Developing a Smart Organizational Governance Model Based on Grounded Theory

Abstract

This study aimed to develop a model of smart organizational governance based on grounded theory by identifying its causal conditions, contextual and intervening conditions, strategies, and consequences. This qualitative study employed a grounded theory design. The study population consisted of senior and middle managers, organizational governance experts, information technology and digital transformation specialists, and academics with relevant professional experience in Tehran. Eighteen participants were selected through purposive sampling followed by theoretical sampling, and recruitment continued until theoretical saturation was achieved. Data were collected through in-depth semi-structured interviews lasting approximately 50–75 minutes. Data collection and analysis were conducted concurrently using open, axial, and selective coding and the constant comparative method. MAXQDA software was used for data management. Credibility and dependability were enhanced through participant checking, expert review, continuous comparison, and analytical memoing. Data analysis generated 1,296 initial codes, which were refined into 514 distinct open codes, 126 concepts, 32 subcategories, and 11 main categories. “Smart organizational governance” emerged as the core phenomenon and comprised data-driven governance, digital intelligence in governance processes, participatory and networked governance, and transparent, accountable, and adaptive governance. Causal conditions included the inadequacy of traditional governance, environmental complexity, and technological and data-related pressures. Leadership, data culture, digital competencies, and integrated infrastructure emerged as contextual conditions, whereas organizational resistance, skill gaps, and legal and security constraints functioned as intervening conditions. Major strategies included redesigning governance structures, establishing data governance architecture, integrating data with decision-making, developing digital competencies, and gradually implementing intelligent technologies. The principal consequences were improved decision quality, organizational agility, learning, transparency, stakeholder trust, resilience, and competitive advantage. Smart organizational governance represents an integrated and dynamic organizational transformation rather than a purely technological initiative, and its successful development depends on the coordinated interaction of data, technology, leadership, structure, culture, human capabilities, participation, and accountability.