A Good Governance Model and the Role of Developing Managers Committed to Social Responsibility in Public Organizations: A Case Study of Governorates in Northwest Iran

Abstract

This study aimed to develop and validate a good governance model emphasizing the role of developing managers committed to social responsibility in public organizations, focusing on governorates in Northwest Iran. This applied study used an exploratory sequential mixed-methods design. In the qualitative phase, data were collected through semi-structured interviews with 30 experts, senior managers, experienced specialists, and university professors in public administration and human resource management. The qualitative data were analyzed using thematic analysis. In the quantitative phase, a researcher-made questionnaire derived from the qualitative findings was administered to 63 managers, experts, and specialists related to governorates in Northwest Iran. The validity of the instrument was assessed through expert judgment, factor analysis, convergent validity, and model-fit indicators, while reliability was confirmed using Cronbach’s alpha and composite reliability. Quantitative data were analyzed using Pearson correlation and partial least squares structural equation modeling. The qualitative analysis identified accountability, transparency, rule of law, environmental and climate issues, participation and consultation, justice orientation, ethical principles, legal and professional responsibility, and effectiveness and efficiency as the core components of the model. Pearson correlation results indicated positive and significant relationships among all research components. Structural equation modeling confirmed all proposed model paths, and the t-values supported the significance of the structural relationships. The coefficient of determination for the overall model was 0.890, indicating strong explanatory power. Ethical principles showed the highest explanatory value with an R² of 0.901, followed by accountability with 0.882, justice orientation with 0.868, transparency with 0.860, effectiveness and efficiency with 0.856, and legal and professional responsibility with 0.852. The findings indicated that good governance in public organizations cannot be achieved merely through structural reforms or formal regulations; rather, it requires the development of managers who are ethically, legally, professionally, socially, and environmentally responsible. The final model provides a localized framework for strengthening accountability, transparency, justice, rule of law, participation, efficiency, and public trust in governorates in Northwest Iran.