Payame Noor University Journal of Urban Ecology Researches 2538-3930 17 42 2026 03 21 Designing an Interpretive Structural Model of Digital Culture in the Field of Human Resource Management within Sirjan Urban Management Designing an Interpretive Structural Model of Digital Culture in the Field of Human Resource Management within Sirjan Urban Management 187 206 12808 10.30473/grup.2026.76681.2966 FA Sahar Esmaeilzadeh Ashini Ph.D Candidate , Department of Management ,Si.C. ,Islamic Azad University, Sirjan ,Iran Yousef Ahmadi Assistant Professor, Department of Management ,Si.C. ,Islamic Azad University, Sirjan ,Iran Alireza Fathizadeh Assistant Professor, Department of Management, Payame Noor University, Tehran, Iran Journal Article 2025 11 30 Introduction Digital transformation has emerged as one of the most significant trends of the contemporary era, bringing fundamental changes to organizational structures, processes, and management practices. The rapid expansion of digital technologies has compelled organizations to reconsider their managerial approaches and human resource practices in order to maintain efficiency and competitiveness. In this context, digital human resource management (DHRM) has been introduced as a modern approach that utilizes digital technologies to enhance human resource performance, improve employee experience, and increase organizational agility. Considering the critical role of organizational culture in the acceptance and effective use of digital technologies, the concept of digital culture has gained increasing attention in organizations. Urban management, as a key provider of public services, also requires movement toward digital transformation and the development of digital culture in human resource management in order to respond effectively to citizens’ needs and improve service quality. Therefore, the present study aims to design an interpretive structural model of digital culture in human resource management within the urban management of Sirjan Municipality. Methodology This study is applied in terms of purpose and qualitative in terms of research approach. Thematic analysis was employed to identify the components of digital culture in human resource management. The participants consisted of experts in urban management, human resource management, and information technology within Sirjan Municipality, who were selected using purposive and snowball sampling methods. Data were collected through semi‑structured interviews. After coding and extracting themes, the main components of digital culture were identified. Subsequently, Interpretive Structural Modeling (ISM) was used to determine the relationships among the components and to establish their hierarchical structure, thereby clarifying the structural relationships among the factors influencing digital culture in human resource management. Findings The findings indicate that digital culture in urban human resource management consists of a set of interrelated components that can be explained within a hierarchical structure. In the interpretive structural model obtained, digital infrastructure forms the foundational level and acts as the underlying factor enabling other dimensions of digital culture. At the intermediate levels, components such as digital learning, digital values and ethics, digital synergy, and digital innovation are positioned, all of which play an important role in strengthening organizational interactions and developing employees’ digital capabilities. At the higher levels of the model, employee digital experience and ultimately digital leadership and digital governance are identified as strategic drivers that guide and shape the process of digital transformation in human resource management. Discussion and Conclusion The findings suggest that the development of digital human resource management in urban organizations requires simultaneous attention to technological infrastructure, the development of employees’ digital skills, the strengthening of digital values and norms, and the presence of digital leadership and governance at the managerial level. The proposed model can assist urban managers in identifying key dimensions of digital culture and planning for the implementation of digital human resource management. Moreover, this model provides a conceptual framework for assessing the maturity level of digital culture in urban organizations and can serve as a basis for future research on digital transformation and human resource management in the public sector. Introduction Digital transformation has emerged as one of the most significant trends of the contemporary era, bringing fundamental changes to organizational structures, processes, and management practices. The rapid expansion of digital technologies has compelled organizations to reconsider their managerial approaches and human resource practices in order to maintain efficiency and competitiveness. In this context, digital human resource management (DHRM) has been introduced as a modern approach that utilizes digital technologies to enhance human resource performance, improve employee experience, and increase organizational agility. Considering the critical role of organizational culture in the acceptance and effective use of digital technologies, the concept of digital culture has gained increasing attention in organizations. Urban management, as a key provider of public services, also requires movement toward digital transformation and the development of digital culture in human resource management in order to respond effectively to citizens’ needs and improve service quality. Therefore, the present study aims to design an interpretive structural model of digital culture in human resource management within the urban management of Sirjan Municipality. Methodology This study is applied in terms of purpose and qualitative in terms of research approach. Thematic analysis was employed to identify the components of digital culture in human resource management. The participants consisted of experts in urban management, human resource management, and information technology within Sirjan Municipality, who were selected using purposive and snowball sampling methods. Data were collected through semi‑structured interviews. After coding and extracting themes, the main components of digital culture were identified. Subsequently, Interpretive Structural Modeling (ISM) was used to determine the relationships among the components and to establish their hierarchical structure, thereby clarifying the structural relationships among the factors influencing digital culture in human resource management. Findings The findings indicate that digital culture in urban human resource management consists of a set of interrelated components that can be explained within a hierarchical structure. In the interpretive structural model obtained, digital infrastructure forms the foundational level and acts as the underlying factor enabling other dimensions of digital culture. At the intermediate levels, components such as digital learning, digital values and ethics, digital synergy, and digital innovation are positioned, all of which play an important role in strengthening organizational interactions and developing employees’ digital capabilities. At the higher levels of the model, employee digital experience and ultimately digital leadership and digital governance are identified as strategic drivers that guide and shape the process of digital transformation in human resource management. Discussion and Conclusion The findings suggest that the development of digital human resource management in urban organizations requires simultaneous attention to technological infrastructure, the development of employees’ digital skills, the strengthening of digital values and norms, and the presence of digital leadership and governance at the managerial level. The proposed model can assist urban managers in identifying key dimensions of digital culture and planning for the implementation of digital human resource management. Moreover, this model provides a conceptual framework for assessing the maturity level of digital culture in urban organizations and can serve as a basis for future research on digital transformation and human resource management in the public sector.

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