An Intelligent Model of Transparent Governance in Policymaker Organizations with the Approach of Good Governance

Document Type: Research Paper

Authors

1 Ph.D. Candidate in Information Technology Management/ Business Intelligence, Department of Information Technology Management, Science and Research Branch, Islamic Azad University, Tehran, Iran.

2 Associate Prof., Department of Information Technology Management, Science and Research Branch, Islamic Azad University, Tehran, Iran

3 Associate Professor, Department of Management, Sharif University of Technology, Tehran, Iran.

4 Professor, Department of Management, Tarbiat Modares University, Tehran, Iran.

5 Assistant Professor of Social Science, Roudehen Branch, Islamic Azad University, Roudehen, Iran.

Abstract

The new paradigm of good governance has an emphasis on international transparency, and this in this study takes into account the actual impacts of organizational intelligence in policymaker organizations. This study primarily aims to design an intelligent model of transparent governance in policymaker organizations with the approach of good governance. The study is a fundamental research in terms of objectives. In the qualitative section, data collection was done through Delphi interview questions, and the statistical population was senior managers, specialists, and policymakers with targeted sampling. In the quantitative part, the population was mid-level managers and organizational intelligence experts. The random sampling method was via the Cochran formula, and 432 individuals were selected. Data gathering tools were interviews and researcher-made survey questionnaires. The content and face validity and Cronbach alpha reliability were employed. The data were analyzed by descriptive and inferential statistics, including factor analysis, regression, and structural equations. Model fit and Friedman test were employed. The findings indicated three dimensions in the proposed model design, including transparency, knowledge creation, and knowledge translation, along with six components, five subcomponents, and 23 indicators. The results suggested that there is a relatively strong and appropriate relationship between organizational intelligence and organizational transparency. Furthermore, sense-making had the highest correlation with organizational transparency. Also, the strongest predictor was the sense-making variable.

Keywords


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