Table 1 Integrated categories and subcategories of theoretical stage and field work
Category | Subcategories | |
|---|---|---|
Antecedents | Participatory context of higher education institutions | − Uniqueness of schools/higher education Centers − Uniqueness of faculty members − Uniqueness of nursing education |
Infrastructural obligations | − Facilitative rules of participation − Corresponding intra-organisational support − Resources suitable for work − Learning the team work | |
Coordination with contemporary requirements | − Members’ needs − Managers’ needs − Organisations’ requirements | |
Participation-oriented managers | − Managers as symbol of participation − The intrinsic and acquired competencies of the managers − Involving faculty members in school/higher education centers management − Role of chief administrators in promoting and implementing culture of shared governance | |
Characteristics | Participatory Climate and Culture | − Adaptation to change − Common goals − Mutual respect − Equality among stakeholders − Coordination − Mutual trust − Empathy |
Conscious participatory decision-making | − Participatory decision-making − Participatory understanding − Transparent exchange of organisational knowledge | |
Mutual accountability | − Accountability of all the stakeholders − Importance of accountability | |
Multiplicity of the ideas | − Necessity of conflict − Conflict management | |
Decentralized structure | − Participatory structure − Participatory organisational culture − Continuous participation | |
Interrelationship | − Communication as a key factor − Open vertical and horizontal communication − Establishment of appropriate formal and informal relations | |
Sublime organisation | − Spiritual goals − Promotion of religious ethical values − Following religious guidelines | |
Consequences | Promotion in Organisational Commitment | − Members’ satisfaction − Organisational attachment |
Individual Development | − Faculty members’ autonomy − Blooming the talents | |
Organisational Development | − School dynamics − Increasing Productivity − Promotion of the Institute’s ethics and culture − Power distribution |