The book “The Administrative System of Islam” authored by Ali-Agha Pirooz has been published in Persian in 376 pages by the Publishing Organization of the Research Institute for Islamic Culture and Thought. Positioned within the fields of management and governance studies, the work adopts a theoretical approach to rethink the foundations and structure of administrative systems from an Islamic perspective.
The administrative system is considered one of the fundamental pillars of progress in any society, to the extent that its efficacy can pave the way for the realization of development and progress initiatives. In the prevailing literature, administrative systems are predominantly shaped by three theoretical frameworks: “Bureaucracy” (in the context of public administration), “New Public Management,” and “Governance.”
Referring to the state of Iran’s administrative system, the author characterizes it as a hybrid of these approaches. It exhibits the presence of bureaucratic mechanisms, a shift in certain policies toward New Public Management models and the empowerment of the private sector, while simultaneously pursuing the concepts and principles of governance.
In this context, “The Administrative System of Islam” endeavors to design an independent framework for an Islamic administrative system based on Islamic thought by elucidating its foundations, principles, and objectives. The primary finding of the work posits that the Islamic administrative system, functioning as an epistemic-normative system, is fundamentally distinct from conventional theories and, consequently, necessitates a specific mode of management and organizational structuring.
This book can be regarded as an attempt at the theoretical formulation of an indigenous model in the field of management and governance. Relying on Islamic foundations, this Islamic administrative system model seeks to offer an alternative to the prevailing frameworks of administrative systems, thereby providing a foundational basis for supplementary research in this domain.
