The Application of the Coaching Culture Model in the Science and Technology Parks of Iran

Document Type : Applied Article

Authors

1 PhD holder, Faculty of Management, Islamic Azad University, Isfahan Branch (Khorasgan), Isfahan, Iran

2 Assistant Professor, Faculty of Management, Islamic Azad University, Isfahan Branch (Khorasgan), Isfahan, Iran

3 Assistant Professor, Faculty of Management, Islamic Azad University, Central Tehran Branch, Tehran, Iran

4 Associate Professor, Faculty of Management, Islamic Azad University, Isfahan Branch (Khorasgan), Isfahan, Iran

Abstract

The purpose of this study was to develop a model for the application of coaching culture in the Iranian science and technology parks. This study is qualitative in terms of approach and has been done using Strauss and Corbin’s systematic paradigmatic model of Grounded Theory Method (GTM).In this regard, in-depth interviews were conducted using theoretical snowball sampling with the managers of some science and technology parks as well as the, experts of the coaching domain. The interviews continued to a point where responses reached saturation (23 interviews).The data analysis was performed in three stages of open coding, axial coding, and selective coding. Then the model was explained based on the paradigmatic model of grounded theory. The following conditions were identified by the participants of study: "Organization and procedures, the selection and recruitment system, the performance management process, the process of education and learning, the identification of career progression path, and the conditions of the maintenance system" as the causal conditions of the coaching culture , "the coaching culture" as the main phenomenon of research, "bureaucracy and high-end policies, politicization, and national culture "­as intervening conditions, and "organizational structure, organizational culture, staff maturity, leadership practices, and organizational environment" as the contextual conditions. Strategies were identified in seven dimensions, including "Organizational development, competency-based recruitment, coaching and performance management, education-based learning, maintenance based on coaching, leadership, and organizational communication development," while outcomes involved “organizational, individual, and trans-organization” directions.

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Main Subjects

References

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Organizational Culture Management
Volume 18, Issue 2
July 2020
Pages 249-272

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