Management and Educational Perspective

Abstract The present study aims to develop a preventive model for employee deviant behaviors using a thematic analysis approach. This research is applied in purpose and qualitative in nature, employing the thematic analysis method. The statistical population consists of 10 management professors with at least ten years of relevant experience and deep expertise in the prevention of deviant employee behaviors within the Tourism Deputy of the Ministry of Cultural Heritage, Tourism, and Handicrafts of Iran, who were selected via purposive and criterion-based sampling. The analysis process continued until theoretical saturation was reached. Data were collected through semi-structured interviews and analyzed using the thematic analysis method with MAXQDA 2020 software. The findings revealed that employee deviant behaviors in this organization are identified within five main components: individual factors (personality traits, motivation, and job satisfaction); organizational factors (organizational structure and processes, organizational culture, compensation systems); managerial factors (leadership style, supervision and accountability, organizational communication); environmental and institutional factors (legal framework and external oversight, social and cultural pressures, economic conditions); and preventive strategies (pre-occurrence prevention, early detection, post-occurrence action, and correction). The results suggest that the implementation of this model can lead to improved administrative health, enhanced quality of organizational interactions, and the strengthening of cultural values in the workplace.

Abstract The aim of this study was to use a document analysis approach in designing a model of employees’ social action. In terms of purpose, the study was applied research; in terms of method, it fell within descriptive studies with a correlational approach; and in terms of implementation, it was qualitative in nature. The statistical population consisted of 11 experts. Data were collected through semi-structured interviews. For data analysis, content analysis and MAXQDA 2020 software were employed.The findings showed that employees’ social action is a multidimensional phenomenon shaped by justice, trust, organizational culture, and organizational identity. Contextual conditions such as organizational structure and culture, the level of autonomy, and communication channels, as well as intervening conditions such as pressures, burnout, and institutional monitoring, play a decisive role in the emergence of social action. The proposed strategies for promoting social action include strengthening social capital, empowering employees, and institutionalizing justice and organizational transparency. The ultimate outcomes of these actions are increased job satisfaction, organizational commitment, creativity, and the organization’s cultural capital. The results of this study can serve as a practical and theoretical guide for organizations and managers in improving social interactions and responsible employee behavior.

Abstract The present study aims to develop a conceptual framework for organizational coaching within the education system. In terms of purpose, the research is applicable–developmental, and in terms of implementation it follows a qualitative approach through thematic analysis. The statistical population consisted of 10 experts and specialists in the field of educational management selected through purposive sampling. Data were collected through semi‑structured interviews. Thematic analysis was employed to analyze the collected data.
The findings indicate that the conceptual framework of organizational coaching in the education system consists of three main dimensions. The first dimension is infrastructure and groundwork, which includes the components of defining and positioning coaching within organizational culture, needs assessment and prioritization of intervention areas, a localized coaching model, and senior leadership commitment. The second dimension is process and operational implementation, which encompasses strategic alignment, barriers to adoption and organizational resistance, the role and competencies of coaches (internal and external), setting goals and expectations in coaching sessions, a culture of feedback and mutual trust, development of coaching competencies among leaders, and the impact of coaching on teachers’ empowerment. The third dimension is evaluation, sustainability, and knowledge transfer, which includes required infrastructures and resources, monitoring and quality assurance, key performance indicators (KPIs) of organizational coaching, long‑term professional development pathways, and the requirements for institutionalization and broader dissemination.
Introduction
Today, the central role of education in the cultural development and scientific advancement of societies is an undeniable reality. To perform this role more effectively and to achieve national goals, the education system of every country relies on specific structures, instructional time allocations, and curricular programs, all of which are determined in accordance with that country’s policies, plans, and overarching objectives. Specialists seek to enhance the effectiveness of education by developing innovative models and practices. Creating organizational transformation and strengthening the institutional functions of education can ensure sustainable development and improve quality of life (Ghasemzadeh et al., 2022). Evidently, the development of systematic and standardized training programs to respond to needs and support the growth of all members of the education system is an unavoidable necessity. Therefore, considering a wide range of opportunities for the development of educational personnel can serve as an appropriate solution for schools and educational institutions in fulfilling their commitment to the success of their members. One of the most practical of these policies is the development of organizational coaching programs. Research evidence also suggests that coaching programs should be applied both directly and indirectly in educational systems to promote the development of education (Keikha, 2022).
Coaching is a focused, individualized approach that can be implemented at any time and on any day. Unlike some forms of training, coaching is not an immediate intervention that is quickly forgotten; rather, it has a lasting and long-term impact on both the individual and the organization. Given the complexities of today’s world, the capability of human resources to analyze and solve emerging problems and challenges, as well as their readiness to cope with ongoing changes and diverse work and life conditions, is of great importance. Therefore, coaching has become a useful and indispensable tool for dealing with and adapting to many of these changes (Ghafari et al., 2021). Organizational coaching seeks to provide the necessary context for empowering and enhancing human resources so that organizations can invest in and plan for the continuous development, improvement, and knowledge enhancement of their employees. Under such conditions, the necessary infrastructure is created for delegating greater authority and decision-making power to employees, enabling individuals to grow and advance along their career paths. The implementation of organizational coaching requires the existence of a coaching mindset and its acceptance by senior organizational managers, because organizational coaching cannot be effective without their participation and cooperation (Fleischhacker & Graf, 2023). Accordingly, in light of the foregoing discussion, the main research question of the present study is: What is the conceptual framework of organizational coaching in the education system?
Theoretical Framework
Organizational Coaching
Organizational coaching is a process in which an individual acting as a coach utilizes specific principles and techniques to support managers, employees, and teams within an organization in moving toward organizational goals and improving performance and productivity. Ultimately, this process leads to enhanced organizational performance, development, advancement, and increased revenue and profitability (Ahmad et al., 2023).
Thawesaengskulthai et al. (2025) examined the empirical implementation of a coach–critical–connective coaching model for innovation-driven companies in Thailand, providing insights for policy development and sustainable growth. The findings indicated that the coaching model consists of three phases and seven stages: the foundation phase (entry into the ecosystem and networking), the acceleration phase (focused coaching centered on three key elements), and the evolution phase (development and improvement). This framework balances structural guidance with adaptability, making it applicable across sectors such as deep-tech, health-tech, agricultural technology, and the creative economy. Policy recommendations include the establishment of a national coaching platform, stage-based funding mechanisms, coach certification systems, and integrated monitoring frameworks aligned with national innovation objectives. The model also strengthens collaboration among incubators, accelerators, and public–private stakeholders while enabling continuous support for developing startups.
Ghasemi and Mahmoudi (2025) investigated the application of coaching skills as a supportive professional approach to improving the quality of education. The results demonstrated that the use of coaching skills in the educational domain can have positive effects on multiple dimensions of educational quality. These effects include increased student motivation, improved academic performance, enhanced self-regulation skills, development of critical thinking, and greater satisfaction among both students and teachers. Furthermore, coaching can help teachers improve their communication, leadership, and problem-solving skills. Therefore, coaching skills can be considered a powerful tool for enhancing the overall quality of education.
Research Methodology
This study is applicable–developmental in terms of its objective, and was conducted by a qualitative approach through thematic analysis. The research population consisted of 10 experts and specialists in the field of educational management selected through purposive sampling. Data were collected by semi‑structured interviews.
Research Findings
The data were analyzed by thematic analysis. The findings of the present study revealed that the conceptual framework of organizational coaching in the education system comprises three primary dimensions:
1. Infrastructure and Groundwork, which includes the components of defining and positioning coaching within the organizational culture, needs assessment and prioritization of intervention areas, a localized coaching model, and senior leadership commitment.
2. Process and Operational Implementation, which encompasses strategic alignment, barriers to adoption and organizational resistance, the role and competencies of the coach (internal and external), setting goals and expectations in coaching sessions, fostering a culture of feedback and mutual trust, developing coaching competencies among leaders, and the impact of coaching on teacher empowerment.
3. Evaluation, Sustainability, and Knowledge Transfer, which includes the required infrastructures and resources, monitoring and quality assurance, key performance indicators (KPIs) for organizational coaching, long-term professional development pathways, and the requirements for institutionalization and broader dissemination.
Conclusion
The present study aimed to develop a conceptual framework for organizational coaching in the education system. The findings of this research are consistent with the results reported by Thawesaengskulthai et al. (2025), Ghasemi and Mahmoudi (2025), Adabi and Askari (2025), Raisi (2024), Darakhshan Mehr (2024), Sajadinia and Ramezanipour (2024), Hughes and Vaccaro (2024), Solthong et al. (2024), Fleischhacker and Graf (2023), Ives et al. (2023), Hackel and Samson (2023), Cannon‑Bowers et al. (2023), Pourjamshidi et al. (2023), Jozi and Yousefi (2023), and Gharibi et al. (2023). Jozi and Yousefi (2023) demonstrated that coaching supports individuals in making more conscious decisions and undertaking new actions. Their findings also indicated that the more organizational managers adopt the role of a coach, the greater the improvement observed in the performance of their subordinates.
Based on the research findings, the following recommendations are proposed:
Institutionalizing Organizational Position: The education system should formally define the position of organizational coaching within its organizational structure—particularly at central and regional levels—and clearly distinguish it from other managerial and advisory roles.
Leadership Commitment: Senior managers, from the ministerial level to school principals, should receive specialized coaching training in order to develop a shared language of trust and inquiry and demonstrate their commitment to developmental approaches rather than relying solely on directive management practices. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The present study aims to explain the factors contributing to the formation of “quiet quitting” among employees in government organizations and to provide a conceptual model. This study is qualitative in nature, and was designed based on the Grounded Theory approach. Data were collected through 17 semi-structured interviews with employees and managers of public organizations by purposive sampling; the participant selection process continued until theoretical saturation was achieved. Data analysis was performed by a three-stage coding method (open, axial, and selective coding) within MaxQDA 10 software.
The findings revealed that quiet quitting results from a complex interaction of causal factors, including organizational injustice, inappropriate leadership styles, limited career growth opportunities, and workload; contextual factors, such as unfavorable organizational culture and bureaucratic structures; and intervening factors, including individual characteristics and the level of social support. In response to these conditions, employees adopt strategies such as reducing job effort, organizational silence, and focusing on personal interests, which lead to consequences such as decreased job satisfaction, burnout, and diminished organizational productivity. The results of this research not only contribute to theory development in the fields of organizational behavior and human resource management but also serve as a foundation for designing management policies and strategies to mitigate quiet quitting and enhance employee commitment and motivation in the public sector.
Introduction
In recent years, public organizations have encountered emerging challenges in human resource management, most notably the gradual decline in employee motivation, commitment, and active participation in organizational tasks (Ghasemi Zargar et al., 2024). This phenomenon, known in management literature as “Quiet Quitting,” refers to a state where employees refrain from performing roles beyond their minimum job requirements without officially resigning. Consequently, their level of effort, creativity, and accountability drops to the bare minimum expected (Pourshahabi et al., 2023). Unlike overt turnover, quiet quitting develops subtly and gradually, making its identification and management significantly more difficult for public sector leaders (Zhang et al., 2025).
