yasaman modaresi

Employees are the most important and valuable capital of any organization. The experience of the employee affects the attitude and behavior of the employees; It is evident that the excellent employee experience of people has a significant impact on the success of their organization. With the advent of digital transformation, the employee experience has also changed and the digital experience of the employee has entered the field of presence. The impressive importance of the employee's digital experience on the overall performance of people and as a result the fate of the organization has created the need to identify the components that form the employee's digital experience. The current research was conducted with the aim of identifying these components and with a two-stage qualitative method. In the first stage, by using the theme analysis of selected researches in the field of the subject under study, the main and secondary themes were identified and the initial model was presented. Then, in order to confirm as well as correct and complete the identified components, an interview was conducted with 12 experts in the field of digital transformation and human resources of the municipality of Semnan Province, who were selected by a judgmental purposeful sampling method. In the interviews section, the qualitative method of interpretative phenomenology was used. The research findings include the identification of 8 main themes and 86 sub-themes in the field of employee digital experience.

The spread of new ways of doing work, including remote work, is one of the emerging phenomena at the same time as the information age, which has had a significant impact on people's work and family life. In this research, remote work challenges have been identified and categorized. The present research method is qualitative and interpretive phenomenological method is used. To identify the challenges, first by reviewing the literature, interview questions were prepared and then 12 interviews were conducted with the employees of a private company in Tehran. The sampling method used in this research is a purposeful judgment. The results of the research showed that the challenges of telecommuting from the employees' point of view and according to their experiences include occupational, organizational, individual, social, economic and environmental factors. According to the findings of the research, it is obligatory for the managers to pay attention to establishing the necessary conditions before implementing the telework plan and to develop the telework plan by continuously surveying the employees and checking their level of satisfaction and success during telework.

The aim of the research:

 considering the growing importance of digital transformation and its necessity for the survival and success of organizations, the present research aims to provide a model of the soft components of digital transformation using the network of themes resulting from theme analysis and then leveling the resulting themes. Thematic analysis was done using the quantitative method of interpretative structural modeling.

This research was conducted using a mixed qualitative-quantitative exploratory method. In the qualitative part, the theme analysis method and MAXQDA software were used, and overarching themes, organizing themes, and basic themes were identified, and then the resulting theme network was drawn. Excel software was used for ISM analysis and the components were leveled and a conceptual framework was obtained. Semi-structured interview tool and researcher-made questionnaire based on the content analysis of the interviews were used to collect information. In the qualitative section, 14 experts from the Ministry of Communications and Information Technology in the field of digital transformation were selected for interviews with a purposeful and judgmental sampling method. In the quantitative part of the research, 30 expert professors in the field of management and digital transformation were selected by purposeful and judgmental sampling.

After analyzing the data in the qualitative section, 184 basic themes were identified in the form of 44 organizing themes and 6 comprehensive themes including organization manager, digital leader, culture, digital strategy, digital innovation and human capital. Then, by using the quantitative method of interpretive structural modeling, comprehensive themes were leveled and the final model of digital transformation was obtained. The findings of the research showed that digital strategy as an underlying component of soft digital transformation requires a lot of attention and the components of culture, organization manager, digital leader and digital innovation as linked variables are considered the most important components of soft digital transformation. Finally, the human capital component was placed as a dependent variable that is affected by other components.

Since the digital transformation consists of two parts, hard and soft, and the current research aims to identify the components of the soft part of this transformation, and according to the findings of this research, the managers of organizations should be familiar with and understand the components of this transformation. The soft parts of digital transformation in their organizations, which is specific to the soft part of digital transformation, should create and promote the necessary technical and non-technical platform for this tremendous transformation in their organization and avoid paying attention only to the hard part of digital transformation, because neglecting the soft part Digital transformation will lead to the failure of this transformation.

