1- Department of Cultural and Media Management, SR.C, Islamic Azad University, Tehran, Iran
2- Department of Cultural and Media Management, SR.C, Islamic Azad University, Tehran, Iran ,aarezaie@iau.ir
3- Department of Cultural and Media Management, SR.C, Islamic Azad University, Tehran, Iran
2- Department of Cultural and Media Management, SR.C, Islamic Azad University, Tehran, Iran ,
3- Department of Cultural and Media Management, SR.C, Islamic Azad University, Tehran, Iran
Abstract: (92 Views)
Objective: The present study aimed to validate a cultural management model derived from the teachings of Nahj al-Balaghah. The model seeks to explain the foundational beliefs, managerial values, and behavioral patterns required for effective cultural management within cultural and organizational institutions.
Methods: This research is applied–developmental in purpose and adopts an exploratory mixed-methods (qualitative–quantitative) design. In the qualitative phase, the dimensions and indicators of cultural management were identified through thematic analysis of in-depth interviews with seminary and university experts. In the quantitative phase, the proposed model was validated and the causal relationships were examined using a researcher-developed questionnaire and Partial Least Squares Structural Equation Modeling (PLS-SEM). The statistical population consisted of managers and experts working in national cultural institutions. Using Cochran’s formula and simple random sampling, 255 respondents were selected for data collection.
Results: Qualitative findings revealed that the cultural management model based on Nahj al-Balaghah is structured around three core levels: belief-based foundations (God-centeredness, justice, and divine responsibility), managerial values (meritocracy, simplicity, participatory orientation, and social justice), and behavioral patterns (people-centeredness, accountability, integrity, discipline, and confronting managerial pathologies). Quantitative results indicated that all hypothesized paths in the structural model were statistically significant. Among them, managers’ ethical–behavioral competencies exerted the strongest influence on cultural management (β = 0.769). Other factors, including Islamic decision-making, governance and leadership, belief-based competencies, Islamic organizational culture, and Islamic work values, also demonstrated positive and significant effects.
Conclusions: The findings suggest that effective cultural management emerges from the integrated interaction of managers’ ethical, belief-based, cognitive, and behavioral competencies alongside supportive cultural and organizational contexts. The proposed model provides a valid indigenous framework for enhancing cultural management grounded in Nahj al-Balaghah.
Methods: This research is applied–developmental in purpose and adopts an exploratory mixed-methods (qualitative–quantitative) design. In the qualitative phase, the dimensions and indicators of cultural management were identified through thematic analysis of in-depth interviews with seminary and university experts. In the quantitative phase, the proposed model was validated and the causal relationships were examined using a researcher-developed questionnaire and Partial Least Squares Structural Equation Modeling (PLS-SEM). The statistical population consisted of managers and experts working in national cultural institutions. Using Cochran’s formula and simple random sampling, 255 respondents were selected for data collection.
Results: Qualitative findings revealed that the cultural management model based on Nahj al-Balaghah is structured around three core levels: belief-based foundations (God-centeredness, justice, and divine responsibility), managerial values (meritocracy, simplicity, participatory orientation, and social justice), and behavioral patterns (people-centeredness, accountability, integrity, discipline, and confronting managerial pathologies). Quantitative results indicated that all hypothesized paths in the structural model were statistically significant. Among them, managers’ ethical–behavioral competencies exerted the strongest influence on cultural management (β = 0.769). Other factors, including Islamic decision-making, governance and leadership, belief-based competencies, Islamic organizational culture, and Islamic work values, also demonstrated positive and significant effects.
Conclusions: The findings suggest that effective cultural management emerges from the integrated interaction of managers’ ethical, belief-based, cognitive, and behavioral competencies alongside supportive cultural and organizational contexts. The proposed model provides a valid indigenous framework for enhancing cultural management grounded in Nahj al-Balaghah.
Keywords: Cultural management, Nahj al-Balaghah, Cultural governance, Thematic analysis, Structural equation modeling
Send email to the article author
| Rights and permissions | |
 |
This work is licensed under the Creative Commons - Attribution 4.0 International. |