Quiet quitting describes a condition in which employees limit their involvement in organizational activities and settle for performing only their core job duties while remaining on the payroll. This phenomenon represents a form of psychological detachment from the organization, stemming from a decline in motivation, commitment, and psychological capital, which can have substantial implications for both individual and organizational performance. In organizational behavior literature, quiet quitting is closely related to concepts such as psychological withdrawal, organizational silence, and the reduction of organizational citizenship behaviors (Ozen et al., 2024).
The emergence of quiet quitting in government organizations can be attributed to a constellation of individual, organizational, and structural factors. These include perceived organizational injustice, weak incentive systems, limited opportunities for growth and promotion, inappropriate leadership styles, job stress, lack of involvement in decision-making, and the gap between employee expectations and workplace realities. The interaction of these factors fosters psychological and behavioral withdrawal, ultimately undermining organizational efficiency, the quality of public services, and employee trust in the management system (Rahman et al., 2025). Previous research has also demonstrated that quiet quitting is correlated with job burnout, high workload, authoritarian leadership styles, and restrictive organizational cultures (Hu et al., 2022). Thus, quiet quitting is a multidimensional phenomenon shaped by the interplay of individual, organizational, and environmental factors, requiring a simultaneous analysis of causal, contextual, and intervening roles (Zarin Negar et al., 2024).
Given the vital role of human resources in achieving the missions of public organizations, a precise understanding of the factors shaping quiet quitting is of paramount importance. Explaining these factors not only enriches the theoretical literature of human resource management and organizational behavior but also provides a foundation for designing effective policies and managerial strategies to enhance employee motivation, commitment, and engagement. Therefore, the present research seeks to address the fundamental question: What are the factors influencing the formation of quiet quitting among employees in government organizations?
Theoretical Framework
Quiet Quitting
The concept of quiet quitting emerges when an employee “leaves” their employer mentally while remaining on the payroll. To clarify, quiet quitting can be defined as a state where an employee is physically present at the workplace but behaves as if they have resigned, performing only the bare minimum required to avoid termination (Zhang et al., 2025).
Quiet quitting can be summarized as employees mentally abandoning their jobs as a form of “rebellion” against routine work life (Dowlatabadi et al., 2025). The factors that trigger quiet quitting and lead to employee discouragement and detachment include: lack of career development opportunities, perceived lack of organizational value for employees, decreased employee engagement, lack of autonomy, and the erosion of organizational trust (Mahand et al., 2023).
Yu et al. (2026), in a study titled “Quiet Quitting of Employees Using Spatial Econometric Methods,” confirmed the existence of intersections and spillover effects in quiet quitting behaviors within organizations. The generalizability of this methodological framework can further contribute to understanding a wide range of organizational behaviors by accounting for social interactions in the workplace.
Xu et al. (2026), in their research titled “Mindfulness and Small Talk: Unlocking Engagement and Quiet Quitting in the Workplace,” utilized Interaction Ritual Theory to examine the roles of mindfulness and workplace small talk in shaping job engagement and quiet quitting among hospitality employees in the United States. Using three waves of data collection, the results fully supported the hypotheses: mindfulness enhances job engagement, and workplace small talk boosts engagement specifically for employees with lower levels of mindfulness. Higher levels of job engagement, in turn, were associated with lower levels of quiet quitting and mediated the relationship between mindfulness and quiet quitting.
Research Methodology
Given the nature of the subject and the research objectives, this study employs a qualitative research design based on the Grounded Theory approach. The target population consisted of employees and managers of public organizations who possessed direct experience within government work environments.
Sampling was conducted through purposive and theoretical sampling techniques. The participant selection process continued until theoretical saturation was achieved, which was ultimately reached after 17 in-depth, semi-structured interviews.
Data analysis was conducted simultaneously with data collection by the three-stage coding method, including open, axial, and selective coding.
1. In the open coding stage, initial concepts were extracted from the interview transcripts; after refining and merging similar concepts, primary and secondary open codes were established.
2. During the axial coding stage, the relationships between codes and categories were identified and organized into sub-categories and axial categories.
3. In the selective coding stage, the axial categories were integrated into a coherent paradigmatic model, and the core phenomenon of the research was identified.
The software MAXQDA 10 was utilized for the systematic organization and analysis of the data.
Research Findings
The findings indicate that quiet quitting is the result of a complex interaction between:
· Causal Conditions: including organizational injustice, inappropriate leadership styles, limited career growth opportunities, and excessive workload.
· Contextual Factors: such as an unfavorable organizational culture and rigid bureaucratic structures.
· Intervening Conditions: including individual employee characteristics and the level of social support.
In response to these conditions, employees adopt certain strategies, such as reducing job effort, organizational silence, and shifting focus toward personal interests. These strategies lead to consequences such as decreased job satisfaction, burnout, and diminished organizational productivity.
The results of this study not only contribute to theory development in the fields of organizational behavior and human resource management but also provide a strategic framework for designing managerial policies aimed at mitigating quiet quitting and enhancing employee commitment and motivation within government organizations.
Discussion and Conclusion
The research findings indicate that deficiencies in human resource management processes—such as payment discrimination and the absence of clear promotion criteria—are among the most fundamental factors shaping quiet quitting in government organizations. When employees perceive that their efforts go unrecognized and that rewards are based on personal connections (nepotism) rather than merit, they become psychologically detached from the organization. This finding is consistent with Arar et al. (2023), who argue that flaws in managerial frameworks are the primary drivers of quiet quitting. Furthermore, Mahand et al. (2023) emphasize that a weak reward system transforms potential opportunities for commitment into opportunities for withdrawal.
In this study, authoritarian leadership and a lack of managerial support were identified as key causal factors. In public structures, managers who focus solely on top-down directives and fail to provide positive feedback foster an atmosphere of mistrust. This result aligns with the findings of Yogurtcu et al. (2024), who demonstrated that in educational and administrative environments, non-supportive leadership styles lead directly to decreased motivation and the performance of only minimum duties.
Regarding workload and burnout, the results showed that high job demands, coupled with staffing shortages and time pressure, lead to job burnout. In such cases, quiet quitting serves as a “defense mechanism” to preserve mental health. These results corroborate the findings of Zhang (2024), who specifically highlighted this relationship between burnout and quiet quitting. Additionally, Sürmeli & Boy (2024) maintain that in sensitive sectors, burnout resulting from excessive workload poses a significant risk to the overall performance of the system.
Data analysis further revealed that the discrepancy between the organization’s initial promises and the existing realities causes disillusionment among employees. This gap leads individuals to feel that their “psychological contract” with the organization has been violated. Fomical et al. (2024) view this situation as a “paradigm shift” in the post-pandemic world, where employees are no longer willing to go beyond their written obligations for an organization that fails to fulfill its promises.
The findings also indicated that the lack of effective interactions and poor information flow in government organizations result in role ambiguity and employee isolation. When feedback systems are absent, employees feel ignored. This finding is consistent with the results of Yu et al. (2026).
Furthermore, the analysis suggests that successive management changes and the prevalence of temporary contracts within the public sector have created a sense of mental instability. In response to this uncertainty, employees reduce their effort to conserve energy for potential opportunities outside the organization. This situation aligns with the findings of Nouri et al. (2025).
Finally, the research findings confirmed that rigid hierarchies, extreme centralization, and complex regulations in government organizations inhibit creativity and dynamism. In such structures, employees feel like mere “cogs in a large machine” with no power to effect change. This finding is consistent with the theory proposed by Samnani et al. (2025). Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract This study was conducted with the aim of validating a model of barriers influencing the creation of organizational vitality in governmental organizations of Bushehr Province. The present research is descriptive–correlational in nature, and was carried out cross‑sectionally in 2025 among all employees of governmental organizations in Bushehr Province, numbering 2,289 individuals, 328 participants of whom were selected through snowball and purposive sampling methods. Data were collected by a researcher‑made questionnaire on barriers to organizational vitality. The validity and reliability of the questionnaire were assessed at 0.90 and 0.92, respectively. All statistical analyses were performed by SPSS and PLS software.
The results of data analysis indicated that individual barriers with a defuzzified mean of 0.8182; organizational barriers with a defuzzified mean of 0.8197; and workplace environment barriers with a defuzzified mean of 0.7827 play significant roles in hindering the creation of organizational vitality in governmental organizations of Bushehr Province. Based on the findings, it can be concluded that vitality—by generating positive emotions among employees—enhances their success within their job and organization. Employees with positive emotions show greater willingness to embrace new situations and conditions in their organization and engage more effectively in their tasks.
Introduction
Happiness and vitality are among the most important and influential components affecting the course of human life. Without them, the foundation for activity, creativity, innovation, invention, and healthy living cannot be established. According to Argyle’s theoretical perspective, happiness and vitality constitute a human phenomenon and trait encompassing three principal components: positive affect, life satisfaction, and the absence of negative emotions (Khodaei et al., 2025). The experience of happiness and vitality depends on the presence of positive emotions such as pleasure, tranquility, self-confidence, interest, surprise, joy, liveliness, and excitement, as well as life satisfaction and the absence of negative emotions such as anger, anxiety, and depression (Chen et al., 2022).
Happiness, on one hand, enhances employees’ positive emotions and, on the other hand, reduces their negative emotions, ultimately leading to increased productivity (Mohammadi Moghaddam et al., 2023). Researchers have examined happiness through various socio-scientific approaches and orientations, including: happiness as a stable personal trait; happiness derived from objective life conditions; happiness as a function of individual utility; happiness resulting from social comparison (relative satisfaction); and happiness as a stable cultural and national characteristic (Masoumi Nejad et al., 2022).
Furthermore, research findings indicate that happy individuals perform better both mentally and physically compared to others. They possess higher levels of energy and creativity, show greater willingness to help others, and achieve greater success in the workplace. Happiness is considered a valuable resource, as happy employees require less supervision and exhibit lower absenteeism, and they are less likely to leave their jobs. Moreover, vitality in individual and social life fosters a positive outlook on life, positive self-concept, greater willingness to assist others, higher quality-of-life indicators, balanced social relationships, favorable and satisfying attitudes toward oneself and others, and ultimately improved occupational and academic performance and decision-making for both individuals and society (Klahn, 2023).
Behavioral scholars believe that vitality in the workplace reduces anxiety and concern, encouraging individuals with high motivation to strive to meet their physical, psychological, emotional, and spiritual needs. However, in recent years, the art of joyful living in the workplace appears to have been increasingly neglected. A sense of vitality in the workplace is a fundamental necessity, and the role of managers and colleagues in creating a joyful work environment is of critical importance (Montella et al., 2022).
Given the necessity and importance of happiness and organizational vitality—and their impact on quality of work life and professional performance—this issue holds particular significance within governmental organizations across the country. Due to their extensive presence throughout all provinces, such organizations occupy a unique position in directly fostering public welfare, livelihood conditions, and positive morale among employees, which in turn indirectly promotes vitality and happiness within the broader community they serve (Greenland et al., 2023).
Accordingly, the present study seeks to determine how a comprehensive model of organizational vitality can be developed by identifying all relevant dimensions and influencing factors within governmental organizations in Bushehr Province, with the potential for generalization across similar institutions. Therefore, the central research question is: What are the barriers affecting the creation of organizational vitality in governmental organizations of Bushehr Province?
