فصلنامه مدیریت دولتی
پیاپی 55 (پاییز 1402)

In recent years, the concept of smart governance has gained prominence as a means to institutionalize civil society. Understanding the factors influencing smart governance is crucial for guiding smart government projects. The principles of smart governance aim to satisfy all elements of society, particularly in the face of population growth and increasing crises, motivating leaders and statesmen to embrace intelligence across all facets of society. Therefore, striving for smart urban governance is essential to mitigate and address municipal challenges effectively. Existing research has laid the foundation for developing smart cities and smart governance, but traditional governance often lacks access to sufficient information and data. Despite the availability of this information and data, there is a need to further explore how to utilize and benefit from them. This underscores the necessity for more extensive research in this field.

This research adopts a qualitative approach, utilizing the seven-step meta-synthesis method developed by Sandelowski and Barroso. It comprehensively reviews sources related to smart governance and its associated factors, including 1,470 articles, books, and theses from reliable domestic and international sources published between 1390-1401 solar (2010-2022).

An examination of the existing literature on smart city governance reveals that while numerous studies have been conducted, only partial dimensions and indicators of smart city governance have been addressed. No previous research has comprehensively examined all dimensions and categories of smart city governance together. This study systematically analyzes both domestic research from 1390 to 1401 and foreign research from 2010 to 2022 in order to identify the dimensions and indicators of smart urban governance. Effective components in urban governance were identified and categorized as intelligent. Following a systematic review with a meta-synthesis approach, four optional codes (social, economic, cultural, and political) and 10 core codes (service management, productivity, management and organization, leadership, legislation, support and advocacy, governance quality, participation, education, and information technology infrastructures) were extracted.

The majority of studies focus on electronic service management, information technology infrastructure, and electronic legislation, while fewer studies address the quality of electronic governance. To ensure reliability and quality control, the Kappa method was employed, resulting in an excellent level of agreement for the factors of intelligent governance. Evaluating the progress of executive actions and sub-categories related to government for the establishment of smart governance necessitates comprehensive components and sub-components for assessment. By presenting an evaluation model of smart governance, including dimensions and categories, government-affiliated departments can enhance the effectiveness of their measures and identify areas for improvement. The integrated model of smart governance, synthesized through a meta-synthesis approach, enables governments to assess the performance of their affiliated departments while ensuring progress in establishing smart governance.

National human resource development is a vital approach within the broader concept of human resources development. It aims to enhance the knowledge and skills necessary for economic, social, and political growth, providing opportunities to create a better society for its citizens. Research in this field has often approached this concept in a fragmented manner. The present study seeks to construct an integrated and coherent model in this domain.

A qualitative approach based on meta-study principles was employed. Meta-study is a systematic method for collecting and analyzing qualitative research findings, emphasizing interpretation over data reduction. The review and selection of primary research for this meta-study were conducted using the structural literature review method. The meta-study encompassed four stages, including meta-method analysis, meta-theory analysis, meta-data analysis, and meta-synthesis analysis. Following data extraction, meta-method analysis was employed to review and evaluate the research designs and methods used in the field studies, assessing their impact on study findings and outcomes. An integrative approach was employed to develop a novel theory for national human resource development. Meta-data analysis was performed using Clark and Brown's six-stage thematic analysis, and the meta-synthesis process linked interpretations obtained from meta-analysis, meta-data, and meta-theories.

This meta-study aimed to identify the factors influencing national human resource development, including the national capacities required for its development, interventions to enhance national human resources, and the consequences of such development.

The key findings from primary research reports have been synthesized into an integrated and coherent model. This research contributes a model to the field of national human resource development, which suggests that both meta-national and national factors impact a country's national human resource development capacities. The development of national human resources necessitates financial, industrial, and educational capabilities. Interventions in national human resource development depend on these capacities and include policy-making, legislation, planning, and action at various stages of citizens' lives. Effective population management is a prerequisite for addressing other intervention areas. Specific intervention areas for each life stage have been identified. Finally, outcomes of national human resource development are categorized into three dimensions: outputs, outcomes, and effects.

This research aimed to identify and prioritize psychological factors influencing human resources processes at the preliminary level of the 34000 human resources model. These processes encompass macro and detailed organizational structure design, job analysis and job grading, as well as human resource planning, recruitment, and employee grading.

The research employed a mixed exploratory approach. In the initial stage, a systematic review was conducted to gather qualitative data. Subsequently, a combination of Delphi and fuzzy DEMATEL techniques was employed in the second stage to collect quantitative data. The study's population consisted of all middle and senior managers in an industrial company located in Razavi Khorasan province in 2022. Fourteen of these managers were selected using purposive non-probability sampling. The research instruments included an 18-question Delphi questionnaire to identify psychological factors affecting the preliminary level processes (macro and detailed organizational structure design = 7 questions; job analysis and job grading = 5 questions; human resource planning, recruitment, and employee grading = 6 questions). Additionally, a 16-question fuzzy DEMATEL questionnaire was used to prioritize the psychological factors identified in the third stage of the Delphi process (macro and detailed organizational structure design = 7 questions; job analysis and job grading = 4 questions; human resource planning, recruitment, and employee grading = 5 questions). These questionnaires were designed by the researcher based on the results of the systematic review. Data obtained from the Delphi questionnaire were analyzed using the central index of the mean and the percentage of consensus. The fuzzy DEMATEL method was employed to identify the most influential and influenced psychological factors, with data analysis conducted in Excel software (Excel 2019).

