Document Type : Original Article

Authors

• Nishtman Dabaghi ¹
• Mohammad Ataei ²
• Gholamreza Memarzadeh Tehran ³

¹ Ph.D. Student, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran

² Associate Professor, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran

³ Associate Professor, Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran

Abstract

Bureaucratic inertia and the inefficiency of traditional models have rendered public organizations reactive to environmental shocks. Moreover, the reductionist perspective of prior studies has obscured the causal networks within human resource management. To bridge this gap, grounded in Complex Adaptive Systems theory, this study aimed to discover the structural relationships and stratify the drivers of dynamic and adaptive human resources in the Iranian public sector.The research employed the Interpretive Structural Modeling (ISM) methodology. The model’s inputs comprised 10core themes extracted from a preceding qualitative phase. Data were gathered via pairwise comparison questionnaires from a 16-member panel of government experts and policymakers, and subsequently analyzed by formulating structural interaction matrices and conducting transitivity checks.Findings reveal that the drivers are organized into a hierarchical, four-tiered structure: The first layer (Micro-level: technological infrastructure, empowerment, and fluid action) serves as the driving engine of the system. The second layer (Meso-level: sensing, resilience, and public sector learning) acts as a catalyst, translating micro-capabilities into macro-level outcomes. The third layer (Macro-level: flexible governance and contextual justice) establishes the institutional foundation. The fourth layer (Meta-level: governmental sensemaking and co-creation) manifests the system’s ultimate output.
Ultimately, realizing adaptive human resources in the public sector transcends a mere technological project; it represents a paradigm shift contingent upon the synergy of technology, human agency, and regulatory institutions. This model offers a pragmatic foundation for executive policymaking, such as deploying cloud-based HR platforms, establishing policy intelligence units, and launching policy laboratories.