Designing a Model for Controlling Organizational Anomie in Public Organizations: A Meta-Synthesis Approach

Abstract

Organizational anomie, as one of the most significant factors undermining normative and functional cohesion within organizations, has extensive consequences for employee behavior, organizational effectiveness, and the quality of governance. Despite numerous studies examining the dimensions, antecedents, and consequences of this phenomenon, a comprehensive and coherent framework for explaining its control mechanisms—particularly in public organizations—has not yet been developed. Therefore, the present study was conducted with the aim of identifying and explaining the mechanisms for controlling organizational anomie and proposing a model for its control in public organizations. In terms of purpose, this study is developmental, and in terms of methodology, it is qualitative, employing a meta-synthesis approach. Data were collected through a systematic search of Persian and English scholarly sources published between 2009 and 2025. Among the 847 identified sources, 74 studies were selected for final analysis following screening and quality assessment procedures. Data analysis was conducted based on the seven-step model proposed by Sandelowski and Barroso, utilizing thematic analysis. In addition, Shannon entropy was employed to determine the relative importance of the identified indicators. The findings led to the identification of 71 indicators categorized into 14 components and 6 principal dimensions, including structural and process control, behavioral and human resource control, cultural and identity control, technology and information control, environmental and stakeholder control, and leadership and change management control. The results further revealed that organizational norms, professional ethics, organizational justice, organizational social capital, meritocracy, and organizational trust are the most influential components in controlling organizational anomie. Accordingly, effective and sustainable control of organizational anomie in public organizations requires the adoption of a comprehensive, multidimensional, and synergistic approach in which cultural, human, structural, managerial, and technological dimensions are addressed in an integrated manner.