Future of Work and Digital Management Journal

The main objective of this study is to design an appropriate model of impression management in Iranian governmental organizations. This is an applied research that employed a mixed-method approach for data analysis. In the first step, the criteria and sub-criteria of impression management were identified through content analysis of documents, including 40 domestic articles and 42 international articles. The sample size was determined based on data saturation. Subsequently, the main components and strategies were filtered using the qualitative Delphi method. The statistical population in this stage consisted of 11 well-known academic and organizational experts with relevant scientific backgrounds related to each of the key concepts obtained from the theoretical framework, including impression management, ingratiation, self-interest, utilitarianism, opportunistic behavior, influence, and glass ceiling. The snowball sampling technique was employed to select experts. In the second step, the structural model of impression management in Iranian governmental organizations was designed using PLS software. The statistical population in this stage comprised the employees of the Imam Khomeini Relief Committee in Gilan Province. Based on Cochran’s formula, a sample size of 246 employees was considered. Finally, in the third step, the prioritization of the components of impression management in Iranian governmental organizations was performed using path coefficient analysis. To ensure trustworthiness, the Guba and Lincoln strategies were applied. For convergent validity, the significance of the factor loading (FL) was used. Composite reliability was also employed as a measure of internal consistency of the model, calculated based on the coherence of items measuring each construct. This type of reliability is closely related to convergent validity, as it relies on the same parameters, and is referred to as composite reliability (CR) in Partial Least Squares Structural Equation Modeling (PLS-SEM). Additionally, Cronbach’s alpha was calculated for the identified dimensions, with results indicating values above 0.80 for all dimensions. Based on the conducted analysis, impression management in Iranian governmental organizations consists of six components: utilitarianism (six sub-criteria), opportunistic behavior (four sub-criteria), glass ceiling (five sub-criteria), influence (six sub-criteria), ingratiation (nine sub-criteria), and mental imaging (five sub-criteria).

The purpose of the present study was to present a paradigmatic model of network marketing for selling sports products. This qualitative research had an exploratory nature and is considered an applied type of study. The statistical population of the research included experts and marketers active in sports network marketing, managers and heads of marketing committees, manufacturing companies producing sports products, sports sponsors, and sports marketing professors. The sampling method was purposive and snowball, which reached theoretical saturation after conducting 17 in-depth interviews. For data analysis in the qualitative section, open, axial, and selective coding were used. Based on the results of the qualitative data analysis obtained from the interviews, the paradigmatic model was presented in the form of six dimensions, including causal conditions (2 categories), contextual conditions (3 categories), intervening conditions (3 categories), central phenomenon (1 category), strategies (3 categories), and consequences (3 categories). Accordingly, the causal conditions consisted of (economic and managerial situation), the contextual conditions included (banking facilities, socio-cultural, and legal-regulatory aspects), the intervening conditions included (political, capital market information, and government), the strategies consisted of (economic, managerial–institutional, and empowerment), and the consequences included (community health development, sports development, and employment development). Therefore, it is suggested that the research findings be considered as a guideline for network marketing activities of sports products.

The present study was conducted with the aim of designing a model for the establishment of an empowered organization in Maskan Bank using a mixed-method approach (qualitative and quantitative). This study is developmental in nature with a thematic analysis approach. In the qualitative stage, a snowball sampling method was employed, and through semi-structured interviews with 14 experts and managers of Maskan Bank, 248 conceptual codes were identified and extracted. The interviews continued until the data became repetitive and reached saturation. Coding was performed at three levels: basic themes, organizing themes, and global themes. Subsequently, for screening and validation, a questionnaire was used with academic experts. Data analysis led to the identification of 120 basic themes, 23 organizing themes, and 5 global themes.

In the quantitative stage, the statistical population included 710 managers and deputies of Maskan Bank, from which 255 were selected using Cochran’s formula. The validity of the questionnaire was confirmed through convergent and divergent validity, and its reliability was verified using Cronbach’s alpha (0.924). Then, the constructs of the model were examined using descriptive and inferential statistics, through SPSS and LISREL software, and by applying fuzzy Delphi analysis, the Kolmogorov-Smirnov test, and structural equation modeling. The constructs of the model were validated based on the performed analyses. In the stage of structural equation modeling, while confirming the identified concepts and classifications, the model of establishing an empowered organization in Maskan Bank was validated in five dimensions and twenty-three components: Innovative organizational culture (organizational adaptability, value orientation, innovation orientation, acceptance of organizational change, risk-taking, transformational leadership); Resource and facility development (employee empowerment, in-service training, employee knowledge enhancement, organizational technology management, financial resource management); Formulation of empowered organizational strategy (environmental recognition, talent management, determination of performance criteria); Organizational professionalism (responsibility, organizational discipline and order, merit-based employee selection, accountability); Flat organizational structure (information sharing, decentralization, organizational communications, organizational integration, implementation of a suggestion system in the bank). The proposed model was confirmed after evaluation.

