حسن زارعی متین

Non-profit universities are in competitive conditions and environmental risks. For this reason, they should pay more attention to organizational resilience. Hence, in line with the importance of resilience of non-profit universities, the purpose of this research is to design a framework for resilient universities. This research is a mixed research using an exploratory approach based on thematic analysis methodology. The data collection method is semi-structured interviews with managers, as well 15 professors at non-profit universities using snowball and targeted sampling strategy. In the quantitative phase,statistical population was all the employees of several non-profit universities in Tehran, whose sample size was 200. Sample was selected using random cluster method. Data  was analyzed using SPSS and Smart PLS software. The findings of the research show that the network of themes developed in this research has 320 basic themes, 42 organizing themes and 8 inclusive themes. In this network of themes, the 8 comprehensive themes of non-profit resilient university include executive resilience, cultural resilience, financial resilience, leadership resilience, strategic resilience, educational resilience, staff resilience and research resilience. By identifying the main and sub-themes, the framework of resilient university has been designed, and finally the final model (the framework of resilient university) was approved.

Trust has influence in all social aspects of human beings and especially in the life of organizational hearts to the extent that as the glue that holds society together, it has attracted special attention from management thinkers. Both within and between organizations, it is an important facilitator of collaboration and can increasingly increase organizational effectiveness. Trust has been dynamic and is influenced by very important factors, specifically cognitive factors, which unfortunately have steadily declined in recent years. It is necessary to examine what factors may affect trust performance. This study has been used with a combination of inductive-deductive scientific methods and specifically through meta-combination of 32 articles to identify the cognitive factors in organizational trust. Then, these factors were prioritized through a survey of 12 experts and specialists who were selected by purposive sampling. Expert survey data were used to analyze and analyze quantitative data and identify the factors affecting organizational trust, using the best-worst method (BWM). The results provided the insight that organizational trust is influenced by 10 cognitive factors based on the examination of theoretical foundations. Then by prioritizing the factors, "honesty" was identified as the most important (best) factor and "knowledge sharing" as the least important (worst) factor. This scientific article provides a new insight into the antecedents of organizational trust and the role that cognitive antecedents play in relation to organizational trust.

The aim of this study is to employ quantitative electroencephalography (qEEG) to map the brain of cognitive empathy in neuroleadership. The research method is predicated on the interpretation of two distinct phases of the brain map of participants from the community of managers who have a minimum of 5-10 years of experience leading groups and a maximum of 20-30 years of experience. In order to evaluate the capabilities of neuroleadership, the samples were analyzed and interpreted using the 2018 version of the NeuroGuide software. The disparities between the two phases in the participants were also analyzed. In the initial phase, only the waves were recorded. The second phase, which involved cognitive exercises and a four-month interval, was dedicated to the investigation of the empathy component, particularly in the brain cortex. This phase was conducted using the scarf model, clinical interview, two-stage interpretation at the University of Tehran counseling center, and cognitive verification. In 2022-2023, it was conducted on 12 participants as a statistical sample. Positive empathy predicted an increase in the activation of the left dorsal (frontal pole) (P<0.05). The activity of participants has been observed to alter in order to perform a pleasurable task, consistent with their positive emotions and empathy (both positive and negative). With transform (FFT) signal processing and analysis have been used to calculate Discrete Fourier Transform (DFT) as well as its inverse fully known as Inverse Discrete Fourier Transform (IDFT). According to the interpretation of brain maps, the results of this study indicate a direct correlation between leadership, functions, and semantic processing in empathy.

The objective of this study is to design and validate a human capital governance model with an efficient management approach in Iran’s public organizations, particularly in the Ministry of Industry, Mine, and Trade (IMIDRO). 

This study employed a mixed-method approach. Initially, semi-structured interviews were conducted with 10 purposefully selected human resource managers using grounded theory until theoretical saturation was achieved. The proposed model was then validated through the distribution of questionnaires among 380 managers and employees in public organizations. The collected data were analyzed using structural equation modeling (SEM). 

The results indicate that efficient human capital governance can significantly improve the performance of public organizations. Interview findings and coding analysis revealed that increasing team interactions, improving individual competencies, and optimizing human capital utilization are key success factors in human capital governance. Additionally, the proposed model was confirmed through structural equation modeling. 

The human capital governance model with an efficient management approach can lead to improved organizational performance and the achievement of developmental goals. By creating strong management mechanisms, the model activates human capital capabilities, enhancing productivity and efficiency in public organizations. The findings of this study can serve as a basis for improving human capital governance in other public and private organizations as well.

