Transformation Management Journal

Abstract
The purpose of this research is evaluating knowledge management effect on differentiation competitive strategy creation via organization value chain .this article based on results of a survey conducted in software system firms .for designing conceptual framework we review the literature and history of research include of definitions, concepts, models and research finding of others. we use organization value chain model as a base to evaluate knowledge management effect on organizational processes .at first we perform exploratory studies such as text analysis and conducting interview and then evaluate effect of knowledge management indexes on different organization parts via survey method .we use questionnaire to measure KM processes ,innovation (individual, group and organizational) .employees special skills and customer satisfaction .we use structural equation model and LISREL software to examine relationship between variables .finally the variable relationships in conceptual model confirmed.

Abstract Undoubtedly survival password of capitalism in the very competitive world is organizational knowledge. Resources of knowledge production are organizational dialogue forums that capture multiple dialogues and at the same time different dialogues. If organizational mouths be pressed to silence, employee’s opinions that are the engine generating organizational knowledge will be fossils. When the staff silence as a strategic investment of an organization, management must feel their major managerial risk. Data for this descriptive study was collected from 280 employees of a public organization by a standard questionnaire containing 28 questions to evaluate eleven original hypotheses. In this study, we first described the concept of organizational silence and silence behavior then the empirical relationships between silence climate and silence behavior in interaction with job attitudes in the public sector were discussed thoroughly. SPSS software was utilized to analyze research data using correlation tests and path analysis technique. The results showed that there is a significant relationship between silence climate dimensions (top management attitudes to silence, supervisor attitudes to silence and communication opportunities) and job attitudes with behavior silence employees. The findings showed a relatively strong positive correlation between top management attitude and supervisors’ attitude with silent behavior of employees. Furthermore, a relatively strong negative correlation was observed between communication opportunities and employees job attitudes with silence behavior employees

Abstract Present study seeks to investigate the existing canonical correlation among the effective factors including X variables that consist of environmental factors, inter-organizational factors and the creation factors of the perceptual value; on the components of competitiveness, as well as Y variables consisting of enterprise performance against the market, the customers and the internal performance of the enterprise. The research also aims to study the co-changeability between the two variable sets so that the proper samples of relationship between sets of canonical variables on the competitiveness components may simultaneously be determined in the first rate. Furthermore, the possibility of applying the co-efficiency of the canonical correlation for presenting the method of predicting the shift of position of competitiveness is investigated. For this purpose, a survey research was conducted at the insurance companies in the city of Tehran using a questionnaire distributed randomly among members of the experts of essential information insurance. Data from 138 returned questionnaires was then analyzed using SAS 9.1, Statistica 8, and Lisrel 8.5sofwares. Results from canonical correlation analysis indicated that there is a proper linear mixture between the variables of canonical effective factors on competitiveness and its components. According to the findings, with the increase of the factors of creation of perceptual value, the factors of internal organization, and the factors of environment, the level of the performance of the enterprise in market and the internal performance of the enterprise are also increased. In addition, the factors of the creation of perceptual value and the performance of the enterprise with the customers, in comparison with the other canonical variables have a substantial role in the creation of the first co-efficiency of canonical correlation.

Abstract Work engagement literature has been dominated by quantitative research methods. This article aims to study work engagement antecedents using mixed-method sequential explanatory design. This design starts with the collection and analysis of quantitative data followed by the subsequent collection and analysis of qualitative data. The qualitative phase of the study was designed to incorporate the outcomes of the first quantitative phase. Research variables were identified and presented in a conceptual model from literature review. Data was collected by questionnaire from 358 employees of a holding company comprised of seven industrial firms. Research conceptual model was tested by statistical techniques and structural equation modeling. In order to gain deep understanding and explaining results of quantitative results, 18 in-depth interviews were also conducted. Finally, combining quantitative results with qualitative findings led to better understanding and deepening the research results. Results and findings showed job autonomy, social support, supervisory coaching, performance feedback, learning and development opportunities, job characteristics, organizational justice, job-person fit, recognition, participation, supervisors; support and competency and coworker support were among job resources that had an impact on work engagement. It was further noticed that; commitment, resiliency, self-efficacy, conscientiousness, professionalism, proactive personality all have impact on work engagement.

