Designing a Model for Enhancing the Symbolic Capital of Managers (Case Study: SAIPA Automotive Group)

Alireza  Habibi; Jafar Beikzad; Rahim  Abdollahfam

doi:10.61838/

Authors

Alireza Habibi Ph. D student of public Administration Department, Bonab Branch, Islamic Azad University, Bonab, Iran

Jafar Beikzad * Associate Professor of Public Administration Department, Bonab Branch, Islamic Azad University, Bonab, Iran beikzad_jafar@yahoo.com

Rahim Abdollahfam Assistant professor of Educational Sciences Department, Bonab Branch, Islamic Azad University, Bonab, Iran

https://doi.org/10.61838/

Keywords:

Symbolic capital, symbolic capital in organizations, symbolic capital of managers, SAIPA Automotive Group

Abstract

Objective: This study aims to design a model for enhancing the symbolic capital of managers in the SAIPA Automotive Group.

Methods and Materials: The research method is qualitative and based on grounded theory. The statistical population of the study in the documents section includes articles, theses, books, and scientific documents related to the research topic between the years 2000-2024 and in the interview section includes three groups: academic experts, experienced specialists, and executive managers of the SAIPA Automotive Group. In this study, purposive and snowball sampling were used to select the sample, which was achieved based on the saturation rule by conducting 15 interviews. The data were analyzed using the seven-stage approach of Sandelowsky et al. (2007) grounded theory and MAXQDA2020 software.

Findings: According to the analysis of the data obtained from the interviews, this study identified a total of 93 concepts within four main categories (development of managerial skills and capabilities, integrated performance management, personal and professional capitalization of managers, and sustainable and innovative value management), and sixteen subcategories (team empowerment and development, improvement of motivation and self-confidence, conflict management and team diversity, strategic and operational planning, commitment to quality and performance, risk management, structuring and regulating activities, improvement of psychological capabilities, strengthening behavioral and ethical values, creation and development of effective communication networks, creation of a dynamic and flexible organizational culture, protection of shareholder value, co-creation of value, sustainable competitive development, enhancement of service-oriented motivation, and development of organizational resilience capacity).

Conclusion: This study presents a model for enhancing the symbolic capital of managers in the SAIPA Automotive Group, focusing on key areas like managerial skills development, integrated performance management, and sustainable value creation.