آمار
| تعداد نشریات | 28 |
| تعداد شماره‌ها | 426 |
| تعداد مقالات | 4,163 |
| تعداد مشاهده مقاله | 6,738,903 |
| تعداد دریافت فایل اصل مقاله | 4,988,436 |
فهم فرآیند گذار استانداران جمهوری اسلامی ایران با رویکرد داده بنیاد | ||
| مدیریت منابع انسانی پایدار | ||
| مقاله 5، دوره 6، شماره 10، فروردین 1403، صفحه 111-89 اصل مقاله (1.57 M) | ||
| نوع مقاله: مقاله پژوهشی | ||
| شناسه دیجیتال (DOI): 10.22080/shrm.2024.4600 | ||
| نویسندگان | ||
| محمد امیدی فرد1؛ علی اصغر فانی* 2؛ دکتر حسن دانایی فرد3؛ احمدعلی خائف الهی4 | ||
| 1گروه مدیریت دولتی، دانشکده مدیریت و اقتصاد، دانشگاه تربیت مدرس، تهران، ایران | ||
| 2دانشیار دانشکده مدیریت و اقتصاد دانشگاه تربیت مدرس | ||
| 3استاد دانشگاه دانشگاه تربیت مدرس | ||
| 4دانشگاه تربیت مدرس | ||
| تاریخ دریافت: 18 دی 1402، تاریخ پذیرش: 18 دی 1402 | ||
| چکیده | ||
| فرآیند گذار مجموعه پدیده‌هایی است که استاندار از لحظه‌ای که حکم خود را دریافت می‌کند تا زمانی که به‌اندازه کافی بر وظایف جدید در استانداری تسلط پیدا کند و منابع و محدودیت‌های را بشناسد، تجربه می‌کند، این پدیده‌ها شامل وقایع بیرونی، اقدامات و یادگیری‌ها است و مدت زمان دوره گذار شش ماه تا یک سال است، هدف پژوهش فهم فرآیند گذار استانداران جمهوری اسلامی است. این پژوهش به روش نظریه‌پردازی داده‌بنیاد انجام شده است، به این منظور مصاحبه عمیق با نه نفر از استانداران انجام شد و سه زندگی‌نامه بررسی شد. داده‌های به دست آمده از مصاحبه‌ها، طی فرآیند کدگذاری باز، محوری، انتخابی به کمک نرم‌افزار Maxqda تحلیل شد و مدل فرآیند گذار استانداران پدیدار شد، پدیده محوری این مدل داده‌بنیاد «سرگشتگی استاندار بین میدان‌های نهادی» است. نتیجه‌گیری: استاندار برای مقابله تعارض‌های موجود، راهبردهای شناسایی میدان‌های نهادی، ایجاد کانال‌هایی برای دریافت اطلاعات از این میدان‌ها، ایجاد رابطه با افراد درون میدان‌ها و در نهایت تأثیرگذاری بر این میدان‌ها را به کار می‌گیرد. عوامل زمینه‌ای و عوامل مداخله‌گر نیز، بر راهبردهای به کار گرفته شده استاندار مؤثرند. عوامل زمینه‌ای، موارد مربوط به شخص حقیقی استاندار و شامل سرمایه فرهنگی و سرمایه اجتماعی استاندار است. عوامل مداخله‌گر، عوامل خارج از اختیار استاندار است و شامل نگاه مردم نسبت به حکومت، جایگاه قانونی و اختیارات استاندار، سطح توانمندی وزیر کشور و وضعیت توسعه‌یافتگی استان است و در نهایت پیامد به‌کارگیری راهبردها، اعتمادزایی استاندار در میدان‌های نهادی، ایجاد امکان نقش‌آفرینی و بهره‌برداری از سرمایه موجود در میدان‌هاست. | ||
| کلیدواژه‌ها | ||
| استاندار؛ گذار رهبری؛ داده‌بنیاد؛ میدان نهادی؛ سرمایه فرهنگی | ||
| عنوان مقاله [English] | ||
| Understanding the transition process of governors of the Islamic Republic of Iran with a grounded theory approach | ||
| نویسندگان [English] | ||
| mohammad omidifard1؛ Ali asghar Fani2؛ Dr. Hasan Danaee Fard3؛ Ahmadali khaef elahi4 | ||
| 1public management, management and economy faculty, tarbiat modares university, tehran, iran | ||
| 2Associate Professor, Faculty of Management and Economics, Tarbiat Modares University | ||
| 3Professor of Tarbiat Modares University | ||
| 4Tarbiat modares university | ||
| چکیده [English] | ||
| This study aimed to understand the transition process of governors in the Islamic Republic of Iran. The study used a qualitative research approach and developed a grounded theory. Data were collected through semi-structured interviews with nine previous governors and reviewing three former governors' biographies. Result: The study found that governors in the Islamic Republic of Iran experience confusion between institutional fields during the transition process. To overcome this confusion, governors employ tactics to discover institutional fields, develop communication channels, build connections with individuals within these fields, and exert influence over these fields. The governor's cultural and social