Research Institute of Hawzah and University; "Hawzah wa Dāneshgāh Research Institute" Journal of Studies in Religion, Spirituality & Management 2981-1171 12 23 2025 03 21 Designing an Administrative Integrity Roadmap at the Organizational Level with an Islamic Management Approach (Case Study: Yazd Governorate) Designing an Administrative Integrity Roadmap at the Organizational Level with an Islamic Management Approach (Case Study: Yazd Governorate) 89 109 2340 10.30471/rsm.2025.10751.1440 FA Hedayat Kargar-Shouroki Ph.D. in Management, Yazd Governorate, Yazd, Iran. 0000-0002-9910-9975 Kazem Darand M.A. in Management, Yazd Governorate, Yazd, Iran. 0009-0000-8845-993X Habib Salmani M.A. in Management, Yazd Governorate, Yazd, Iran. 0009-0000-8845-993X Mostafa Etemadian M.Sc. in Biomedical Engineering, Yazd Governorate, Yazd, Iran. 0009-0000-8845-993X Journal Article 2025 02 05 Introduction and Objectives: Organizational integrity is a cornerstone of Islamic management, yet Iran faces significant challenges in combating corruption, as evidenced by both national reports and international assessments. Despite the critical need for integrity in Iran’s administrative systems, a systematic framework for implementing integrity-enhancing measures—particularly one grounded in Islamic management principles—remains underdeveloped. This study addresses this gap by exploring how organizations can operationalize integrity through a structured roadmap, delineating responsibilities across units and establishing a clear monitoring mechanism. The primary research question is: How can an organizational integrity roadmap, rooted in Islamic management principles, be designed to clarify responsibilities and ensure measurable progress? Focusing on Yazd Governorate as a case study, this research aims to develop a practical roadmap to enhance organizational integrity, leveraging roadmapping—a globally recognized planning tool—adapted to the context of corruption prevention and Islamic governance. Methodology: This applied qualitative study employs a descriptive survey approach, structured in three phases: 1. Data Collection: * A non-sampled survey of managers across 21 headquarters units and 12 sub-governorates in Yazd Governorate was conducted. * An open-ended questionnaire, validated by experts, captured proposed measures for improving organizational integrity. 2. Data Analysis: * Seven specialists participated in an expert panel to analyze responses and draft the roadmap using structured group discussions. 3. Validation: * Stakeholder feedback was obtained through: - A formal meeting of the Yazd Governorate’s Organizational Integrity Improvement Working Group. - Written evaluations from two key entities: the Ministry of Interior’s Inspection and Performance Management Center and the Yazd Provincial Management and Planning Organization, both of which endorsed the final roadmap. Results: The study identified 14 core activities for promoting integrity, categorized into functional, institutional, and temporal mappings: No. Functional Mapping Institutional Mapping Time Mapping (Actions during years one to five) 1 Electronic service delivery Information Technology Needs assessment; Infrastructure provision; Systems deployment; Integration 2 Employee training Planning Needs assessment; Conducting courses; Effectiveness analysis; Feedback gathering 3 Strengthening infrastructure Information Technology Needs assessment; Financing; Deployment; Maintenance; Updating 4 Transparency Public Relations Needs assessment; Infrastructure provision; Information provision; Feedback gathering 5 Strengthening supervision Performance Management /Security Needs assessment; Legal infrastructure provision; Implementing new regulations; Feedback gathering for reform 6 Resolving conflicts of interest 7 Public awareness Public Relations Needs assessment; Information provision; Effectiveness analysis; Feedback gathering 8 Reforming regulations Performance Management Needs assessment; Providing a justification report; Following up on receiving results 9 Participation Planning Needs assessment; Legal infrastructure provision; Implementing new regulations; Feedback gathering for reform 10 Strengthening accountability Performance Management 11 Accepting service delivery Planning Analysis; Preparation; Explanation and encouragement; Conducting insight-enhancing courses; Implementing positive role model mechanisms 12 Strengthening spirituality Planning 13 Reforming compensation for services Administrative and Financial Needs assessment; Developing a code of conduct; Implementing a code of conduct; Effectiveness analysis and feedback gathering for reforming the mechanism 14 Establishing knowledge management Planning Key institutional actors include IT, Planning, Performance Management, and Public Relations units. The roadmap allocates responsibilities and timelines, ensuring accountability and measurable progress. Discussion and Conclusions: This study aligns with prior research emphasizing awareness, training, technological advancement, and participatory governance. Notably, it resonates with Iran’s Thirteenth Government Anti-Corruption Document in advocating transparency, conflict-of-interest management, and cultural reform. However, it introduces novel elements—spirituality reinforcement, service acceptance, and knowledge management—distinguishing it from secular frameworks. These unique dimensions stem from: 1. The Islamic management approach, which prioritizes moral and spiritual development. 