Identifying the Components of Jihadi Organizational Culture on the Basis of the Experience of the Managers of Jihad-e-sazandegui

Authors

1  PhD candidate of behavioral management, Firdausi University of Mashhad

2 Corresponding author: full professor at Firdausi University of Mashhad

3 Associate professor at Firdausi University of Mashhad

4 Assistant professor at Firdausi University of Mashhad

Abstract

Jihadi management, as a practical illustration of the Jihadi institutions of the Islamic Revolution, can be a model for effective management in today's Iranian society. This research is intended to provide a model of Jihadi organizational culture by exploring the experience of Jihad-e-sazandegui during the first decade of the establishment of this organization. Due to the exploratory nature of the research, qualitative method of thematic network analysis was employed as the most appropriate strategy. The research population included managers of the of Jihad-e-sazandegui organization in the first decade of its activity (1978- 1987).  A sample of 25 people of these managers was selected through purposive sampling method based on saturation principle to have deep interviews. The analysis of the research data eventually led to the production of 209 open codes, from which 39 basic themes were identified by combining them together. Eventually, those themes were grouped into eight organizer themes by clustering them into similar groups. The organizer themes of research include development-generating flexibility, religiousness, religious life style, open communication model, sympathetic leadership style, transcendental culture of work, collaboration, participation and popularity. All organizer themes can also be defined under the comprehensive theme of "Jihadi organizational culture". Accordingly, this theme contains the basis and core of the network of the themes of this study.

Keywords

References

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Scientific Journal of Islamic Management
Volume 26, Issue 1 - Serial Number 1
January 2017
Pages 147-181

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History

  • Receive Date: 14 October 2017
  • Revise Date: 22 July 2019
  • Accept Date: 19 September 2018

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