Sustainable Organisational Performance (Locus of Engagement): A Case Study of SAIPA
Moradi, Babak (2026) Sustainable Organisational Performance (Locus of Engagement): A Case Study of SAIPA. Doctoral thesis, Birmingham City University.
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Babak Moradi PhD Thesis_Final Version_Final Award April 2026.pdf - Accepted Version Download (4MB) |
Abstract
This quantitative study essentially examines the intricate relationship between Strategic Hu-man Resource Management (SHRM), Employee Engagement (EE), Sustainable Organisational Performance (SOP), and the Environmental Stability Index (EI) within the institutional context of Iran’s automotive sector, with a specific focus on SAIPA as a case study. The impact of economic sanctions on SHRM and EE is considered across three distinct periods (Grey Period; pre-2000, Green Period; 2000-2008, and Black Period; post 2008), providing historical insight into organisational resilience and performance in the face of pressures from domestic and international policy. Given the topicality of sanctions this previously unpublished primary data provides rich insight into the challenges faced when politico-economic systems become relatively closed, especially in institutional environments characterised by regulatory constraints, cultural rigidity, and policy volatility.
At the heart of this investigation is the locus of engagement, which refers to the role of active employee participation in driving key organisational outcomes such as commitment, motivation, and satisfaction— all of which are crucial to maintaining SOP. The study argues that SHRM practices, particularly those fostering autonomy, feedback, and growth opportunities, are essential for enhancing EE. However, the adoption and effectiveness of these are impeded in periods associated with economic sanctions and geopolitical impediments because of the interconnectedness of economic, political and social systems. These impediments are further mediated by institutional structures such as national labour laws, informal workplace norms, and organisational hierarchies, which collectively shape how HR practices are formed, interpreted, and implemented. Specifically, when Iran is “closed” economically, this impacts many cultural aspects in Iranian society, including HR practices, with a deleterious effect on organisational efficiency and productivity. Emerging from this, the thesis recommends that SAIPA should continuously adopt global best practices in SHRM, to navigate both the local challenges posed by sanctions and the broader impact of economic change.
In contrast to the Green Period, the evidence presented in this thesis suggests that this was not the case during the Black Period and the Grey Period. Moreover, this research also points to disparities between Senior Manager (SM) and Line Manager’s (LM) perceptions of the role of SHRM in developing SOP across the different periods, indicating that SAIPA management is not vertically aligned. These disparities can be viewed through the lens of institutional mis-alignment, where differing interpretations of strategic priorities and operational practices reflect underlying institutional fragmentation within the organisation.
This study is of relevance to practitioners and scholars seeking to enhance understanding of organisational resilience in complex, geopolitically sensitive environments, and HRM responses in this context. In establishing a framework for understanding the interplay between internal management practices (SHRM, EE, SOP) and external factors (EI) it provides timely insight into the institutional forces—both formal (regulatory systems, state intervention) and informal (organisational culture, societal norms)—that shape performance outcomes.
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