University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 03 21 Editor’s Note Editor’s Note 1 4 106228 10.22059/jomc.2026.106228 FA Journal Article 2026 03 02 https://jomc.ut.ac.ir/article_106228_2b70caa5d1d49f8819cde02be9665e8b.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 Construction of a Standardized Questionnaire to Measure the Culture of Evaluation in the Higher Education System: A Mixed Research of Instrument Development Model Construction of a Standardized Questionnaire to Measure the Culture of Evaluation in the Higher Education System: A Mixed Research of Instrument Development Model 1 17 96718 10.22059/jomc.2024.371651.1008636 FA Morteza Malmir Department of Educational Measurement and Evaluation, University of Tehran 0000-0003-1059-5848 Keyvan Salehi Department of Curriculum Development & Instruction Methods, University of Tehran 0000-0001-8673-4248 Ali Moghadam Zadeh Department of Curriculum Development & Instruction Methods, University of Tehran Marzieh Dehghani Department of Curriculum Development & Instruction Methods, University of Tehran Journal Article 2024 01 30 Objective: In this research, the conceptualization and construction of a scaled tool for measuring quality of culture and evaluation was discussed. Methods: This research was based on the exploratory mixed method of the instrument development model. In the phenomenology stage, with the aim of analyzing the lived experiences of Beneficiaries and stakeholders, after interviewing 61 participants, data saturation was achieved. In the quantitative part, which was based on the correlation method, a total of 510 university activists, including faculty members, teaching and executive staff, and university students, participated in the study in an accessible way. In the construction of the tool, the psychometric characteristics were examined based on Classical Test Theory (CTT) and Item Response Theory (IRT). Results: At first, content and construct validity were examined and confirmed using factor analysis; In the following, reliability was obtained using McDonald's omega, yielding an overall value of 0.869 for the culture assessment and subscale omegas exceeding 0.70. In the analysis of the items based on the IRT, the findings showed that the partial score model (PCM) has a better fit with the data of the evaluation of cultural questionnaire. Conclusion: Based on the obtained results, this questionnaire can be used to measure the levels of evaluation of culture in the academic environment. Objective: In this research, the conceptualization and construction of a scaled tool for measuring quality of culture and evaluation was discussed. Methods: This research was based on the exploratory mixed method of the instrument development model. In the phenomenology stage, with the aim of analyzing the lived experiences of Beneficiaries and stakeholders, after interviewing 61 participants, data saturation was achieved. In the quantitative part, which was based on the correlation method, a total of 510 university activists, including faculty members, teaching and executive staff, and university students, participated in the study in an accessible way. In the construction of the tool, the psychometric characteristics were examined based on Classical Test Theory (CTT) and Item Response Theory (IRT). Results: At first, content and construct validity were examined and confirmed using factor analysis; In the following, reliability was obtained using McDonald's omega, yielding an overall value of 0.869 for the culture assessment and subscale omegas exceeding 0.70. In the analysis of the items based on the IRT, the findings showed that the partial score model (PCM) has a better fit with the data of the evaluation of cultural questionnaire. Conclusion: Based on the obtained results, this questionnaire can be used to measure the levels of evaluation of culture in the academic environment.

