security-intelligence organizations

Organizational resilience as an effective component, besides contributing to the successful performance of the organization; in critical situations of various organizations, including intelligence-security apparatuses, enables them to manage assigned missions and related challenges. Therefore, the main goal of this research is to identify effective structural factors in improving the organizational resilience of the employees of intelligence society. The current research is of qualitative type and mixed method (contextual case, exploratory), which is intended to achieve the final goal after combining the collected data with the field findings and investigating them. In this research, the views of 10 elite experts in the organizational field were combined with the results obtained from a field survey of 192 people from the statistical population of the employees of intelligence society, and using the descriptive method, the factors were ranked by the Friedman test. Despite  the problems such as the location of the research environment in the field of an intelligence-security apparatus and the limitations associated with this issue, the final result shows the effectiveness of the factors of correct and efficient selection, mutual commitment (common loyalty of the individual and the organization to each other), efficient and effective reward system (punishment and encouragement), and efficient organizational structure (in the structural dimension), in promoting the organizational resilience of the employees of intelligence-security collections.

The purpose of this study was to identify the challenges and necessities of revolutionary management in security intelligence organizations. To this end, in this research, on the one hand, the aim of this research has been to base on the basis of the dichotomy (structural, behavioral, and ground), while identifying the challenges of revolutionary management in these organizations, and on the other hand, the necessities of realizing revolutionary management in four dimensions of managerial, human and structural approaches were identified.

The present study is based on a descriptive survey. In terms of collecting information, of field research used for collecting statistics and information. The statistical population of this study was 30 experts from security intelligence organizations. Two questionnaires were used to collect data. The validity of the questionnaire was confirmed by experts and professors. The reliability of the questionnaires was obtained based on Cronbach's alpha of 0.839. In this research, t-test, binomial test, and Friedman test were used for ranking and determining the importance of dimensions and indicators in two parts of the challenges and necessities. The statistical population of the research is security intelligence organizations.

The results showed that the factors of the Behavioral component 2.40 and structural 2.08 are very important and should be properly managed and not a factor in the implementation of revolutionary management in the studied organization and in the section of the necessities of the implementation of revolutionary management. Also, the requirements of approach 2.98, human resources 2.33 and management 2.15 have priority, respectively, and the role of the structure of the necessity of implementing revolutionary management is insignificant. At the end, there are suggestions and solutions to achieve revolutionary management in security intelligence organizations.