Developing a Grounded Theory-Based Model for Building Resilience Against Organizational Stroke

Abstract

Government organizations play an important role in national planning and development. The concept of organizational stroke among employees of these organizations is of considerable importance because, if left unaddressed, it can lead to reduced employee commitment and efficiency, stagnation in physical and social networks, and the erosion of the organization’s competitive advantage. Accordingly, the present study aimed to design a model for building resilience against organizational stroke in government organizations in Ilam Province. The statistical population consisted of experts, including experienced university faculty members as well as practitioners and managers of government organizations in Ilam Province. Using the snowball sampling technique and continuing until theoretical saturation was reached, 15 participants were selected. In terms of purpose, this study was applied, and with respect to the manner of data collection, it was qualitative and survey-based. Data were collected through interviews. The study adopted a qualitative approach and employed grounded theory through three stages of open coding, axial coding, and selective coding. In designing and developing the initial model, qualitative analysis was conducted in accordance with grounded theory principles, and interviews were carried out accordingly. The findings showed that the concept of organizational stroke in government organizations comprised two broad categories: internal stroke and external stroke. Each of these categories encompassed several concepts that constituted the components of the model. Human factors, managerial factors, structural factors, cultural factors, and environmental factors were identified as the principal components of the model.