Iranian Higher Education
Volume 17, Issue 4 (2026)
ihej 2026, 17(4): 116-139 |
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pouresmaeil S, Ghorbani M, Fariborzi E. Designing a Model for Organizational Development at Islamic Azad University of Mashhad. ihej 2026; 17 (4) :116-139
URL: http://ihej.ir/article-1-2190-en.html
URL: http://ihej.ir/article-1-2190-en.html
1- PhD student in Educational Management, Departement of Educational Sciences, Ma.C. , Islamic Azad University, Mashhad, Iran
2- Associat Professor, Departement of Educational Sciences, Ma.C. , Islamic Azad University, Mashhad, Iran. ,Mahmoud.gh@mshdiau.ac.ir
3- Associat Professor, Departement of Educational Sciences, Ma.C. , Islamic Azad University, Mashhad, Iran
2- Associat Professor, Departement of Educational Sciences, Ma.C. , Islamic Azad University, Mashhad, Iran. ,
3- Associat Professor, Departement of Educational Sciences, Ma.C. , Islamic Azad University, Mashhad, Iran
Abstract: (39 Views)
Objective: In an era where universities are increasingly tasked with the comprehensive development of societal human capital, extending beyond their traditional educational and research mandates, there is a fundamental imperative to embrace innovative models of organizational development. These models should incorporate novel approaches, such as spiritual capital, that address the human, value-based, and ethical dimensions alongside structural and functional aspects. Consequently, this study was undertaken to conceptualize, design, and validate an organizational development model grounded in spiritual capital of Iran, i.e. Mashhad, and subsequently to assess its efficacy within the context of the Islamic Azad University of Mashhad.
Method: This research adopted a developmental-applied approach, employing an exploratory mixed-methods design. The qualitative phase involved semi-structured interviews with 14 management experts from public and Islamic Azad universities, selected through purposive sampling. Interviews continued until theoretical saturation was achieved, which was confirmed after the twelfth interview; two additional interviews were conducted to ensure data adequacy, yielding no new codes and thus validating saturation. The quantitative phase targeted a population of 1697 managers and employees at the Islamic Azad University of Mashhad, from which a stratified random sample of 324 participants was drawn. Data credibility in the qualitative phase was rigorously evaluated using Lincoln and Guba’s four criteria, alongside content validity indices (CVR and CVI). Reliability was assessed via test-retest. In the quantitative phase, the validity of the questionnaire, developed based on qualitative findings, was confirmed through face and content validity assessments by expert review. Reliability was further substantiated using Cronbach’s alpha coefficient (0.96). Qualitative data were analyzed using MAXQDA software via open, axial, and selective coding. Model validation was performed using structural equation modeling (SEM) via AMOS software.
Findings: The qualitative inquiry yielded a conceptual model comprising six core dimensions: spirituality-oriented leadership, a value-creating ethical orientation, a spiritually oriented organizational culture, organizational transparency, spiritual learning and insight, and human capital flourishing. This model encompasses 26 components and 98 distinct indicators. The subsequent quantitative analyses confirmed the acceptable validity of the proposed model.
Conclusion: The findings underscore that effective organizational development transcends mere improvements in formal structures and processes. It necessitates a strategic integration of spiritual capital to foster spirituality-oriented leadership and cultivate human capital flourishing. Therefore, the conceptualized model offers a novel and robust framework for university administrators and higher education policymakers. This is a fascinating study on organizational development in the context of higher education! It explores the integration of “spiritual capital” into university management, moving beyond traditional structural and functional approaches to encompass human, value-based, and ethical dimensions.
Method: This research adopted a developmental-applied approach, employing an exploratory mixed-methods design. The qualitative phase involved semi-structured interviews with 14 management experts from public and Islamic Azad universities, selected through purposive sampling. Interviews continued until theoretical saturation was achieved, which was confirmed after the twelfth interview; two additional interviews were conducted to ensure data adequacy, yielding no new codes and thus validating saturation. The quantitative phase targeted a population of 1697 managers and employees at the Islamic Azad University of Mashhad, from which a stratified random sample of 324 participants was drawn. Data credibility in the qualitative phase was rigorously evaluated using Lincoln and Guba’s four criteria, alongside content validity indices (CVR and CVI). Reliability was assessed via test-retest. In the quantitative phase, the validity of the questionnaire, developed based on qualitative findings, was confirmed through face and content validity assessments by expert review. Reliability was further substantiated using Cronbach’s alpha coefficient (0.96). Qualitative data were analyzed using MAXQDA software via open, axial, and selective coding. Model validation was performed using structural equation modeling (SEM) via AMOS software.
Findings: The qualitative inquiry yielded a conceptual model comprising six core dimensions: spirituality-oriented leadership, a value-creating ethical orientation, a spiritually oriented organizational culture, organizational transparency, spiritual learning and insight, and human capital flourishing. This model encompasses 26 components and 98 distinct indicators. The subsequent quantitative analyses confirmed the acceptable validity of the proposed model.
Conclusion: The findings underscore that effective organizational development transcends mere improvements in formal structures and processes. It necessitates a strategic integration of spiritual capital to foster spirituality-oriented leadership and cultivate human capital flourishing. Therefore, the conceptualized model offers a novel and robust framework for university administrators and higher education policymakers. This is a fascinating study on organizational development in the context of higher education! It explores the integration of “spiritual capital” into university management, moving beyond traditional structural and functional approaches to encompass human, value-based, and ethical dimensions.
Keywords: spirituality-oriented leadership, human capital flourishing, organizational culture, higher education
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