Based on the results of a systematic review of 40 articles published between 2010 and 2022, as well as the outcomes of the third stage of the Delphi questionnaire and the fuzzy DEMATEL questionnaire, the most critical psychological factors affecting the macro and detailed organizational structure design process, in order of importance, included trust in top management, interpersonal trust, perceived organizational justice, perceived organizational support, transformational leadership, job independence, and top management support. The results also indicated that individual growth and development opportunities, the learning climate, interpersonal trust, and transformational leadership were the most influential psychological factors in enhancing the job analysis and job grading process, respectively. Finally, the research findings revealed that psychological factors influencing the human resource planning, recruitment, and employee grading process comprised person-job fit, job identity, perceived organizational justice, organizational reputation, and job meaningfulness.

In conclusion, this research underscores that, alongside the need for physical and organizational structures to facilitate human resources processes, the psychological climate within an organization must also be conducive for the effective execution of these processes. Therefore, organizations seeking to implement the HR 34000 model should consider the psychological factors identified in this study to ensure the model's effectiveness in their implementation efforts

This systematic study aims to analyze qualitative research related to the use of Artificial Intelligence (AI) systems in urban management. The study seeks to achieve a comprehensive understanding of the current state of AI policy experiences in cities. By systematically reviewing and synthesizing prior findings in this domain, this research aims to contribute to the development of more effective policies for the responsible and efficient use of AI in urban management.

In this study, a meta synthesis approach was employed, relying on the seven-step framework proposed by Sandelowski and Barroso (2007). Thematic analysis was used as the tool for qualitative data analysis. To assess research quality, inter-coder agreement, provision of coded text samples, reporting of research process steps, and iterative reviewer discussions were utilized.

Relevant articles were identified and analyzed. The findings from the coding process were categorized twice, first within a contextual framework following PESTLE’s analysis, and secondly into 27 proposed thematic categories. Furthermore, three dimensions of sustainability (data-driven, algorithmic, and ethical) in AI systems relevant to urban management were identified.

As a final outcome of this research, we propose a metaphorical framework called the "AI Policy Staircase for Cities." This framework comprises five steps: World view, Sociey, Legal system, Urban Governance, and Technology Management. Researchers of this metaphorical framework take a cross-disciplinary approach to prioritize among these five high-level concepts and introduce key dimensions within each, providing guidance to stakeholders involved in AI policy-making for urban management.

Nowadays, many organizations in the real world have come to the conclusion that the implementation of Business Process Management (BPM) systems has led most of them towards formal structures. In fact, it has reduced their ability to respond effectively and be agile in the face of changes, especially in complex systems, and has even disrupted its implementation. In this regard, the primary aim of this research is to present a framework for agile management of organizational processes by drawing upon concepts from the theory of "Complex Adaptive Systems" within the organization.

To achieve the mentioned objective, the research took the following steps: In the first step, 18 experts were interviewed to identify the effective components in the framework of agile organizational process management. This was done to enhance adaptability and agility within the organizational process management system. In the second step, the Interpretive Structural Modeling (ISM) approach was used to explain the systemic connections of agile organizational process management.

Following the analysis of the interview data and the extraction of primary codes in the first step, the data were categorized into four overarching themes: (1) preparation and basic infrastructure, (2) responsiveness, (3) learning and growth of performance indicators. These themes exhibited a reliability coefficient of 77.7. The subsequent stratification of structural equations and intra-system communication revealed the proposed framework's constituent components. Preparation included factors such as fostering an appropriate culture, process governance, competent human resources, technological infrastructure, and organizational structure. Accountability-related factors encompassed strategy development based on improvisation, creative sustainability, dynamic adaptation, and process leadership. Learning components comprised organizational learning and environmental understanding. Finally, growth and improvement of performance indicators encompassed both quantitative and qualitative metrics. According to the ISM conceptual framework, these variables were organized into four hierarchical levels.

The research findings underscore the critical role of information technology infrastructure in enhancing the agility of business process management. This component emerged as the most vital element and was positioned in the fourth level, signifying independence. Strengthening technological infrastructure can positively influence process-oriented culture, human resources, and organizational structure, thereby promoting a culture of learning, collaboration, and partnership within the organization. This, in turn, lays the groundwork for continuous employee growth and development, ultimately resulting in competitive advantages, profitability, and the creation of societal value, among other outcomes. Within the top-level category (level 4), two components, the ability to devise strategy through improvisation and the capacity to maintain the organization on the edge of chaos (creative sustainability), were identified as dependent variables. These variables are amendable and serve as targets or outcomes within the system. Consequently, an emphasis on the broader system's components may empower organizations to develop these two critical capabilities, enabling them to navigate complex and dynamic environments effectively.

