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Identifying the effective dimensions and components of smart power in government organizations
(Case study: National Petrochemical Industries Company)
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Feridoun Kiani nejad1   , Davood Kia kajori2 , Maryam Rahmati3 |
1- PhD student, Department of Public Administration, Chaloos Branch, Islamic Azad University, Chaloos, Iran,
2- Associate Professor, Department of Public Administration, Chaloos Branch, Islamic Azad University, Chaloos, Iran , dr.davoodkia@iau.ac.ir
3- Assistant Professor, Department of Public Administration, Chaloos Branch, Islamic Azad University, Chaloos, Iran |
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Abstract: (41 Views) |
The purpose of this applied research is to identify the effective dimensions and components of smart power in government organizations, the case study of the National Iranian Petrochemical Company using a qualitative method. The data collection method was based on a review of the specialized literature on the subject and targeted and semi-structured qualitative interviews. This research was conducted using the opinions of 17 experts, senior managers and company experts, as well as academic experts in the field of management, who were selected using a purposeful sampling method, and the main components were coded and extracted using the content analysis method. The extraction of indicators and data analysis in this research was carried out with the MAX QDA 2020 software and the inductive coding method, and then the results obtained were presented. The obtained data and the results of the research indicate two main dimensions of smart power in the organization, including soft power and hard power, and twelve main (axial) components, as well as forty-seven indicators or sub-components. The results of the research showed that smart power can be an effective and practical way to integrate power resources and make optimal and intelligent use of all power resources in the organization.
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| Keywords: Smart Power, Soft Power, Hard Power. |
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Full-Text [PDF 713 kb]
(27 Downloads)
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Type of Study: Research |
Subject:
Management
Received: 2025/01/8 | Accepted: 2025/09/2 | Published: 2026/04/30
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