Journal of Management and Business Solutions

This study aims to identify and explore the key causes of organizational resistance to digital transformation, focusing on cultural, structural, and leadership-related barriers in the context of Iranian organizations. A qualitative research design was employed using semi-structured interviews with 21 participants from various public and private sector organizations in Tehran. Participants were selected through purposive sampling to ensure firsthand experience with digital transformation processes. Data collection continued until theoretical saturation was achieved. All interviews were transcribed verbatim and analyzed using thematic analysis with the support of NVivo software, allowing for systematic coding and identification of core themes and subthemes. The analysis revealed three major categories of resistance: (1) Cultural and psychological barriers, including fear of job displacement, change fatigue, and resistance to learning new skills; (2) Structural and operational challenges, such as inadequate infrastructure, poor communication, and lack of strategic clarity; and (3) Leadership and governance issues, including passive leadership, vision misalignment, and bureaucratic rigidity. Participants highlighted that resistance often emerged not from hostility but from uncertainty, lack of trust, and perceived loss of autonomy. The findings were consistent with and extended previous studies by contextualizing resistance in a developing country setting. Organizational resistance to digital transformation is multifaceted and deeply rooted in both human and systemic factors. Successful digital transformation requires more than technological investment—it demands inclusive leadership, cultural alignment, structural readiness, and transparent communication. By addressing the psychological, operational, and strategic dimensions of resistance, organizations can build more resilient and adaptive transformation frameworks.

This study aims to explore and identify the key strategies employed to manage organizational change in public sector organizations, focusing on the contextual practices within Iranian governmental institutions. This qualitative research utilized semi-structured interviews with 18 participants from various public sector organizations in Tehran, selected through purposive sampling. The participants included senior managers, mid-level administrators, and organizational development officers who had direct involvement in change management initiatives. Data were collected until theoretical saturation was achieved and analyzed using thematic analysis facilitated by NVivo software. Themes and subthemes were generated through iterative coding, comparison, and interpretation to capture the strategies, challenges, and mechanisms used in managing change processes. The analysis revealed three major themes: (1) Strategic Planning and Leadership, including vision alignment, leadership communication, resource allocation, and policy integration; (2) Human Resource and Cultural Readiness, encompassing employee empowerment, training, motivation, trust, and resistance management; and (3) Operational and Systemic Alignment, involving process reengineering, performance monitoring, technology integration, and stakeholder engagement. Participants emphasized the importance of clear communication, cross-functional coordination, and cultivating internal change champions. Cultural inertia, bureaucratic rigidity, and limited resources were cited as key obstacles. Strategies that integrated leadership support with employee involvement and systemic adjustments were viewed as most effective. Managing change in public sector organizations requires a multidimensional approach that combines strategic leadership, human-centered practices, and systemic coordination. Empowering employees, aligning vision with action, and embedding feedback mechanisms are essential for sustaining organizational transformation. These findings provide actionable insights for policymakers and practitioners seeking to implement effective change strategies in complex governmental settings.

This study aims to explore and identify the key factors that influence employee engagement in remote work environments, focusing on organizational, psychological, and technological dimensions. A qualitative research design was employed using semi-structured interviews to capture the lived experiences of remote employees. Sixteen participants from various professional sectors in Tehran were purposefully selected, all of whom had been working remotely for a minimum of six months. Data collection continued until theoretical saturation was achieved. The interviews, each lasting approximately 45–60 minutes, were transcribed verbatim and analyzed using thematic analysis supported by NVivo software. The coding process followed Braun and Clarke’s (2006) six-step framework, allowing for inductive theme development. The analysis revealed three overarching themes: (1) Organizational Support Structures, including managerial responsiveness, communication infrastructure, flexible policies, technical assistance, HR engagement, performance monitoring tools, and virtual recognition; (2) Psychological and Emotional Factors, such as intrinsic motivation, sense of belonging, work-life balance, emotional resilience, burnout triggers, and job satisfaction; and (3) Technological and Environmental Conditions, encompassing digital literacy, ergonomic environment, platform usability, internet accessibility, and tool integration. Participant narratives emphasized that engagement in remote work is not solely influenced by individual factors but is deeply embedded in organizational culture, leadership behavior, and digital infrastructure. Remote employee engagement is a multifaceted construct influenced by a convergence of organizational practices, emotional well-being, and technological conditions. Organizations must adopt human-centered, flexible strategies that address both systemic and individual needs to effectively foster engagement in remote settings. The findings offer practical insights for leaders, HR professionals, and policy-makers aiming to enhance engagement in a post-pandemic hybrid work era.