Abstract 1- INTRODUCTION
The concept of deviant workplace behavior has gained attention of organizational scholars because of their destructive effects. These behaviors reduce organizational capacities to realize their planned objectives and consequently decrease organizational productivity and performance. Various types of deviant behavior exist in organization but this research focuses on behaviors done in order to portray public managers in a bad light. Hence, our purpose is identifying employees’ strategies to discredit their managers and not explaining them. In this way, we could assist managers to diagnose such behaviors, reduce them, and improve well-being of their organizations.
2- THEORETICAL FRAMEWORK
Work place deviant behavior has become an important concern for organizational scholars (Alias & Rasdi, 2015; Kozako, Safin & Rahim 2013). Robinson and Bennett (1995) presented a typology of deviant workplace behavior based on two dimensions (minor-serious, and interpersonal-organizational). Also these behaviors could be positive or negative (Appelbaum, Iaconi & Matousek, 2007). The focus of this research is negative deviant behavior. Actually negative or destructive deviant behaviors violate job description and organizational values (i.e., formal and informal) (Yıldız, 2015).
3- METHODOLOGY
We conducted a mixed method research to identify destructive strategies. In the first phase (i.e., qualitative phase), an interview had been used, whose objective is to explore strategies, and in the second phase (i.e., quantitative phase), a questionnaire had been used to prioritrize strategies based on rate of use. Statistical population consists of employees and managers of public organizations in Semnan including 45 and 70 participants in quantitative and qualitative phases, respectively. Grounded Theory was employed to analyze interviews and Friedman tests were used to accept and prioritize strategies.
4- RESULTS & DISCUSSION
Identified strategies in order of importance are managerial, verbal- communicative, political, and religious, personality, work, performance, and emotional- psychological mechanisms.
5- CONCLUSION & SUGGESTIONS
Future researchers could examine each strategy as a variable and identify antecedents and consequences of it in organizations. Most of these behaviors have phsycological reasons; hence, cooperation of psychologists and organizational scholars is essential for reducing them.

Abstract 1- INTRODUCTION
In the current turbulent conditions, proper use of all assets, especially human capital is the success factor for businesses and Human human resource management is a strategic approach for the recruitment, development, management, motivation, achievement, and the commitment of organizations’ key resources. In the case of successful implementation of human resource activities, it is expected that the created social capital have long-term strategic interests for the organization. Accordingly, the present study aimed at investigating the effect of human resource management activities and social capital dimensions on the strategic performance of small and medium sized companies

2- THEORETICAL FRAMEWORK
The results of prior studies have indicated that the characteristics and dimensions of social capital and human resource management have a bilateral and significant relationship with each other and this case is more among professionals. The human resource management activities significantly correlated with measures of performance and strategy of firms. Structural social capital refers to the pattern of communication between the parties; this means that alternating interaction between multiple hierarchy levels and sectors lead to shared advantage with more reliable information. Such interaction between people causes knowledge sharing that leads to the formation of stronger communication. The findings of other studies show that the relational, structural and cognitive dimensions of social capital affect the strategic performance of different companies.

3- METHODOLOGY
Regarding the objectives, this study is classified as an applied one, but in terms of the methodology it is a descriptive survey. The study sample consisted of 306 employees of SMEs of industrial city of Kerman. In this study, a questionnaire was used to collect data and its reliability was obtained to be 0.97 using Cronbach's alpha coefficient.

4- RESULTS & DISCUSSION
According to the results of the regression coefficient, the impact of human resources activities on cognitive social capital is 0.85 and because P value is 0.001 which is smaller than 0.05, at this level, H0 is rejected, and thus it can be said that human resource activity has effect on cognitive social capital. The results of the regression coefficient of the impact of human resource activities on relational social capital is 0.79 (P = 0.001

Abstract In today's organizations, change and its management are fundamental to organizational and managerial development, because any organization that ignores the change jeopardizes itself. Stable changes in the organization is based on its acceptance by employees and they should have a commitment to change in order to accept organizational changes. Commitment to change is described as a factor that establishes Basic connection between individuals and the goals of change, and is the most important factor in acceptance or failure of change projects in an organization. Therefore, investigating the factors affecting employees' commitment to change is very important. The literature review of research indicates that distributed leadership style, psychological capital and self-efficacy of change have been identified as factors influencing organizational changes. Therefore, this study was conducted aimed to investigate the effect of distributed leadership and psychological capital on the commitment to change with the mediating role of self-efficacy of change in University of Mohaghegh Ardabili

