Developing a Value-Oriented Transformational Organization Model Based on the Iranian-Islamic Progress Model in Applied Science Centers

Abstract

The present study aimed to develop a model of a value-oriented transformational organization based on the Iranian-Islamic Progress Model in Applied Science Centers This study was conducted using a qualitative approach based on grounded theory. The statistical population consisted of experts, managers, faculty members, and specialists familiar with organizational transformation and applied science higher education. Participants were selected through purposive sampling, and data collection continued until theoretical saturation was achieved. A total of 15 individuals participated in semi-structured interviews. The interviews were recorded, transcribed, and analyzed using the Strauss and Corbin grounded theory method. Data analysis involved open coding, axial coding, and selective coding, leading to the extraction of key concepts, categories, and relationships among categories. The trustworthiness of the findings was ensured through member checking, peer review, and continuous comparison of data. The analysis revealed that the core phenomenon of the model was the development of a value-oriented transformational organization based on the Iranian-Islamic Progress Model in Applied Science Centers. Causal conditions included the necessity of transformation in the applied science education system, the influence of upstream policy documents and the Iranian-Islamic Progress Model, the need to improve organizational quality and effectiveness, environmental changes and external pressures, the role of transformational leadership and management, and the requirements of human capital development. Contextual conditions comprised cultural and social characteristics of educational centers, organizational structures and management systems, educational and technological infrastructures, human resource characteristics, and regional conditions. Intervening conditions included financial limitations, resistance to organizational change, policy and administrative challenges, weak managerial support, human resource-related challenges, and environmental pressures. The identified strategies consisted of developing transformational leadership based on Iranian-Islamic values, empowering human capital, redesigning organizational structures and processes, fostering a transformational culture, improving educational quality and curricula, utilizing modern educational technologies, and strengthening relationships with industry and society. The implementation of these strategies was expected to result in improved educational quality and effectiveness, development of committed and capable human capital, enhanced organizational performance and productivity, institutionalization of a transformational culture, stronger interaction with industry and society, and realization of the Iranian-Islamic Progress Model in education. The findings indicate that the development of transformational organizations in Applied Science Centers requires an integrated framework that combines value-based leadership, organizational culture, human capital development, technological advancement, and stakeholder engagement.