Dabirchiloo, A., Nobari, A., Ghasemi, M. (2025). Designing and explaining the organizational maturity model (case study of Iran Airports and Air Navigation Company). , (), -. doi: 10.22067/tmj.2025.92508.1687
Abolfazl Dabirchiloo; Alireza Nobari; Morteza Ghasemi. "Designing and explaining the organizational maturity model (case study of Iran Airports and Air Navigation Company)". , , , 2025, -. doi: 10.22067/tmj.2025.92508.1687
Dabirchiloo, A., Nobari, A., Ghasemi, M. (2025). 'Designing and explaining the organizational maturity model (case study of Iran Airports and Air Navigation Company)', , (), pp. -. doi: 10.22067/tmj.2025.92508.1687
Dabirchiloo, A., Nobari, A., Ghasemi, M. Designing and explaining the organizational maturity model (case study of Iran Airports and Air Navigation Company). , 2025; (): -. doi: 10.22067/tmj.2025.92508.1687
Designing and explaining the organizational maturity model (case study of Iran Airports and Air Navigation Company)
1Ph.D. Student in Public Management, Department of management,Saveh Branch,Islamic Azad University,Saveh,Iran
2Associate Prof., Department of management, Faculty of humanities, Saveh Branch,Islamic Azad University,Saveh,Iran
3Associate Prof., Department of Health Services Administration, south Tehran Branch, Islamic Azad University, Tehran, Iran
Abstract
Abstract: This study was conducted with the aim of designing and explaining an indigenous organizational maturity model for the Iran Airports and Air Navigation Company. Considering the lack of localized frameworks in the country’s aviation industry, a grounded theory approach combined with a mixed-methods design (qualitative-quantitative) was employed. In the qualitative phase, 114 conceptual codes were identified through interviews with 20 industry experts and comparative analysis. These codes were categorized into five overarching themes: causal, contextual, intervening, strategic, and consequential factors. In the quantitative phase, Interpretive structural modeling (ISM) was used to analyze the causal relationships among components. The results indicated that all three categories—causal, contextual, and structural factors—play a significant role in shaping organizational strategies. Moreover, the developed strategies had a direct impact on key outcomes such as organizational commitment, organizational learning, competitive advantage, performance excellence, and corporate entrepreneurship. The proposed model can serve as a practical tool for assessing and developing maturity in sensitive service organizations, especially within the aviation sector, providing a foundation for improved productivity, alignment with international standards, and sustainable development.