Abstract 1-INTRODUCTION
Communication apprehension (CA) is a problem related to organizational communications; i.e. the fear or anxiety people experience before, or when communicating with others. according to personality theories, people with positive personality traits -like high self-esteem- experience less anxiety in their interpersonal communications and have a greater willingness to communicate with others. Also, political skills are among the important communication skills at organizations that can be considered an antidote for CA. CA is an important problem for those employees who work within a political environment. Therefore, in this research we have tried to investigate the impact of political skill on CA of the employees of North Khorasan governate, which is a political unit.
2-THEORETICAL FRAMEWORK
In the early 1980s, both Pfeffer and Mintzberg introduce organizations as political entities, and both suggested that to be effective in such environments, individuals have to possess political skills. Ferris Et Al. (2005) have identified four dimensions of political skills: social astuteness, interpersonal influence, networking ability, and sincerity; that they could affect an employee's willingness or desire to their communication. For the first time, the concept of CA was introduced in 1970 by James C. Mccroskey. he believed that CA reflects the anxiety that a person experiences when communicate with others. An area in which people may experience CA is workplace. Macroskey and Richmond (1987) believed that self-esteem is one of the factors related to people's willingness to communicate with others. They suggest that people with high self-esteem have more desire to communicate with others.

Abstract Unintentional mistake is an indisputable part of organizational activities which employees are faced with on the way to doing their jobs. Organizational mistakes or failures have two totally contradictory aspects. On the one hand, they lead to negative outcomes such as losing time, producing defective products, and occurring accidents. On the other hand, they may result in positive outcomes such as organizational learning, innovation, and flexibility.
There exists little empirical evidence on the nature of error management culture and its relationship with quality of work-life and psychological empowerment, especially in media organizations such as Islamic republic of Iran broadcasting (IRIB). This study accordingly seeks to investigate the effect of error management culture on the quality of work-life and psychological empowerment among radio deputy staff in IRIB.

Abstract
1- INTRODUCTION
The entrepreneurship is predominantly described as a process involves the nexus of two phenomena: ‘the presence of lucrative opportunities and the presence of individuals who create these opportunities. This framework has directed the scholarly domain of entrepreneurship by the way of focusing on the interplay between entrepreneurial opportunities and the individuals who discover, conceive, create or pursue those opportunities. However, the field of entrepreneurship has faced with disagreement over the ‘nature of the construct of entrepreneurial opportunities. Generally, there have been two different ontological approaches of realism and subjectivism about this construct. From the practical perspective, during recent decades there has been an on-going debate in developing countries regarding the healthcare industry as a leverage for national and international development. The healthcare industry is currently among those thriving areas of entrepreneurship in Iran as a developing economy. The review of academic literature in healthcare context indicated that few studies focused exclusively on the entrepreneurship in this context. Mainly, the existence of business opportunities which are highly reliant upon the entrepreneurs has been neglected in this field. Present research fills this gap in the literature by interpreting the nature of entrepreneurship in the healthcare context on the basis of the intersubjective meanings comes from the articulation of the entrepreneurs about their interaction in shaping the nature of their surrounding business environment. Such an interpretation achieves by applying qualitative contextualize methodology of the hermeneutical phenomenology. Hermeneutical interpretation of entrepreneurial opportunity simultaneously entails the lived experiences of entrepreneurs in earning their livelihood, along with their interaction with the environment, and the pre-existence and independence nature of opportunity which is embedded in the economic, historical ,sociocultural context.
2- THEORETICAL FRAMEWORK
Reviewing the theoretical foundation of entrepreneurship indicated that significant progress has been made in the last few decades about the theoretical construction of entrepreneurial opportunities. However, the field of entrepreneurship has faced with a disagreement over the ‘nature of the entrepreneurial opportunities. Generally, there have been two different ontological approaches to this construct. The first is the realist position which assumes the opportunities as the reality formed by exogenous shocks in the pre-existing environment, waiting to be discovered by the conscious entrepreneurs. The second is the subjective position which assumes it as the social construction which is endogenously enacted by the creative imaginations perceptions and activities of the entrepreneurs.  Both of these alternative views approve the importance of entrepreneurial opportunity in entrepreneurship and both have provided considerable knowledge about the nature of this concept.
 
