Designing an Organizational Stationary Model in the General Directorate of Social Security of Khorasan Razavi

Abstract

The present study aimed to design an organizational stationarity model in the General Directorate of Social Security of Khorasan Razavi using a grounded theory approach. This study employed a qualitative approach based on Strauss and Corbin’s grounded theory methodology. The statistical population consisted of managers of the General Directorate of Social Security of Khorasan Razavi in the field of human resource management and organizational behavior. Using purposive sampling and the theoretical saturation principle, 12 participants were selected. Data were collected through in-depth semi-structured interviews and analyzed using MaxQDA software. To ensure credibility, prolonged engagement, continuous observation, and participant review were applied. Reliability was confirmed through Cohen’s Kappa coefficient, which was calculated at 0.793. The findings revealed that the organizational stationarity model consisted of 203 initial indicators, 27 components, 13 dimensions, and 6 major categories. Causal conditions included behavioral, psychological, managerial, and structural dimensions represented by components such as passive behavior, demotivation, managerial bias, and structural centralization. The core category of the study was “organizational stationarity,” which was influenced by contextual economic, socio-cultural, and technological conditions as well as intervening factors at both micro- and macro-environmental levels. Communication and adaptive strategies were identified as organizational responses to stagnation, leading to individual and organizational consequences including job burnout, decreased productivity, and failure in responsiveness. The results demonstrated that organizational stationarity is the outcome of a complex interaction among individual, managerial, structural, and environmental factors rather than a single isolated cause. The proposed model can provide a practical framework for designing managerial and policy interventions aimed at enhancing organizational dynamism, learning, and effectiveness in governmental organizations, particularly within the Social Security Organization.