This study aims to explore the underlying causes of employee turnover in the hospitality industry by examining the lived experiences of former and current hospitality workers in Tehran. A qualitative research design was employed using semi-structured interviews to gather in-depth insights from 24 participants working across hotels, restaurants, and catering businesses in Tehran. Participants were selected through purposive sampling to ensure diversity in role, experience, and gender. Data collection continued until theoretical saturation was reached. Interviews lasted between 45 and 75 minutes and were transcribed verbatim. Thematic analysis was conducted using Braun and Clarke’s six-phase framework, and NVivo software was utilized for data management, coding, and theme development. Trustworthiness of the data was ensured through member checking and peer debriefing. Three major themes emerged: (1) Organizational Factors such as ineffective leadership, inadequate compensation, lack of career development, job insecurity, and poor work-life balance; (2) Interpersonal and Social Factors including managerial conflict, poor colleague relations, customer misconduct, and workplace discrimination; and (3) Personal and Psychological Factors such as burnout, job dissatisfaction, mismatch with career goals, psychological distress, and lack of motivation. Participant quotations highlighted the emotional and contextual complexities behind turnover decisions. These findings were aligned with prior research, emphasizing both universal and region-specific causes of turnover in the hospitality sector. Employee turnover in the hospitality industry is a multifactorial issue rooted in structural, social, and psychological dynamics. To improve retention, hospitality organizations must adopt holistic strategies that address compensation, leadership, work culture, and employee well-being. The study contributes to the literature by offering culturally contextualized insights from the Iranian hospitality workforce and suggests targeted interventions for long-term workforce stability.

This study aimed to explore and identify the key organizational, strategic, and relational factors that contribute to the successful implementation of Corporate Social Responsibility (CSR) strategies within Iranian organizations. Using a qualitative research design, data were collected through semi-structured interviews with 20 CSR professionals and executives from diverse industries based in Tehran. Participants were selected using purposive sampling to ensure relevant CSR experience. Interviews were conducted until theoretical saturation was achieved. Each interview was transcribed and analyzed thematically using NVivo software, following Braun and Clarke’s six-step method. Thematic analysis focused on identifying core themes and subthemes that reflect the perceived drivers of CSR success in organizational practice. Analysis revealed three main themes: Strategic Integration, Stakeholder Engagement, and Organizational Enablers. Strategic Integration included subthemes such as alignment with business goals, leadership commitment, cross-functional collaboration, and performance monitoring. Stakeholder Engagement encompassed community involvement, employee and customer participation, supplier collaboration, and transparent communication. Organizational Enablers involved a values-driven culture, learning and adaptation, employee empowerment, change management, and digital tools. Participants highlighted that successful CSR strategies are deeply embedded in organizational strategy, supported by leadership, resourced effectively, and characterized by continuous dialogue and trust-building with stakeholders. Numerous quotations illustrated the lived experiences and contextual challenges specific to Iranian CSR environments. The findings emphasize that CSR success is not merely the result of well-intentioned policies but of strategic alignment, inclusive stakeholder practices, and strong organizational foundations. These insights provide both theoretical contributions to CSR literature and practical guidance for managers aiming to enhance CSR outcomes, particularly in emerging market contexts.

