فصلنامه مطالعات راهبردی
سال بیست و ششم شماره 1 (پیاپی 99، بهار 1402)

This paper explores the duties and powers of the leader in Iran’s political system from the perspective of Ayatollah Khamenei, Iran’s Supreme Leader. In this regard, the leader’s responsibilities and powers can be classified into three areas: 1) guidance; 2) supervision; and 3) support. It is important to note that the leader does not have executive responsibility except in the armed forces. His primary function is to provide “guidance”, which is primarily reflected in the system’s macro policy-making. The leader’s powers are not unlimited and must conform to the constitution, laws passed by the parliament, and government approvals. Additionally, he must adhere to religious and Sharia frameworks. For this study, data was gathered through library and documentary research techniques. The data were subsequently analyzed using the Thematic Analysis method with the help of MAXQDA software.

This study aims to develop a functional model of the Supreme National Security Council (SNSC/SHOAM) in the national security governance of the Islamic Republic of Iran. The authors have attempted to represent and prioritize the dimensions, components, and effectiveness criteria of the council. A combined approach and factor analysis method was used to construct the model. Research data was collected through documentary-comparative techniques, expert interviews, and questionnaires. The research findings reveal a functional model with 46 criteria, which are prioritized into the following seven components: policy-making, rule-making, overseeing, arbitrating, coordinating, managing crisis, and supporting. These seven components fall under the three functions mentioned in the constitution, namely “policy determination”, “affairs coordination”, and “threat counteraction”.

Drawing on social movement research, this paper presents two main ideas. Firstly, it argues that we are currently in the dormant phase of the 2022-2023 unrest, rather than its end. It explains the concept and functions of a movement’s dormant phase, with a focus on the views of Alberto Melucci. Secondly, using Joseph R. Gusfield’s conceptual-theoretical distinction between linear and fluid movements, it demonstrates that: 1) studying social movements in contemporary Iran is more effective when approached from a fluid perspective, and 2) the key characteristic of this protest movement's dormant phase is its shift from linear to fluid elements. In conclusion, it offers strategic considerations for wisely and effectively dealing with this situation.

This paper examines the function of research institutions in intelligence agencies in the era of globalization and attempts to answer the primary question: "What is the optimal structure for research institutions in intelligence agencies?" Using an exploratory approach and the Delphi method, the views of seven senior research managers active in the research subject were examined in two phases. The changes made in intelligence agencies that lead to changes in the role and function of research institutions were also taken into consideration. The paper concludes that considering the changes and developments in intelligence agencies, a "process-oriented" structure is appropriate for their institutions, including "research," "corporate," and "cultural" types. Research institutions are distinguished from affiliated companies and cultural institutions specifically and from a functional point of view. They should be centrally managed with four functions of "knowledge management," "solving operational knowledge-based issues," "producing science and discourse," and "transferring classical knowledge into the intelligence system."

Intelligence organizations, with their expertise and experience in clandestine and covert actions, are a crucial channel for establishing secret diplomacy between countries. This helps guide and reassure politicians and diplomats. The goal of secret diplomacy is to assess the true intentions of other countries and create a conducive environment for establishing official diplomatic relations and future cooperation. Understanding the real intentions of the other parties, particularly their reliability, is a key application of secret diplomacy. This links intelligence and diplomacy together, based on the necessity of measuring reliability, without the intelligence agency monopolizing this task. However, the primary research question is: what is the relationship between intelligence and diplomacy, and how and when does secret diplomacy promote cooperation and trust between competitors? The hypothesis is that intelligence and diplomacy have a two-way and mutual relationship and intelligence-security organizations play a role in interacting with the diplomatic apparatus through secret diplomacy to discover the real intentions of the negotiating party/parties. The results indicate that the continuation of secret cooperation depends on the long-term interests of cooperation outweighing the benefits of intelligence disclosure. The research method is descriptive-explanatory in nature and employs a qualitative methodology based on the type of data. Data collection techniques include library research, internet research, objective observations, and field studies.

This paper is a comparative study of the Police Intelligence Organizations of Iran and Turkey. It is an applied study that utilized a qualitative approach and content analysis method. The library research section considered documents from the last ten years of the police intelligence organizations of both countries. Participants in the field section included deputy heads and heads of departments knowledgeable about the subject in Iran’s Police Intelligence Organization, Iran’s Interpol, Iran’s Anti-Narcotics Police, and Iranian liaison officers in Turkey. The comparison of documents from the two organizations was targeted and based on structure, content, and context using a three-pronged model. The data analysis method was a content analysis of documents and interviews. The results show that the police intelligence organizations of Iran and Turkey share commonalities in their hierarchy of authority, actions, and goals. However, differences can be observed in their formality, specialization, division of work, complexity, concentration, professionalism, technology use, environment, strategy, organizational culture, growth, and maturity. The findings also suggest that by recognizing and addressing its weaknesses - primarily related to a shortage of manpower and technology - and by reinforcing its spirit of belief, Iran's police intelligence organization can achieve significant success.