Leadership has consistently been recognized as a fundamental element in any group of individuals, playing a critical role whether in defining their roles within society or within the structural confines of an organization. Effective leadership within an organization is crucial for steering its members toward the attainment of established goals and upholding the values defined by the organization. Leadership is extensively defined as the ability to significantly alter the values, beliefs, and attitudes of people, primarily exerting this influence through persuasive and strategic interactions. A crucial aspect of effective leadership involves strategically shaping the mental models of individuals to ensure alignment with the organization’s objectives and foundational values. In today’s era, which is characterized by a remarkably rapid pace of information transmission, distinguishing between good and bad decisions becomes particularly challenging, especially in the face of ongoing crises and environmental changes that introduce significant complexity to the process of sense-making. Indeed, in many scenarios, an individual’s perception of reality can hold more significant implications than reality itself. This research initiative was undertaken with the aim of exploring how the sense-making process can significantly enhance leadership capabilities through the systematic deployment of behavioral scripts and cognitive scripts.
Considering the limited resources available in this specific area of study, the grounded theory approach was adopted. This research is firmly grounded in an interpretive paradigm and is classified under qualitative methodologies, employing an inductive approach that also incorporated a retrospective analysis to deepen the understanding of the underlying themes. In this extensive study, a total of 111 randomly selected groups operating at various organizational levels within companies active in the pharmaceutical industry were meticulously examined to gather a broad spectrum of insights.
The evaluation of leadership effectiveness is predominantly conducted through a detailed analysis of a leader’s followers; hence, interviews were strategically conducted with groups at different organizational levels, always involving the presence of the group leader and at least two of his or her followers. Following the meticulous collection of data, the responses were carefully coded, rigorously analyzed, and the insightful findings subsequently implemented. The thorough analysis revealed eight distinct components of cognitive scripts and four components of behavioral scripts that play significant roles in the sense-making process, thereby facilitating effective leadership empowerment.
The in-depth insights derived from the interviews and the subsequent coding processes demonstrated that effective sense-making, significantly augmented by the strategic use of behavioral scripts and cognitive scripts, profoundly improves the mental models within an organization, leading to enhanced leadership empowerment. This empowerment equips leaders and their followers to exhibit optimal responses in their roles when confronted with crises, changes, and decisions that are impending, thereby aligning effectively with the strategic goals of the organization. The intricate process of enhancing the mental model, which is crucial for the cultivation of effective leadership, is achieved through diligent and methodical sense-making that respects and incorporates the core values of the organization

Nervous activities are influenced by people's relationships and if there are good relationships between individuals, favorable relationships will also be formed between nerves. In order to improve the performance of organizations, the aim of the current research was to identify the components of leadership based on neuroscience.

This research is based on the practical purpose and in terms of the type of mixed method. In the first part, the statistical population is all the texts related to neuroscience-based leadership, and in the second part, the statistical population is the experts in the field of neuroscience-based leadership studies, 15 experts were selected by purposive sampling and according to the nature Their opinions were used to confirm the components. Then, the sample T-Tech test was used to determine the components of leadership.

According to experts, 15 components of creating new challenges and encouraging them, empathy, creating space for positive experiences, ethical behavior in decision-making, giving hope, freedom of action, mutual trust, constructive and intimate communication, transparency, support, enthusiasm and enthusiasm, providing performance feedback, designing reward system, appreciation and justice were identified.

A leader based on neuroscience by stimulating the behavioral components leads to the positive release of hormones in the brains of employees and in this condition we witness the emergence of behaviors such as creativity, participation, commitment and organizational belonging and promotion of organizational identity, etc. and as a result the influence of the leader It increases in the heart and behavior of employees.

The purpose of this research is to present a model of challenges and opportunities of love management in Iranian organizations. The research is developmental in terms of purpose and descriptive-exploratory in terms of type. The foundational data theory research strategy is based on Glaser's emergent approach. Participants in the research include managers, assistants and experts related to the subject of the research, which was conducted with 13 semi-structured interviews with the logic of theoretical saturation. The method of data analysis was open, selective and theoretical coding. The findings of the research state that the causal factors include: individual, organizational and extra-organizational factors; Aggravating factors including: deficiency in organization rules and regulations, modernity, media and internet, type of organization (public/private); Limiting factors including: strengthening religious values and beliefs, strengthening organizational supervision; Examples of romantic relationships include: verbal, behavioral, sexual relationships; Mechanisms of love management including: the attitude and treatment of managers, human resource management measures, personal privacy, training and counseling programs, ethical and adaptive behaviors, written ethical charter; Opportunities include: increasing job satisfaction, increasing organizational vitality, forming positive feelings, and challenges include: physical problems, emotional tensions, sexual tensions, unhealthy relationships with other colleagues, disruption of job function, formation of unethical relationships, weakening of social credibility and weakening of values.

