Document Type : Research Paper
Authors
1
Assistant Professor, Department of Management, Faculty Member at Research Institute of Hawzah and University (RIHU), Qom, Iran
2
Assistant Professor, Research Associate at Al-Mustafa International University, Qom, Iran.
10.30471/rsm.2025.10342.1391
Abstract
Introduction and Objectives: Scientific-cultural organizations play a pivotal role in guiding societies toward progress and sustainable development. A dynamic and thriving society depends on these organizations fulfilling their essential functions in education, socialization, and cultural oversight. When societal behaviors align with ethical and Islamic values, it is largely due to the active presence of such institutions. Effective management of scientific-cultural organizations ensures their success in fostering societal growth. However, managerial crises hinder their ability to achieve their mission, jeopardizing their integrity and existence. While extensive research has examined crises in these organizations, few studies have specifically addressed managerial crises. This study aims to fill this gap by identifying and analyzing managerial crises in scientific-cultural organizations through a review of existing literature.
Method: This research employs a meta-synthesis approach and qualitative content analysis. Data were collected through secondary and documentary research, focusing on studies published between 2001 and 2023 in academic databases, journals, theses, and books. Keywords such as "crises in scientific-cultural organizations," "higher education challenges," and "university management crises" yielded 300 relevant studies, of which 12 met the criteria for in-depth analysis.
Results: The findings revealed numerous crises within scientific-cultural organizations. However, the core focus of this study was to identify the specific managerial crises these institutions face. In other words, the failure of scientific-cultural organizations to meet societal expectations and fulfill their proper role points to a more fundamental issue: these organizations are grappling with management crises. The analysis suggests that if these institutions had effective management systems in place, other crises would not have emerged. Management serves as the heart and mind of an organization—when it functions properly, all other components operate smoothly. Conversely, dysfunctional or crisis-ridden management inevitably leads to systemic failures. For this reason, the data analysis was specifically designed to identify these managerial crises, thereby paving the way for healthier and more effective organizational management. The analysis identified 110 codes, 30 concepts, and 13 key managerial crises in scientific-cultural organizations:
1. Strategic Planning Crisis
2. Policy-Making Crisis
3. Goal-Setting and Prioritization Crisis
4. Admission and Evaluation Crisis
5. Monitoring and Assessment Crisis in Higher Education
6. University-Society Disconnect (Industry, Services, Agriculture, Family)
7. Human Resource Management Crisis
8. Ethical and Cultural Crisis
9. International Relations Crisis
10. Ownership and Governance Crisis
11. Financial and Budgetary Crisis
12. Structural Crisis
Discussion and Conclusion: The crises were categorized into five thematic clusters:
1. Ineffective Governance: Weak strategic planning, conflicting policies, and bureaucratic rigidity.
2. Societal and Global Disengagement: Mismatch between academic programs and real-world needs.
3. Resource Mismanagement: Poor financial and human capital allocation.
4. Ethical-Cultural Decline: Commercialization of education and erosion of core values.
5. Structural Inflexibility: Bureaucratic barriers to innovation.
Theoretical Roots:
* Institutional Theory: Organizations prioritize legitimacy over societal needs (e.g., expanding irrelevant programs).
* Multi-Level Governance: Misalignment between national policies and institutional missions.
* Resource Dependency Theory: Financial reliance on the state undermines autonomy.
Macro-Level Impacts:
1. Undermined Role in Sustainable Development: Focus on theoretical output over practical solutions reduces public trust.
2. Brain Drain: Inefficient systems drive talent migration.
3. Declining Global Competitiveness: Rigid structures hinder international benchmarking.
Solutions: Reforming educational governance, strengthening societal and global ties, optimizing resource management, and realigning ethical values.
Keywords
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