https://jomc.ut.ac.ir/article_96718_ee3dcffb76ad706710ea5f3547df6a12.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 Rumi's Leadership Model Based on the Being-Centered Leadership Theory Rumi's Leadership Model Based on the Being-Centered Leadership Theory 19 33 102417 10.22059/jomc.2025.392893.1008808 FA Fatemeh Alavi Matin Department of Public Administration, Faculty pf Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran Abbas Ali Rastgar Department of Business Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran Hassan Abedi Jafari Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran Mohsen Shafiei Nikabadi Department of Industrial Management, Faculty of Economics, Management and Administrative Sciences, Semnan University, Semnan, Iran Journal Article 2024 01 30 The purpose of this study is to design Rumi's leadership model based on the Being-centered leadership theory. The Being-centered leadership theory is the newest model in the field of leadership in the organization, designed on the basis of world-famous religious traditions. The book Step by Step to Meet God, written by Dr. Abdol Hossein Zarrinkoob, was chosen as the source for designing Rumi's leadership model. This interdisciplinary study is a qualitative research, conducted using thematic analysis. According to the research findings, Rumi's leadership model is non-dual and consists of two overarching themes. These themes include: the human role of the leader and the organizational role of the leader. The set of organizing themes in the human role include: self-realization, acquisition of knowledge, personality traits-moral virtues, innate talents, educational backgrounds, individual skills, scientific-technical capabilities, and institutionalized cognitive-belief growth. The set of organizing themes in the organizational role include: constructive organizational communication, constructive appreciation from followers, spiritual and moral education of followers, empowering followers, attention to the mental health of followers, and responsible accountability. According to the research results, the realization of the non-dual leadership model requires the leader to pay attention to the proper performance of organizational and human roles. The purpose of this study is to design Rumi's leadership model based on the Being-centered leadership theory. The Being-centered leadership theory is the newest model in the field of leadership in the organization, designed on the basis of world-famous religious traditions. The book Step by Step to Meet God, written by Dr. Abdol Hossein Zarrinkoob, was chosen as the source for designing Rumi's leadership model. This interdisciplinary study is a qualitative research, conducted using thematic analysis. According to the research findings, Rumi's leadership model is non-dual and consists of two overarching themes. These themes include: the human role of the leader and the organizational role of the leader. The set of organizing themes in the human role include: self-realization, acquisition of knowledge, personality traits-moral virtues, innate talents, educational backgrounds, individual skills, scientific-technical capabilities, and institutionalized cognitive-belief growth. The set of organizing themes in the organizational role include: constructive organizational communication, constructive appreciation from followers, spiritual and moral education of followers, empowering followers, attention to the mental health of followers, and responsible accountability. According to the research results, the realization of the non-dual leadership model requires the leader to pay attention to the proper performance of organizational and human roles.

https://jomc.ut.ac.ir/article_102417_ebda964191f08c0fe44f0eed0cc443d7.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 The Effect of Hexaco's Personality Model and Transformational Leadership on Succession: With the Mediating Role of Protean Career Attitude (Case study: Imam Khomeini (RA) Relief Committee of Kurdistan Province) The Effect of Hexaco's Personality Model and Transformational Leadership on Succession: With the Mediating Role of Protean Career Attitude (Case study: Imam Khomeini (RA) Relief Committee of Kurdistan Province) 35 48 95454 10.22059/jomc.2024.367023.1008605 FA Mohammad Jalali Department of Public Administration - Organizational Behavior, Faculty of Economics and Management, Lorestan University, Khorram Abad, Iran Hojat Vahdati Department of Management, Faculty of Economics and Management, Lorestan University, Khorram Abad, Iran Mohammad Hakak Department of Management, Faculty of Economics and Management, Lorestan University, Khorram Abad, Lorestan, Iran Reza Sepahvand Department of Management, Faculty of Economics and Management, Lorestan University, Khorram Abad, Lorestan, Iran Journal Article 2023 10 20 The present research aims to determine the effects of Hexaco's personality model and transformational leadership on succession with the mediating role of protean job attitude. The research is applied in purpose and employs a descriptive, correlational, cross-sectional design. The statistical population of the research includes all the employees of the Imam Khomeini (RA) Relief Committee of Kurdistan Province (N = 401). A stratified sampling method was used, with Cohen's approach and an online sample size calculator for structural equation models available in www.danielsoper.com, leading to the determination of 210 respondents. A standard questionnaire was administered to collect data. Given non-normal data distribution as indicated by skewness and kurtosis tests, Partial Least Squares (PLS) was used for data analysis. Reliability of the measurement model was established through factor loadings, composite reliability, and Cronbach’s alpha, while convergent validity was supported by AVE and discriminant validity by HTMT. The SEM results showed that Hexaco personality and transformational leadership exert direct effects on succession, and also indirect effects through protean career attitude as a mediator. The present research aims to determine the effects of Hexaco's personality model and transformational leadership on succession with the mediating role of protean job attitude. The research is applied in purpose and employs a descriptive, correlational, cross-sectional design. The statistical population of the research includes all the employees of the Imam Khomeini (RA) Relief Committee of Kurdistan Province (N = 401). A stratified sampling method was used, with Cohen's approach and an online sample size calculator for structural equation models available in www.danielsoper.com, leading to the determination of 210 respondents. A standard questionnaire was administered to collect data. Given non-normal data distribution as indicated by skewness and kurtosis tests, Partial Least Squares (PLS) was used for data analysis. Reliability of the measurement model was established through factor loadings, composite reliability, and Cronbach’s alpha, while convergent validity was supported by AVE and discriminant validity by HTMT. The SEM results showed that Hexaco personality and transformational leadership exert direct effects on succession, and also indirect effects through protean career attitude as a mediator.

