Explaining the Process Model of Downsizing State-Owned Enterprises in Iran: A Case Study of the Sistan and Baluchestan Regional Electric Company

Alieh Mehdi Nejad; Mohammad Ghasemi; Baqer Kord; Nuormohammad Yaghobi

Authors

Alieh Mehdi Nejad PhD Student at the Department Of Management, Faculty of Management and Economic,Sistan and Baluchestan University, Zahedan, Iran Author https://orcid.org/0009-0004-3950-6743
Mohammad Ghasemi Associate Professor, Department of Management, Faculty of Management and Economics, Sistan and Baluchestan University, Zahedan, Iran Author https://orcid.org/0000-0002-8218-3466
Baqer Kord Associate Professor, Department of Management, Faculty of Management and Economics, Sistan and Baluchestan University, Zahedan, Iran Author https://orcid.org/0000-0003-4897-9863
Nuormohammad Yaghobi Professor, Department of Management, Faculty of Management and Economics, Sistan and Baluchestan University, Zahedan, Iran Author https://orcid.org/0000-0002-8178-7807

Keywords:

downsizing, state, owned enterprises, regional electric company, thematic analysis

Abstract

Public-sector downsizing is becoming one of the key components of economic reform in developing countries. Accordingly, the present study aimed to develop a process model for downsizing state-owned enterprises in Iran, with a focus on Iran’s regional electric company. The study adopted a qualitative approach based on thematic analysis. Data were collected through library research and semi-structured in-depth interviews with experts. The study population consisted of academic experts and managers of state-owned enterprises who had research or practical experience in the field of downsizing state-owned enterprises. Participants were selected using purposive sampling and theoretical saturation. Accordingly, theoretical saturation was achieved after a total of 17 interviews. The data were analyzed using the coding approach proposed by King and Horrocks through a three-stage process comprising descriptive, interpretive, and selective coding. Based on the findings, a total of 24 interpretive codes were categorized under six main dimensions: (1) internal company-related factors; (2) participant-related factors; (3) extent of downsizing; (4) contractual conditions and characteristics; (5) operational downsizing strategies; and (5) consequences of downsizing. These dimensions were subsequently presented within the proposed research model.

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