Identifying the Dimensions of Organizational Structure with an Approach to Reducing Economic Corruption: A Case Study of the General Directorate of Grain and Commercial Services of Bushehr Province

Abstract

This study aimed to identify the dimensions and components of organizational structure with an approach to reducing economic corruption in the General Directorate of Grain and Commercial Services of Bushehr Province. This applied study employed a qualitative exploratory design using thematic analysis. The participants consisted of managers, senior experts, and specialists familiar with management, administrative and financial affairs, commercial activities, supervision, internal control, contracts, and organizational processes within the General Directorate of Grain and Commercial Services of Bushehr Province. Participants were selected through purposive sampling, and sampling continued until theoretical saturation was achieved. Ultimately, 15 individuals participated in the study. Data were collected through in-depth semi-structured interviews. Following verbatim transcription, the data were analyzed through thematic analysis. The analytical process included identifying meaning units, generating initial codes, merging conceptually similar codes, developing preliminary categories, extracting final components, and organizing them into higher-order dimensions. Analysis of 612 meaning units generated 286 initial codes, which were refined and consolidated into 87 conceptual codes and 31 preliminary categories. Further analysis yielded 18 final components organized into six major dimensions: transparent and rule-based structure, decentralization accompanied by accountability, multilayered control and monitoring system, information transparency and digitalization of processes, conflict-of-interest management and administrative integrity, and flexible and merit-based structure. The findings indicated that reducing economic corruption requires the simultaneous interaction of clear responsibilities, separation of sensitive duties, balanced distribution of authority, continuous internal control, independent oversight, electronic process registration, conflict-of-interest management, job rotation, and competency-based appointments. The findings demonstrated that an anti-corruption organizational structure is multidimensional and integrated, and that economic corruption cannot be effectively reduced through isolated structural interventions. Simultaneously strengthening transparency, accountability, decision traceability, multilayered control, conflict-of-interest management, and merit-based organizational arrangements can reduce opportunities for corruption and improve administrative integrity and organizational effectiveness.