Theoretical Foundations
Myers defines happiness as a sense of well-being—an overall feeling that life is proceeding pleasantly and positively. Regardless of the stage an individual is in, the continuity of happiness and vitality holds significant importance for them. Aristotle also defines happiness as the cultivation and development of the highest human virtues and characteristics. He identifies at least three levels of happiness: at the lowest level is the belief held by ordinary people, who equate happiness with pleasure; at the highest level is happiness derived from spirituality. In summary, every human being, in accordance with their worldview and beliefs, experiences a state known as happiness when they attain what they desire (Nikolova & Graham, 2024).
In a study titled “Teacher Vitality in the Workplace,” Tadić et al. (2024) sought to determine whether self‑motivation fluctuates from one job task to another. Their findings showed that specific work activities are positively associated with vitality, and that self‑motivation neutralizes the negative effects of job demands on vitality.
Khodaparast and Bagherzadeh (2021), in a study aimed at identifying the dimensions and components of lack of organizational vitality in governmental organizations in Gilan Province, applied the Fuzzy Delphi method to determine these dimensions and components. Their results identified and confirmed 3 dimensions, 12 components, and 84 indicators related to the absence of organizational vitality in governmental organizations. The individual dimension included two components; the group dimension included two components; the organizational dimension included three components; the environmental dimension included two components; and the human and educational dimension included two components. Organizational vitality in governmental organizations plays a crucial role in improving productivity and enhancing employee motivation. Therefore, to create a vibrant and energetic atmosphere within governmental organizations, comprehensive measures must be taken so that organizational goals can be achieved more effectively and more rapidly. Undoubtedly, the presence of happiness and vitality in organizations brings numerous positive outcomes.
Research Methodology
The present study is applicable and survey‑based in nature, and was conducted using the Fuzzy Delphi method (expert panel evaluation). An advanced Delphi approach was employed in this research. The Delphi assessment was carried out by a Likert‑scale questionnaire with 5 response levels.
The statistical population of the quantitative section included all managers and employees of governmental organizations in Bushehr Province, totaling 2,289 individuals. Since the study aimed at model development—and modeling requires the use of factor analysis—a large sample size enhances the validity of the results. Based on the size of the population and using Cochran’s formula, an initial sample of 328 participants was determined and used for quantitative data analysis.
To collect data, a researcher‑made questionnaire on barriers affecting organizational vitality was utilized. The questionnaire’s validity and reliability were measured at 0.90 and 0.92, respectively. All statistical analyses were carried out by SPSS and PLS software.
Findings
The confirmatory factor analysis of the hypothetical model of factors influencing organizational vitality consisted of 84 items, 12 components, and 3 dimensions, examining the factor loadings between latent and observed variables. The results of the confirmatory factor analysis indicated that the proposed model provides the best fit for explaining the present data. Considering that the significance values (t‑values) are greater than 1.96, the significance of each parameter is confirmed.
Discussion and Conclusion
According to the findings of the first main hypothesis and its components, it was determined that the most significant barriers affecting the creation of organizational vitality in the governmental organizations of Bushehr Province include: lack of individual mental happiness, religious beliefs, lack of increased creativity, psychological–health factors, organizational management, bureaucracy in organizations, organizational culture, organizational justice, lack of vitality at work, and lack of positive interaction within the organization. These results are consistent with the findings of Hadian & Rahmanzadeh (2018), Javouri et al. (2018), Niazi & Zolfaqari (2023), and Khodaparast & Bagherzadeh (2021).
Based on the results of the second main hypothesis and its related components, it was found that there is a significant relationship among the components of lack of individual mental happiness, religious beliefs, lack of increased creativity, psychological–health factors, organizational management, bureaucracy in organizations, organizational culture, organizational justice, lack of vitality at work, and lack of positive organizational interaction in the governmental organizations of Bushehr Province. These outcomes align with the findings of Safari & Sadeghi (2025), Nikolova & Graham (2024), Zhu et al. (2024), Tadić et al. (2024), and Khodaparast & Bagherzadeh (2021). Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of this study is to design a knowledge-based resistance economy educational model at Islamic Azad University. The research method is applicable in terms of purpose, mixed exploratory (qualitative-quantitative) in terms of data, and systematic (paradigmatic) data-based in the qualitative part; cross-sectional survey in the quantitative part in terms of nature. The statistical population of the research in the qualitative part included 12 experts in the field of educational management and human resources who had a PhD degree, selected by theoretical purposive sampling method; and the quantitative part included 190 professors of the faculty of management and economics at Islamic Azad University in Tehran by random sampling method. Data collection was carried out through semi-structured interviews in the qualitative part; and a questionnaire in the quantitative part. Coding was used in the analysis of the qualitative part data, and SPSS and Lisrel software were used in the quantitative part. The results of the study showed that 5 dimensions, 22 components, and 143 indicators were identified for the Islamic Azad University’s knowledge-based resistance economy educational model. After final approval and prioritization by experts, the dimensions, components, and indicators that make up the model were drawn, and the aforementioned model was validated again by experts. Based on the modeling results, it can be said that the model has a relatively good fit with the data.
Introduction
Resistance economy is a type of economy that can determine the growth and prosperity of the country under conditions of pressure, sanctions and severe hostilities (Rahbar & Nik Chehre, 2020). Resistance economy is a specific paradigm of knowledge and economic system that mostly follows strategies and policies for rational and efficient confrontation with economic imbalances and crises, natural disasters, sanctions, and negative economic shocks (Alipour et al, 2020). In our country, sanctions and the resulting reduction in oil revenues have led to a decrease in economic capacity and increased the costs of the Iranian economy (Safarzad et al, 2020). Developments have taken place in the country and in relation to the economic system that necessitated the creation of an economic model. In order to keep pace with these developments, general resistance economy policies were announced with the aim of ensuring dynamic growth and improving economic resistance indicators and achieving the goals of the Twenty-Year Vision Document, with a force majeure, flexible, opportunity-creating, productive, endogenous, progressive, and extroverted approach (Fard et al, 2021). In conditions of sanctions, it is very important to pay attention to the principle of resistance economy in order to overcome restrictions, grow business, neutralize sanctions related to businesses, overcome inflation, and also achieve self-sufficiency. One of the best manifestations and most effective components of the resistance economy are knowledge-based companies that can make the resistance economy more sustainable, and it is stated that if knowledge-based companies are taken seriously and their quantitative and qualitative development is supported, the country's economy will truly flourish by wealth creation through science (Maleki et al, 2020). Therefore, in conditions of sanctions, paying more attention to the knowledge-based economy and helping to improve their capabilities becomes more necessary than ever, with the aim of freeing the country from selling its natural resources and moving towards a knowledge-based economy (Ziaei et al, 2021). No research has been conducted on education based on the knowledge-based resistance economy, and there are no indicators that can design an educational model. On the other hand, one of the problems that the units of the Azad University have been facing in recent years is the issue of the loss of the units and the mere attention to tuition fees in advancing the goals of the university and its survival, which is in contradiction with the new document of transformation and excellence in the Azad University and has itself caused the closure of some university units. Therefore, this research seeks to answer the question: How is the design of the knowledge-based resistance economy educational model of the Islamic Azad University?
Theoretical framework of
Resistance economy
Resistance economy is a concept proposed in the wake of crisis resilience and repair of the existing worn-out and inefficient structures and institutions of the economy, which certainly requires public belief and participation and the application of rational and prudent management. Resistance economy is the reduction of dependencies and emphasis on the advantages of domestic production and efforts for self-reliance. (Mohammadnejadaghad & Asgari, 2015). Ranjbar Fallah & Fathi (2024) studied investment in startups to achieve a resilient economy and economic defense. The model obtained from this research shows that the main category that is the intersection of startups and the resilient economy is the tendency towards a knowledge-based economy. Among the causal factors affecting this process are the components of the business owner's mentality, introspection, value-oriented model, risk-taking and teamwork. Environmental factors include government, media, university and social environment; intermediate or contextual factors include network, culture, government institutions, human capital, education system and social capital; strategies and actions include financing, management consulting, accelerators, entrepreneurial intention and productivity, which lead to the creation of economic and defensive value as well as increasing economic resilience.
Radu (2023) conducted research in the field of knowledge-based economy. The results showed that the foundations of a knowledge-based economy (the basic processes of this type of economy) include: the creation and acquisition of knowledge, the dissemination of knowledge, and the application of knowledge, provided that the necessary financial resources and the necessary and up-to-date technology are provided, which leads to strength in scientific fields.
Research Methodology
The research method is applicable in terms of purpose, mixed exploratory (qualitative-quantitative) in terms of data, and systematic (paradigmatic) data-based in the qualitative part; cross-sectional survey in the quantitative part in terms of nature. The statistical population of the research in the qualitative part included 12 experts in the field of educational management and human resources who had a PhD degree, selected by theoretical purposive sampling method; and the quantitative part included 190 professors of the faculty of management and economics at Islamic Azad University in Tehran by random sampling method. Data collection was carried out through semi-structured interviews in the qualitative part; and a questionnaire in the quantitative part.
Research findings
Coding was used in the analysis of the qualitative part data, and SPSS and Lisrel software were used in the quantitative part. The results of the study showed that 5 dimensions, 22 components, and 143 indicators were identified for the Islamic Azad University’s knowledge-based resistance economy educational model. After final approval and prioritization by experts, the dimensions, components, and indicators that make up the model were drawn, and the aforementioned model was validated again by experts. Based on the modeling results, it can be said that the model has a relatively good fit with the data.
Conclusion
The present study was conducted with the aim of designing a knowledge-based resistance economy educational model for Islamic Azad University. The results of this study are consistent with the results of Ranjbar fallah & fathi (2024), Radu (2023), Nasrabadi & Mousavian (2023), Zhen et al, (2023), Kamyab et al, (2023), Hadavand et al, (2022), Alkali (2021), and Ghorbani et al, (2019). Zhen et al, (2023) showed that large companies are competing closely with each other, and the companies that invest the most in knowledge and technology activities and achieve the highest efficiency in this area will be the winners. Therefore, the necessary components to achieve the present goal are financial support, technology, management, existing laws and regulations; and finally, correct and up-to-date education that lead to economic and scientific self-sufficiency for the country.
According to the results of this research, the following suggestions are presented:
Increasing the strength of resistance and reducing the vulnerability of the country's economy through:
- Developing strategic links and expanding cooperation and partnership with countries in the region and the world, especially neighbors.
- Using diplomacy to support economic goals.
- Using the capacities of international and regional organizations. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of this research is to present and explain a model for organizational values ​​based on skill-based human resources. The present research is applicable in terms of its purpose, and descriptive-survey of the field branch in terms of data collection. The statistical population of the present research includes employees of government organizations in Lordestan province in 2022-2024, numbering 1290 people, selected with a sample size of 296 people determined by the available random sampling method. The collection tool in the present research includes a questionnaire. The face and content validity of the questionnaire in this research was examined by experts and the construct validity was examined by factor analysis. Cronbach's alpha was used to measure its reliability. The values ​​related to the estimated Cronbach's alpha coefficient for themes were reported to be higher than 0.7, which indicates high internal correlation in the basic codes. SPSS and PLS software were utilized to analyze the findings. The results showed that contextual factors include strong organizational culture, ethical values, and team interactions; intervening factors such as government regulations, digital transformation, and economic conditions; causal factors include technological development, environmental complexities, and new attitudes; strategic factors include employee empowerment and reforming organizational structures; and the consequences of the model include increased productivity, reduced organizational conflicts, increased public satisfaction, and sustainable development of the organization. The findings show that implementing this model can lead to improved performance of government organizations, increased employee efficiency, and the creation of a dynamic organizational culture.