In today's digital world, organizations are looking for changes in appearance, thinking, and performance to remain competitive. Digital transformation is a tremendous transformation that cannot be avoided, and organizations must prepare themselves to face it. This research aims to identify the soft components of digital transformation that are very important and vital and to design the resulting model. The statistical population of this research in the first part was the existing articles in this field, which were selected by purposeful sampling. In the second part, the statistical population was formed by the managers and experts of the Ministry of Communication and Information Technology, and 14 people were selected by the purposeful sampling method and through the snowball method. The tool used in this study was MAXQDA software. First, using the theme analysis of the background of the research, the desired components were extracted and used in the design of semi-structured interview questions. The research findings identified six overarching themes, 44 organizing themes, and 185 basic themes of soft digital transformation, and the resulting network of themes has been drawn. IntroductionOver the past few decades, global industries have faced technological changes that, in addition to creating opportunities such as greater flexibility, reactivity, and product customization, have created various challenges such as change. Fast technology has also increased complexity and changed customer expectations and legal requirements (Rachinger et al., 2018). Digital transformation injects digital technology into all aspects of an organization, including its business processes and culture (Techbeacon, 2020). Transformation in the digital age is not related to technology alone and is more related to organizational agility. This means that organizational culture plays a fundamental role in the digital transformation of businesses (Shirazi et al., 2021). In response to the question of why digital transformation has become a necessity in today's world, it is enough to mention that the implementation of digital transformation can guarantee the organization's survival or, in a better case, stabilize the organization's market share.Moreover, it can increase organizations' market share and profit margin ideally. Therefore, the issue of digital transformation is the issue of survival and life. Digital transformation is of undeniable importance for organizations in today's world. Most of the research carried out in the field of digital transformation has either dealt with the issue of digital transformation in general and especially the hard part of it, which is related to the technology and infrastructure of this transformation, or separately and not in a single research. have examined the soft components of digital transformation; Therefore, there is no comprehensive research that specifically deals with the soft part of digital transformation; The scientific gap felt by the researchers of this research was, and the purpose of the current research is to identify the soft components of digital transformation using the opinions of experts from the Ministry of Communications and Information Technology and the lack of a comprehensive framework for the soft part of digital transformation. Conceptual framework design is the result of them.Research QuestionsWhat are the soft components of digital transformation in the Ministry of Communications and Information Technology?What is the conceptual framework for the soft components of digital transformation using the opinions of experts from the Ministry of Communications and Information Technology?  Literature Review Theoretical foundations of researchDigital transformation: To avoid making a mistake in the definition of digital transformation, we must note that digital transformation should not be considered a magic bean that grows quickly and results beyond expectations in a short period (Shami Zanjani, 2017). In some cases, a superficial understanding of the nature of digital transformation reduces it to technological changes, and the deep processes of activity structure transformation are ignored (Rabinovich et al., 2020). Digital transformation is an endless change and is not similar to projects such as the electronicization an organization's processes Because these projects will end. However, digital transformation is a continuous improvement in the organization's processes, products, and services (Hosseini-Nasab et al., 2021).Soft components of digital transformation: Digital transformation consists of two complex parts (technology, infrastructure, Etc.) and soft (people, culture, Etc.). Digital transformation is not only about the implementation of information technology solutions but it should be seen in a broader context as "organizational change," "cultural transformation," and "moving towards a customer-oriented approach" (Verina. & Titko, 2019). Digitization and digitization are fundamentally related to technology, but digital transformation is not (Bloomberg, 2018). Digital transformation can be defined as a cultural, organizational, and operational change in the organization through the intelligent integration of digital technologies, processes, and competencies step by step in all functions and at every level with a strategic approach (Tonina Yaneva, 2022). Digital transformation does not mean decorating the organization with new technologies. However, digital transformation also includes people and culture, and neglecting them causes digital transformation not to be appropriately implemented and its benefits. It will not be given to organizations (Rislana Kanya, 2020). Therefore, the soft part of digital transformation includes everything related to humans. The degree of success of companies in recognizing and considering the influence of culture determines whether cultural factors