https://jomc.ut.ac.ir/article_95454_1c80f105c43ae931ecefefe4a625b43b.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 Social Capital as a Strategy to Personal Branding for Management Instructors Social Capital as a Strategy to Personal Branding for Management Instructors 49 64 88757 10.22059/jomc.2022.344429.1008470 FA Mehdi Raftari Department of Management and Accounting, University of Tehran, Colloge of Farabi, Qom, Iran Ali Naghi Amiri Department of Management and Accounting, University of Tehran, Colloge of Farabi, Qom, Iran Hassan Zarei Matin Department of Management and Accounting, University of Tehran, Colloge of Farabi, Qom, Iran Journal Article 2022 06 13 Today, personal branding is used as a way to improve personal performance, create value, and reduce exchange costs for people seeking to have a greater impact on the audience. On the other hand, the concept of social capital at the micro level and interpersonal relationships are also used for this purpose. Management teaching is a service to help managers to improve performance. Given the importance of marketing instructors’ services, this study aims to identify the process of personal brand formation among management teachers, adopting a philosophical-interpretive orientation, qualitative method, and grounded theory. The statistical population comprised management instructors with personal brands; a sample of 18 management instructors who are researchers in personal branding was analyzed. Results indicate that social capital constitutes a personal-brand strategy, with the identified concepts capturing the overlap between social capital and the actions and reactions forming a personal brand. Personal branding through social capital yields specific consequences. Since a personal brand arises from others’ perceptions formed through interactions with the individual, building a robust personal brand for management instructors requires social capital. Today, personal branding is used as a way to improve personal performance, create value, and reduce exchange costs for people seeking to have a greater impact on the audience. On the other hand, the concept of social capital at the micro level and interpersonal relationships are also used for this purpose. Management teaching is a service to help managers to improve performance. Given the importance of marketing instructors’ services, this study aims to identify the process of personal brand formation among management teachers, adopting a philosophical-interpretive orientation, qualitative method, and grounded theory. The statistical population comprised management instructors with personal brands; a sample of 18 management instructors who are researchers in personal branding was analyzed. Results indicate that social capital constitutes a personal-brand strategy, with the identified concepts capturing the overlap between social capital and the actions and reactions forming a personal brand. Personal branding through social capital yields specific consequences. Since a personal brand arises from others’ perceptions formed through interactions with the individual, building a robust personal brand for management instructors requires social capital.

