ارایه مدل دانشگاه اجتماعی با رویکرد  توسعه پایدار درواحد‌های دانشگاه آزاد اسلامی استان اصفهان

حسین حیدری; سید رسول آقاداود; حمیدرضا میر طاووسی

Authors

Hossein Heydari PhD student, Entrepreneurship Department, Deh.C., Islamic Azad University, Dehaghan, Iran Author https://orcid.org/0000-0002-0083-5919
Seyyed Rasool Agha Davood Department of Management, Deh.C., Islamic Azad University, Dehagan, Iran Corresponding author https://orcid.org/0000-0002-6927-7484
Hamid Reza Mirtavousi Department of management, Isf.C., Islamic AzadUniversity ,Isfahan,Iran Author https://orcid.org/0000-0002-4358-2376

Keywords:

Isfahan Province, Islamic Azad University, Social University, Sustainable Development

Abstract

This study aimed to design and validate a social university model based on a sustainable development approach in the Islamic Azad University branches of Isfahan Province and to identify its causal conditions, contextual factors, intervening conditions, strategies, and outcomes. A mixed-methods design was employed. In the qualitative phase, a systematic grounded theory approach was used, and data were collected through semi-structured interviews with 13 academic experts and faculty members. Participants were selected through purposive and snowball sampling until theoretical saturation was achieved. In the quantitative phase, a researcher-made questionnaire developed from the qualitative findings was administered to 272 faculty members and invited lecturers of the Islamic Azad University in Isfahan Province. Data were analyzed using confirmatory factor analysis and structural equation modeling through SmartPLS software. Reliability and validity were confirmed through Cronbach’s alpha, composite reliability, convergent validity, and discriminant validity indices. Inferential analyses demonstrated that the proposed social university model exhibited satisfactory model fit. All structural paths showed acceptable factor loadings and t-values exceeding 1.96, confirming statistical significance. Causal conditions significantly influenced the core phenomenon of the social university (β=0.716, t=17.188, p<0.001). The core phenomenon had a significant positive effect on strategic actions (β=1.597, t=11.378, p<0.001). Contextual conditions (β=-0.373, t=4.142, p<0.001) and intervening conditions (β=-0.608, t=5.643, p<0.001) also significantly affected strategies. Strategies, in turn, significantly predicted model outcomes (β=1.000, t=12.944, p<0.001). The overall goodness-of-fit index (GOF=0.42) indicated strong model quality, while R² values suggested moderate to substantial explanatory power for the endogenous constructs. The findings indicate that achieving a social university within a sustainable development framework requires responsiveness to societal needs, stronger university–community engagement, improved infrastructure, adequate financial resources, enhanced transparency and ethical governance, and innovative teaching practices.

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