6. Bhindi, J., & Jangra, R. (2025). Analyzing the Role of Leadership During Change Management: Systematic Literature Review, Bibliometric Analysis, and Future Research Agenda. SSRN. https://doi.org/10.2139/ssrn.5094828
  7. Chan Kim, W., Mauborgne, R. (2003). Tipping Point Leadership. Harvard Business Review, 81(4), 60-69+122.
  8. Dakos, V., Boulton, C. A., Buxton, J. E., Abrams, J. F., Arellano-Nava, B., Armstrong McKay, D. I., Bathiany, S., Blaschke, L., Boers, N., Dylewsky, D., López-Martínez, C., Parry, I., Ritchie, P., Van Der Bolt, B., Van Der Laan, L., Weinans, E., & Kéfi, S. (2024). Tipping point detection and early warnings in climate, ecological, and human systems. Earth System Dynamics, 15(4), 1117–1135.
    https://doi.org/10.5194/esd-15-1117-2024
  9. Doherty, J. A., Johnson, M., & McPheron, H. (2022). Advancing health equity through organizational change: Perspectives from health care leaders. Health Care Management Review, 47(3), 263–270. Scopus. https://doi.org/10.1097/HMR.0000000000000326
  10. Edwards, B., & Gillham, P. F. (2021). Resource Mobilization Theory. In The Wiley-Blackwell Encyclopedia of Social and Political Movements (1st ed.). Wiley. https://doi.org/10.1002/9780470674871.wbespm447
  11. Freeburg, D. (2020). An information-based approach to organizational change management. VINE Journal of Information and Knowledge Management Systems, 50(4), 653–668.
    https://doi.org/10.1108/VJIKMS-06-2019-0097
  12. Gisch, A. (2024). Lessons for Change Management and Software Implementation: An Ethnographic Study of Australian Small Business [ProQuest Dissertations & Theses]. https://www.proquest.com/docview/3132881026/E14C5BB8C9754C3BPQ/2
  13. Gobble, M. M. (2020). Identifying the Tipping Point. Research-Technology Management, 63(1), 62–67. https://doi.org/10.1080/08956308.2020.1686276
  14. Gonzalez, K., Portocarrero, F. F., & Ekema, M. L. (2023). Disposition activation during organizational change: A meta-analysis. Personnel Psychology, 76(3), 829–883. https://doi.org/10.1111/peps.12513
  15. Grynko, T., Hviniashvili, T., Oliinyk, T., Saihak, Y., Yudina, O., & Korneyev, M. (2024). Improvement of the change management model at the hotel industry enterprises, Financial and Credit Activity: Problems of Theory and Practice, 3(56), 423–438. https://doi.org/10.55643/fcaptp.3.56.2024.4418
  16. Gutiérrez-Iñiguez, Á., Collado-Agudo, J., & Rialp-Criado, J. (2023). The role of managers in corporate change management: A bibliometric review. Sustainability, 15(14), 10811. https://doi.org/10.3390/su151410811
  17. Gyllensten, A. (2005). Tipping Point Leadership, Discipline Quality Experts and Quality Assurance in ADCO. SPE Middle East Oil and Gas Show and Conference, SPE-93721-MS.
    https://doi.org/10.2118/93721-MS
  18. Inceoglu, I., Vanacker, T., & Vismara, S. (2024). Digitalization and Resource Mobilization. British Journal of Management, 35(2), 576–593. Scopus. https://doi.org/10.1111/1467-8551.12817
  19. Junker, T. L., Bakker, A. B., & Derks, D. (2025). Toward a theory of team resource mobilization: A systematic review and model of sustained agile team effectiveness. Human Resource Management Review, 35(1), 101043. https://doi.org/10.1016/j.hrmr.2024.101043
  20. Karami, M., Hossain, M., Ojala, A., & Mehrara, N. (2024). Resource mobilization and technology adoption by small firms to co-create opportunities in uncertain environments. Journal of Research in Marketing and Entrepreneurship, 26(4), 642–667. (world). https://doi.org/10.1108/JRME-10-2023-0167
  21. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
  22. Lenton, T. M. (2020). Tipping positive change. Philosophical Transactions of the Royal Society B: Biological Sciences, 375(1794), 20190123. https://doi.org/10.1098/rstb.2019.0123
  23. Majnoor, N., & Vinayagam, K. (2023). The Ascendency of the Paradigm Shift from Organizational Change Management to Change Agility. International Journal of Professional Business Review, 8(4), e01151. https://doi.org/10.26668/businessreview/2023.v8i4.1151
  24. Martin, S. F., & McNamee, C. D. (2024). Learning our ABCs in Advancement: A New Organizational Change Management Model. Philanthropy and Education, 7(2), 110–134. https://doi.org/10.2979/phe.00008
  25. Mbarek, I. (2024). How organizations address resistance: Understanding change management. International Journal of Applied Business and Management Studies, 9(2), 52-70.
  26. McGrath, R. G. (2019). Seeing around corners: How to spot inflection points in business before they happen. Harper Business.