https://jomc.ut.ac.ir/article_88757_b71241df35eefade42f960b316d0a8fb.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 Developing Organizational Learning in Universities Based on Appreciative Leadership Developing Organizational Learning in Universities Based on Appreciative Leadership 65 82 101593 10.22059/jomc.2025.389266.1008762 FA Fatemeh Taheri Department of Management, Faculty of Management and Accounting, University of Tehran, College of Farabi, Qom Hossein Khanifar Department of Management, Faculty of Management and Accounting, University of Tehran, College of Farabi, Qom Journal Article 2025 01 24 Purpose: Today, universities are facing increasingly complex conditions that require new leadership approaches to human capital in order to release its potential and talents of their human capital and to develop organizational learning. The purpose of this research is to identify the methods of developing organizational learning based on appreciative leadership. Method: This research was conducted in a qualitative method using the grounded theory strategy, the emergent approach (Glazer), and with an exploratory nature. The statistical population of the research consisted of experts, faculty members and managers of public universities. The research data were collected using purposive sampling and snowball technique, based on in-depth interviews with 18 individuals, and analyzed using the theme analysis method. Findings: The coding process yielded 55 subcategories and 21 main categories, structured along three axes of organizational learning development—namely what, how, and the results of learning development anchored in appreciative leadership.Conclusion: To develop organizational learning based on gratitude leadership, there is a need for managers to justify and explain the current state of universities. Following this stage, the development of organizational learning will be operationalized in three stages: attainment of the requisite essence, mastery of behavior, and consideration of the resulting outcomes. Purpose: Today, universities are facing increasingly complex conditions that require new leadership approaches to human capital in order to release its potential and talents of their human capital and to develop organizational learning. The purpose of this research is to identify the methods of developing organizational learning based on appreciative leadership. Method: This research was conducted in a qualitative method using the grounded theory strategy, the emergent approach (Glazer), and with an exploratory nature. The statistical population of the research consisted of experts, faculty members and managers of public universities. The research data were collected using purposive sampling and snowball technique, based on in-depth interviews with 18 individuals, and analyzed using the theme analysis method. Findings: The coding process yielded 55 subcategories and 21 main categories, structured along three axes of organizational learning development—namely what, how, and the results of learning development anchored in appreciative leadership.Conclusion: To develop organizational learning based on gratitude leadership, there is a need for managers to justify and explain the current state of universities. Following this stage, the development of organizational learning will be operationalized in three stages: attainment of the requisite essence, mastery of behavior, and consideration of the resulting outcomes.

https://jomc.ut.ac.ir/article_101593_4e0da1352b44b29a288a21ca8bdf5210.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 Identifying The Antecedents and Consequences of Reverse Coaching in Startups with The Approach of Improving The Skill Gap Identifying The Antecedents and Consequences of Reverse Coaching in Startups with The Approach of Improving The Skill Gap 83 99 98944 10.22059/jomc.2024.368584.1008622 FA Maryam Javanmard Department of Public Administrative Management, Faculty of Economic and Administrative Sciences University Of Lorestan, Iran Seyed Najmedin Mousavi Department of Management, Faculty of Economic and Administrative Sciences, Lorestan University, Koramabad, Iran Amirhoushangh Nazarpouri Department of Management, Faculty of Economic and Administrative Sciences, Lorestan University, Koramabad, Iran Journal Article 2023 12 22 The purpose of this article is to identify the antecedents and consequences of reverse coaching in startups with the approach of improving the skill gap. The current research has been carried out using a mixed method (qualitative-quantitative) in which the qualitative part is thematic analysis and the quantitative part is done through fuzzy Delphi. The statistical population of the research includes managers, business owners and entrepreneurs active in the field of startups in the country, which were determined by available sampling to the number of 15 people. The research results showed that the antecedents include dimensions of managerial development, strategic development, development of communication structure, organization of business structure, knowledge and skill development, development of social networks of the organization, strategic analysis of business space, development of information technology infrastructure, motivation. The positive effects of human resources are controlling drivers and the consequences include the dimensions of arming creative employees to advance the goals of reverse coaching, being equipped with efficient and safe systems to reduce the skill gap, and becoming a learning organization in order to improve. The skill gap is to be equipped with an efficient educational system to reduce the skill gap, and to establish a clarification system. The purpose of this article is to identify the antecedents and consequences of reverse coaching in startups with the approach of improving the skill gap. The current research has been carried out using a mixed method (qualitative-quantitative) in which the qualitative part is thematic analysis and the quantitative part is done through fuzzy Delphi. The statistical population of the research includes managers, business owners and entrepreneurs active in the field of startups in the country, which were determined by available sampling to the number of 15 people. The research results showed that the antecedents include dimensions of managerial development, strategic development, development of communication structure, organization of business structure, knowledge and skill development, development of social networks of the organization, strategic analysis of business space, development of information technology infrastructure, motivation. The positive effects of human resources are controlling drivers and the consequences include the dimensions of arming creative employees to advance the goals of reverse coaching, being equipped with efficient and safe systems to reduce the skill gap, and becoming a learning organization in order to improve. The skill gap is to be equipped with an efficient educational system to reduce the skill gap, and to establish a clarification system.

