The Conceptual Model of the Standard Management of the Islamic Revolution Based on the Statement of the Second Phase of the Revolution with a Justice-Centered and Meritocratic Approach

The Statement of the Second Phase of the Islamic Revolution, as one of the most important strategic documents of the Islamic Republic of Iran, delineates the horizon of the revolution's movement in the upcoming decades within the framework of the phase of ("self-development, society-building, and civilization-building") and highlights the pivotal role of faithful (Muʾmin), efficient, and committed human resources in actualizing these objectives. Within this framework, the formation of the "Standard Management of the Islamic Revolution" has been emphasized as one of the prerequisites for realizing the ideals of the revolution. Furthermore, in the contemporary literature of governance, concepts such as institutional justice, transparency, accountability, and meritocracy are recognized as
the fundamental indicators of the efficacy of managerial systems. Nevertheless, in the discourse of the Islamic Revolution, these concepts do not merely possess a managerial or administrative aspect; rather, they are defined within the framework of deeper value and normative foundations that have been emphasized in upstream documents, particularly the Statement of the Second Phase of the Revolution and the declarations of the martyred Āyatullāh al-ʿUẓmā Khamenei. Despite these emphases, the country's managerial system still faces challenges such as non-meritocratic appointments, the weakness of transparency and accountability mechanisms, the inequality of managerial opportunities, and the decline of public trust. Although many domestic studies have referred to some components emphasized in the thought of the martyred leader, such as justice-centricity, a jihad-like (Jihādī) spirit, service-orientation, and meritocracy, they have predominantly been scattered and limited, and have been less able to present a comprehensive and systematic model for the Standard Management of the Islamic Revolution. Therefore, the vacuum of a localized and coherent conceptual model that can institutionalize justice-centricity and meritocracy within the managerial structures and processes of the country remains palpable. In response to this vacuum, the present research endeavors to design and elucidate a conceptual framework for the Standard Management of the Islamic Revolution by relying on the Statement of the Second Phase of the Revolution and other relevant documents. The primary objective of this research is to design and present the conceptual model of the "Standard Management of the Islamic Revolution" based on the Statement of the Second Phase of the Revolution, with an emphasis on the two principles of justice-centricity and meritocracy. In this regard, the research strives to identify the main elements of this type of management and organize them into a coherent theoretical framework by extracting and analyzing the managerial components propounded in the Second Phase Statement and
the declarations of the martyred Āyatullāh al-ʿUẓmā Khamenei. Furthermore, another objective of the research is to elucidate the relationship between the fundamental values
of the Islamic Revolution and the competencies required by managers in the Islamic governance system, and to present a model that can be utilized as a basis for policymaking, planning, and reforming the managerial system of the country. The fundamental problem of the research is that, despite abundant theoretical emphases on the necessity of justice-centricity and meritocracy in the country's managerial system, a clear conceptual model capable of coherently elucidating these concepts within the framework of the Standard Management of the Islamic Revolution has not yet been presented. Hence, the main question of the research is posed as follows: "How can the conceptual model of the Standard Management of the Islamic Revolution based on the Statement of the Second Phase of the Revolution, with an emphasis on justice-centricity and meritocracy, be elucidated?". Alongside this main question, sub-questions are also raised; including, what are the justice-centered components in the text of the Second Phase Statement and the declarations of the martyred leader in the field of management?, what characteristics do the indicators of meritocracy possess in the strategic documents of the country, and how can these components be organized in the form of a coherent conceptual model. The current research is qualitative in terms of approach, and methodologically, it is based on grounded theory and thematic analysis. The data of the research were collected through the study of relevant documents and texts, including the Statement of the Second Phase of the Islamic Revolution, the declarations of the martyred Āyatullāh al-ʿUẓmā Khamenei in the field of management and governance, and certain political and executive documents of the country. Following data collection, the analysis process was conducted in three stages: open, axial, and selective coding. In the open coding stage, the initial concepts related to the Standard Management of the Islamic Revolution were extracted. In the axial coding stage, these concepts were categorized into main and sub-categories, and in the selective coding stage, the relationship among these categories was elucidated, and the final conceptual model was formed. The simultaneous use of thematic analysis also assisted in identifying shared semantic patterns and strengthening the theoretical coherence of the model. The findings of the research demonstrate that the conceptual model of the Standard Management of the Islamic Revolution consists of four main sections. The first section is "value foundations," which constitutes the identity infrastructure of this type of management and includes adherence to the principles and ideals of the Islamic Revolution, spirituality and morality-orientation, rationality in decision-making, the spirit of resistance against pressures,
and self-belief and reliance on domestic capacities. The second section is "managerial 
competencies," which outlines the necessary characteristics for a standard manager of
the Islamic Revolution; including efficacy, innovation, integrity, commitment, law-abidingness, leadership ability, and being people-oriented. The third section is "contextual and intervening factors," which affect the realization of this model and encompasses factors such as a justice-centered organizational culture, legal and institutional structures, political pressures, and resource limitations. The fourth section encompasses "strategies and consequences," which points to practical measures for realizing the Standard Management of the Islamic Revolution; including merit selection in the appointment of managers, increasing transparency, empowering managers, and strengthening the monitoring and accountability system. The implementation of these strategies can lead to consequences such as the realization of social justice, the enhancement of the managerial system's efficacy, and the increase of public trust. Based on the results of the research, it can be stated that the Statement of the Second Phase of the Islamic Revolution possesses a high capacity for presenting a theoretical framework in the field of management and governance, and it can be utilized for designing the conceptual model of the Standard Management of the Islamic Revolution. In this model, justice-centricity and meritocracy are positioned as two fundamental principles alongside a set of managerial values and competencies, and they provide a coherent structure for guiding the country's managerial system. The presented model can be used as a theoretical and practical framework for the policymakers and managers of the country, and serve as a groundwork for reforming the managerial system, enhancing the efficacy of organizations, and strengthening public trust in the governance system. Overall, the realization of the Standard Management of the Islamic Revolution necessitates simultaneous attention to the fundamental values of the revolution, the professional competencies of managers, and the creation of appropriate institutional mechanisms for the implementation of justice and meritocracy in the management arena of the country.