Document Type : Original Article
Authors
1
PhD student in Public Administration, Kish International Campus, University of Tehran, Kish, Iran
2
Assistant Professor, Department of Business Administration, Faculty of Management, University of Tehran, Tehran, Iran
3
Associate Professor, Department of Leadership and Human Capital, Faculty of Management, University of Tehran, Tehran, Iran
10.22034/qjimdo.2025.534407.1757
Abstract
This research is qualitative and falls within the interpretive paradigm. In this type of research, the researcher moves from empirical data and specific observations to the development of general themes and concepts. This process involves collecting individuals’ lived experiences, analyzing these experiences, and extracting general meanings and themes that ultimately lead to a more comprehensive understanding of the phenomenon under study. The subjects of this research are successful Iranian managers who have developed their work internationally. Using a purposive non-probability sampling method, the lived experiences of managers who both have successful businesses within Iran and have expanded their businesses internationally will be examined. Textual data will be collected through semi-structured interviews, and in-depth interviews will be conducted with individuals who have had the desired experience. The results showed that; Components such as the definition and multidimensional nature of resilience, internal dimensions such as self-awareness, self-confidence, positive attitude and personality traits, the process of growth through facing crises and failures, and individual strategies including mental and behavioral approaches, goal setting, internal motivations, coping tools and continuous learning were examined. Also, the consequences of experiencing resilience at two levels, personal (growth, flexibility, sustainability) and professional (market success, overcoming crisis, establishing job position and brand) were identified. In the second part, facilitating platforms including interpersonal support (family, colleagues, communication networks), infrastructures and
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