https://jomc.ut.ac.ir/article_98944_40ad3a25c959a82e2e157743ab1ccde0.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 Identifying the Factors Affecting Succession Development in University Management (Mixed-method Research at Farhangian University) Identifying the Factors Affecting Succession Development in University Management (Mixed-method Research at Farhangian University) 101 117 100592 10.22059/jomc.2025.387171.1008744 FA Salahedin Ebrahimi Department of Educational Management, Farhangian University, Tehran, Iran Abdollah Ali Shirmard Department of Educational Sciences, Farhangian University, Tehran, Iran Ali Khaki Department of Architecture, Faculty of Enghelāb-e Eslāmi, College of Technical, National University of Skills, Tehran, Iran Journal Article 2024 12 26 One of the major issues of advanced and progressive systems in the third millennium is the importance of the role of "educational management and leadership" in advancing the goals of education. In this context, Farhangian University has a serious task and an important mission. Regarding its effective management and leadership, the need for new leadership strategies, including talent management and succession planning, is more evident than ever. Therefore, the aim of the present study is to identify the factors affecting succession planning in the management of Farhangian University. This study is applied in purpose and, considering the method of collecting research data, is of a mixed type, both qualitative and quantitative, with a deductive-inductive approach. The research community in the qualitative section consisted of experts, professors, and professionals in the field of human resources at Farhangian University, 17 individuals of which were selected as the research sample using purposeful snowball sampling. The statistical population in the quantitative stage consisted of professors, managers, and employees of Farhangian University, 256 individuals of which were selected using a random sampling method based on the Cochran formula. In order to collect qualitative data, semi-structured interviews were used, while a researcher-made questionnaire was used for quantitative data. The reliability of the interview data was confirmed by the participant feedback method, and the validity of the interviews was confirmed by the agreement coefficient and retest method. Additionally, the face validity of the questionnaire was confirmed by experts, and the reliability of the questionnaire was obtained using the Cronbach's alpha coefficient of 0.89. To analyze the data, open and axial coding method was used in the qualitative part, and exploratory factor analysis was employed in the quantitative part. The results showed that the factors affecting succession planning in the management of Farhangian University include: 1- Formulating a vision and succession plan, 2- Talent management and meritocracy, 3- Training and development of the teaching professionals, 4- Participatory management and leadership (employee participation), 5- Developmental assignments, 6- Improving human resource management, and 7- Performance appraisal system. The results of this research can be effective in improving the status of succession planning, talent management, and the efficiency of educational system. One of the major issues of advanced and progressive systems in the third millennium is the importance of the role of "educational management and leadership" in advancing the goals of education. In this context, Farhangian University has a serious task and an important mission. Regarding its effective management and leadership, the need for new leadership strategies, including talent management and succession planning, is more evident than ever. Therefore, the aim of the present study is to identify the factors affecting succession planning in the management of Farhangian University. This study is applied in purpose and, considering the method of collecting research data, is of a mixed type, both qualitative and quantitative, with a deductive-inductive approach. The research community in the qualitative section consisted of experts, professors, and professionals in the field of human resources at Farhangian University, 17 individuals of which were selected as the research sample using purposeful snowball sampling. The statistical population in the quantitative stage consisted of professors, managers, and employees of Farhangian University, 256 individuals of which were selected using a random sampling method based on the Cochran formula. In order to collect qualitative data, semi-structured interviews were used, while a researcher-made questionnaire was used for quantitative data. The reliability of the interview data was confirmed by the participant feedback method, and the validity of the interviews was confirmed by the agreement coefficient and retest method. Additionally, the face validity of the questionnaire was confirmed by experts, and the reliability of the questionnaire was obtained using the Cronbach's alpha coefficient of 0.89. To analyze the data, open and axial coding method was used in the qualitative part, and exploratory factor analysis was employed in the quantitative part. The results showed that the factors affecting succession planning in the management of Farhangian University include: 1- Formulating a vision and succession plan, 2- Talent management and meritocracy, 3- Training and development of the teaching professionals, 4- Participatory management and leadership (employee participation), 5- Developmental assignments, 6- Improving human resource management, and 7- Performance appraisal system. The results of this research can be effective in improving the status of succession planning, talent management, and the efficiency of educational system.

