Strategic organizational culture, the mechanism of adaptation of organizations to unstable conditions (Study case of Payam Noor University)

The purpose of this article is to present a suitable model for the establishment of a strategic culture in higher education centers, especially Payam Noor University, to deal with the threats caused by the lack of students (vacant seat crisis). By having such a culture, the organization's capacity to adapt and react to changes, instability and complexity of the environment increases. To find out the components and categories of strategic organizational culture, and to build a theoretical framework, the foundational data theorizing method was used, the purpose of which is discovery rather than description and explanation. The required data were collected by the method of participatory observation and referring to the opinions of experts in the field of culture and strategy, and finally, in the light of these data and inspired by the famous culture models such as Schein, Dennison, Hatch and Cunliffe, a new model for the establishment of strategic culture was created. It was designed. The important achievement of the current research is that the pluralistic, flexible, rule-breaking, extroverted and forward-looking culture should be replaced by the bureaucratic, homogenous and introverted culture and the heterogeneity, non-uniformity and non-uniformity of the employees should be recognized to respond to the heterogeneity, diversity and unstable conditions of the environment.