Introduction
In order to maintain competitiveness and improve performance, organizations need to focus on human resources as a valuable asset, and human resource development is one of the necessities of the organization, the need to link it with ethical values ​​is inevitable because negligence and injustice in its implementation lead to a lack of individual and organizational development (Hajiloo et al., 2021). Human capital is of great importance not only in organizational environments but also at the national and international levels. Countries that pay more attention to human resource development tend to perform better in terms of innovation, job creation, and economic growth. Therefore, to achieve sustainable success, organizations and governments must develop comprehensive programs for human capital development and facilitate the path of progress through training and upgrading the skills of the workforce (Fuller, 2024).
Performance management is a process for evaluating, improving, and guiding employee performance in line with organizational goals. This process involves determining performance indicators, providing feedback, and developing improvement plans (McRae et al., 2024) and organizational values ​​are a set of principles, beliefs, and norms that shape the behaviors, decisions, and culture of an organization. These values ​​serve as a guide for employees and influence how the organization interacts with customers, stakeholders, and society. Organizational values ​​can include things like honesty, transparency, innovation, accountability, and collaboration. These principles not only help create an organizational identity, but also play a role in formulating strategies and achieving macro-goals (Valeau & Paille, 2019). Skill-based HR refers to an approach to human resource management that focuses on developing and applying employees’ specialized skills. This concept is based on the principle that organizations should emphasize improving employee skills through training, personal development, and the use of new technologies, rather than focusing solely on work experience (Harney & Collings, 2021). Currently, many government agencies use traditional human resource management models that are mainly based on work history, education, and bureaucratic structures. This traditional approach has led to recruitment and promotion processes being carried out based on fixed and inflexible criteria, which has resulted in challenges such as mismatching human resource skills with current labor market needs, reduced productivity, and a lack of focus on employee skill development. Given the above explanations, the researcher seeks to answer the question: what is the appropriate model for organizational values ​​based on skill-based human resources?
Theoretical Framework
Organizational values
A set of principles, beliefs, and norms shape the behaviors, decisions, and culture of an organization. These values ​​serve as a guide for employees and influence how the organization interacts with customers, stakeholders, and society (Arieli et al., 2020).
Skill-based Human Resources
Skill-based is an approach that emphasizes the development and application of specialized skills of employees to increase the productivity and efficiency of the organization. This concept is based on the principle that organizations should emphasize the improvement of employees' skills through training and personal development, rather than focusing solely on work experience (Hancock et al., 2024). Shariati et al. (2025) studied the identification of factors affecting employee performance management with a human resources development approach in research and technology organizations. According to the interviews conducted, 6 dimensions of the paradigm model, 23 components, and 105 indicators were extracted. Then, according to the paired comparison questionnaire to identify influential and influenced dimensions, it was determined that among the 23 components, the components of the work environment, laws and regulations, socio-cultural factors, human resource planning, role clarity, performance measurement, organizational climate, reward system, employee communication, training, performance appraisal, professional ethics, leadership style and motivational factors are the most influential in that order. Altman et al. (2023); The future of work through workforce ecosystems: This study emphasizes that traditional human resource models must evolve into broader workforce ecosystems. In government agencies, this concept can help develop skills-based organizational value models, because organizations need to coordinate their human resources with technological and social developments.
Research Methodology
The present study is an applicable study in terms of purpose and data collection, and a descriptive-survey research of the field branch. The statistical population of the present study included 1290 employees of government organizations in Lordestan province in 2022-2024, selected with a sample size of 296 people and by available random sampling method. The collection tool in the present study includes a questionnaire. The face and content validity of the questionnaire in this study was examined by experts and the construct validity was examined using factor analysis. Cronbach's alpha was used to measure its reliability. The values ​​related to the estimated Cronbach's alpha coefficient for themes were reported to be higher than 0.7, which indicates high internal correlation in the basic codes.
Research findings
SPSS and PLS software were used to analyze the findings. The results showed that contextual factors include strong organizational culture, ethical values, and team interactions; intervening factors include government regulations, digital transformation, and economic conditions; causal factors include technological development, environmental complexities, and new attitudes; strategic factors include employee empowerment, organizational structure reform; and the consequences of the model include increased productivity, reduced organizational conflicts, increased public satisfaction, and sustainable development of the organization. The findings indicate that implementing this model can lead to improved performance of government organizations, increased employee efficiency, and the creation of a dynamic organizational culture.
Conclusion
The present study aimed to present and explain a model for organizational values ​​based on skill-based human resources. The results of this study are consistent with the results of Shariati et al. (2025), Altman et al. (2023), Baier et al. (2023), BCG (2023), Jooss et al. (2023), Gheiravani et al. (2023), Yousef-Kandi (2022), Zamani & Rafiei. (2021), and Hajiloo et al. (2021). Jooss et al. (2023) showed that organizations, especially government institutions, should emphasize the development of their employees' skills in order to increase productivity and organizational cohesion. Considering the results of this study, the following suggestions are made:
- Developing professional skills through holding training courses, increasing independence in decision-making and implementing incentive programs.
- Increasing attention to honesty and responsibility, developing ethical guidelines, and holding relevant training programs.
- Reviewing supportive laws, creating more flexible policies, and optimizing regulations to facilitate the implementation of changes. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of this study was to identify the drivers affecting the retention of human resources in the government and non-government sectors of Sirjan County. This study is applicable-developmental in terms of its purpose, and qualitative in terms of its research method. The data collection tool consisted of two parts: a review and exploration of research literature in the library section, and semi-structured interviews in the field section. The participants in this study in the field section were human resources managers in the government and private sectors of Sirjan. Individuals, selected by a sampling method. Semi-structured interviews with participants continued until theoretical saturation. The coding and text analysis process of the interviews was carried out in MAXQDA2020 software. The research findings showed that the drivers affecting the retention of human resources in the public and private sectors include: changes in the labor market (intense competition for talent, emergence of a new generation of workers, hybrid work), changes in technology (automation and artificial intelligence, need for new skills), changes in employee values ​​(meaningfulness of work, personal development, meritocracy, work-life balance), changes in organizational structure (flat organizations, teamwork, flexibility in job roles), changes in employee expectations (development of soft skills, social responsibility, transparency and justice), psychological factors (mental health, motivation and job satisfaction, sense of belonging), economic factors (salaries and benefits, job security), organizational culture and work environment (effective and positive leadership, transparent and open communication, supportive and positive culture, diversity management, balance between organizational culture and individual culture, fairness and equality).
Introduction
Human resources are considered one of the most important and fundamental resources of organizations that need specialized and committed human resources to achieve their goals. Therefore, one of the most important tasks of human resource management in organizations is the task of preserving and retaining human resources (Bharath, 2023). Research shows that retaining human resources is influenced by many factors such as career development opportunities, work stress, financial and non-financial rewards, independence and autonomy, flexibility in work schedules, work-life balance, appropriateness of job roles and responsibilities, creating more responsible teams, ensuring a balance of human resource expectations with realistic job characteristics, social capital and support, human resource management practices and leadership (Jadon & Upadhyay, 2018; Matongolo et al., 2018).
McKinsey's research indicates that 75% of large companies are concerned about the lack of talented and efficient people, and a Deloitte report shows that retaining these people is the top priority for 87% of human resource managers (Taghizadeh Masan et al., 2017). Today, retaining and maintaining human resources is the most difficult challenge for organizations in the public and private sectors. The movement of human resources in various fields is increasing rapidly, and the shortage of human resources in this sector in developing countries has been predicted by the World Health Organization to be 12.9 million people, which is a very high figure. Due to the shortage of skilled labor, employees expect more financial and non-financial benefits and are not willing to work under any conditions (Bharath, 2023). Despite the recognition of the importance of human resource retention in advancing the organization's goals more efficiently, very few studies have been conducted in this area, which indicates the existence of a theoretical and research gap in this subject area. Therefore, it is expected that this research, by providing a model, can pave a smooth path for the successful entry and movement of the government and non-government sectors of Sirjan and other organizations towards human resource retention. To achieve this goal, first, the theoretical foundations related to the field of human resource retention in human resource management in the government and non-government sectors were reviewed to determine what shortcomings and deficiencies there are in it. Then, considering these shortcomings and appropriate to the government and non-government sectors of Sirjan, in the research process using a qualitative method and also having the views of experts, an attempt is made to answer these questions: What are the drivers that affect the retention of human resources in the government and non-government sectors of Sirjan?
Theoretical Framework
Human Resources Retention
With increasing competition and the expansion of human resource development methods, organizations are trying to retain and empower their talented employees (Butson et al., 2023) so that they can perform at a high level. The issue of lost human capital is a frightening and costly issue for any organization, because every organization incurs a lot of costs to train, educate, and prepare its employees to the desired level of productivity and efficiency; and by losing its human resources, it incurs the loss of skills, experiences, and capital that the organization has gained over the years. As a result, for managers of organizations seeking to retain, improve, and increase the productivity of their workforce, the issue of retention is of particular concern (Worth et al., 2003). Employee retention measures the percentage of employees who remain employed for a specified period of time. Employee retention is the process that keeps your employees in your company. Companies go to great lengths to recruit talent, and once these employees are hired, business owners must ensure that employees do not immediately leave (Phamet al., 2023).
Nahid et al. (2025) conducted a study aimed at identifying mechanisms for entrepreneurial retention of human resources, encouraging organizational entrepreneurial behavior. The findings of the study showed that the entrepreneurial retention component, including six subcomponents; employee satisfaction programs, design and implementation of the entrepreneurial talent acquisition system, design and implementation of the entrepreneurial motivation system, internal communication system, entrepreneurial compensation system, and employee personal development program, can be effective in the emergence of organizational entrepreneurial behaviors. Suryani & Syamsulbahri (2024) in a study examined the dynamics and complexity of employee retention and maintaining in a public company in Jakarta, Indonesia, focusing on the impact of human resource development programs (HRDP), transformational leadership (TL), and compensation policies (CP). The results emphasize the significant positive effect of HRDP (path coefficient = 0.626, p <0.001), TL (path coefficient = 0.442, p = 0.002) and CP (path coefficient = 0.348, p = 0.003) on employee retention (ER). Validation of the measurement model ensures the reliability and validity of the constructs. The adjusted R-Square of 0.592 indicates a satisfactory fit of the model.
Research Methodology
The present study is classified as applicable-developmental in terms of its purpose, and a qualitative research of the content analysis type in terms of its research method. (Qualitative content analysis can be considered a research method for the subjective interpretation of the content of text data through the processes of systematic classification, coding, and theme creation or design of known patterns). After taking interviews from the participants and writing the text related to the interviews line by line, the researcher analyzed the texts; in fact, codes, concepts, and categories were identified in this method through a systematic classification process, and then the drivers affecting the retention of human resources in the government and non-government sectors of Sirjan County were identified.
Research findings
In this section, interviews were conducted with 18 experts and human resource management specialists. The results of the interviews showed that the components of the drivers affecting the retention of human resources in the government and non-government sectors of Sirjan County include 8 organizing themes: changes in the labor market, changes in technology, changes in employee values, changes in organizational structure, changes in employee expectations, psychological factors, economic factors, organizational culture, and the work environment.
