Designing a Paradigmatic Model of Ethical Governance in Iranian Governmental Organizations: Analysis of Causal, Contextual, and Intervening Factors Using Grounded Theory

Mohsen Arab; Mohammad Javad  Kameli; Zahra  Moghimi

Authors

Mohsen Arab PhD Candidate, Department of Public Administration, Faculty of Management and Economics, Science and Research Branch, Islamic Azad University, Tehran, Iran Author https://orcid.org/0009-0006-5873-5052
Mohammad Javad Kameli Associate Professor, Department of Human Resource Management, Amin Police University, Tehran, Iran https://orcid.org/0000-0002-7298-5588
Zahra Moghimi Assistant Professor, Department of Public Administration, Semnan Branch, Islamic Azad University, Semnan, Iran Author https://orcid.org/0000-0002-3797-6192

Keywords:

Ethical governance, grounded theory, causal factors, contextual factors, intervening factors, Iranian governmental organizations

Abstract

The present study was conducted with the aim of designing a paradigmatic model of ethical governance in Iranian governmental organizations, with emphasis on the analysis of causal, contextual, and intervening factors using a grounded theory approach. In terms of purpose, this research is applied, and in terms of nature, it is qualitative. The study was carried out using the Strauss and Corbin version of grounded theory. Data were collected through semi-structured interviews with 11 experts, including university professors, senior managers of governmental organizations, and specialists in public administration. Data analysis was performed in three stages of open, axial, and selective coding and led to the identification of 202 open codes, 18 sub-components, and 6 main categories. The findings showed that the paradigmatic model of ethical governance consists of six main categories: causal factors (deficiencies in organizational culture and commitment, managerial and structural limitations, environmental influences), contextual factors (economic and livelihood conditions, social and cultural factors, dysfunctional structures), intervening factors (supervision and laws, conflicts of interest and external influences, resources and managerial will), core factors (ethical leadership and management, culture-building and training, supportive and supervisory systems), strategies (establishing ethical infrastructures, strengthening organizational culture, supervision and accountability), and outcomes (organizational performance, trust and social capital, justice and employee satisfaction). Validation of the findings by participants and professors indicated an agreement rate of 85%, and theoretical saturation was achieved after the ninth interview. The proposed paradigmatic model can be used as a scientific framework for analyzing and improving ethical performance in Iranian governmental organizations and can facilitate the realization of ethical governance through coordinated interaction among the influential factors.

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