The effective execution of organizational strategy remains a fundamental challenge for both managers and management researchers. In the realm of strategy research, insufficient attention has been given to achieving a harmonious equilibrium between organizational components and the perceptions of strategy hindrances held by strategists, namely CEOs and senior managers. This perspective focuses on strategy as a dynamic "action" resulting from the daily activities of strategists within the organizational context. Given that strategy failures can result in a squandering of organizational resources, addressing this issue is of paramount importance. This research aims to identify obstacles to strategy implementation as perceived by the senior management team of a government-owned agricultural and industrial company in Iran. The authors employ the McKinsey model as a theoretical framework to scrutinize the failure of strategy implementation, dissecting the constituents of each model factor through the lens of senior managers.

This research adopts a qualitative approach, specifically an exploratory case study utilizing an embedded methodology. Semi-structured interviews were employed to collect qualitative data, enabling the researcher to gain in-depth insights into the research topic while systematically gathering data. Subsequent interviews were conducted to obtain further data or clarifications until thematic saturation was achieved after the 21st interview. The resulting data underwent open coding. Triangulation of data was performed using observations and secondary data sources, including the organization's website, annual reports, quarterly meeting minutes, strategies, policies, mission statements, and goals.

Identified codes encompassed both negative and positive impact codes. Regarding the effects of these codes on strategy implementation, 155 codes were identified with a negative impact, 29 codes with a positive impact, 4 codes with a dual impact, and 16 notes (comprising questions and ambiguities). These codes were ultimately categorized into 21 distinct categories and organized into five overarching themes. Some noteworthy categories include organizational background, entrepreneurial spirit, collaborative planning, employee disengagement, conflicts of interest and opinions between middle and senior managers, issues with strategy formulation, managerial incompetence, financial challenges, leadership frustration, chronic understaffing, and a lack of commitment, among others. The resulting themes encompass leadership style, structural and systemic problems, skills, personnel, and strategy.

This study scrutinizes the dimensions of the McKinsey model from the perspective of senior and middle managers, ultimately pinpointing challenges in strategy implementation. Foremost among these challenges is the absence of "common values." Issues such as representation, leader frustration due to misalignment with middle managers, and feelings of injustice between line managers and staff contribute to convoluted and conflicting communication within the organizational hierarchy. Within the middle management layer, direct leader involvement in their affairs, occasionally bypassing them, and the repressive approach of middle managers compound confusion, feelings of injustice, and diminished motivation. The lack of skill among middle managers in managing these situations further exacerbates employee apathy. The research findings underscore that successful strategy execution necessitates more than just a sound formulation method. All seven components of the organization must achieve harmony and balance for successful strategy implementation to occur.

Public persuasion plays a pivotal role in fostering strong bonds and interactions between government officials and citizens, advocating shared values and objectives, and enhancing the quality of urban life. In light of this, the primary objective of this study is to formulate a model for public persuasion within the context of effective urban governance. In today's rapidly evolving world, characterized by the swift growth and development of cities, the importance of effective urban governance has become more pronounced. Public persuasion emerges as a potent tool within the realm of urban governance, prompting the need to design a comprehensive model for its application.
The research method is qualitative and is of Grounded Theory type hypothesised by Strauss and Corbin. The sampling method is purposeful and of Snowball type. A total of 17 individuals participated in the survey, including 10 general managers of the executive bodies in Khorasan-e- Razavi Province, and 7 university teachers. Data analysis was undertaken through open coding, axial coding and selective coding using MAXQDA platform.
The research findings encompass key causal conditions, a central category, strategies, consequences, contexts, and interveners. The research findings elucidate that specific conditions, notably social capital factors and governance concerns, provide the foundation for public persuasion. Importantly, these conditions significantly impact the selection of strategies, specifically those aligned with effective urban governance, including the use of efficient media and impactful communication. These strategies, in turn, yield tangible outcomes, such as the enhancement of performance in terms of sustainable human development and the improvement of problem-solving capacities. The context for the deployment of these strategies is shaped by supportive and cultural policies. However, it is imperative to acknowledge intervening factors such as environmental barriers and communication obstacles.
It is possible to convey effective and efficient messages to society through public persuasion in the context of urban governance. This approach fosters a better understanding of urban issues, empathy, positive interaction with citizens, and increased citizen participation in public matters. Based on the research findings, it can be concluded that effective public persuasion requires a thorough analysis of goals and target audiences. The intended objectives of persuasion, the overarching goals of urban governance, and societal needs should be carefully examined. Furthermore, the target audience should be thoroughly identified and analyzed to design appropriate persuasive content and tools. The use of credible evidence and statistics can enhance the credibility of public persuasion. Presenting information in an engaging and understandable manner can better inform the audience and encourage them to embrace the desired ideas. Additionally, the use of effectiveness indicators and signs can vividly demonstrate the outcomes and objectives of persuasion, thereby promoting transparency in the persuasion process. In conclusion, the research offers suggestions and solutions for its various components.