The present study aimed to identify and validate the soft power constructs influencing succession planning in Islamic Revolution-oriented management from the perspective of experts. The research employed an exploratory mixed-methods design (qualitative–quantitative). In the qualitative phase, data were collected through semi-structured interviews with 12 experts in Islamic Revolution-oriented management, human resource management, and succession planning. The data were analyzed using Grounded Theory through open, axial, and selective coding procedures. In the quantitative phase, a 24-item questionnaire was developed based on the qualitative findings and distributed among 120 experts and relevant managers. Data were analyzed using SPSS and SmartPLS software through Partial Least Squares Structural Equation Modeling (PLS-SEM).
The qualitative findings revealed that the soft power constructs affecting succession planning include commitment and self-sacrifice, ethical orientation, adherence to the principles and values of the Islamic leadership system, field experience and pragmatism, self-confidence and strategic thinking, and learning agility. These constructs were categorized into six dimensions: value legitimacy, ethical legitimacy, strategic identity and cohesion, performance credibility, strategic influence, and transformational capacity. Among them, ethical orientation and self-confidence combined with strategic thinking showed the strongest effects. Furthermore, model fit indices, including SRMR, NFI, R², and Q², confirmed the adequacy and predictive power of the proposed model.
The findings suggest that succession planning in Islamic Revolution-oriented management serves as a mechanism for reproducing and transferring organizational soft power resources through the enhancement of legitimacy, trust, shared identity, and value-based influence.