Dark tourism, as an emerging branch of the tourism industry, encompasses visiting sites associated with death, disasters, and human suffering, and has been developed in many countries for purposes such as education, historical remembrance, and even revenue generation. Despite Iran’s rich historical, cultural, and natural capacities in this domain, the country lacks a comprehensive indigenous framework for guiding and managing this type of tourism. The present study, adopting a qualitative approach and employing thematic analysis, identified the indigenous dimensions and components of dark tourism in Iran and provided strategies for mitigating its negative consequences. Data were collected through in-depth semi-structured interviews with tourism experts, managers, and researchers, and subsequently organized into main and sub-themes through open, axial, and selective coding. Findings revealed five main dimensions: infrastructural and developmental factors, marketing and information dissemination, economic and investment aspects, cultural–social and religious considerations, and managerial and policy requirements, which play the most significant role in shaping and guiding dark tourism. In addition, strategies such as improving physical and digital infrastructures, designing ethics-oriented marketing models, training and empowering human resources, and utilizing modern technologies (such as augmented reality) to provide a controlled and meaningful experience were proposed. By addressing the existing research gap, the results of this study offer an indigenous framework for policymakers, managers, and tourism industry practitioners to purposefully and sustainably harness the potential of dark tourism in promoting the cultural, social, and economic development of the country.

Social justice encompasses a set of actions and policies in various domains aimed at creating a fairer and more equitable society. The purpose of this study was to design a compensation system model with a social justice approach in the National Iranian Oil Company. This research was applied in nature and employed a mixed-methods design, combining both quantitative and qualitative approaches. Considering the research objective, the layered research model of Saunders et al. (2016) was used to explain the layers of research from philosophy to technique. An inductive approach was adopted, and based on inductive reasoning from the insights obtained, the relevant model was developed. In this process, the use of informed experts as well as adherence to scientific methodology was also applied. Data were collected through semi-structured interviews and content analysis of texts. In addition to face validity, convergent validity and construct validity were employed, the results of which confirmed the validity. The target statistical population included 20 experts, professors, specialists, and senior managers of the National Iranian Oil Company. Descriptive and inferential statistics were used for the interview averages with SPSS software, and confirmatory factor analysis was conducted using LISREL software. The findings led to the design of a model in which social justice is grounded on certain pillars that contribute to the compliance and reinforcement of the compensation system in organizations. These pillars included fair laws, just and virtuous implementers, supervision, and public awareness.

Organizational trauma, as a complex and multidimensional phenomenon in the field of management and organizational psychology, describes the psychological, social, and functional damages arising from sudden or prolonged crises. In Iranian public organizations, this trauma has become a chronic challenge due to bureaucratic structures, political and economic pressures, and resource constraints, leading to reduced productivity, increased job burnout, and a decline in the quality of public services. Although previous studies have identified trauma-related factors, they lack a comprehensive indigenous model with a focus on practical interventions. This study was conducted with the aim of designing a conceptual model of organizational trauma management using a cognitive–behavioral approach in Iranian public organizations. The research methodology was qualitative and based on thematic analysis (Braun & Clarke, 2006). The study population consisted of experts in management, human resources, and organizational psychology with at least five years of relevant experience. Purposeful and snowball sampling resulted in 19 semi-structured interviews until thematic saturation was reached. Data were analyzed using MAXQDA 2020 software, and validity was ensured through member checking, transferability, confirmability, and reliability (with an inter-coder agreement of 81%). The findings extracted four main dimensions: cognitive dimensions (cognitive restructuring, metacognitive awareness, cognitive flexibility, problem-solving); behavioral and emotional dimensions (self-control, adaptive and coping behaviors, emotional regulation, emotional intelligence, mood improvement); social and interactive dimensions (interpersonal communication, team cohesion, social problem-solving); and organizational and structural dimensions (cultural change, safe environment, managerial support, organization). This model demonstrates the reciprocal interaction of these dimensions in enhancing organizational resilience. The novelty of the study lies in presenting a localized model by integrating a cognitive–behavioral approach, which contributes new knowledge to the studied context, including the interpretation of the role of modifying thought patterns in reducing the effects of trauma under Iranian cultural pressures.

This study aimed to explore how employees in hybrid organizations form and reconstruct their professional identity, with a particular focus on the dual roles of flexibility and psychological challenges in shaping this process. Adopting a qualitative research design, the study involved semi-structured interviews with 22 participants working in hybrid organizational settings in Tehran, Iran. Participants were selected through purposive sampling, and data collection continued until theoretical saturation was achieved. All interviews were transcribed and analyzed using thematic analysis within the NVivo 14 software. The analysis proceeded through open coding, axial coding, and selective coding to uncover patterns and core categories related to professional identity development in the hybrid work context. The findings revealed six main themes: (1) hybrid work-induced identity transformation, (2) psychological and emotional regulation, (3) structural ambiguity and organizational gaps, (4) relational disconnection in the digital era, (5) flexibility as a double-edged sword, and (6) technology-mediated work dependency. Participants reported identity fragmentation, emotional fatigue, inconsistent organizational messaging, and social isolation, but also described strategies of self-directed growth and adaptive role reconstruction. While flexibility offered autonomy, it also contributed to blurred boundaries and reduced recognition. The presence or absence of social and technological support structures significantly influenced how participants negotiated their evolving professional identities. Professional identity formation in hybrid organizations is a dynamic, multi-layered process shaped by personal agency, organizational structure, emotional adaptation, and technological mediation. While hybrid work offers opportunities for autonomy and growth, it also presents risks of identity disruption and emotional strain. Effective organizational strategies are needed to support identity development in increasingly flexible and decentralized workplaces.