Organizational Resilience Architecture in Crisis: Formulating a Grounded Theory Model for the Mazandaran Red Crescent Society

Abstract

The present study was conducted with the aim of formulating a paradigmatic model of organizational resilience under crisis conditions within the Mazandaran Red Crescent Society. In terms of purpose, this research was applied, and in terms of approach, it employed an exploratory mixed-method design. In the qualitative phase, data were collected and analyzed using Grounded Theory based on the systematic approach of Strauss and Corbin through semi-structured interviews with 16 experts in organizational behavior, human resource management, and managers of the Mazandaran Red Crescent Society. Through the processes of open, axial, and selective coding, 428 final codes were identified and organized into 33 main categories and 125 subcategories. The qualitative findings indicated that organizational resilience during crises in this organization is shaped by causal conditions including effective leadership, a flexible organizational culture, advanced information systems, human resource capabilities, support mechanisms, crisis preparedness, and preventive capacities. These factors operate within contextual conditions such as organizational structure, physical resources and facilities, policies and regulations, access to emerging technologies, and developmental infrastructure. Furthermore, intervening conditions, including stress management, team coordination, change management, support systems, motivation, and commitment, influence the effectiveness of strategies such as planning, effective communication, strengthening support networks, process innovation, stakeholder participation, optimal resource allocation, enhanced decision-making, and training and preparedness. These strategies ultimately lead to outcomes including organizational sustainability, improved performance, increased public trust, reduced recovery time, enhanced organizational credibility, greater flexibility, and strengthened innovative capacities. In the quantitative phase, the extracted model was validated using Structural Equation Modeling (SEM) based on data collected from 625 employees of the Mazandaran Red Crescent Society. The results demonstrated an acceptable model fit. Accordingly, the proposed model can serve as an analytical and operational framework for strengthening organizational resilience in emergency response organizations under crisis conditions.