Investigating the Development of a Model for Maximizing Decision Implementation in Public Organizations Based on the Expansion of the Zone of Indifference Among Executives Using a Qualitative Method (Case Study: Iran Trade Promotion Organization)
Keywords:
Implementing decisions, Government organizations, Zone of indifference, Iran Trade and Development OrganizationAbstract
The aim of this study is to investigate the development of a model for maximizing the implementation of decisions in public organizations, based on the expansion of the zone of indifference among executives, using a qualitative approach (case study: Iran Trade Promotion Organization). This research employs the grounded theory method and draws upon the insights of experts, managers, specialists, and staff of the organization to extract and identify key variables. After data analysis using SPSS and Stata software, findings revealed that in many organizations, decisions are not properly implemented; subordinates, due to perceived threats to their interests, beliefs, and opinions, often ignore or partially execute managerial directives. This article, by focusing on the concept of the zone of indifference, analyzes the decision-making space in which managers attempt to frame their decisions in a way that minimizes conflict with subordinates’ interests. Following interviews with 11 academic experts and organizational staff, 28 descriptive codes were extracted. The final model consists of five main dimensions, with decision outcomes, decision barriers, and the nature of the decision ranking highest in terms of priority.
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Copyright (c) 2025 Salah Vakili (Author); Adel Salavati; Jalil Sahabi (Author)
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