Job dissatisfaction among medical staff slows down the recovery process, prolongs the patient's stay in the hospital, increases costs, and ultimately dissatisfaction among users of these services. One of the most important factors affecting job satisfaction is effective leadership. Therefore, the purpose of this study is to provide an effective leadership model to increase the job satisfaction of medical staff. The research is developmental in terms of purpose and descriptive-exploratory in terms of the type of method. The research strategy of data foundation theory is based on Glaser's apparent approach. Participants in the study included managers, supervisors, and supervisors of public and private hospitals, which was conducted with semi-structured interviews with 13 people with theoretical saturation logic. The method of data analysis was open, selective, and theoretical coding. Findings indicate that 6 main categories: personal characteristics, interpersonal characteristics, follower growth, proper use of tools, organizational factors, and environmental factors are the components of effective leadership in selected hospitals of Iran University of Medical Sciences and Health Services.

The systematic evaluation of the organization's operations and the presentation of the results report and its improvement solutions are the basis for improving the sustainable productivity of the organization. One of the requirements for the effective implementation of this strategy is that performance auditors have the required competencies. The present study is aimed to introduce the competency model required by auditors for the implementation of performance audit. This applied research was done with a qualitative approach and meta-synthesize method. The information sources of the research included scientific articles and other research reports in domestic and international scientific databases regarding the subject of the research. These data have been analyzed in the meta-synthesize process and coded by thematic analysis method. Findings show that Auditors' competencies are classified into three main categories: cognitive and personal competencies (calculating characteristics, motivations, system thinking, strategic thinking, and critical thinking), knowledge-based competencies (general knowledge, audit knowledge, and performance evaluation knowledge) and skill-based competencies (communication skills, leadership, team building, management and technology-oriented competencies). Accordingly, developing these competencies in performance auditors can improve the success and effectiveness of the implementation of this program in executive organizations. The findings of this research can be used in developing human resources development programs for this purpose.

The Asian Productivity Organization (APO) reports a one percent increase in Iran's Total Factor Productivity (TFP) index when compared to the majority of Asian countries and some reference countries in the long-term horizon of 50 years. In fact, the growth of labor productivity between 2010 and 2019 was less than all Asian countries. The present study was conducted with the aim of presenting a productivity pattern based on social capital.  Using the meta-synthesis approach and MaxQDA software, and after selecting 79 studies from among 580 previous studies, the dimensions, components and indicators of the model were extracted and identified. Based on the research findings, 9 dimensions, 24 main categories and 163 sub-categories (code)were identified. The nine dimensions are trust building, communication management, learning and growth, cultural factors, facilitator strategies, organizational factors, human resources, achieving sustainable development and profitability. The results of the emphasis of the previous research on each of the main categories using Shannon entropy technique and Excel software showed that growth and maturity and economic programs are the most important and the least important categories among the 24 categories, respectively. It is suggested that all managers update the human capital management process in accordance with the social capital based productivity pattern by hiring expert consultants and creating a special office for productivity management. Then, while periodically evaluating productivity based on the proposed pattern, all payments, bonuses and promotions of employees and managers should be base on the amount of their effort and participation in order to increase social capital and productivity.

Despite massive investment in organizational restructuring, the failure rate of these projects is high. One of the reasons for the failure of these projects is the lack of attention to the existing knowledge gap. Therefore, the aim of this research is to identify knowledge gaps in organizational restructuring projects. The current research is applied in terms of purpose and has a qualitative approach. The research strategy is a case study. The participants in the research include Iranian oil refinery companies, which were semi-structured interviews with 12 people with the logic of theoretical saturation. The method of data analysis was theme analysis using Maxqda software. The results indicate that the knowledge gaps identified in organizational restructuring projects fall into 2 main categories: intra-organizational knowledge gap and extra-organizational knowledge gap. The intra-organizational knowledge gap includes 6 sub-categories: managerial knowledge gap, technical knowledge gap, personnel knowledge gap, intellectual knowledge gap, physical knowledge gap, organizational knowledge gap and extra-organizational knowledge gap including 3 sub-categories: strategic knowledge gap, legal knowledge gap and The knowledge gap is diplomacy.

