نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری تخصصی مدیریت دولتی، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران
2 دانشیار، گروه علمی مدیریت، واحد دهاقان، دانشگاه آزاد اسلامی، اصفهان، ایران
3 سایر، دانشکده مدیریت بازرگانی، دانشگاه البیان، بغداد، عراق
4 دکترای تخصصی، گروه علمی مدیریت، واحد اصفهان (خوراسگان)، دانشگاه آزاد اسلامی، اصفهان، ایران
چکیده
کلیدواژهها
عنوان مقاله [English]
نویسندگان [English]
Extended Abstract
Introduction and Objectives: In the contemporary era, Islamic organizations face numerous challenges in adopting management models, as most prevalent paradigms are derived from Western contexts and often lack the spiritual spirit and ethical values aligned with Islamic culture. This theoretical gap highlights the urgent need to develop conceptual frameworks based on the Sīrah (lifestyle and conduct) of the Ahl al-Bayt (the household of the Prophet, peace be upon them). One of the richest sources for extracting a transcendental management model is the Sīrah and teachings of Lady Fāṭimah al-Zahrāʾ (s.a.) (the beloved daughter of the Prophet of Islam), which has unfortunately been less structurally analyzed in management studies.
The primary objective of this research is to design and validate a comprehensive model of “Fatemi Management” (Mudīriyyat-i Fāṭimī — management based on the teachings and conduct of Lady Fāṭimah al-Zahrāʾ). This study seeks to answer: What are the key components of management based on Lady Fāṭimah’s Sīrah, and how can these value-based and theological components be operationalized into a coherent management model for organizations? By integrating theological and managerial perspectives, this study aims to offer a model that focuses on human exaltation and social justice beyond mere profitability, providing an efficient tool for managers in Islamic societies.
Methodology: This research is applied in terms of purpose and mixed-method (qualitative-quantitative) with an exploratory approach in nature.
Qualitative Phase: Thematic Analysis (Taḥlīl-i Mażmūn) was employed to extract the model’s components. The statistical population for this section consisted of academic and executive experts in Iraq who possessed scientific mastery of Lady Fāṭimah’s (PBUH) Sīrah as well as managerial experience. Using purposive sampling (namūnihgīrī-yi hadafmand), in-depth semi-structured interviews were conducted with 12 experts until theoretical saturation was achieved. The textual data obtained from the interviews were coded and analyzed using MAXQDA software.
Quantitative Phase: To validate the extracted model, a researcher-made questionnaire based on the identified components was designed and distributed among a wider statistical population. The validity of the questionnaire was assessed by experts, and its reliability was measured using Cronbach’s alpha coefficient. Subsequently, quantitative data were analyzed using Confirmatory Factor Analysis (CFA) and Structural Equation Modeling (SEM) to verify the final model’s fit and the relationships between variables.
Results: The findings from the qualitative data analysis led to the identification and categorization of themes into five main components for the Fatemi Management model:
Divine and Monotheistic Leadership (Rahbarī-yi Tawḥīdī wa Ilāhī)
As the core of the model, this component emphasizes directing all managerial decisions and actions towards God’s satisfaction (riḍā-yi khudāwand) and the supremacy of divine values (ḥākimiyyat-i arzishhā-yi ilāhī).
Justice-Orientation (ʿAdālat-Miḥwarī)
This includes the fair distribution of resources, equal opportunities, and non-discriminatory treatment of subordinates, considered one of the most prominent features of the Fāṭimī Sīrah.
Ethical Accountability (Masʾūliyyatʹpizīrī-yi Akhlāqī)
Meaning the manager’s responsiveness to God, society, and employees, and strict adherence to ethical principles in organizational interactions.
Managerial Simplicity (Sādihʹzīstī-yi Mudīriyyatī)
Avoiding luxury and extravagance (tajammulgarāyī wa isrāf) at the management level and promoting a culture of contentment (qanāʿat) and productivity within the organization.
Education-Orientation (Tarbīyat-Miḥwarī)
Viewing employees as human capital in need of spiritual (maʿnawī) and skill growth.
The results of the quantitative section also indicated that all five components had high and significant factor loadings, and the proposed model enjoyed a good fit, confirming that these dimensions well explain the concept of Fatemi Management.
Discussion and Conclusion: The results of this study suggest that Fatemi Management is a comprehensive managerial paradigm that can serve as a suitable alternative or complement to conventional models in Islamic organizations. Unlike materialist models (mudilhā-yi māddīgarā), this approach proves that organizational success depends on a deep connection between “executive efficiency” (kārāʾī-yi ijrāʾī) and “ideological commitments” (taʿahhudāt-i iʿtiqādī).
The presented five-dimensional model offers a theoretical and practical framework for policymakers and managers to redesign:
Organizational codes of ethics (manshūrhā-yi akhlāqī-yi sāzmān)
Recruitment systems (niẓānhā-yi jazb wa istikhdām)
Performance appraisal systems (niẓānhā-yi arzyābī-yi ʿamalkard)
Recommendations for managers: Institutionalize components such as justice-orientation and simplicity to enhance organizational trust and provide a platform for the growth of employees’ moral virtues.
Recommendations for future research: Measure the impact of implementing this model on variables such as job satisfaction and organizational commitment in different Islamic countries.
Main limitation of the study: Access to experts fluent in both management and Islamic studies (mutasalliṭ bar har dū ḥawzih-ʾi mudīriyyat wa maʿārif-i Islāmī), which was mitigated by careful sample selection.
Acknowledgement: We succinctly thank all the professors and experts who assisted the authors in conducting this research.
Conflict of Interest: The authors declare that there is no conflict of interest regarding this study.
کلیدواژهها [English]
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