Volume 24, Issue 2 (9-2025)
jhosp 2025, 24(2): 235-254 |
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Zarin Khalili S, Kambiz H, Shirazian Z, Asghari Sarem A, Niknafs J. Developing an Organizational Multigenerational Gravity Model in Hospitals: A Grounded Theory Approach. jhosp 2025; 24 (2) :235-254
URL: http://jhosp.tums.ac.ir/article-1-6767-en.html
URL: http://jhosp.tums.ac.ir/article-1-6767-en.html
1- Ph.D. Candidate, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran.
2- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran. ,hamidi@iau.ac.ir
3- Assistant Professor, Department of Management , Mal.C, Islamic Azad University, Malayer, Iran.
4- Associate Professor, Department of Management, Faculty of Management and Accounting, Bu-Ali Sina University, Hamedan, Iran.
5- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran.
2- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran. ,
3- Assistant Professor, Department of Management , Mal.C, Islamic Azad University, Malayer, Iran.
4- Associate Professor, Department of Management, Faculty of Management and Accounting, Bu-Ali Sina University, Hamedan, Iran.
5- Assistant Professor, Department of Management, Ha.C.,Islamic Azad University, Hamedan, Iran.
Abstract: (56 Views)
Background and purpose: The simultaneous presence of multiple generations with diverse values and expectations has created significant human resource management challenges in hospitals, most notably intergenerational conflicts. This highlights the necessity for context-specific models to manage generational diversity effectively. Accordingly, this study aimed to develop an organizational "multigenerational gravity" model for hospitals affiliated with Hamadan University of Medical Sciences.
Methods: This exploratory and developmental study employed a qualitative design based on the interpretive paradigm and grounded theory methodology. Data were collected in 2024 through semi-structured interviews with 20 experienced hospital managers, as well as organizational and academic experts at Hamadan University of Medical Sciences. Participants were selected using purposive sampling until theoretical saturation was reached. Data analysis was conducted using a rigorous three-stage coding process: open, axial, and selective coding.
Results: The analysis yielded 6 main categories and 28 subcategories explaining multigenerational gravity. These were structured into a paradigm model comprising: causal conditions (e.g., structural and supportive constructs, leadership and governance, active intergenerational convergence); contextual factors (e.g., organizational culture, intergenerational adaptability, technological dynamism); intervening conditions (e.g., psychological and behavioral factors, resistance to change, generational gaps); strategies (e.g., strengthening organizational learning, developing participatory networks, promoting justice-based coordination); the core phenomenon (purposeful intergenerational coexistence and the reproduction of knowledge capital through organizational deliberation); and consequences (e.g., job satisfaction, development of a diversity-driven organizational culture).
Conclusion: This study provides a tailored model for managing generational diversity within the Iranian healthcare context. The proposed multigenerational gravity framework equips hospital managers with actionable insights to foster generational convergence, mitigate conflicts, and boost staff motivation and retention, ultimately enhancing service quality and organizational productivity.
Methods: This exploratory and developmental study employed a qualitative design based on the interpretive paradigm and grounded theory methodology. Data were collected in 2024 through semi-structured interviews with 20 experienced hospital managers, as well as organizational and academic experts at Hamadan University of Medical Sciences. Participants were selected using purposive sampling until theoretical saturation was reached. Data analysis was conducted using a rigorous three-stage coding process: open, axial, and selective coding.
Results: The analysis yielded 6 main categories and 28 subcategories explaining multigenerational gravity. These were structured into a paradigm model comprising: causal conditions (e.g., structural and supportive constructs, leadership and governance, active intergenerational convergence); contextual factors (e.g., organizational culture, intergenerational adaptability, technological dynamism); intervening conditions (e.g., psychological and behavioral factors, resistance to change, generational gaps); strategies (e.g., strengthening organizational learning, developing participatory networks, promoting justice-based coordination); the core phenomenon (purposeful intergenerational coexistence and the reproduction of knowledge capital through organizational deliberation); and consequences (e.g., job satisfaction, development of a diversity-driven organizational culture).
Conclusion: This study provides a tailored model for managing generational diversity within the Iranian healthcare context. The proposed multigenerational gravity framework equips hospital managers with actionable insights to foster generational convergence, mitigate conflicts, and boost staff motivation and retention, ultimately enhancing service quality and organizational productivity.
Keywords: Organizational Multigenerational Gravity, Generational Diversity, Grounded Theory, Hospitals
Type of Study: Original Article |
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