https://jomc.ut.ac.ir/article_100592_46d9fc58fef4ead9e240d368d1ca2f38.pdf

University of Tehran Press Organizational Culture Management 2423-6942 24 1 2026 02 24 A Meta-Synthesis of Transparency Studies with Emphasis on Barriers of Enhancing Organizational Transparency and the Reproduction of Nontransparency Cycle A Meta-Synthesis of Transparency Studies with Emphasis on Barriers of Enhancing Organizational Transparency and the Reproduction of Nontransparency Cycle 119 132 102274 10.22059/jomc.2025.384769.1008736 FA Hossein Heidari Department of Sociology, Institute for Humanities and Social Studies, ACECR, Tehran, Iran 0000-0002-3763-2429 Hossein Mennati Department of Management, Institute for Humanities and Social Studies, ACECR, Tehran, Iran Zohreh Shahbazi Department of Social Psychology, Institute for Humanities and Social Studies, ACECR, Tehran, Iran Journal Article 2024 12 11 Despite the governance system’s efforts to prevent corruption and promote transparency in the country’s administrative system, these efforts have yielded limited success in practice, and transparency indicators continue to decline. The purpose of this study is to identify and extract the barriers to transparency in the governance order based on research conducted over the past decade using the meta-synthesis method. A total of 200 articles were initially reviewed, which were narrowed down to 30 articles after summarization. To ensure reliability, agreement among three coders was used, and interpretive and theoretical validity were employed to ensure the study’s validity. Following the identification and aggregation of transparency barriers, expert consultations were conducted to rank the importance of each barrier. According to the findings, transparency barriers were classified into five categories: environmental and external barriers, organizational and institutional barriers, legal barriers, executive and supervisory barriers, and conceptual ambiguity and theoretical confusion. The ranking of transparency barriers showed that the most critical obstacles to enhancing organizational transparency include the prevalence of administrative corruption, political and partisan interference, conflicts of interest, the confidentiality of organizational information, dependence on natural resources like oil and gas, nepotism in the management system, lack of media freedom, weak spirituality and absence of ethical leadership, inefficiency in whistleblower protection mechanisms, and weaknesses in the legal system’s judicial responses. The results indicate that these five categories of barriers collectively contribute to the erosion of social capital, public trust, and satisfaction, and perpetuate a cycle of non-transparency. Despite the governance system’s efforts to prevent corruption and promote transparency in the country’s administrative system, these efforts have yielded limited success in practice, and transparency indicators continue to decline. The purpose of this study is to identify and extract the barriers to transparency in the governance order based on research conducted over the past decade using the meta-synthesis method. A total of 200 articles were initially reviewed, which were narrowed down to 30 articles after summarization. To ensure reliability, agreement among three coders was used, and interpretive and theoretical validity were employed to ensure the study’s validity. Following the identification and aggregation of transparency barriers, expert consultations were conducted to rank the importance of each barrier. According to the findings, transparency barriers were classified into five categories: environmental and external barriers, organizational and institutional barriers, legal barriers, executive and supervisory barriers, and conceptual ambiguity and theoretical confusion. The ranking of transparency barriers showed that the most critical obstacles to enhancing organizational transparency include the prevalence of administrative corruption, political and partisan interference, conflicts of interest, the confidentiality of organizational information, dependence on natural resources like oil and gas, nepotism in the management system, lack of media freedom, weak spirituality and absence of ethical leadership, inefficiency in whistleblower protection mechanisms, and weaknesses in the legal system’s judicial responses. The results indicate that these five categories of barriers collectively contribute to the erosion of social capital, public trust, and satisfaction, and perpetuate a cycle of non-transparency.

https://jomc.ut.ac.ir/article_102274_7ebbdc2b7d7182ed0d000a25439bbbb3.pdf