Today, "anthropology" is a very frequent word with multiple meanings in the texts of social sciences and humanities, and by combining with other words, it creates diverse and wide-ranging expressions that sometimes share words with each other, overlap in meaning, or overlap. For example, what is equivalent to the term religious anthropology in Farsi, is usually a word common to two distinct concepts of religious anthropology and religious anthropology. In this article, first the reason for such conceptual interferences is revealed, then with the help of logical classification method, the types of "religious anthropology" are introduced and the place of each of them in the knowledge of anthropology is determined. Of course, for this purpose, it was first necessary to draw the various branches of the tree of anthropological knowledge in a logical concept.This research is developmental-applied and its method is descriptive-analytical. The data were collected using the library method and the qualitative content analysis method of categorization, analysis and finally classified in a logical model with methodological criteria. Based on the results of this research, religious anthropology can be achieved by all four philosophical, mystical, scientific and narrative methods and of course with different applications and scopes.

Organizational culture is one of the important components that guides and directs all organizational activities in order to achieve goals and missions, and if the organizational culture is based on the principles of human resource competence, it can play an important role in success. Play an organization. In order to provide a model of merit-based organizational culture, the researcher, while describing, explaining and modeling, seeks to identify the indicators and components that determine the role of merit-based organizational culture in the development of organizations. Therefore, in the present article, the researcher's goal is to use the data theory method of the foundation to present a conceptual model of merit-based organizational culture in knowledge-based companies, specifically in Mahab Ghods Company through interviews with experts of this company. The results of the research, after identifying 283 codes of interviews conducted by 23 experts of Mahab Ghods Company, were presented in the form of a data theory theory of the foundation. Including facilitators and executive contexts, pivotal phenomena including merit-oriented organizational culture, contexts including the use of information technology, application of new organizational and customer-centric methods, and specific strategies and consequences in order to apply organizational culture Is worthy.

Organizations need to identify their strategic occupations so they can succeed by giving those positions to their highly potential staff members, since the performance of these people, is highly consequential on the organizational performance. Since different organizations define strategic occupations based on diverse aims and strategies and this process is different from one organization to another, and furthermore, whereas strategies can be modified time to time, so no occupation could be regarded intrinsically as strategic. In this research, through use of in-depth interviews with experts, we explored the strategic occupations and with the use of multi-criteria decision-making process we determined the strategic occupations in a Fuzzy environment. The results showed, strategic ramifications, the decision’s consequences, the level of authority and the competitive advantage, respectively determine the strategic occupations within an organization. Moreover, 13 percent of occupations within this specific organization are defined as strategic.

Decision making is one of the most important duties of managers and there has been an ongoing effort to improve this. In fact, recognizing and developing managers’ abilities and capabilities have an undeniable role in improving decision making. Hence, in the present study, the researchers investigated the impact of managers’ cognitive abilities on their strategic decision making, and how these abilities can be decisive in advancing, procrastinating or delaying and scoring the institution's grand plans. This research is a practical study in terms of purpose. The participants of the study included 10 managers of the Management and Program Organization of Ardabil province. The data was collected through a semi-structured interview and categorized using open coding and qualitative content analysis. The results revealed that management in decision-making prevents challenges and crises, and in case they occur, it alleviates them before they become insoluble and long-lasting. It was also found that the ability to solve problems accelerates the process of achieving goals in a systematic way and that creativity can help solve problems and crises with easy, low-cost and fast solutions. It can be concluded that experts’ critical thinking can address challenging issues and provide a ground for their solutions.

Big data technology in human resources is one of the emerging technologies created by the growth of data and information volume. The use of big data has been used in other fields of management, including business and sales as well as industrial management, but it is not well known in the field of human resource management. The idea behind data-driven human resources is to help the human resources managers make smarter decisions regarding the organization and activities in the field of human resources and play the role of a strategic partner. Nevertheless, despite its importance and necessity in the field of human resources management, practical insight and its results have not been used that much. One of the most important reasons is the lack of a proper roadmap and methodology for designing and implementing its analysis. Thus, the purpose of this research is to provide a roadmap for designing and implementing analysis in the field of human resource management.

In line with this goal, this research has been done using a Meta-synthesis qualitative method. The data collection tool in the present study is past documents in this field, which generally includes 60 articles. The method of data analysis is based on open coding.