act as supporting or opposing forces for the organization's digital transformation (Tuukkanen et al., 2022). Empirical foundations of researchMuch research has been conducted in the field of digital transformation. The subject of the present research, which is to identify the soft components of digital transformation and present the model resulting from them, has been investigated and analyzed, such as the research done by Shirazi et al. (2021), with the title of presenting a roadmap for the implementation of the organizational culture required for digital transformation with a hybrid approach, the findings of the research showed that the roadmap for implementing the organizational culture for digital transformation includes three layers of infrastructure. It includes four primary categories, the layer of cultural processes includes three main categories, and the layer of goals includes six main categories. The research conducted by Konopik et al. (2022), titled Mastering Digital Transformation through Organizational Capabilities: A Conceptual Framework. This research led to organizational identifications for digital transformation, including strategy and ecosystem, innovation thinking, digital transformation technologies, data, operations, organizational design, and digital transformation leadership.MethodologyIn terms of its purpose, this research is considered a developmental-applied type of study. It was conducted with the qualitative thematic analysis method in both parts of the analysis (research background and interview). The software used in this research was MAXQDA2020. The statistical population of this research is divided into two parts. At first, the studies and research conducted around the research subject were collected and examined. The statistical population of the interview section of the research consisted of managers, experts, and employees of the Ministry of Communications and Information Technology of Iran who were familiar with the field of digital transformation. Sampling in both sections was purposeful and judgmental. ResultsThe results of the theme analysis of the investigated research, based on the frequency of the codes, showed that the resulting soft digital transformation model consists of 4 comprehensive themes of culture, organization manager, digital leader, and skills, 21 organizing themes, and 116 basic themes. In the analysis of the theme of the background of the research, four overarching themes were identified with the names of the organization manager, digital leadership, culture, and skills, along with their organizing and basic themes. In the theme analysis section of the interviews, the results included 185 basic themes, 44 organizing themes, and six comprehensive themes, including culture, organizational manager, digital leader, human capital, digital innovation, and digital strategy.. DiscussionBy comparing the theme analysis in two parts (research background and interview with experts), it can be seen that in the interview with experts, the overarching themes of organization manager, digital leadership, and culture remained unchanged, and only the themes of the organizer and their base had changed; The overarching theme of skills was removed and replaced by the overarching theme of human capital, and finally, the overarching themes of digital innovation and digital strategy were added. ConclusionDigital transformation is not only buying new digital technologies and equipping the organization with them; digital transformation means the organization's complete transformation. In this process, they must change from the organization's thinking to the duties of individual employees. Digital transformation is not an isolated effort but a set of actions that must be appropriately managed and coordinated. One of the most important influencing parameters in the success of digital transformation is digital culture. The degree of success of companies in recognizing and considering the influence of culture determines whether cultural factors act as supporting or opposing forces for the organization's digital transformation.Along with the importance of digital culture for organizations that seek to achieve digital transformation, it is very important to pay attention to human capital. The key element in the success of digital transformation is the people who lead, accept, and implement this transformation, that is, the organization's human capital (Haydn Shaughnessy, 2018). How to carry out digital transformation is one of the challenging tasks of senior management of organizations (Mahmood et al., 2019). The turbulent and constantly changing digital environment forces managers to adopt decisions and strategies significantly faster than necessary (Nadkarni & Prügl, 2020). Several studies have also defined digital leadership as a critical skill that leaders must possess to carry out digital transformation. Digital leadership is a fast-paced, collaborative, and team-oriented approach with a strong focus on innovation, where a digital leader can use new methods and tools to solve complex problems and maintain business continuity (Oberer & Erkollar, 2018). The starting point of digital transformation is a digital business strategy that aims to create differential value using digital resources in composition and implementation (Goerzig & Bauernhansl, 2018). Therefore, digital transformation is driven by strategy, not technology (Bumann & Peter, 2019). Today's competitive world is a world of innovations that have come into existence with the help of new digital technologies. Digital transformation requires a change of focus and includes innovation in technology and modification of institutional culture to ensure the evolution of digital transformation (Abad-Segura et al., 2020). For highly digital organizations, understanding and managing digital innovations is of particular importance.