Discussion and conclusion
The aim of the present study was to identify the drivers affecting the retention of human resources in the government and non-government sectors of Sirjan County. The research findings showed that the drivers affecting human resource retention include: changes in the labor market (intense competition for talent, emergence of a new generation of labor, hybrid work), changes in technology (automation and artificial intelligence, need for new skills), changes in employee values ​​(meaningfulness of work, personal development, meritocracy, work-life balance), changes in organizational structure (flat organizations, teamwork, flexibility in job roles), changes in employee expectations (soft skills development, social responsibility, transparency and fairness), psychological factors (mental health, motivation and job satisfaction, sense of belonging), economic factors (salaries and benefits, job security), organizational culture and work environment (effective and positive leadership, transparent and open communication, supportive and positive culture, diversity management, balance between organizational culture and individual culture, fairness and equality). The results of this research are somewhat consistent with the findings of Butson et al. (2023) and Suryani & Syamsulbahri (2024), which confirms the results of this research.
Finally, based on the research findings, the following suggestions are made:
-Creating soft and technical skills development programs in line with technological developments (artificial intelligence, automation) and employee expectations
-Implementing agile training courses (microlearning) focusing on future-oriented skills
-Designing a dual career path (management/specialized) to meet the need for individual development and meritocracy
-Establishing a flexible rights and benefits system such as training vouchers, health care, or targeted paid leave
-Expanding the internal talent acquisition program with a focus on succession planning, and reducing dependence on the foreign market and creating a knowledge sharing platform between different generations of the workforce to transfer experiences. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of this research is to present a behavioral equivalence model based on organizational culture with a data-based approach. The present study is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with organizational behavior issues. Sampling in this research was snowball type. Based on the subject of the desired data, semi-structured interviews were collected and sampling continued until theoretical sufficiency and saturation were reached. The information obtained was analyzed with MAXQDA2020 software. The results showed that the behavioral equivalence model based on organizational culture with a data-based approach has causal conditions including internal communications, organizational structure, training and leadership; contextual conditions including personality of individuals, experience, education and literacy, and cultural intelligence; intervening conditions including motivation, organizational climate and organizational work relations; strategies including communication, trust and social learning; consequences including sociability, promoting a culture of social participation and promoting a culture of extra-role behavior.
Introduction
Human behavior has various aspects that have always caused it to be recognized as a complex entity and make it difficult or impossible to predict its movements. This inability is mostly due to the lack of sufficient knowledge about the nature of people's personalities and their individual differences; a personality that is formed in childhood and molds human behavior. The complexities of this mold are such that it causes diverse behaviors and poses new challenges to managers, because awareness of the individual and personality differences of individuals in an organization can help managers of departments and organizations in solving many problems. When managers accept that humans differ in terms of inherent and acquired abilities, they will not expect the same behavior from all employees, because every human behavior has a reason and without sufficient knowledge of the individual's state and personality, it is impossible to effectively manage it, and expecting the same behavior from everyone is nothing more than a dream. For this reason, in the current era, recognizing individual differences and personality traits of individuals becomes necessary in many situations in life. The efficiency of individuals in their jobs, their success in education, the effectiveness of treatment methods, and in general, the adaptability of humans in all life situations is related to their personal characteristics. Organizational culture creates the way of life in the organization, and is one of the most important infrastructures of organizational behavior. Organizational culture is one of the most important factors whose effectiveness ultimately comes back to the performance related to the efficiency of the organization's members (Nik Nami & Sediq, Azam., 2016). Although in every organization there is a common culture among employees, they exhibit different behaviors. The reason is that the behavior of employees is not equivalent. However, despite recognizing the importance of equivalence, no research has been conducted in this field. It should be noted that if the organizational strategy is changed in response to the environment, it is necessary for all organizational elements, including employee behavior, to change in a coordinated manner to maintain behavioral equivalence between organizational elements. Given the importance of behavioral equivalence and the important role of culture in the organization, the researcher seeks to answer this fundamental question: How to present a behavioral equivalence model based on organizational culture with a data-based approach in education in Kerman province?
Theoretical foundations
Behavioral equivalence
Individual differences psychology seeks to prove that even if the experimental situation is the same for all individuals, there will still be differences in the behavior of one person towards another or in the behavior of one group towards another. When we talk about individual psychology, we know very well that humans differ in terms of physical characteristics (height, weight, hair color) and psychological characteristics (talents, personality). Employees of organizations differ from each other in various aspects of behavior and physical conditions. Individual differences mean that each person is an exceptional and unique being, in a way that from the proteins that make up each person's hair to the grooves on their fingers, there is no one like them. Of course, we may see people who have many similarities to each other, but without a doubt, they are not exactly the same and equal, and it can be said with certainty that in terms of personality and cognition, they have differences that include different perspectives, attitudes and tendencies. Behavioral equivalence is the extent of the adherence and closeness of the behavior of employees in the organization in order to improve the performance of the organization. Equivalence between different organizational dimensions has existed in the past. Melnik et al., (2005) emphasize equivalence in relation to maintaining consistency between strategic goals and executive plans, and believe that alignment refers to ensuring consistency between different layers in the planning process (Rahnvard & Nikzad., 2009).
Organizational Culture
Basically, culture determines human behavior, ideas, and actions, and the way he understands the world in which he lives. It represents the worldview, views, attitudes, and way of thinking and behaving. Culture expresses a moral and value concept and is the correct or incorrect standard of actions of people in societies and groups, and their common factor in determining and explaining behaviors and distinguishing good and bad. Culture harmonizes the attitudes and behaviors of people in a society or group, connects the rays of their lives, and directs and organizes the habits, customs, traditions, beliefs, lifestyle, work, rest, recreation, communications, coexistence, and other interactions of persons' individual and social lives, and gives identity to social life. Culture is the personality of a society and the distinguishing feature of social and individual life of human societies, and it encompasses all beliefs, values, ideals, arts, techniques, and customs of a society, and reflects the structure and quality of life (Rezazadeh et al, 2021).
Research Background
Babaei et al., (2022) conducted a study with the aim of “designing an organizational culture model appropriate to the organizational requirements and ecosystems of the Ministry of Interior.” The research findings show 5 dimensions, 17 categories, and 70 subcategories as elements of the organizational culture model in the studied society. The first dimension (human-centered culture) has 3 categories and 15 subcategories; the second dimension (interaction-environment-centered culture) has 5 categories and 19 subcategories; the third dimension (direction-centered culture) has 3 categories and 11 subcategories; the fourth dimension (excellence-centered culture) has 2 categories and 13 subcategories; and finally the fifth dimension (law-centered culture) has 4 categories and 12 subcategories. Based on the dimensions, main categories, and subcategories, the organizational culture of the studied society can be assessed, measured, and managed. Rezazadeh et al., (2021) conducted a study with the aim of "Designing a model of the individual-organization relationship based on a positive organizational behavior approach (case study: Shiraz University of Medical Sciences)". The discovery of the model was carried out using data-based theorizing of the Strauss and Corbin approach and MAXQDA 2020 data analysis software. 2343 abstract concepts, 229 subcategories, and 23 main categories were categorized through 17 specialized semi-structured interviews from the core of the primary data. Based on the analysis and interpretation of the data in the health sector, the dominant specific context; the type of relationship structure from two perspectives of either empowering or inhibiting with the system of manager competency requirements as causal conditions, directly determines the degree of unity of the goals and interests of the individual and the organization as the central phenomenon of the research. Eleven conditions such as manager empowerment, employees, organizational context, and job relationships as action and reaction strategies indirectly influenced by the organizational behavioral context, and the individual behavioral context in the face of the individual-organization relationship as contextual conditions, and the degree of influence of extra-organizational power levers as intervening conditions are leading to the desirable micro-outputs of the coordination of the organization's formal culture with the individual's informal culture, the undesirable micro-output of unbalanced informal institutional governance, the desirable macro-output of scientific self-sufficiency, commercialization of knowledge and elitism, and the undesirable macro-output of systemic and managerial mutual bankruptcy and decline.
Research Methodology
The method of the present research is data-based analysis. The statistical population of the research includes specialists and experts familiar with organizational behavior issues. The researcher first qualitatively examined the research topic with limited participants and then, based on the qualitative findings, proceeded to create the desired tool. The technique used in sampling in this research was snowball sampling. Based on the topic of data and information through preliminary studies, semi-structured interviews were collected and sampled until theoretical sufficiency and saturation were reached. After conducting 15 interviews, data analysis indicated that new data was not added to the previous data, because a high percentage of the data extracted from the last interviews was repetitive; therefore, the interviews were ended after conducting 15 interviews and reaching theoretical saturation. The documents and full text of the interviews were analyzed with MAXQDA software.
Research findings
In the qualitative part of the research (review of texts and interviews with experts), the variables and indicators of presenting a behavioral equivalence model based on organizational culture with a data-based approach have been answered. In response to the question of what the most important causal, contextual, interventional factors, strategies, and consequences are that shape the presentation of a behavioral equivalence model based on organizational culture with a data-based approach; in this study, the analysis of interview texts (15 people) was conducted in open, axial and selective coding stages. The results showed that the causal conditions included internal communications, organizational structure, training and leadership; the background conditions included personality of individuals, experience, education and literacy, cultural intelligence; the intervening conditions included motivation, organizational climate and organizational work relations; the strategies included communication, trust and social learning; and the consequences included socialization, promoting a culture of social participation and promoting a culture of extra-role behavior.
Discussion and Conclusion
The aim of this study was to present a behavioral equivalence model based on organizational culture in the Kerman Province Education Department with a data-based approach. The research findings showed that the behavioral equivalence model based on organizational culture has causal conditions including internal communications, organizational structure, training and leadership; background conditions including personality of individuals, experience, education and literacy, cultural intelligence; intervening conditions including motivation, organizational climate and organizational work relations; strategies including communication, trust and social learning; and consequences including sociability, promoting a culture of social participation and promoting a culture of trans-role behavior. These findings are somewhat consistent with the results of Rezazadeh et al., (2021) and Sawan & Suryadi (2021); and confirm the result of this study. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Abstract
The aim of the current research is to identify and rank the antecedents affecting moral-emotional acting in education. This research was applicable in terms of its purpose, and was carried out with a quantitative approach with an exploratory design. The research method was descriptive-survey. The statistical population in the quantitative section included education managers of Golestan province; by stratified random sampling method, as many as 270 people. The research data collection tool included a researcher-made questionnaire, and data analysis was done through exploratory and confirmatory factor analysis in SPSS21 and PLS software. The results showed that the antecedents affecting moral-emotional acting have 2 dimensions: "individual antecedents and organizational antecedents". Individual antecedents have 3 components: "knowledge and information, personality traits, and motivation", and organizational antecedents have 4 components: "organizational culture, ethical atmosphere of the organization, organizational structure, and leadership and management". Considering the factors affecting moral-emotional acting, we can observe the growth of positive organizational behaviors and the institutionalization of ethics in the organization. According to the obtained model, there is a relationship between the exogenous variables of antecedents affecting emotional acting and the endogenous variable of emotional acting, based on the factorial path coefficients of 0.680; also according to the t-value, the effect of antecedents affecting emotional acting has become significant; therefore, there is a positive and significant relationship between the antecedent variables affecting emotional acting and emotional acting. Thus, it can be concluded that; the effect of effective antecedents on emotional acting is positive and meaningful.