capital are contextual aspects that play a role in this process. There are also intervening elements that are outside the governor's control, such as the public's perception of the government, the governor's legal standing and authority, the competence of the interior minister, and the province's degree of development. The study's findings provide a model for the transition process that can be used to support new governors in their transition to the governorate. The model emphasizes the importance of discovering institutional fields, developing communication channels, building connections with individuals within these fields, and exerting influence over these fields. The findings highlight the importance of contextual aspects and intervening elements that are outside the governor's control. The study's results may be useful in enhancing the performance of governors during their transition process and improving the governance of provinces in the Islamic Republic of Iran. | ||
| کلیدواژه‌ها [English] | ||
| governer, grounded theory. leadership transition, instiutional field, cultural capital | ||
| مراجع | ||
|
Bailey, L. (2023). Successfully transitioning executives during times of multidimensional change: a Delphi study examining organizational practices in large hospital systems (Doctoral dissertation, Pepperdine University). Bebb, S. (2009). The structure of role transition: A phenomenological study of successful executives from five countries. International Journal of Leadership Studies, 4(2), 223-243. Bradford, J. (1995). Role change: Are you wasting talent?. Management Development Review, 8(6), 9-12. Bourdieu, P. (1986). The forms of capital. Cultural theory: An anthology, 1(81-93), 949. Chauviré, C., & Fontaine, O. (2006). Le vocabulaire de Bourdieu. (M. Katbi, Trans.). Nashre Ney. (Original work published 2005). (in persian). Charmaz. K. (2014) Constructing Grounded Theory. 2nd ed., London, Sage Publications. Chinyamurindi, W. T. (2012). An investigation of career change using a narrative and story-telling inquiry. SA Journal of Human Resource Management, 10(2), 1-11. Ciampa, D. (2016) After the handshake. Harvard Business Review, 94(12): 60-68. Ciampa, D. & Watkins, M. (1999). Right from the start. Harvard Business School Press, Boston, Massachusetts. Creswell, John W, and J David Creswell. (2023). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. Thousand Oaks, California, Sage. Danaeifard, H., & Emami, S. M. (2007). Qualitative Research Strategies: A Reflection on Grounded Theory. Management Thought, 1 (2), 97-69. Danaeifard, H., Alvani, M., & Azar, A. (2012). Qualitative research methodology in management: a comprehensive approach. Saffar. (in persian). Devine, M. V. (2021). Leadership transition coaching. McGraw-Hill Education. Doering, S. (2023). Smart Career Moves for Smart Women: How to Succeed in Career Transitions. Taylor & Francis. Downey, D. (2002). HR's role in assimilating new leaders. Employment Relations Today, 28(4), 69. Gabarro, J. J. (1987). The dynamics of taking charge. Harvard Business Press. Glaser, B. (1998). Doing Grounded Theory: Issues and Discussions. Mill Valley, CA: Sociology Press. Grenfell, M. (2009). Pierre Bourdieu: Key Concepts (M. Labibi, Trans.). Naghde Afkar. (Original work published 1992). (in persian). Gill, A. (2017). What is the perceived contribution of coaching to leaders transitioning to more senior roles in the NHS?. International Journal of Evidence Based Coaching & Mentoring, 15. Gilmore, T. N. (2003). Making a Leadership Change: How Organisations and Leaders Can Handle Leadership Transitions