  27. Molines, M., El Akremi, A., Storme, M., & Celik, P. (2022). Beyond the tipping point: the curvilinear relationships of transformational leadership, leader–member exchange, and emotional exhaustion in the French police. Public Management Review, 24(1), 80-105.
  28. Monferdini, L., Bottani, E. (2024). How do businesses utilize change management for process optimization? A cross-analysis among industrial sectors. Business Process Management Journal, 30(8), 371–414. https://doi.org/10.1108/BPMJ-03-2024-0158
  29. Mphahlele, N. S., Kekwaletswe, R. M., & Seaba, T. R. (2024). Conceptual change management framework for effective use of examination administration system: a systemic review. International Journal of Research in Business & Social Science, 13(1). https://doi.org/10.20525/ijrbs.v13i1.3044
  30. Ohaeri, M. N. (2024). Transformational Leadership’s Role in Change Management: A Quantitative Regression Study [ProQuest Dissertations & Theses]. https://www.proquest.com/docview/3080138767/767EDE989BFA4A06PQ/4
  31. Patil, J. A., Adamuthe, A. C. (2022). Tipping Point Leadership Theory to Improve Research Culture in Engineering Education. Journal of Engineering Education Transformations, 35(Special Issue 1), 227–233. Scopus.
  32. Renkema, M., Bos‐Nehles, A. (2024). The implementation of bottom‐up innovation in a formalized context: A resource‐mobilization perspective. Creativity and Innovation Management, 33(4), 639–653. https://doi.org/10.1111/caim.12607
  33. Schmidt, S., & Olson, R. (2008). A Review of The Tipping Point by Malcolm Gladwell: The Tipping Point, Gladwell, M. (2000). New York: Little, Brown and Company. 301 pp. Journal of Organizational Behavior Management, 28(3), 198–206. https://doi.org/10.1080/01608060802251098
  34. Skoglund, P., & Stäcker, H. (2016). How Can Education Systems Support All Learners? Tipping-Point Leadership Focused on Cultural Change and Inclusive Capability. In A. Watkins & C. Meijer (Eds.) , International Perspectives on Inclusive Education (Vol. 8, pp. 111–136). Emerald Group Publishing Limited.
    https://doi.org/10.1108/S1479-363620160000008008
  35. Somera, F. A. R., & Petrova, K. (2024). A change management view on technology adoption in hotel organizations: A review and a conceptual framework. Businesses, 4(4), 791-811.https://doi.org/10.3390/businesses4040043
  36. Suyuthi, N. F., Amaliah, A., & Linggi, T. T. (2025). A Comprehensive Literature Review on the Factors Influencing Resistance to Organizational Change and Strategies for Effective Management. Journal Development Manecos, 3(1), 1–9.
  37. Viunyk, O., Kurnosenko, L., Lashchyk, I., Tarasov, S., & Shtangret, A. (2024). The Impact of War on the Transformation of the Strategic Paradigm of Organizational Change Management in Conditions of Increased National Security Threats. Journal of Ecohumanism, 3(4), 1428–1435. Scopus. https://doi.org/10.62754/joe.v3i4.3672
  38. Azar, A., Khorrami, A. (2021). Designing a Supply Chain Agility Model in the Pharmaceutical Industry Using the Interpretive Structural Modeling (ISM) Approach, Public Management Researches..14(53), 29-63. [In Persian]
  39. Hafezi, S., Roodsaz, H., Seyed Naqavi, M., A. (2021). Organizational readiness in implementing change management with the mediating role of transformational leadership Case study: Qatar Airways, Tehran, Allameh Tabataba’i University. [In Persian]
  40. Zahedi, H., Matani, M., Gholipour Kanani, Y., Mehrara, A,. (2021). Presenting a Change Management Model in the Automotive Industry Using a Mixed Method Approach, Journal of Executive Management Research.13(26), 255-278. [In Persian]
  41. Ghorbanizadeh, V., Hassan Nangir, S., T. (2011). Practical Guide to Meta-Analysis Using CMA2 Software, Tehran: Sociologists Publications. [In Persian]
  42. Nabizadeh, B., Zarifmanesh, H., Saadatmandi, A. (2023). Conceptualizing the Mobilization of Resources and Facilities in National Defense, Strategic Studies of Mobilization. Year 26, Issue 98, 1-36. [In Persian]
  43. Narimani, M. (2024), The Pharmaceutical Industry and the Human Resources Crisis, Donyaye Eqtesad Newspaper, Issue 6190.
  44. Naser Torabi, A., Talaneh, A., Mansouri, F. (2022). The Role of Organizational Change Management Improving the Level of Management Accounting Maturity, Journal of Financial Accounting Knowledge, 9(2), 97-126. [In Persian]
  45. Vaezi, R. (2018). Change Management and Organizational Transformation, Tehran: Saffar Publications. [In Persian]
Studies in Public Service Administration
Volume 4, Issue 11
Winter 2026
Pages 1-50

  • Receive Date 26 February 2026
  • Revise Date 16 May 2026
  • Accept Date 23 May 2026

Home

Editorial Boards

Submit Manuscript

Contact Us

Article Processing Charges