The results indicate that the roadmap for analysis in the field of human resource management includes three layers of infrastructure, processes and goals. Infrastructure layer includes technical and operational factors, human capital factors, managerial and leadership factors and organizational and structural factors; The process layer includes three main categories of support activities, core activities and evaluation and development activities; and the objective layer includes decision-making, creating value for human resource, improving organizational performance, maintaining and promoting human capital, and predicting job and behavioral attitudes.

The presented road map can be used as a practical guide and executive action for the managers and professionals in the field of organizational human resources so that they can identify the necessity of examining the massive amount of data in this field and discover practical insight, work methods, and executive actions from excellent results and use it prominently in all actions and activities in the field of human resources.

The present research aims to design a model for the political intelligence of the managers of governmental companies in terms of the effective governance model. This is an applied study with respect to its objective, and a mixed study with respect to its method. In the qualitative part, the statistical population includes 15 experts; that is, senior managers of the governmental section, and in the quantitative part, it includes the managers and employees of governmental organizations. Of these, a sample of 384 individuals was selected. The main tool for data collection in the qualitative part is semi-structured interview, and the in the quantitative part is the researcher-made questionnaire. The validity of the questionnaire was confirmed through the content validation method. To assess the reliability of the questionnaire, Cronbach’s alpha coefficient was calculated. The hypotheses were tested with the technique of partial least squares and the PLS software. The results of the qualitative analysis includes 15 themes: language games, stress management, practical knowledge, organizational changes, having a political character, manipulation of feelings, human resources, explicit truthfulness, entrepreneurship, power dynamics, manipulation of information, social games, economic factors, policies and laws, and organizational culture. In accordance with the obtained results, the themes were put on 8 levels. Then, 15 hypotheses were put forward, which were analyzed and then confirmed by drawing on structural equations.

Expounding organizational integrity and its basic element in Iranian public organizations, this research aims to clarify the concept of organizational integrity through presenting a model. Considering the essence of the research, mixed research method is used. In this research, many theories and models in the field of organizational integrity have been examined. These models are expressed from the study of 217 researches and the selection of 63 articles and books.Effective factors on organizational integrity are determined using theoretical bases, interviews and questionnaires as well as required quality and quantity analyses and then the research findings are briefed through which the questions set out in the first chapter will be answered. Statistical computer program, Smart PLS3, is used to survey the questions and to process the research method and also to analyze data. And, structural equation modeling (SEM) is also used to survey and rate the pattern of organizational integrity in public organizations. In the end, findings show that organizational, cultural and managerial factors effect organizational integrity in the public sector.

Public service motivation is more of a technical term that is not known to researchers who are not familiar with public administration; Therefore, more care should be taken in conveying its concepts (Bozman and Su, 2015: 703). Perry and Wise (1996) considered public service motivation as a kind of individual tendency and desire to realize motives that are unique to public institutions and organizations. Based on this, public service motivation as an altruistic motivation has a positive effect on people's performance and is a type of individual behavior that ultimately leads to serving the society and its individuals (Anderson and Cerizlo, 2012: 20). Contrary to this point of view, Perry and Handqom (2008) believed that although in popular language, the motivation of public service is used as equivalent to altruism, but these two concepts are different from each other. Public service motivation is a specialized term that means nurturing people who do not participate in public administration, while altruism, from Baston and Shaw's (1991) point of view, is a motivational state whose ultimate goal is to increase people's well-being (Bozeman and Su, 2015: 706).

Urban planning with the aim of increasing citizen vitality and urban vitality at the local and regional level is prone to designing hybrid models in order to comply with the principles of urban planning and modern architecture, as well as to beautify the streets, calm the passages in small local nuclei with vitality and local cohesion and friendly relations between neighbors will arise. Therefore, the main goal of this research was to provide a comprehensive model for the development of social vitality. Because individual and social vitality is one of the main concerns of citizens and even city and government officials, which today's society needs more than in the past. is. For this research, according to the nature of the subject and the planned goals, a meta-composite qualitative method was considered by going through seven steps in a planned process to describe the influencing factors and components in the local vitality of citizens. Since content production was one of the main pillars of this research, a framework for selecting scientific content in different formats was determined, and in this regard, the researcher was able to select 39 articles from the initial number of 234 articles through the screening process and based on keywords purposeful studies to extract the content, analyze and combine it with deep study and search so that the shape of the model is gradually formed and evolved based on the reality of the physical and social space of the neighborhoods of Tehran. The presentation of the findings based on the social vitality development model based on meta composite results, in the three dimensions of urban development and urban planning, social and cultural affairs, relations and citizenship rights, shows the number of 21 components, which with the approach of cognitive functions (physical aesthetics and urban landscape) , sociology, collective psychology) have been designed and arranged. To be an accurate and practical guide for planning the vitality of citizenship.

