Designing a Model for Retaining Knowledge Workers with a Succession Planning Approach in the Endowment and Charity Affairs Organization of Iran: A Qualitative Study Based on Thematic Analysis

Abstract

This study aimed to develop an integrated model for retaining knowledge workers by systematically linking employee retention with succession planning in the Endowment and Charity Affairs Organization of Iran. This applied study adopted a qualitative and exploratory design. Participants comprised 12 experts and senior managers of the Endowment and Charity Affairs Organization with an average of 23 years of work experience, selected through purposive snowball sampling until theoretical saturation was achieved. Data were collected through in-depth semi-structured interviews and analyzed using Braun and Clarke’s six-phase thematic analysis. A total of 313 initial codes were extracted using MAXQDA and subsequently reviewed, integrated, conceptualized, and organized into main and sub-themes. Trustworthiness was established according to Guba and Lincoln’s criteria. The proposed model was further validated through expert review and inter-coder agreement, which reached 85%. Analysis of the relationships among the themes revealed an integrated five-dimensional retention model comprising a positive and belonging-oriented organizational culture, motivational and compensation systems and job security, a platform for participation, teamwork, and effective knowledge utilization, a platform for professional learning and development, and supportive and empowering leadership. Supportive and empowering leadership and professional learning and development emerged as the dimensions exerting the strongest and most direct influence on knowledge-worker retention, whereas the effects of the remaining dimensions were partly transmitted through these mechanisms. A reciprocal and reinforcing relationship was also identified between succession planning and retention. Succession planning strengthened commitment and intention to remain by establishing visible career-development pathways and future organizational roles, while sustained retention preserved organizational knowledge and created the human-capital foundation required for knowledge transfer and successor development. Sustainable retention of knowledge workers in public organizations requires a systemic and multidimensional approach in which succession planning is embedded within retention policies. Particular emphasis should be placed on trust-based leadership, continuous professional development, effective utilization of expertise, organizational belonging, and equitable compensation to ensure both workforce continuity and the development of future organizational talent.