Journal of Resource Management and Decision Engineering

The present study aimed to develop a model for maximizing decision implementation in governmental organizations based on the development of the zone of indifference. In terms of purpose, this research was applied, and in terms of nature, it was categorized as a mixed-methods study with a sequential exploratory design grounded in the pragmatism paradigm. In the qualitative phase, which was conducted using an inductive approach and interpretivist philosophy, the statistical population consisted of academic experts and senior managers of the Trade Promotion Organization of Iran.

Sampling was conducted through purposive (judgmental) and snowball methods, and theoretical saturation was achieved after 15 semi-structured interviews. Qualitative data were analyzed using thematic analysis strategies (descriptive, interpretive, and overarching coding) with the aid of MAXQDA software, leading to the development of the conceptual model.

In the quantitative phase, the model was validated through an expert panel using the Content Validity Ratio (CVR) and Content Validity Index (CVI), based on the opinions of five subject-matter specialists and experts. Quantitative data analysis was conducted using SPSS software.

The findings indicated that four principal drivers, including “professional legitimacy,” “value congruence,” “economic exchange,” and “organizational trust,” play a key role in expanding the zone of indifference.

The core of the model explained the transition process from “cognitive resistance” to “intelligent compliance,” in which replacing bureaucratic supervision with trust reduces friction costs. The results also demonstrated that individual factors such as “risk aversion” and organizational factors such as “directive conflicts” and “managerial instability” function as constraining barriers to the zone of indifference.

Ultimately, the proposed model demonstrated that the expansion of the zone of indifference leads to positive outcomes at three levels: individual (revitalization of psychological capital), organizational (enhanced productivity), and national (facilitation of foreign trade).

Keywords: Maximizing decision implementation, zone of indifference, employees, Trade Promotion Organization of Iran.