2. Context-specific gaps, such as Yazd Governorate’s lack of knowledge management systems. The proposed roadmap offers a replicable model for public-sector organizations seeking to institutionalize integrity through structured, faith-aligned strategies. Acknowledgements: The authors extend gratitude to the managers and staff of Yazd Governorate for their contributions. Conflict of Interest: The authors declare no conflicts of interest. Introduction and Objectives: Organizational integrity is a cornerstone of Islamic management, yet Iran faces significant challenges in combating corruption, as evidenced by both national reports and international assessments. Despite the critical need for integrity in Iran’s administrative systems, a systematic framework for implementing integrity-enhancing measures—particularly one grounded in Islamic management principles—remains underdeveloped. This study addresses this gap by exploring how organizations can operationalize integrity through a structured roadmap, delineating responsibilities across units and establishing a clear monitoring mechanism. The primary research question is: How can an organizational integrity roadmap, rooted in Islamic management principles, be designed to clarify responsibilities and ensure measurable progress? Focusing on Yazd Governorate as a case study, this research aims to develop a practical roadmap to enhance organizational integrity, leveraging roadmapping—a globally recognized planning tool—adapted to the context of corruption prevention and Islamic governance. Methodology: This applied qualitative study employs a descriptive survey approach, structured in three phases: 1. Data Collection: * A non-sampled survey of managers across 21 headquarters units and 12 sub-governorates in Yazd Governorate was conducted. * An open-ended questionnaire, validated by experts, captured proposed measures for improving organizational integrity. 2. Data Analysis: * Seven specialists participated in an expert panel to analyze responses and draft the roadmap using structured group discussions. 3. Validation: * Stakeholder feedback was obtained through: - A formal meeting of the Yazd Governorate’s Organizational Integrity Improvement Working Group. - Written evaluations from two key entities: the Ministry of Interior’s Inspection and Performance Management Center and the Yazd Provincial Management and Planning Organization, both of which endorsed the final roadmap. Results: The study identified 14 core activities for promoting integrity, categorized into functional, institutional, and temporal mappings: No. Functional Mapping Institutional Mapping Time Mapping (Actions during years one to five) 1 Electronic service delivery Information Technology Needs assessment; Infrastructure provision; Systems deployment; Integration 2 Employee training Planning Needs assessment; Conducting courses; Effectiveness analysis; Feedback gathering 3 Strengthening infrastructure Information Technology Needs assessment; Financing; Deployment; Maintenance; Updating 4 Transparency Public Relations Needs assessment; Infrastructure provision; Information provision; Feedback gathering 5 Strengthening supervision Performance Management /Security Needs assessment; Legal infrastructure provision; Implementing new regulations; Feedback gathering for reform 6 Resolving conflicts of interest 7 Public awareness Public Relations Needs assessment; Information provision; Effectiveness analysis; Feedback gathering 8 Reforming regulations Performance Management Needs assessment; Providing a justification report; Following up on receiving results 9 Participation Planning Needs assessment; Legal infrastructure provision; Implementing new regulations; Feedback gathering for reform 10 Strengthening accountability Performance Management 11 Accepting service delivery Planning Analysis; Preparation; Explanation and encouragement; Conducting insight-enhancing courses; Implementing positive role model mechanisms 12 Strengthening spirituality Planning 13 Reforming compensation for services Administrative and Financial Needs assessment; Developing a code of conduct; Implementing a code of conduct; Effectiveness analysis and feedback gathering for reforming the mechanism 14 Establishing knowledge management Planning Key institutional actors include IT, Planning, Performance Management, and Public Relations units. The roadmap allocates responsibilities and timelines, ensuring accountability and measurable progress. Discussion and Conclusions: This study aligns with prior research emphasizing awareness, training, technological advancement, and participatory governance. Notably, it resonates with Iran’s Thirteenth Government Anti-Corruption Document in advocating transparency, conflict-of-interest management, and cultural reform. However, it introduces novel elements—spirituality reinforcement, service acceptance, and knowledge management—distinguishing it from secular frameworks. These unique dimensions stem from: 1. The Islamic management approach, which prioritizes moral and spiritual development. 2. Context-specific gaps, such as Yazd Governorate’s lack of knowledge management systems. The proposed roadmap offers a replicable model for public-sector organizations seeking to institutionalize integrity through structured, faith-aligned strategies. Acknowledgements: The authors extend gratitude to the managers and staff of Yazd Governorate for their contributions. Conflict of Interest: The authors declare no conflicts of interest.

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