Paradigmatic Model for Developing the Competence and Capabilities of Middle Managers in an Aja Organization Based on Approach of Digital Transformation
Authors
1
PhD in Educational Management, Shahid Chamran University of Ahvaz, Ahvaz, Iran
2
Master's student Department of Educational Management, Faculty of Educational Sciences and Psychology, Shahid Chamran University of Ahvaz, Ahvaz, Iran
Abstract
Background & Purpose: Middle managers serve as the critical link between senior management and operational levels, playing a pivotal role in leading organizational change, implementing digital strategies, and institutionalizing innovation. However, the absence of an indigenous model tailored to the specific requirements of military organizations has hindered the effective development of these managers. Accordingly, the present study aimed to develop a paradigm model for enhancing the competencies and capabilities of middle managers in one of the organizations of the Army of the Islamic Republic of Iran (AJA) based on the digital transformation approach.
Methodology: In terms of purpose, this study was applied-developmental, and with respect to its execution, it adopted a qualitative exploratory design. The statistical population consisted of organizational experts and middle managers at the headquarters of the selected AJA organization. Sampling was conducted in two stages. First, criterion-based purposive sampling was employed to achieve data saturation in the semi-structured interviews (7 participants). Second, accessible purposive sampling was used to select an expert Delphi panel (30 participants). Data were collected through three methods: document review, semi-structured interviews, and an expert Delphi panel. Data credibility was established through expert validation and triangulation of interview findings, while reliability was assessed using the interview test–retest method. Data analysis was performed using the inductive content analysis approach and Kendall’s coefficient of concordance.
Findings: Based on the analysis of research data, the paradigmatic pattern in 5 selected codes, 19 core codes, and 91 open codes included; causal factors (free, job, management and leadership, professional organizational ethics), contextual factors (collaborative organizational climate, participatory organizational culture, synergistic organizational relationships, organizational value orientation), Intervention factors (organizational support, environmental conditions, family conditions), strategies (establishing a manager growth and development assessment center, empowering training, developing manager abilities), and outcomes (professional development, improving manager performance, and enhancing the organization's status) were identified, categorized, and compiled.
Conclusion: Digital transformation has called upon managers to recreate new skills and competencies so that they can play an effective role in this era. Therefore, it is suggested that relevant managers in the organization, while paying attention to other factors in the model, put the implementation of the research model strategies on the agenda.
Methodology: In terms of purpose, this study was applied-developmental, and with respect to its execution, it adopted a qualitative exploratory design. The statistical population consisted of organizational experts and middle managers at the headquarters of the selected AJA organization. Sampling was conducted in two stages. First, criterion-based purposive sampling was employed to achieve data saturation in the semi-structured interviews (7 participants). Second, accessible purposive sampling was used to select an expert Delphi panel (30 participants). Data were collected through three methods: document review, semi-structured interviews, and an expert Delphi panel. Data credibility was established through expert validation and triangulation of interview findings, while reliability was assessed using the interview test–retest method. Data analysis was performed using the inductive content analysis approach and Kendall’s coefficient of concordance.
Findings: Based on the analysis of research data, the paradigmatic pattern in 5 selected codes, 19 core codes, and 91 open codes included; causal factors (free, job, management and leadership, professional organizational ethics), contextual factors (collaborative organizational climate, participatory organizational culture, synergistic organizational relationships, organizational value orientation), Intervention factors (organizational support, environmental conditions, family conditions), strategies (establishing a manager growth and development assessment center, empowering training, developing manager abilities), and outcomes (professional development, improving manager performance, and enhancing the organization's status) were identified, categorized, and compiled.
Conclusion: Digital transformation has called upon managers to recreate new skills and competencies so that they can play an effective role in this era. Therefore, it is suggested that relevant managers in the organization, while paying attention to other factors in the model, put the implementation of the research model strategies on the agenda.
Keywords
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