https://im.ihu.ac.ir/ Scientific Journal of Islamic Management en daily 1 Thu, 23 Jul 2026 00:00:00 +0330 Thu, 23 Jul 2026 00:00:00 +0330 https://im.ihu.ac.ir/article_210909.html The increasing complexity of public issues and the plurality of influential actors in the field of governance have made the transition from traditional and centralized models of public administration an inevitable necessity. Relying on the theory of "Network Governance" and its key concepts such as stakeholder participation, consensus building, interdependence, and trans-governance, this article analyzes the relationship between "social capacity" and "institutional capacity" in the governance system of the Islamic Republic of Iran. The fundamental issue of the research is the significant gap between the high capacity of social participation of Iranian society and the inadequacy of the capacity of coordinating and consensus-building institutions; a phenomenon known in the governance literature as "Institutional Distortion." Using an analytical-critical approach and relying on his own lived experience, the author interprets the widespread and unique presence of the Iranian people in recent social events, especially after the martyrdom of the Supreme Leader of the Revolution, as a manifestation of "social mission" and the slogan "must rise" as a strategic call to recreate the governance paradigm. The findings are organized into eight analytical axes: the necessity of developing consensus-building capacities, managing intra-discursive plurality and safeguarding national unity, the ethic of service and the primacy of mission over responsibility, explaining the relationship between advice, consultation, and obedience in Islamic governance, transitioning from informal networks of influence to institution-based governance, preventing participatory fatigue, building elite capacity through the "Mother of Governance Think Tank" project, and recreating the governance paradigm to address the imbalance of social-institutional capacity. The article concludes that the main challenge of governance in Iran is not the lack of social participation, but the weakness in converting this capital into sustainable institutional capacity, and the solution to confronting institutional distortion is not to adapt social capacity to existing institutions, but to reconstruct and upgrade institutions in line with the participation-oriented ideals of the Islamic Revolution. In this regard, the formation of a "High Commission for Reforming the Structure of the Public Administration System" is proposed with a cross-sectoral and cross-power approach; a mechanism that can elevate religious democracy from the level of an ideal to an institutionalized and lived experience and pave the way for the realization of a model of Islamic, popular, and inspiring governance. https://im.ihu.ac.ir/article_210911.html The present study was conducted with the aim of designing an Islamic behavior management model based on the words of Imam Ali (AS) in Nahj al-Balagha. The research method was descriptive-analytical and the translation of the late Ali Dashti was used to examine the texts of Nahj al-Balagha. The analysis of the texts was carried out using the content analysis method and in three steps, identifying indicators, sub-concepts, and finally the main concepts. The implementation process of the research was carried out in three parts: first, examining various aspects of Islamic behavior in the workplace and integrating related topics; second, analyzing the general concepts of Islamic behavior management in Nahj al-Balagha and identifying management principles; and third, designing an Islamic behavior management model. The results indicated that 7 general categories were extracted, including justice-oriented, spiritual command, behavioral honesty, managerial protection, moral guidance, purposeful discipline, and jihadi policy. These concepts were extracted by considering 64 sub-concepts and 141 indicators, which covered various dimensions of managerial behavior and ethical principles in the words of Imam Ali (AS). The designed model can be a guide for implementing Islamic management in organizations. The findings emphasize the alignment of ethical values ​​and organizational productivity and provide solutions for improving organizational relations and enhancing performance based on religious and Islamic principles. https://im.ihu.ac.ir/article_210912.html The purpose of this research is to conduct a content analysis of the prayers in the Holy Qur’an to identify strategic concepts in organizational management based on religious teachings. This study is qualitative in nature and applied in purpose, utilizing the thematic analysis method to examine Qur’anic prayers and uncover the embedded managerial concepts. The findings revealed that the prayers of the Holy Qur’an contain valuable strategic concepts across various organizational domains.In human resource management, emphasis is placed on maintaining and enhancing material and spiritual motivation, succession planning, skill development, meritocracy, organizational justice, task clarity, job-skill alignment, and facilitating career success. In organizational behavior management, constructive interaction, mutual trust, accountability, moderation, and emotional regulation are highlighted. In strategic management, ensuring security, risk mitigation, sustainable decision-making, and strategy formulation are of importance. In performance and quality management, continuous improvement, organizational learning, and thorough implementation of processes are emphasized.In organizational culture management, belief in core values, emotional attachment to the organization, pursuit of transformation, reform-mindedness, and preservation of social capital are notable. In crisis management, psychological climate management, reconstruction, revitalization, motivation reinforcement, and swift and decisive action are addressed. In organizational leadership, human-centeredness, trust-building, spirituality, sustainability, and a growth-oriented and collective mindset are considered essential.The results of the study indicate that the prayers of the Holy Qur’an can be employed as effective managerial principles for enhancing performance and addressing organizational challenges within the framework of Islamic management. https://im.ihu.ac.ir/article_210910.html This paper is the second part of a comprehensive study aiming to explain the Islamic Public Administration (IPA) paradigm based on the thoughts of Ayatollah Khamenei (May Allah protect him). While the first part dealt with the main assumptions and socio-political foundations, this article focuses on the fourth dimension: “the process of administration and state-citizen interaction.” The main innovation of this research is presenting a model of state-citizen interaction in which, instead of dualistic and exchange-based relations, a network of mutual responsibilities with intrinsic motivation and popular mechanisms prevails. Using a modified deductive thematic analysis and implication research method on more than 7,000 excerpts from Imam Khamenei’s statements, the findings reveal a fundamental shift from static “relations” to a dynamic network of responsibilities: shared responsibility for preserving the Velayat system, mutual responsibilities