Retention of employees is a key and of course challenging issue due to the increasing competition on the recruitment and retention of skillful employees and the heavy costs of employee departure. Employee retention is one of the key parameters for measuring the power of an organization. The purpose of this study was to identify the sources of retention and to employ job embeddedness approach to understand key employee retention mechanisms in the organization.

The study used mixed meta-synthesis method. This exploratory method is used to create and extract a common framework of reference for the results of previous studies in a quantitative and qualitative format. In the study at hand, the seven-stage meta-synthesis method was used. This method involves seven stages, including setting the research question, making a systematic review of texts, searching and selecting proper quantitative and qualitative articles, extracting article information, analysis and synthesis of the quantitative research findings, conducting quality control, and presenting the findings.

The study at hand tried to identify the antecedents of human resource embeddedness. Thus, the factors related to the creation of embeddedness were found. The factors creating embeddedness involve various layers, which were identified as five components, namely personal factors, job factors/ job environment, supportive measures, leadership, and contextual factors.

The factors identified in this study are resources and instruments for the retention of employees and provide an image of the resources available to managers to employ in the entry plans and measures, selection and recruitment of human resources, and investment on the creation of various dimensions of human resource embeddedness model in various parts of the organization in order to retain and develop them.

Despite massive investments in the field of digital human resource management, the failure rate of these projects is high. One of the main reasons for the failure of these projects is the lack of a proper roadmap and methodology for digital human resources. Therefore, the purpose of this study is to provide a roadmap for digital transformation in the field of human resources.

The present study was conducted using a meta-combined method. The data collection tool in the present study is past documents in this field, which generally includes 31 articles. The data analysis method is based on three-step coding.

The results indicate that the roadmap for digital transformation in the field of human resources includes three layers of infrastructure, processes and goals. Infrastructure layer includes: new technical and technological factors, human and cultural factors, managerial factors and organizational factors; The process layer includes three main categories: support activities, core activities and evaluation and development activities, and the objective layer includes: digital staff, digital work environment, strategic integration, improving staff experience, improving time, cost and quality of human resource services.

Nudge management brings exciting and new opportunities to improve employee productivity through focus and organizational improvement. Among the benefits of nudge management is that employees do not have to make extensive changes to their work habits and need very little public funding, it is optional, and it is always possible to avoid it. The philosophy of this interpretive study is its qualitative approach, and its strategy is grounded theory based on the emerging approach. The population was the nurses of Kerman hospitals, 15 of whom were selected using a purposeful sampling method until reaching theoretical saturation. The research tool was a semi-structured interview. Data analysis was carried out in MAXQDA 2020 quality analysis software. Ultimately, the final model of the study was presented based on Glaser's six C's family approach. The relevant model refers to the causes, correlation factors, mediating factors, requirements and the results of the axial category of the study. Finally, by presenting the nudge management model, the study provided the necessary ground for understanding and recognizing this concept and its proper application in health organizations.

The aim of this research is to discover and understand the behavioral model of strategic decision-making in Howza’ organizations. This study is developmental in terms of its purpose and is considered field study in terms of data collection method. The statistical population of this research is the Howza’ organizations of Iran, out of which 6 organizations were studied. In this study, the strategy of database theory was used to build the theory. After analyzing 30 interviews with managers of Howza organizations’ experts, 292 primary codes, 231 secondary codes, 89 concepts, 26 subcategories and 6 main categories were obtained. Finally, “strategic decision-making” was identified as a central phenomenon and became the axis of the paradigmatic model. In the assessed paradigm model, “organizational antecedents and drivers” as causal conditions, “Howza’ organizational culture” as actions and interactions (strategies), “intra-organizational factors” as intervening conditions, and “extra-organizational factors” as context conditions which cause strategic consequences. The strategic consequences include the categories of jihadi management, centralized management, the need to pay attention to strategy implementation and the need to pay attention to strategic control, which requires changing the pattern and type of behavior aimed at strategic decision-making in some circumstances by top managers of the organization.