Today, the digital revolution has fundamentally changed the nature of work, organizational boundaries, and the responsibilities of employees of organizations. Digital transformation is the right answer to a world full of change, ambiguity, and uncertainty; Accordingly, the organizations are required to be equipped with digital transformation to keep staying in the field of competition. Since digital transformation is not only related to new digital technologies and is more dependent on human beings, which is called the soft part of digital transformation, managers should be familiar with the soft components of digital transformation, which are necessary for the implementation of a great digital transformation and apply them in their organizations. Thus, the aim of the current research is to identify the soft components of digital transformation, and then design a conceptual framework to explain them.

This research was qualitative conducted using thematic analysis. The research source of information was made up of databases and qualified international journals in this field, and 43 participants related to the subject under study were selected using the purposeful sampling method.

During the process of analyzing, interpreting, and synthesizing the findings, the conceptual framework resulting from the soft components of digital transformation includes the comprehensive theme of culture with 12 organizing themes and 50 basic themes; The comprehensive theme of skills has 4 organizing themes and 31 basic themes; Also, the overarching theme of the organization manager has 3 organizing themes and 24 basic themes, and finally the inclusive theme of digital leadership has 2 organizing themes and 12 basic themes.

The identified soft components of digital transformation indicate that for success in digital transformation, organizations rely on the management of the organization as the one who steers the ship of the organization, and it is also the digital leader who inspires the passion for digital transformation. It creates in people and becomes the pioneer and driver of this transformation in the organization, and by creating a suitable culture, it paves the way for digital transformation. All of these factors are fruitful along with people and their skills; Therefore, an organization that is equipped with all these soft components can claim success in the field of digital transformation.

Along with the progress of science and the emergence of new digital technologies, which has led to a huge transformation called digital transformation; People are known as the most important competitive advantage of organizations in today's turbulent environment, and the need to pay attention to the soft part of digital transformation that surrounds people has become necessary. The purpose of this research is to achieve a better understanding of digital soft transformation, identify its components, and finally present a model in the organizations under the Ministry of Communications and Information Technology using the interpretive structural modeling technique. Based on literature reviews and interviews with managers and experts in the Ministry of Communications and Information Technology, six soft components of digital transformation were identified and then classified into four levels using interpretative structural modeling. In the following, after determining the levels of each of the components and also considering the final achievement matrix, the final interpretive structural model was drawn. The results showed that components such as digital strategy and digital innovation are more effective than other components, and digital skill-building is the most effective component, as well as digital leadership components, organizational governance capabilities, and digital culture-creation, in the third level of this model is located and interacts with each other.

Leading research was conducted with the aim of systematic study and presenting a comprehensive model of theoretical models and research conducted in the field of succession breeding and using the opinions of experts. The statistical population of this study is the managers, professors and staff of public universities in Semnan province. The interview lasted until the saturation of 13 people. Also, 58 sources were purposefully selected from 75 reviewed articles. In this article, the themes and management model of succession breeding have been developed using the content analysis method. The results of this study show that succession management can be in the context of prerequisite measures (with three organizing themes and fourteen basic themes), context and contextual factors (with two organizing themes and twelve). Summarized the basic theme) and succession-management management planning (with seven organizing themes and twenty-one basic themes). The most important theme, considering the inclusion of the highest number of codes, was the theme of succession management management planning, and then the context theme and background factors of succession management, and finally the theme of prerequisite management management measures.

The purpose of this study is to explain the effect of bullying in the workplace on organizational silence with respect to the mediating role of psychological contract violation. This research is applied in terms of purpose and descriptive survey in terms of data collection. The statistical population of this study consists of 385 employees of Fatemieh and Bahar hospitals in Shahroud city, of which 193 people were selected as a statistical sample. The data of this study were collected through standard questionnaires and stratified-random method and after confirming the validity and reliability by SPSS and smartpls3 software were analyzed. Findings showed that perceived bullying in the workplace has a significant effect on organizational silence (Y: 0.408; T: 6.349) and violation of employees' psychological contract (Y: 0.699; T: 14.124). The results also showed that the violation of the psychological contract as a mediating variable has a relative and significant role in the effect of perceived bullying in the workplace on organizational silence. In other words, organizational bullying has a significant direct and indirect effect on organizational silence.