between Ummah and Imamah, and internal responsibilities within each. Motivation is based on revolutionary and jihadi faith (intrinsic motivation). Policies are determined by God, while executors are accountable, and people play an active role in demanding and realizing policies. Governance mechanisms rely on “popular mobilization” (Basij), the dominant administrative procedure is “people entrustment” (Mardomspāri), and the focal point of the administrative process is “explanation, awareness raising, and insight building”. The study concludes that the IPA paradigm, grounded in monotheism, responsible human beings, Velayat, Ummah and Imamah, and the Great Jihad, offers fundamental distinctions and advantages over conventional Anglo American public administration paradigms. This research provides a comprehensive and systematic framework for future studies and practical models in the administrative system. https://im.ihu.ac.ir/article_210913.html Jihadi management, as one of the indigenous and value-based management models, was formed after the victory of the Islamic Revolution of Iran, especially in revolutionary and popular institutions, and in recent years, with the emphasis of the Supreme Leader, more attention has been paid to it. Despite the importance of this model, research conducted in the field of identifying the competencies of managers and jihadi forces has been mainly scattered and a coherent and systematic explanation of its components and indicators has not been presented. The aim of the present study is to identify and explain the competencies of managers and jihadi forces based on a systematic analysis of existing texts and research. This research was conducted in terms of methodology, qualitative and based on content analysis. For this purpose, scientific texts and research related to jihadi management were analyzed after going through the initial coding stages, identifying basic themes, organizing themes, and comprehensive themes. The research findings show that the competencies of jihadi managers include components such as capacity management, meritocracy, order and legalism, teamwork spirit, unity, prudence, management knowledge, guidance and leadership role, people-oriented and service-oriented. Also, the competencies of jihadi forces can be explained in dimensions such as intelligence and creativity, struggle, justice-seeking, religiosity and ethics, stewardship, independence and authority, revolutionism and transformation. The research results indicate that jihadi management, while benefiting from general management competencies, provides a distinctive and superior model for managing organizations, especially in challenging and resource-limited conditions, with a value-oriented, commitment-oriented and problem-oriented orientation to these competencies. https://im.ihu.ac.ir/article_210914.html Extended Abstract IntroductionOne of the main concerns of scholars, educators, and religious scholars is planning to establish dynamic and constructive interaction and links between the mosque and the people and scientific and political centers. Therefore, the present study aims to analyze the role of the specific functions of the mosque in cultural and strategic governance at the level of local communities using the meta-synthesis method. With this approach, the question is answered: What is the specific functions of the mosque in cultural and strategic governance based on the scientific content of the articles and from the perspective of qualitative interviews? And what categories of concepts and categories does it have?MethodologyThe present study was conducted using the meta-synthesis method, with an applied and developmental purpose. To collect data and analyze them purposefully, first, the content of scientific texts of related articles in the period 1395 to 1403 from reputable scientific databases on the role of mosque functions in cultural and strategic governance was searched purposefully, and key indicators and concepts were classified based on frequency, and based on the meanings of the codes, a similar concept can be classified into similar conceptual categories. Also, in this research, for a more in-depth analysis of some articles, qualitative and semi-structured interviews were conducted with experts (imams of some mosques, mosque affairs, and some agents), the results of which and their dominant discourse made a valuable contribution to identifying and discovering the missing cultural links in the mosque.Results and DiscussionIn this study, using the meta-synthesis method, the types of strategies identified from the texts on the topic of mosque specific tasks in cultural and strategic governance have been categorized into 79 concepts, 28 index categories, and 10 main dimensions. Based on the findings, the first main characteristic of the mosque is "an authentic and Islamic institution for the cultural management system (with 4 categories and 12 concepts), a capacity for networking in line with cultural discourse (with 3 categories and 12 concepts), a center of thought for Islamic scholars inside and outside Iran (with 2 categories and 6 concepts), the creation of an Iranian-Islamic identity for young people (with 2 categories and 7 concepts), the explanation of Quranic inscriptions from Quranic teachings and... (with 3 categories and 7 concepts), the capacity to realize a utopian city and a transcendent culture... (with 3 categories and 9 concepts), a transformation in lifestyle and individual development (with 2 categories and 5 concepts) and ...finally, based on these main features, concepts, and categories, the schematic model of this study has been drawn and presented.ConclusionBy systematically reviewing the scientific content of articles on similar topics and implementing the metasynthesis method, key concepts and index categories have been identified and presented in the form of a model about the specific functions of the mosque in cultural and strategic governance. In the first category of this model, the largest number of categories and concepts are dedicated to "main characteristics: the capacity to realize a transcendent culture and a utopia (Islamic society-building), an authentic and Islamic institution for the Quranic cultural management system, the capacity to build networks for cultural discourse and social pathology based on community-based interventions." Also, the research findings from the discourses and interviews with experts such as the existence of a missing link of "active interactions" between executive, governing, and government agencies with mosques; the missing link of “proactive interactions” between the executive, governance, and government agencies with mosques; the missing link of “multidirectional interactions” between the three original and transformative institutions of society (schools, mosques, and parents/families in each neighborhood); and the missing link of “cohesive interactions” between mosque agents (imam, trustees, cultural center, and Basij unit). The formation of these links and their connection requires the re-creation of the service role of rulers, the government, mosque agents, and citizens to respond to the cultural, social, and economic needs of each neighborhood and region, as well as to decipher the revival of mosque functions in cultural and strategic governance.