Abstract

This study aims to explain the phenomenon of functional silos at the General Directorate of Cooperatives, Labour, and Social Welfare of Bushehr province, examining the mediating role of a learning and innovation-based organizational culture in the relationship between strategic human resource management, change management, and this phenomenon. The research adopted a survey-based approach, and its statistical population comprised 125 employees of the directorate, a number validated by Cochran's formula. Data were collected using standardized and adapted questionnaires based on a five-point Likert scale. To evaluate the quality of the measurement model, convergent validity, composite reliability, and Cronbach’s alpha reliability were confirmed, with results showing that all Cronbach's alpha values were above 0.7. Furthermore, to confirm discriminant validity, the heterotrait-monotrait ratio (HTMT) was used in addition to the Fornell-Larcker criterion, and its values for all variables were found to be below 0.9. The collected data were then analyzed using the partial least squares structural equation modeling (PLS-SEM) approach and SmartPLS 3 software. The findings indicate that the direct effect of strategic human resource management and change management on functional specialization was not significant, whereas their indirect effect, mediated by a learning and innovation-based organizational culture, was significant. This result confirms the hypothesis of full mediation and suggests that the effectiveness of managerial strategies in reducing functional specialization is contingent upon fostering a cultural transformation and strengthening an environment of learning and innovation within the organization.