This study aims to explore how leadership communication influences employee trust and organizational citizenship behavior (OCB) in healthcare organizations. A qualitative research design was employed using semi-structured, in-depth interviews with 20 healthcare professionals from public and private hospitals in Tehran, Iran. Participants were selected through purposive sampling to ensure diversity in roles, experiences, and hierarchical levels. Data collection continued until theoretical saturation was reached. The interviews were transcribed verbatim and analyzed using thematic analysis following Braun and Clarke’s six-phase framework. NVivo software was utilized to support systematic coding and theme development. Ethical protocols, including informed consent, confidentiality, and voluntary participation, were strictly followed throughout the study. Three main themes emerged: (1) Dimensions of Leadership Communication, which included clarity, empathy, feedback, accessibility, and consistency; (2) Development of Employee Trust, shaped by leader integrity, fairness, competence, psychological safety, and long-term relationship orientation; and (3) Organizational Citizenship Behavior, encompassing altruism, conscientiousness, civic virtue, sportsmanship, and organizational loyalty. Participants emphasized that transparent and empathic leadership communication fostered a supportive atmosphere, strengthened relational trust, and encouraged voluntary, prosocial behaviors that exceeded formal job requirements. Trust was reported to be particularly influenced by how leaders handled feedback, admitted mistakes, and communicated during crises. The findings highlight the crucial role of leadership communication in shaping trust and promoting OCB in healthcare settings. Effective communication practices—especially those grounded in empathy, fairness, and transparency—can foster positive relational climates and enhance organizational functioning. The results offer practical insights for healthcare administrators aiming to build resilient, trust-based teams and underscore the need for culturally responsive leadership development.

This study aims to explore and identify the key individual, institutional, and socio-cultural factors influencing entrepreneurial success in developing economies through the lived experiences of active entrepreneurs in Tehran, Iran. A qualitative research design was employed using semi-structured, in-depth interviews with 28 entrepreneurs operating in various sectors across Tehran. Participants were selected using purposive sampling, ensuring diversity in industry and stage of venture development. Data collection continued until theoretical saturation was achieved. The interviews were transcribed verbatim and analyzed using thematic analysis with the assistance of NVivo software. The research adhered to trustworthiness principles, including member checking and peer debriefing, to ensure analytical rigor. Three overarching themes emerged from the data: (1) Entrepreneurial ecosystem factors, including access to finance, infrastructure, regulatory barriers, and institutional support; (2) Personal and psychological attributes such as resilience, self-efficacy, adaptability, and intrinsic motivation; and (3) Socio-cultural and contextual influences, including social networks, cultural norms, gender-specific challenges, and macroeconomic instability. Entrepreneurs highlighted a strong reliance on informal systems, creative resource use, and personal determination in navigating structural and environmental constraints. Female participants reported additional cultural and structural barriers to entry and growth. The findings underscore the interaction between internal competencies and external environmental conditions in shaping entrepreneurial outcomes. Entrepreneurial success in developing economies is a multidimensional phenomenon shaped by the dynamic interplay of individual traits, socio-cultural context, and ecosystem-level conditions. Policymakers and practitioners must adopt a holistic and context-sensitive approach to support entrepreneurs by improving regulatory environments, enhancing financial access, promoting inclusive training, and fostering cultural acceptance of entrepreneurship as a viable career path.

This study aimed to explore how perceived organizational support influences employee resilience and psychological well-being in the service sector. A qualitative research design was adopted to investigate the subjective experiences of service sector employees regarding organizational support and its impact on their resilience and well-being. Data were collected through semi-structured interviews with 20 participants working in various service-oriented roles in Tehran, Iran. Participants were selected using purposive sampling to ensure relevance and diversity across industries such as hospitality, retail, and telecommunications. Interviews continued until theoretical saturation was reached. All interviews were transcribed verbatim and analyzed thematically using NVivo software, following Braun and Clarke’s six-phase framework to identify key themes and subthemes. Three overarching themes emerged from the analysis: (1) perceived organizational support, (2) employee resilience mechanisms, and (3) psychological and workplace well-being. Within these themes, participants identified supportive leadership, emotional support programs, recognition systems, and transparent communication as critical components of organizational support. These factors facilitated the development of adaptive coping strategies, self-efficacy, and emotional regulation. In turn, these mechanisms enhanced psychological outcomes such as job satisfaction, reduced burnout, and a heightened sense of belonging. Participants consistently described organizational support as a key enabler of their ability to manage workplace stress and remain engaged in high-pressure environments. The study highlights the vital role of organizational support in fostering resilience and psychological well-being among service sector employees. Supportive leadership, peer networks, emotional resources, and flexible work policies collectively contribute to a more resilient and satisfied workforce. Organizations aiming to enhance employee performance and retention should prioritize structured support systems that address both emotional and operational needs.