Abstract This study addresses the critical issue of eva‎luating the organizational culture of Mobarake Steel Co., Isfahan, an‎d identifying the indicators an‎d components that require improvement. Organizational culture, as a set of shared values, norms, beliefs, an‎d behaviors within an organization, plays a fundamental role in strategic success, employee satisfaction, productivity, an‎d organizational agility. Given the challenges faced by Mobarake Steel Co., including weaknesses in communication patterns, a lack of transparent mechanisms for knowledge transfer, an‎d deficiencies in employee motivation, this research aimed to analyze the current situation an‎d provide a structured program for improving these conditions. The research adopted an exploratory mixed-methods approach (qualitative-quantitative). In the qualitative phase, to identify an‎d define the components of organizational culture from the perspective of managers an‎d experts, in-depth an‎d semi-structured interviews were conducted with 12 specialists an‎d experts from Mobarake Steel Co., Isfahan. The data from this phase were processed using thematic analysis an‎d coding. In the quantitative phase, the views of managers regarding the experiences gained from the first phase were initially examined. Subsequently, for the final eva‎luation of the organizational cultureʹs status, data were collected from 72 employees (including managers, heads, experts, an‎d supervisors) of Mobarake Steel Co., Isfahan, using a census method an‎d a researcher-made questionnaire. This part of the research was descriptive-survey in nature. Data analysis was conducted using SPSS software at two levels: descriptive statistics, including frequency, mean, variance, an‎d stan‎dard deviation, an‎d inferential statistics, including one-way ANOVA an‎d independent t-tests. The qualitative section identified 11 components of organizational culture. The gap analysis results revealed that some indicators, such as Generation Z management, flexible opportunities for Generation Zʹs time management an‎d workspace, a happy an‎d stimulating work environment, opportunities for employee participation in process improvement an‎d profitability, innovation an‎d transformation in the organizational environment, an‎d the organizationʹs continuous inclination towards technology an‎d innovation for performance improvement, had significant gaps an‎d were in an unfavorable state, requiring immediate intervention. In contrast, indicators such as the institutionalization of ethical codes an‎d a sense of belonging were in a favorable state. Finally, the research concludes by designing a two-phase program to reform the organizational culture, first addressing high-gap challenges an‎d then consolidating strengths. Emphasis was also placed on the necessity of active participation from senior organizational leaders in this process, utilizing agile tools, an‎d establishing continuous eva‎luation systems to measure the effectiveness of changes. This study demonstrated that through scientific an‎d precise eva‎luation, organizational culture can be purposefully enhanced an‎d transformed into a sustainable competitive advantage for the company.

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حسين شمس شميراني , عليرضا گلي