Sucessfully. IUniverse. Isopahkala-Bouret, U. (2008). Transformative learning in managerial role transitions. Studies in continuing education, 30(1), 69-84. Khamenei, Ali. (2005). Statements in the Meeting of Governors.https://khl.ink/f/3331 Lam, W., Lee, C., Taylor, M. S., & Zhao, H. H. (2018). Does proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas. Academy of Management Journal, 61(1), 245-263. Levin, I. M. (2010). New leader assimilation process: Accelerating new role-related transitions. Consulting Psychology Journal: Practice and Research, 62(1), 56. Lundh, T. N. (2022). How Leadership Transitions Are Coordinated in Practice: A Comparative Multiple-Case Study of Large Private Companies in Norway (Master's thesis, Handelshøyskolen BI). Majlese Shoraye eslami. The Bill to Determine the Duties and Powers of Governors. 20 Oct. 1998. 602/12.https://rc.majlis.ir/fa/law/show/129735. (in persian) Mallaby, S. J., Price, G., & Hofmeyr, K. (2017). The transition to general management in South Africa. SA Journal of Human Resource Management, 15(1), 1-14. Manderscheid, S., & Harrower, N. L. (2016). A qualitative study of leader transition and polarities. Advances in Developing Human Resources, 18(3), 390-408. Manderscheid, S. V., & Ardichvili, A. (2008). A conceptual model for leadership transition. Performance Improvement Quarterly, 20(3‐4), 113-129. Moghtadaei. A. (2016). From Child Laborer to Governor. Kavir, 2016. (in persian) Davoudi, Nader. Mr. Governor. Nashre Ney, 2014. (in persian) National Governer Association. Transition and the New Governor. National Governer Association, 2018. Neuman, W. L. (2011). Social Research Methods: Qualitative and Quantitative Approaches. (H. Danaeifard, H. Kazemi, Trans.). Mehraban Nashr. (Original work published 2005), (in persian). Petrock, F. (1990). Planning the Leadership Transition. Journal of Business Strategy, Vol. 11 No. 6, pp. 14-16. https://doi.org/10.1108/eb039383 Scott. W. (1995). Institutions and Organizations: Ideas, Interests and Identities. 4th ed. (M. Dadebeigi, Trans.). Samt, (in persian). Strauss, A., & Corbin, J. (1998). Basics of qualitative research techniques. Tabaei, Vahid, And Naser Shahla. Governor’s Experience, Why And How. Majma Ostandaran, 2022. (In Persian) Terblanche, N. H. D. L. R. (2018). A coaching framework to facilitate transformative learning during senior leadership transitions (Doctoral dissertation, Stellenbosch: Stellenbosch University). Terblanche, N., & Albertyn, R. (2018). Using transformative transition coaching to support leaders during career transitions. African Journal of Business Ethics, 12(1). Terblanche, N. N. H., Albertyn, R. M., & van Coller-Peter, S. (2017). Designing a coaching intervention to support leaders promoted into senior positions. SA Journal of Human Resource Management, 15(1), 1-10. Van Coller-Peter, S., Albertyn, R. M., & Terblanche, N. H. (2018). Developing leaders by supporting their transitions into senior positions. South African Journal of Business Management, 49(1), 1-9. Scott, W. R. (2008). Institutions and organizations: Ideas and interests. Sage. Watkins, M. D. (2013). The first 90 days, updated and expanded: proven strategies for getting up to speed faster and smarter. Harvard Business Review Press. Wiggins, T. (2019). An investigation of factors that promote and inhibit, performance during leadership transitions. [Doctoral dissertation, University of Wollongong]. https://ro.uow.edu.au/theses1/541 Zare mirakabad, Gholmababbas. Managers of Islamic Republic of Iran. 3rd ed., tehran, Majma Ostandaran,2023. (in persian) | ||
|
آمار تعداد مشاهده مقاله: 88 تعداد دریافت فایل اصل مقاله: 17 |
||