Extended abstract
Introduction
The present age is the age of organizations, and the custodians of these organizations are human beings; on the other hand, emotional acting is inevitable in work environments and people in jobs whose careers depend on high social interactions are forced to hide their real feelings in some cases, and reveal the expected feelings in the profession (Lu & Guy, 2018). Research has also shown that all kinds of emotional acting strategies can increase the psychological stress of employees and this stress can lead to negative results such as job dissatisfaction and burnout. Many researchers have confirmed the role of emotional acting strategies in the occurrence of job burnout. On the other hand, emotional acting is related to job satisfaction. Noting that educational centers are one of the most important custodians of learning in the country's educational system, it is necessary for these centers to have the category of antecedents affecting emotional acting, which refers to the management and expression of feelings and emotions in the workplace. Considering the essential importance and necessity of emotional acting, goals and strategies; the targeting and development of this in educational affairs can have an impact on the ever-increasing and all-round development, and should be operationalized in the form of an efficient and practical model (Nixon et al, 2020). Now, based on the research done and considering the importance of the effect of emotional acting on many variables in the work environment, it becomes necessary to examine the factors affecting emotional acting; and on the other hand, considering the lack of previous research related to the subject and such research necessity in educational organizations increases the importance of doing this research. Since one of the most important, most effective and most extensive social organizations responsible for selecting and transferring cultural elements to the new generation of society is the education organization of each country (Ensafdaran et al, 2017); this organization is a device that is also considered as the general model of the official institutions and organizations of the society, and has played a constructive and essential role in the survival and continuity of human culture and civilization since a long time ago. The education organization is very important from the social, cultural, and economic point of view as well as providing the basis for human development and growth. From a social point of view, sociologists define education as a means of managing and controlling society, and consider it the factor of survival and durability of civilizations, and believe that human skills have increased to an unimaginable extent of the collection of knowledge, and human communication has become more complicated (Kang & Jang, 2022). Therefore, taking into account that emotional acting is the behavior derived from the goals of the organization in order to express the appropriate emotions of employees during work; as a result, it is necessary to address the category of emotional acting in education and finally, this research can be a model for similar researches in other organizations and industries. Also, each research, while being based on previous studies, can in turn contain new findings and data and be a prelude to conducting subsequent studies.
Considering the above, this research has tried to find out the main components of emotional acting by examining the characteristics of emotional acting through semi-structured interviews. Therefore, achieving this goal requires developed human resources in the future. Thus, in order to realize this ideal goal, education requires the training of human resources according to the needs of the society; human resources that can express appropriate emotions while working according to the goals of the organization. Therefore, in this research, we tried to answer this question: What is the appropriate model of antecedents affecting emotional acting in education in Golestan province?
Theoretical literature
- Antecedents affecting emotional acting: includes factors affecting management and planning to control and develop skills to express emotions according to the rules of the organization (Ensafdaran et al, 2017).
- Education: It is an educational organization responsible for the education of children and teenagers as well as the training of teachers (Hyati et al, 2023).
Kang & Jang (2022) conducted a research titled emotional labor of frontline employees towards their colleagues: the mediating role of team members' exchanges. In this research, the relationship between emotional labor of employees towards their colleagues and turnover intention was investigated by mediating the exchanges and supervisory listening, and the results showed that the relationship between employees' emotional labor towards their colleagues and the intention to leave the job is moderated by team member exchange, but the moderating effect of supervisory listening was found between surface action towards colleagues and team member exchange.
Nixon et al, (2020) in a research aimed at investigating the effect of collective values ​​(culture) at the national and individual level on emotional acting strategies and employee pressure, emotional stress, turnover goals, job satisfaction and organizational commitment showed that collective values (culture) directly and reciprocally affect the emotional acting process model. Collective values ​​(culture) were associated with higher emotional actor engagement and lower employee pressures.
Research methodology
The method of the present research is applicable in terms of its purpose, and quantitative in terms of the method of data collection. In the first stage, through a qualitative study, the indicators of moral-emotional acting were identified.
The statistical population of the research in the quantitative stage includes all education managers of Golestan province, including the heads of the general administration and their deputies, the heads of departments and their deputies, and the school principals and deputies, whose number was 902; using the method A stratified random sample, 266 people was selected for investigation.
The research data collection tool was a researcher-made questionnaire included 51 closed-ended items based on a five-point Likert scale. It measures 2 dimensions: "individual antecedents and organizational antecedents", and 7 components: knowledge and information, personality traits, motivation, organizational culture, organizational ethical climate, organizational structure, and leadership and evaluates management. Data analysis was done in the quantitative section using exploratory and confirmatory factor analysis in SPSS22 and PLS statistical software.
Research findings
In the quantitative part, exploratory factor analysis was used to identify antecedents. Kaiser-Meyer-Elkin and Bartlett proportionality tests were used to determine the adequacy and necessary conditions of the data to perform factor analysis. The findings showed that at the confidence level of 95% and the measurement error of α = 5%, the value of the KMO statistic was calculated to be more than 0.7.
According to the special values, 3 factors are extracted; because they have special values ​​greater than one. The percentage of explained variance in the last column shows that if 3 factors are extracted, 83.838% of the changes in the questions can be explained by the extracted factors.
Based on the results, it was determined that; the dimension of personal antecedents has 3 components: "knowledge and information, personality trait, and motivation", which the highest factor loading (0.928) related to question 19, and the lowest factor loading (0.699) related to question 3.
According to the special values, 4 factors are extracted; because they have special values ​​greater than one. The percentage of explained variance in the last column shows that if 4 factors are extracted, 77.537% of the changes in the questions can be explained by the extracted factors.
Based on the results, it was determined that; the dimension of organizational antecedents has 4 dimensions "organizational culture, organizational moral atmosphere, organizational structure, and leadership and management"; which the highest factor load of 0.893 related to question 28, and the lowest factor load of 0.728 related to question 7.
Discussion and conclusion
The general results of the research showed that the antecedents affecting moral-emotional acting have 2 dimensions "individual antecedents and organizational antecedents". Individual antecedents have 3 components "knowledge and information, personality traits and motivation", and organizational antecedents have 4 components "organizational culture, ethical atmosphere of the organization, organizational structure and leadership and management". It can be said that the education system needs managers who are effective actors in the direction of excellence in the management of the education system, and the tendency of the education system should be to employ such people. Ethical-emotional acting has significant effects on various organizational processes. It should be mentioned that when organizations are designed, sometimes people are ignored and most of the focus and attention is placed on its structure and design; while organizations need to design a proper structure as much as they need to achieve the set goals, they also need the moral-emotional acting of their employees. Considering that the education organization is the largest social organization in the heart of the society, which uses huge human and financial resources for the education of students every year, it should use efficient human resources to show appropriate behavior and feelings, and respect the ethics of behavior with others who can provide the highest quality services according to the dignity of people.

Abstract The aim of the current research is the structural model of improving the productivity of higher education administrators. The research method is applicable according to its purpose; mixed (qualitative-quantitative) in terms of implementation method; descriptive in terms of nature and method; and in terms of the implementation method, fuzzy Delphi analysis in the qualitative part, and cross-sectional survey in the quantitative part. The statistical population of the research in the qualitative part is 18 people from managers, professors and experts; sampling by snowball and purposeful method, and in the quantitative part, 243 people of the faculty members of government and azad universities, from the field of educational management participation; were chosen by stratified sampling. Data collection was done in the qualitative part by the interview; and in the quantitative part by the questionnaire. Delphi method was used in qualitative data analysis; and SPSS and PLS softwares were used in quantitative part. According to the findings, the 9 main factors identified in the structural model are: the processing of higher education, job and skill needs assessment, development of communication skills, educational planning, promotion of organizational culture, environmental factors, continuous and constant evaluation, development of strategic thinking, and process reengineering. The results of Friedman's ranking test showed that the highest priority among the effective factors is related to educational planning, development of strategic thinking, and process reengineering. The findings indicate that improving the productivity of higher education managers in Iran requires  re-engineering in all organizational elements; from executive methods to personal and professional competencies of managers, as well as development based on the processing of higher education.
Extended abstract
Introduction
Productivity in higher education, as one of the main and effective organizations in the comprehensive progress and development of the country, is one of the most important challenges facing the educational systems of the world, especially Iran (Malmir et al, 2018). Productivity is considered as one of the management performance indicators of the success of an organization (Sheehan et al, 2019). Also, productivity has been defined as the ratio of outputs to inputs of an institution or organization such as a school or university (Doraszelski, 2018). The main responsibility for productivity in organizations lies upon managers, because managers as leaders of organizations play an important role in productivity, and the productivity of managers has a direct relationship in organizations (Gunner et al, 2018). The educational system in every country, especially the higher education system, needs competent managers who are trained to improve productivity. In recent years, productivity has turned from a measure of organizational performance into an economic-social and cultural concept, and therefore the role of educational units in productivity has become more prominent. And for this reason, the role of educational units in productivity has been highlighted (Haenisch, 2012). Universities play a very important role in the progress or stagnation of a society through direct influence on the flow of production, adaptation, and reproduction of social systems and market mechanisms (Tang, 2013). The results of the research conducted in Iran and the world show that, first of all, studies on how to be productive in organizations, especially higher education and universities, are necessary; and each organization needs different indicators compared to other organizations, depending on its goals and implementation methods, to improve its productivity and organizational development, which must be studied and explored separately. There are also a series of individual and moral factors that can be common in all organizations, because all managers, apart from their job and system positions, have common human characteristics, hence the basic research question is: what is the structural model for improving the productivity of higher education managers?
Theoretical Framework
Efficiency
In the Oxford dictionary, productivity is defined as follows: productivity is the efficiency and effectiveness in production measured by some relationships between headquarters and institutions. The definition of productivity according to the International Labor Organization is the ratio of return on resources consumed; more simply, expression of productivity is the ratio of the amount of goods or services produced to the resources used in production. The European Productivity Agency defines productivity as follows: productivity is the degree of effective use of each of the production factors. Therefore, productivity is an intellectual point of view that always tries to improve what is currently available. Productivity is based on the belief that humans can perform their tasks and jobs better than yesterday (Nikkhah, 2022).
Higher Education
Higher education is considered an important type of investment in human resources that helps in economic development and obtaining more benefits by providing and improving the knowledge, skills and attitudes needed by technical, professional and managerial of senior staff, and by resorting to the best optimization and optimized management (Woodhall, 2016).
Mollaie & Aslam Raiesi (2024) investigated the purpose of the research to evaluate the teaching of Arabic lessons in higher education based on the Kirkpatrick model in Tehran's higher education institutions. The findings of the research showed that the components of teaching effectiveness evaluation, including reaction, learning and results, are able to predict the effectiveness of teaching Arabic lessons in higher education based on the Kirkpatrick model. Based on the findings of the research, the teaching of Arabic lessons in Tehran's higher education institutions is at an optimal level in terms of reaction components, learning, and results.
Vedvya & Yogesh (2020) investigated the increasing of the productivity of India's leader-oriented higher education system. It showed that good management increases efficiency in public and private sector organizations; productivity and good management are closely related in terms of time and money and the satisfaction of end users for investment; and increasing productivity and improving the quality of higher education depends on management trends and the effective leadership of higher education institutions.
