Identifying the Dimensions and Components of the Organizational Anomie Model in the Ministry of Interior

Abstract

The present study aimed to identify the dimensions and components of the organizational anomie model in the Ministry of Interior and to develop a valid conceptual framework for analyzing and managing organizational abnormalities with an emphasis on reducing administrative corruption, enhancing transparency, and improving organizational effectiveness. This study employed a mixed-methods (qualitative–quantitative) descriptive-analytical design. In the qualitative phase, semi-structured interviews were conducted with 13 experts, senior managers, and specialists affiliated with the Ministry of Interior, and the data were analyzed using qualitative content analysis and the Delphi technique. In the quantitative phase, the statistical population consisted of employees of the Ministry of Interior, from whom 300 participants were selected as the study sample. Data were collected using a researcher-developed questionnaire derived from the qualitative findings. Data analysis was performed using SPSS version 22 and SmartPLS software. Descriptive statistics, normality tests, exploratory and confirmatory factor analyses, Cronbach’s alpha, composite reliability, and structural equation modeling were applied. The findings demonstrated that the organizational anomie model consisted of five major dimensions, including ethical anomie, cultural and social anomie, organizational-institutional anomie, supervisory and control anomie, and the negative consequences of anomie. Structural equation modeling revealed that all relationships among constructs were statistically significant, with t-values exceeding 1.96 for all structural paths. Organizational-institutional anomie showed the strongest predictive effect among the identified dimensions. Reliability and validity indices were also confirmed, as Cronbach’s alpha and composite reliability values for all constructs exceeded 0.70, while AVE values were greater than 0.50. Furthermore, the coefficient of determination (R²) for intra-organizational and extra-organizational consequences was reported as 0.608 and 0.616, respectively, indicating satisfactory explanatory power of the proposed model. The study findings indicated that organizational anomie within the Ministry of Interior is a multidimensional and structural phenomenon rooted in institutional, ethical, cultural, and supervisory deficiencies, which can generate extensive consequences for organizational performance and public trust. The proposed model may serve as an effective analytical and diagnostic tool for identifying the roots of organizational abnormalities, reforming inefficient structures, strengthening transparency and accountability, and improving managerial systems within governmental organizations.