Document Type : Original Article (Mixed)
Authors
1
PhD Student, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran.
2
Department of Public Administration, Faculty of Management, Tehran West Branch, Islamic Azad University, Tehran, Iran
3
Department of Philosophy, South Tehran Branch, Islamic Azad University, Tehran, Iran
4
Department of Public Administration, Faculty of Management and Accounting, Qazvin Branch, Islamic Azad University, Qazvin, Iran
5
Department of New Business, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran
10.22034/jmep.2026.590155.1689
Abstract
This study utilized semi-structured interviews with experts in higher education and human resource management, which were analyzed using thematic analysis. In the quantitative phase, the extracted indicators were validated and refined through the Fuzzy Delphi Method (FDM) to ensure content validity and consensus among experts. Finally, the Decision-Making Trial and Evaluation Laboratory (DEMATEL) technique was employed for structural analysis and prioritization, identifying the causal relationships among the model’s dimensions and ranking the variables based on their prominence and net influence. Thematic analysis led to the identification of 289 initial codes, 63 sub-themes, and 19 basic themes, which were ultimately categorized into 9 main dimensions. These dimensions include: Human Resource Recruitment and Onboarding, Human Resource Development and Empowerment, Career and Human Capital Management, Performance Management and Intelligent Decision-Making, Governance and Organizational Structure, Organizational Culture and Social Capital, Environmental Interactions and Social Responsibility, Digital Transformation and Smart HR, and Data-Driven and HR Information Management. The Fuzzy Delphi results confirmed the optimal content validity of all indicators. Furthermore, the DEMATEL findings revealed that seven dimensions were classified as “causal/driving” factors, whereas “Career and Human Capital Management” and “Performance Management and Intelligent Decision-Making” were categorized as “effect/dependent” factors. The findings indicate that achieving the transformation goals of the higher education system requires an integrated approach to human capital development, digital transformation, data-driven management, and environmental interactions. The proposed model can serve as a strategic framework for policymaking, planning, and decision-making by higher education managers to enhance human resource effectiveness.
Keywords
Subjects