Research methodology
The research method is applicable according to its purpose; mixed (qualitative-quantitative) in terms of implementation method; descriptive in terms of nature and method; and in terms of the implementation method, fuzzy Delphi analysis in the qualitative part, and cross-sectional survey in the quantitative part. The statistical population of the research in the qualitative part is 18 people from managers, professors and experts; sampling by snowball and purposeful method, and in the quantitative part, 243 people of the faculty members of government and azad universities, from the field of educational management participation; were chosen by stratified sampling. Data collection was done in the qualitative part by the interview; and in the quantitative part by the questionnaire.
 
Research findings
Delphi method was used in qualitative data analysis; and SPSS and PLS softwares were used in quantitative part. According to the findings, the 9 main factors identified in the structural model are: the processing of higher education, job and skill needs assessment, development of communication skills, educational planning, promotion of organizational culture, environmental factors, continuous and constant evaluation, development of strategic thinking, and process reengineering. The results of Friedman's ranking test showed that the highest priority among the effective factors is related to educational planning, development of strategic thinking, and process reengineering. The findings indicate that improving the productivity of higher education managers in Iran requires re-engineering in all organizational elements; from executive methods to personal and professional competencies of managers, as well as development based on the processing of higher education.
Conclusion
The current research was conducted with the aim of the structural model of improving the productivity of higher education administrators. The results of this research are consistent with the results of Mollaie & Aslam Raiesi (2024), Shafiei Chafi et al, (2023), Naghizadeh (2023), Ashourzadeh et al, (2023), Nikkhah (2022), Wright & Perrell (2019), Henry et al, (2020), Vedvya & Yogesh (2020), Zakiani (2019), Mardani shahr babak & Khaki (2019), and Ghasemi & Jamalzahi (2019). Vedvya, & Yogesh(2020) showed that good management increases efficiency in public and private sector organizations; productivity and good management have a close relationship in terms of time and money and the satisfaction of end users for investment; and increasing productivity and improving the quality of higher education depends on effective management and leadership processes of higher education institutions.
According to the results of this research, the following suggestions are presented:
It is suggested that the senior managers of this field at the level of the higher education ministries provide the basis for stabilizing and improving the performance of the higher education institutions by developing a comprehensive system of higher education and organizing and re-ranking and validating the higher education institutions of the country, in addition to correcting some existing processes.
It is suggested that the senior managers of this field at the level of the higher education ministries should do better in recruiting and employing as well as the empowerment programs of their employees and the field of improving productivity. Provide higher education managers in the country by reviewing the job description and determining the specialized skills required for different academic fields.

Abstract Abstract The purpose of this research is to formulate and present a mathematical model for the purpose of organizational culture architecture based on creating alignment between the strategic reference points of organizational elements. The research method is applicable-developmental in terms of its purpose, and exploratory in terms of its nature. The statistical population of the research includes 20 academic and organizational experts, and the sampling was done in a purposeful, judgmental and snowball manner, and the interviews continued until theoretical saturation was reached. Semi-structured interview was used in this research. Delphi and fuzzy neural system were used to collect and analyze data. For data analysis, in order to refine the components and criteria of the conceptual model from the point of view of experts, the fuzzy Delphi technique was used, and in order to present the mathematical model, the adaptive fuzzy inference system and Matlab software were used. The results showed that a total of 4 dimensions, 12 components, and 57 evaluation criteria and several sub-criteria were identified, which include antecedents (business strategy, leadership, organizational structure, technology, human resources strategy), process (organizational culture, change strategy), results (individual, group, organizational performance), consequences (general accountability, increase of social capitals), and the obtained model has been tested in the organizations of the Islamic Revolution Mustazafan Foundation, and finally, the characteristics and suitability of this model has been evaluated in simulating and predicting the desired organizational culture based on the creation of alignment between the strategic reference points of the organizational elements. Extended abstract Introduction Organizations need to have shared values ​​to achieve coherence, coordination and implicit control. Having shared values; it will enable the managers and employees of the organizations to show positive reactions in unpredictable environments. These values ​​are the focus of many organizational phenomena, such as organizational culture; which provides the context of self-control and counter-control and gives it direction (Abedelrahim, 2018). Organizational culture is a type of collective thought planning that has been prominent in recent years as a dominant thought in the field of organizations. This collective thought differentiates members from one species to another. It is necessary to have a common sense and belief among the members of the organization in order to give coherence to the different departments and components. Organizational culture plays a very strategic role in organizational cohesion or decline (Mozidi Sharafabadi & Zarei Mahmoodabadi, 2021). One of the issues that has always been the main challenge and concern of managers of organizations and has an impact on performance is establishing coordination between constantly changing external (environmental) needs and internal (organizational) resources in order to improve the organization's performance, which requires removing the internal shortcomings and the creation of new capabilities over time. Formulation of strategic reference points a method that can guarantee strategic coordination and has the ability to be implemented. The strategic behavior of organizations and as a result their performance is directly affected by the selection of options for strategic reference points (Sherbaf Oliaee et al., 2022). Based on this, the current research is looking for an answer to this question: What is the development and presentation of a mathematical model for the purpose of organizational culture architecture based on creating alignment between the strategic reference points of organizational elements? Theoretical Framework Organizational Culture Organizational culture is considered as the factor of survival of organizations and providing their organizational growth. An organization that is not able to develop its organizational culture will not be able to survive, and organizational learning and learning culture have a fundamental role in the development of organizational culture in the organization. Organizational culture is the common pattern of thinking, feeling and reacting in a group of people. Usually, different units within an organization have different cultures. Managers, with their organizational behavior, with the methods they use to manage crises and solve problems, with ceremonies and symbols, and punishments and encouragements, play an important role in the formation and change and adjustment of cultures. In educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration (Mohebbi et al, 2023). Strategic reference points of organizational elements Strategic reference points are points for coordination that, if all elements and systems of the organization coordinate with it, an all-round coordination will occur (Kiyajori & Brimani, 2017). The method of strategic reference points, which is also called alignment, has a key position in organizational studies and strategic management; because a suitable method for acquiring and creating value in the market and increasing the performance of the organization is the interaction and coordination between the elements and components of the organization and the environment (Walian et al, 2017). Research background Bermeh et al, (2023) investigates the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or femininity, concentration (power distance), customer orientation, and productivity with 57 indicators, and in the individual dimension also there are 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict tolerance, and interaction in 61 indicators, and were identified in 6 categories that include causal conditions, communication conditions, background factors, intervene factors, strategies, and consequences. Mohebbi et al, (2023) investigated the role of organizational culture dimensions on the performance of educational organizations. The results of the research show that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is training efficient human resources for other institutions of society; and universities are also the most important and key educational organizations that, in addition to training human resources, respond to the social needs of the acquisition and dissemination of knowledge and technology. Today, performance management systems have become one of the most important management tools. Research methodology The research method is applicable-developmental research in terms of purpose, and exploratory in terms of nature. The statistical population of the research includes 20 academic and organizational experts, and the sampling was done in a purposeful, judgmental and snowball manner, and the interviews continued until theoretical saturation was reached. Semi-structured interview was used in this research. Delphi and fuzzy neural system were used to collect and analyze data. Research findings For data analysis, in order to refine the components and criteria of the conceptual model from the viewpoint of experts, the fuzzy Delphi technique was used, and in order to present the mathematical model, the adaptive fuzzy inference system and Matlab software were used. The results showed that a total of 4 dimensions, 12 components and 57 evaluation criteria and several sub-criteria were identified, which include antecedents (business strategy, leadership, organizational structure, technology, human resources strategy), process (organizational culture, change strategy), results (individual, group results, organizational performance), outcome (public accountability, increase in social capital); and the model obtained in the organizations of the Islamic Revolution Foundation of the Underprivileged (Mostazafan Foundation) has been tested and finally the characteristics and applicability of this model in simulation and prediction of the optimal organizational culture based on creating alignment between the strategic reference points of the organizational elements has been evaluated. Conclusion The present research was conducted with the aim of developing and presenting a mathematical model for the purpose of organizational culture architecture based on creating alignment between the strategic reference points of organizational elements. The results of this research are in agreement with the results of Bermeh et al, (2023), Kaveh et al, (2021), Javaheri Zadeh & Fathi (2022), Mohebbi et al, (2023), Turki et al, (2021), Van Dung HA (2020), Zhen Shao (2019), Mozaffari (2022), Ashkbous et al, (2021), Babaei et al, (2022), and Hafizi et al, (2020). Zhen Shao (2019) investigated the mutual influence of strategic leadership behaviors and organizational culture in the strategic alignment of information and business systems and the integration of organizational systems. The results of empirical analysis show that the effects of idealistic behaviors and inspirational motivational behaviors of leadership are a great driver for the strategic coordination of information systems and business, which has the most positive effect on the integration of organizational systems. In addition, the culture of flexibility orientation positively moderates the relationship between strategic leadership behaviors and strategic coordination of business and information systems, while control-oriented culture negatively moderates these relationships. According to the results of the research, the following suggestions are presented: It is recommended that the organizations studied in this research, in line with the strategic orientation of the organization, strengthen the document of their strategic human resources plan and operational plans in the field of establishment, implementation, and development of systems and systems of human resources by using "best experience" models such as PCMM. It is recommended according to the strategic orientation of the studied organizations; by observing the standard principles and designing of the organizational structure of the upstream institution, as well as the results of the analysis of organizational processes using the APQC model, information systems and employee capabilities, to revise and optimize the organizational structure of the studied organization.  

