Introduction
The Iranian economy has experienced numerous setbacks in the transfer of state-owned enterprises to the private sector, with many enterprises either reverting to government ownership or ceasing operations permanently. These repeated failures have not only caused economic inefficiencies but have also eroded public trust in privatization policies and hindered sustainable economic development. In response, policymakers and government officials have increasingly directed transfers toward Development and Civil Cooperatives of Counties, aiming to strengthen social cooperation, promote participatory management, and enhance local economic and social development. Despite these efforts, evidence suggests that these cooperatives have not always been successful in managing transferred enterprises. Various explanations have been proposed, ranging from structural and financial limitations to inadequate managerial expertise. Among these, experts consistently highlight a critical gap: the absence of clear and systematic indicators to assess the competence and readiness of cooperatives undertaking enterprise management. Without such benchmarks, transfers are vulnerable to inefficiency, mismanagement, and eventual failure, leading to repeated economic and social losses. Against this backdrop, the present study was conducted with the objective of identifying and conceptualizing the key indicators for transferring state-owned enterprises to Development and Civil Cooperatives in Ilam Province, thereby providing policymakers with a structured and evidence-based framework for decision-making. This research not only addresses a critical knowledge gap but also contributes to broader discussions on cooperative governance and sustainable local development.
Methodology:
This research adopts an exploratory, mixed-methods approach. In the qualitative phase, experiences of 12 employees from public organizations in Ilam city were collected through purposive sampling until theoretical saturation was achieved. Data were analyzed using open, axial, and selective coding, employing participants’ own terminology to ensure authenticity and richness of meaning. Open codes were first extracted from interviews and subsequently merged into axial codes, with MAXQDA 2020 software utilized for systematic analysis. In the quantitative phase, the extracted components were further refined and prioritized using the fuzzy Delphi method, allowing for consensus among experts on the relative importance and validity of each indicator. This combination of qualitative exploration and quantitative validation ensures a robust framework that reflects both practical experience and expert judgment.
Findings:
The study identified six key indicators, each with multiple sub-indicators, that are essential for a reliable transfer of state-owned enterprises to urban development cooperatives in Ilam Province: Professional competence of executives, encompassing specialized, ethical, and financial skills necessary for effective leadership, strategic decision-making, and ethical stewardship. Organizational cohesion, reflected in systematic organizational structures, clear hierarchies, program-oriented planning, and alignment of goals across departments. Transparency and accountability, represented by continuous performance monitoring, compliance with legal frameworks, rule-based operations, and financial transparency. Financial capacity and economic management, including credibility, resource efficiency, financial planning, and the ability to mobilize and allocate resources effectively. Technical capacity and executive management, consisting of skilled human resources, applied technology, market orientation, and strong networks both within and beyond the cooperative. Local development, characterized by the capacity to generate employment, promote social participation, foster social responsibility, and enhance community well-being. Collectively, these indicators provide a comprehensive and actionable framework for evaluating the readiness, suitability, and long-term viability of cooperatives in managing state-owned enterprises, thereby reducing the risk of repeating failures observed in previous privatization initiatives.


Discussion and Conclusion
the findings of this study highlight the necessity of a multidimensional assessment framework for the successful transfer of state-owned enterprises to urban development cooperatives. Six key indicators—executive competence, organizational cohesion, transparency and accountability, financial capacity and economic management, technical capacity and executive management, and local development—collectively ensure that cooperatives are adequately prepared to manage enterprises effectively. Executive competence is foundational, as skilled and ethically responsible leaders directly influence strategic decision-making and operational efficiency. Organizational cohesion ensures alignment of internal structures, communication channels, and programmatic objectives, which minimizes inefficiencies and enhances policy implementation. Transparency and accountability build stakeholder trust, reduce mismanagement risks, and support legal and ethical governance. Financial capacity and economic management provide cooperatives with the resources and credibility needed to sustain operations, invest in growth, and withstand economic challenges. Technical capacity and executive management emphasize the importance of human resources, applied technology, market orientation, and network relationships, enabling cooperatives to adapt to changing conditions and maintain competitiveness. Local development highlights the broader socio-economic role of cooperatives, including job creation, promotion of social participation, and fulfillment of social responsibility, ensuring that enterprise transfers contribute to community welfare and sustainable regional growth. The study also underscores a common challenge: cooperative managers often start with high motivation but gradually disengage, jeopardizing enterprise performance. By systematically assessing the six indicators, policymakers can mitigate this risk and ensure that transfers are more strategic, accountable, and socially beneficial. Overall, the research provides a validated and actionable framework that can guide decision-makers in selecting capable cooperatives, supporting sustainable enterprise performance, and promoting broader economic resilience and regional development in Iran. Implementing these indicators ensures that transfers are effective, efficient, and aligned with both organizational and community goals.