نشریه مطالعات مدیریت دولتی ایران
سال پنجم شماره 4 (پیاپی 18، زمستان 1401)

The rapid development of intelligence technologies has expanded the technological capabilities of the government, but the application of these technologies in various fields of special government functions has accelerated tremendously. Undoubtedly, the process of statesmanship (governance, management, and operations) based on artificial intelligence technologies is the inevitable necessity of the current era and will be the most important mechanism for the leading and administration of the country and society in the not-so-distant future. Artificial intelligence and related technologies can greatly affect the quality, speed and timeliness of governance, management, and executive operations and bring huge outcomes to the country. In this article, I want to review some of these outcomes.

Knowledge and power are two sides of the same coin, which the phrase “the Knowledge, the Power” evokes it, but does this understanding mean more knowledge? Or it means distinguishing what we should know and what we should not know. It is simpler that “sometimes we know that it is better not to know”. Therefore, we reject knowledge. This phenomenon is called “knowledge ignorance”. This study seeks to understand and discover its dimensions from the point of view of senior managers in public sector. The lived experience of researchers along with senior managers in different organizations is the origin of this study. The results of this study show that the behavioral strategies of managers indicate that the acquisition of knowledge is not power in itself; but on the opposite front, ignorance and lack of transparency compete with knowledge. The current study is a qualitative research that was conducted using the Q-research method. Qualitative data in this study are derived from in-depth interviews with 16 senior managers in the public sector. The findings indicate that due to organizational, environmental and personal reasons, managers sometimes “deliberately and consciously” ignore knowledge and "ignore" when faced with evidence that contradicts their beliefs.

Although the theory of innovation ecosystems is well structured and developed in the field of technology and in a sense in basic sciences and engineering, it is not shaped in humanities and social sciences and soft technologies. Perhaps because researchers in the field of innovation studies have always looked at the concept of “innovation” with an economic mindset. This economic approach is the beginning of the formation of the “instrumental value” discourse in the valuation of humanities and social science researches, which started as a rationale for getting financial support and began to expand. The spread of this discourse and the comparison of the research results of these sciences with the basic and engineering sciences by the same evaluation criteria have caused many challenges and harms among the activists in the field of humanities and social sciences and has led to the creation of a discouraging atmosphere and their isolation. In contrast to this discourse, humanities and social science researchers believe that the work they do has an “intrinsic value” in contrast to "instrumental value" in which the economy cannot play a role. This confrontation creates serious strategic differences in the justification and logic of investing in the activities and researches of humanities and social sciences. In this article, while reviewing the views proposed about the “value” of humanities and social sciences research in innovation ecosystems, a model is proposed to show the channels of participation of these sciences in innovation ecosystems. This model can be a solution for the compromise of critics of instrumentalism in front of economists and make the way forward for financing humanities and social sciences research smoother. Finally, implications for policy making in the field of financing each of the channels of humanities and social science research participation in innovation ecosystems have been stated.

The sustainable development in public organizations has become a principle in the framework of today's organizations. The purpose of this article is to present a causal model to investigate the antecedents of sustainable development of public organizations. The approach used for data analysis and conclusion is intuitive fuzzy cognitive map. In this article, in the first stage, an attempt was made to create a causal model for the antecedents extracted from the literature and interviews with 15 experts of public organizations in Kerman city. In the second stage, by creating a scenario for two external antecedents “attention of stakeholders” and “Expectations for greater transparency” were observed, which changes have significant effects on increasing investment for infrastructure development, paying attention to clients in providing services, approving and complying with regulations, and the requirement to minimize environmental impacts. On the other hand, in this article, it has been tried to determine which antecedent for sustainable development has the most and the least influence. Based on the results, “increasing social awareness” has the most influence and “company culture” as an antecedent that can be considered with It is the highest degree of centrality.

The transformation and reform of the administrative system, which is carried out with the aim of adapting the roles, capacities, and capabilities of the administrative system, is a vital matter, so that the second plan of the road map for the reform of the administrative system of Iran has been compiled in line with this need, and it emphasizes administrative smartness to facilitate the provision of services to the people. Therefore, this research was formed with the aim of identifying the requirements of creating a smart organization and presenting a model for it. The nature of the research is exploratory, which was carried out under the umbrella of interpretive paradigm, using the grounded theory methodology. The statistical population of the research was university experts who were aware of organization and management issues, who were selected using the purposeful sampling method. Based on the rule of theoretical saturation and in order to collect the required data, seventeen in-depth and semi-structured interviews were conducted with them. The data obtained from the interviews were analyzed using the content analysis technique in the MaxQDA software in three stages of open, axial, and selective coding. Finally, 54 concepts and 19 categories were extracted from the analysis of the interviews, which formed the causal, contextual, intervening factors, strategies, and consequences of the research model. The robustness of the research was confirmed by the four criteria of validity, transferability, reliability, and verifiability.

Paying attention to the proper provision of human resources services is considered one of the most important issues of today's organizations due to its direct relationship with people's performance. Providing human resource services over the past years, while being a part of laborious, intensive, uncoordinated, time-consuming, and costly activities in organizations, has not been designed according to the needs of different groups. This field has undergone fundamental changes with the introduction of information technology and capabilities such as agility, integration and effectiveness. The purpose of this article is to provide a meta-model for it in the context of information technology by reviewing and reviewing the previous frameworks and models of providing human resources services. The research methodology is systematic review based on qualitative meta-modeling. The research population is all the articles published in reputable journals as well as the business models presented in this field in the period of 1989-2020. In the first stage, based on Ahranjani's three-pronged model, the topics that were mentioned in the reviewed researches were identified. After that, the similarities and differences between the presented models were analyzed using the CIPP model and within and cross case analysis. The meta-model presented in this research can help specialists and experts in the field of human resources services to consider the platforms and data necessary for the successful implementation of service delivery in the context of information technology before taking action, and consider the required processes during the implementation, and finally consider the outputs of this action.

Coaching is a conversation with a focus on discovery and action that helps the client's individual or team achieve their desired goals. Therefore, in general, the goal of coaching is to improve a person's current situation. The purpose of this qualitative research is to present a reflective learning model in coaching relationships in the ICT industry. To extract the main components of the reflective learning model in coaching relationships in the ICT industry, semi-structured interviews were used and in-depth interviews were conducted with 18 experts in the coaching field. The population of this study were experts in the field of coaching, and in this study, the participants were selected using the theoretical sampling method using the multiple data base method of Cranholm and Gould Kohl. In this research, 5 categories and 35 concepts were extracted in the inductive coding stage, and then conceptual refinement, model coding (model presentation), theoretical adaptation of the model, experimental validation and evaluation of the theoretical coherence of the model and enrichment of the theory were described. In its core, coaching culture facilitates, motivates and encourages individual and collective learning of people, because without agility in learning and abandoning ineffective previous learning and acquiring new skills, the existing culture will not become a better and more desirable culture. In coaching, people are not given ready solutions or general recommendations. A coaching process puts a person in a situation of action and practice; so that the client can identify his potential with the skills he is learning and use them to overcome problems.