Abstract Abstract The aim of the current research is to provide a model of the factors of leaving the service of the elites in Iran's continental plateau (Fallaat-e Gharreh) oil company. The research method is applicable in terms of purpose, qualitative in terms of implementation, and a descriptive-survey type. This research is also thematic analysis. The statistical population of this research includes 12 managers of Continental Plateau Oil Company and universities, and the purposeful sampling method was used. Also, in order to collect data,, indicators were extracted by means of content analysis of related backgrounds and the library method, and the research model was extracted through three-step coding. According to the analysis that has been carried out using thematic analysis method to determine the factors of leaving the service of the elites in Continental Plateau Oil Company of Iran, 47 indicators (items), 8 components and 3 dimensions have been identified and confirmed. The results showed that the factors of leaving the service of elites include three organizational dimensions (job nature, management, organizational culture), individual (motivation, demographic characteristics, psychological factors), and environmental (laws and regulations, environmental pressures). Extended abstract Introduction Undoubtedly, human resources are the most important asset of the organization; because human resources in the organization are scarce and irreplaceable resources, and they create economic value and competitive advantage for the organization by the knowledge, skills, and abilities they bring to the organization; therefore, the most important task of human resources management is to create competition in attracting talented and worthy people and maintaining the main human resources in the organization, which is considered as a strong competitive strategy (Amiri & Mahmudzadeh, 2015). In fact, human capital is considered the most valuable and complex capital in any organization, which plays the main role in achieving organizational goals. In the meantime, knowledge workers or elites are workers who are in a high level in terms of knowledge skills and expertise. These people have the ability to observe, combine and interpret data and information to make better decisions and provide more suitable solutions for the organization (Gholipor et al, 2013). Nevertheless, some organizations lose a significant part of their knowledge workers for various reasons, including restrictive requirements and laws, not giving employees freedom of action and excessive control over them, burnout, job plateauing, lack of organizational support, lack of attractiveness, the unfair compensation of services, reducing authority and losing decision-making power (Karimi Taher et al, 2021). In this regard, one of the most important issues of organizations in today's world is the issue of leaving the service of employees, especially skilled employees or talents, which has many negative consequences for organizations. Attrition costs for the organization come from different directions (Piraish et al, 2020). Based on this, the main question of this research is; what are the reasons for leaving the service of the elites in Iran's continental plateau oil company?  Theoretical Framework leaving service The problem of absenteeism and desire to leave the service of employees is one of the issues that are of particular interest to managers and researchers these days, so organizations should take measures to identify and solve problems in the stage of wanting to leave service before the act of leaving service, because this problem has negative effects on employee motivation and ill attitude towards other employees (Nornezhad et al, 2020). Since the social and economic well-being and the provision of sufficient facilities to satisfy the material and spiritual needs of the people of the society require that, firstly; the people of the society should be educated morally and socially, and secondly; as much as possible, as many people as possible should acquire knowledge, perception and skills; thirdly, elite and talented people should be cultivated according to their capabilities and abilities; and finally, with education, different groups of society can actively participate in their organization and administration (Mirkamali, 2017). Generally, leaving the service is considered a process that occurs when a person leaves a specific job or organization (Kavousi et al, 2021).  Ebrahimi Khabir (2023) investigated the degree of tendency and reasons for leaving the service of employees of organizations in the cities of Tehran province. The results of the research showed that the reasons for leaving the organization were significant. F scores were for 1/306. As a result, it can be stated that for the initial stages of employment and before entering the organization, the characteristics of these jobs as well as the limitations and benefits that exist in them should be explained to the candidates in a correct and realistic manner so that the candidates can imagine an accurate picture of this job in their minds before choosing it, and can make an accurate assessment of the existing realities in areas such as salaries and benefits and amenities, how to promote and advance their careers, and this research is effective for people's choices in the future. Dari (2022) investigated the identification of effective strategies to maintain and prevent personnel leaving the service in Kashmar municipality. In their research, they showed that the most important strategies to prevent personnel from leaving the service and to maintain them in the municipality of Kashmar were determined as follows: Safety and health criteria, rights and benefits criteria, organizational criteria, individual criteria, cultural criteria. Research methodology The research method is applicable in terms of purpose, qualitative in terms of implementation, and a descriptive-survey type. This research is also thematic analysis. The statistical population of this research includes 12 managers of Continental Plateau Oil Company and universities, and the purposeful sampling method was used. Also, in order to collect data,, indicators were extracted by means of content analysis of related backgrounds and the library method, and the research model was extracted through three-step coding.  Research findings For analysis, thematic analysis method was used, and the extraction of the components and indicators was obtained from the review of related backgrounds and the library method, and then coding was used for analysis. According to the analysis that has been carried out using thematic analysis method to determine the factors of leaving the service of the elites in Continental Plateau Oil Company of Iran, 47 indicators (items), 8 components, and 3 dimensions have been identified and confirmed. The results showed that the factors of leaving the service of elites include three organizational dimensions (job nature, management, organizational culture), individual (motivation, demographic characteristics, psychological factors), and environmental (laws and regulations, environmental pressures). Conclusion The present study was conducted with the aim of providing a model of elites' leaving service in Iran's continental plateau oil company. The results of this research are in agreement with the results of Ebrahimi Khabir (2023), Dari (2022), Piraish et al, (2020), Kavousi et al, (2021), Kelly et al, (2022), Tetık et al, (2021), and Hadavand (2021). Piraish et al, (2020) showed that there is a significant and direct relationship between the supervisor's characteristics, job characteristics, feelings and emotions in the job, job attitude and working conditions with the reduction of employee turnover and transfer, and the most influential factor is feelings and emotions in the job; and also, job attitude has the least effect on the intention to leave the service and transfer of employees and finally on the efficiency of the company. In line with the results obtained, it is suggested that organizations value many benefits such as social security insurance and provision of retirement resources, bonuses, annual vacation allowances and promotion and career growth opportunities; consider the skills of employees more valuable and also ensure the improvement of their personal quality of life. This allows employees to advance to higher positions and enjoy more job benefits, so they will not take leaving the job seriously and will tend to continue their involvement in the organization for a longer period of time.

Abstract The purpose of the current research is to analyze the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. According to its purpose, the research method is applicable; and in terms of execution method, it is qualitative, descriptive-exploratory; and in terms of its nature, it is among foundation data research. The statistical population of this research includes 12 experts who are well-informed and proficient in the subject of research in the field of management and have a valid scientific background in this field. Sampling method used in this research was non-random purposeful. The method of data collection is referring to documents, semi-structured interviews and questionnaires. For data analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, there are 10 categories: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the Individual dimension also has 10 categories: sense of belonging, responsibility, individual creativity, communication, participation (teamwork), identity, self-control, motivation, conflict, interaction in 61 indicators and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences were identified.
Extended abstract
Introduction
Just as people in the society have certain beliefs, values ​​and behaviors that represent their personality; organizations also have common assumptions and basic beliefs that shape their culture. Culture has been defined as the set of spiritual achievements of a nation. Culture is a human invention and made by human hands. This finding reflects the existence and identity of a society (Mirza Mohammadi, 2021). Organizational culture is the personality of the organization and it is considered as the basic infrastructure for transformation and change, and managers should understand its relationship with national culture and strive for organizational cohesion by taking advantage of its strategic role. Organizational culture is an interwoven set of basic assumptions, common inferences and collective wisdom that is formed in the context of previous experiences and findings in facing internal or external issues and serves as a guiding light and an invigorating source plays a role in shaping the behavior of employees and architecture of the present and future of the organization (Mohammadiyan & Shahsavari, 2019).
Education is a continuous activity, comprehensive and for everyone, which leads to human growth and development, cultural enrichment and the excellence of society, and therefore, innovation should always be created in it. In other words, education is not specific to an exclusive period and time of life and has no time limit, so it must always be renewed and updated (Safaei et al, 2020). For organizational innovation, development and transformation, one of the important organizational conditions that must be considered in policies and implementation of programs is related organizational culture. The author's many years of experience in executive affairs shows that lack of paying attention to organizational culture has not always led to the desired results of innovation, development, organizational transformation and change in organizations (Hamzeh & Hamzeh, 2016). An organizational culture able to respond to environmental changes can lead to optimal organizational performance.
According to the above materials, the researcher asked the main question: what are the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province?
 
Theoretical Framework
Organizational Culture
Culture is a set of customs, standards and individual and social behaviors; therefore, while culture is the effect of many parts of religious views, it is also considered the cause of many conditions and situations. Due to the progress of communication tools and the ever-increasing expansion of their use in many social phenomena and developments, the role of culture has become far greater than in the past; in such a way that culture now plays a decisive role at the domestic, regional and international levels and is one of the tools that governments use to achieve their goals and objectives; in this way, cultural dominance is not a new phenomenon. Cultural policy in the general and customary sense includes a set of goals, principles, priorities and executive policies (Mirza Mohammadi, 2021).
Normative and individual variables
In the conceptual definition of norms, most sociologists are more or less unanimous that norms (forms) are the rules of social behavior that guide a person in social actions. Observing these patterns and rules of behavior expected by the society's culture, and avoiding them is punishable (Khabbaz Yazdiha et al, 2020).
Zebardast et al, (2022) investigated the relationship between the transformational leadership factors of educational group managers on the effectiveness of university faculty members through organizational culture. The results showed that the relationship between transformational leadership style of managers and organizational culture was significant and the mediating variable of organizational culture has a significant effect on the relationship between transformational leadership style and the effectiveness of faculty members. It can be said that transformational leadership does not have a direct and significant effect on effectiveness in the final research model. However, transformational leadership affects the effectiveness of faculty members through organizational culture.
Yusefi et al, (2022) investigated the impact of individual and normative variables on ethical leadership. The results of the research show that value, job satisfaction, motivation, personality, creativity, components were individual components, and organizational communication, organizational culture, organizational structure, decision-making styles, roles and expectations, goals and strategy were normative components that had a significant impact on ethical leadership.
Research methodology
This research is applicable in terms of purpose, qualitative in terms of execution method: descriptive-exploratory type, and data-based in terms of its nature. The statistical population includes 12 experts and specialists who are well-informed and proficient in the subject of research in the field of management, and have a valid scientific background in this field. Non-random purposeful sampling method is used to determine the samples and determine the experts.
Research findings
Three types of coding were used to analyze the data obtained from the interview as well as theoretical foundations, which are: open coding, axial coding and selective coding. For analysis, Atlas ti software was used to code the interviews. The results showed that in the normative dimension, 10 categories were identified: organizational justice, work maturity, ambiguity avoidance, external supervision, decision-making, job promotion, masculinity or feminism, concentration (power distance), customer orientation, productivity with 57 indicators; and in the individual dimension also 10 categories: sense of belonging, responsibility, individual creativity, communication, participation, identity, self-control, motivation, conflict, interaction in 61 indicators, and in 6 categories that include causal conditions, communication conditions, background factors, intervener factors, strategies, consequences.
Conclusion
The present research was conducted with the aim of analyzing the dimensions and components of organizational culture based on normative and individual variables in the managers of education headquarters in Tehran province. The results of this research are correspond with the results of Turki et al, (2021), Eimani et al, (2021), Van Dung HA (2020), Yusefi et al, (2020), Mohebbi et al, (2023), Zebardast et al, (2022). Mohebbi et al, (2023) showed that in educational organizations, organizational culture plays an important role in producing teamwork culture and achieving the benefits of the process of participation and collaboration. Educational systems have a special place according to their goals and mission, the most important of which is the training of efficient human resources for other institutions of society; and universities are the most important and key educational organizations that, in addition to training human resources, respond to the social needs for the acquisition and dissemination of knowledge and technology.
According to the results obtained in three dimensions, the following suggestions are presented:
- The motivation of managers to create team and collaborative activities should be improved. The opportunity to grow, develop and acquire new effective professional skills and knowledge for managers should be provided for the managers. The conditions of sustainable competitive advantage should be designed. The ground for continuous improvement of organizational intelligence in order to realize the learning organization should be prepared. Individual development and strengthening positive behaviors of managers should be considered. By creating a positive organizational atmosphere, the cooperative structure of the organization should be strengthened. Agility of the organization structure according to the suitability of the job and competence of the people and increasing the efficiency and effectiveness of the rules and regulations by simplifying matters should be considered. By supporting individual values ​​and de-stressing people, internal motivation and sense of belonging to the organization should be improved. Influence in decision-making and implementation by delegating authority should be considered. The position of managers in the organization should be changed to facilitator and leader. Try to create an active, effective and sustainable teaching and learning environment. Macro vision, goal setting, strategic planning and management, foresight, future research and future-recording and problem solving ability should be taken into consideration as important points for choosing staff managers.
 

Abstract The aim of this study was to investigate the effects of organizational culture on the dimensions of the learning organization of staff and managers of free universities in Guilan province. This research was a descriptive-survey type. The statistical population of this study included all staff and administrators of free universities in Guilan province. Cochran's formula was used to determine the sample size and a sample of 270 people was selected by simple random sampling method. Data collection tools were standard questionnaires of Robbins (1996) and Marsik and Watkins (2003). Data analysis was performed by means of structural equation model test. The findings of this study showed that the research model is appropriate and the organizational culture is effective on the dimensions of the learning organization. Based on the results of this study, it is better that the effective role of organizational culture be seriously reviewed and emphasized by the management of educational organizations.