A Qualitative Model of Wise Governance in the Development of Social Entrepreneurship: The Case of Iranian Knowledge-Based Companies

Mehrab  Pirmoradian; Saeed Sayad Shirkosh; Mohammad Reza Rabiee Mandejin; Mina Jamshidi

Authors

Mehrab Pirmoradian Ph.D. Student, Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0009-0001-8182-9149
Saeed Sayad Shirkosh Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran Corresponding author https://orcid.org/0000-0001-7865-4854
Mohammad Reza Rabiee Mandejin Department of Public Administration, CT.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0000-0001-8571-1415
Mina Jamshidi Department of Educational Management, CT.C., Islamic Azad University, Tehran, Iran Author https://orcid.org/0000-0002-2312-4167

Keywords:

wise governance, social entrepreneurship, knowledge-based companies, thematic analysis, qualitative research

Abstract

This study aimed to develop a qualitative model of wise governance for the development of social entrepreneurship, with a focus on Iranian knowledge-based companies. From a paradigmatic perspective, the study adopted an interpretive–exploratory approach and was designed based on a qualitative research strategy. The study population consisted of academic and executive experts, and information-oriented purposive sampling continued until theoretical saturation was achieved. Semi-structured interviews were conducted with 20 experts. The data analysis strategy was based on Braun and Clarke’s (2006) six-phase thematic analysis using MAXQDA software, and the findings were organized according to Attride-Stirling’s (2001) thematic network framework at three levels: basic, organizing, and global themes. The trustworthiness of the findings was assessed and established based on the criteria proposed by Lincoln and Guba (1985). The reliability of the model was also confirmed through test–retest analysis and intercoder agreement, with a kappa agreement coefficient of 85%. The findings indicated that wise governance influences the development of social entrepreneurship through three core components: wise policymaking, wise leadership, and wise organizational architecture. On the one hand, these three components shape social innovation capability and active stakeholder engagement; on the other hand, they directly contribute to a dynamic wise network. Furthermore, these constructs function as mediating variables and lead to the development of innovative social entrepreneurship through two pathways: sustainable value creation and strategic resilience. Accordingly, the conceptual model of the study was extracted in the form of 9 global themes, 35 organizing themes, and 144 basic themes.

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