Developing a Conceptual Framework for Managing Social Traps in Iranian Public Organizations
Keywords:
Social trap, multiple organizational dimensions, prevention strategies, organizational culture, imitative behaviorsAbstract
Considering the challenges faced by Iranian public organizations in confronting social traps—which lead to reduced productivity and diminished public trust—this study aims to design and present a comprehensive model for managing these traps. The proposed model seeks to identify influential factors and provide practical solutions to enhance decision-making processes and organizational interactions. This research adopts a qualitative approach using the grounded theory methodology. Data were collected through in-depth interviews with experts and subsequently analyzed. Purposeful and snowball sampling methods were employed to select participants. Initially, several key individuals in the fields of public administration, information technology, law, and social sciences—who were familiar with the concept of social traps—were selected as the initial core group. Based on their recommendations, other experts were identified and invited for interviews (total of 22 participants). The coding process was conducted in three phases: open coding, axial coding, and selective coding. To validate the research findings, Lincoln and Guba’s (1985) evaluation criteria—credibility, transferability, dependability, and confirmability—were applied. Inter-coder reliability was assessed using agreement between two coders, with the reliability level reaching 85 percent. Ultimately, the final model of the study was confirmed and validated through expert opinions. The findings revealed that managing social traps in Iranian public organizations requires attention to seven key dimensions: cognitive, behavioral, psychological-emotional, organizational, managerial, social, and ethical-value. By offering a comprehensive model for managing social traps, this research provides a significant innovation in analyzing this phenomenon within Iranian public organizations. Considering the multifaceted cognitive, behavioral, and organizational dimensions, the model presents novel and practical strategies for improving organizational interactions and enhancing transparency and efficiency in public institutions.
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Copyright (c) 2025 Sajad Toupaesfandyari (Author); Alireza Banagar; Davood Kia Kojouri, Azim Salahi Kojour (Author)
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