Identifying the Core Phenomenon Factors of Organizational Development with an Emphasis on Managerial Competencies

Abstract

The present study aimed to identify the core phenomenon factors of organizational development with an emphasis on managerial competencies at Mazandaran University of Medical Sciences. This qualitative study was conducted using grounded theory based on the Strauss and Corbin paradigm model. The study population consisted of faculty members holding the rank of associate professor or higher with at least 15 years of relevant academic experience, as well as senior managers and experienced experts at Mazandaran University of Medical Sciences. Participants were selected through purposive and snowball sampling, and interviews continued until theoretical saturation was reached. Saturation was achieved after interviews with 17 experts. Data were collected through in-depth semi-structured interviews lasting approximately 45–90 minutes. Credibility was enhanced through member checking, peer review, and participatory interpretation, while coding reliability was assessed through inter-coder agreement and Cohen’s kappa coefficient. Data were analyzed using MAXQDA software through open, axial, and selective coding. The findings showed that the core phenomenon factors of organizational development were organized into nine main categories: individual and personal competencies, cognitive and strategic competencies, leadership and behavioral competencies, professional and organizational competencies, human capital development and succession planning, performance evaluation and management, meritocracy and governance of managerial appointments, localization of the managerial competency system, and organizational support for competent managers. Organizational transformation, innovation, and learning were also identified as developmental outcomes. Selective coding identified “organizational development based on the establishment of a localized, merit-based, and development-oriented managerial competency system” as the central phenomenon of the study. The findings indicate that managerial competency should move beyond being viewed merely as an individual attribute or an appointment criterion and should instead be institutionalized as an integrated system for selecting, evaluating, developing, supporting, and preparing managers. Such a system can improve leadership quality, optimize the use of human capital, strengthen organizational justice and transparency, promote learning and innovation, and facilitate sustainable organizational development.