3- METHODOLOGY
The qualitative methodology of interpretive hermeneutic phenomenology was selected to gain a deeper understanding of participant’s lived experiences in the context of healthcare entrepreneurship. The study designed in both research design and analysis based on the principles of interpretative phenomenological analysis (IPA). It’s an appropriate way to explore the personal, interpersonal and sociocultural participants' perceptions. Research sample included 13 entrepreneurs from healthcare enterprises in the pharmaceutical, medical devices, medical biotechnology, smart health context, besides 3 health policy makers which were interviewed using semi-structured interviews. 
 
4- RESULTS & DISCUSSION
The findings emerged from the interviews consist of 642 meaning units, 489 clusters of meaning, 56 master-themes, 16 meta-themes, and finally 5 overall themes which indicate the nature of entrepreneurial opportunities in healthcare context. The five final themes are: (1) the perceptional pre-structures of individual; (2) the environmental empowerments in macro levels; (3) environmental empowerments in micro levels; (4) the entrepreneur's interactive based on the perceptional pre-structures; (5) the entrepreneur's interactive based environmental empowerments. This study makes several contributions to the understanding of the nature of entrepreneurial opportunities in the healthcare context. First, the findings of this research indicate the value and importance of the technological, sociocultural, juridical and institutional conditions, also, the market structures of the healthcare context of developing countries in the success of the healthcare entrepreneurs. Second, the significance of our findings heightens by the research's focus on the independent and efficient entrepreneurs of healthcare context and their contributions to the emergence and the development of the prominent business opportunities in the healthcare industry. Third, present investigation contains the multiple levels of analysis and explicitly indicated the individual, venture along with relevant macro and micro characteristics of the business environment as the essential parts of the healthcare entrepreneurial opportunities.

Abstract 1-INTRODUCTION
The development of any society depends on both the performance of its organizations and individuals. When individuals join organizations, they must learn to understand and make sense of their new surroundings. organizational socialization is a process through which this sense-making occurs and an employee learns the required knowledge, skills, attitudes, and behaviors to make a successful transition and adapt to the new job, role, or culture. socialization is one of the most important organizational processes that can minimize the shocks and tensions resulting from a contradiction between employees' expectations and job realities. it also reduces the amount of organizational financial losses and employees' demand for resignation. one of the main functions of organizations is making individuals sociable.


2-THEORETICAL FRAMEWORK
Organizational researchers seek to study the significant impacts of the effective socialization process. in the literature on human resource management, there exist different theories that, in a general classification, can be divided into process and content theories. the problem cannot always be found in the network of causal relationships of theories. the existing theories are originated in other communities, especially western countries of different cultural elements. therefore, a new theory is needed for developing the organizational socialization model in the banking system of iran. in this regard, using the grounded theory, the focus of this study was on finding the existing elements and their relationships in Iran's banking system.
3- METHODOLOGY
This research was a qualitative study accomplished by grounded theory. Needed data were collected by conducting in-depth interviews with human resource experts of the banking system located in Tehran. the sampling method was purposeful and the sampling procedure continued interview 19 to satisfy the theoretical saturation rule.
4-RESULT & DISCUSSION
The banking system should emphasize the organizational socialization processes to enable the employees to learn and adapt. additionally, it should provide employees with the required information and resources in exchange for their response to environmental changes. according to the results of grounded theory, 49 concepts and 19 categories were extracted in the stage of open coding. the emerged categories are as follows: organizational socialization, socialized organizational structure, supportive senior managers, organizational commitment, social responsibility, human resources dynamism, the stability of the existing human resource system, lack of desire for socialization, organizational apathy, work context, organizational culture, designing human resource processes, designing evaluation system, designing resources allocation system, succession planning, value creation, human resource development, competitiveness, and socializing fundamental management.
5-CONCLUSION & SUGGESTIONS
After developing the organizational socialization model for the banking system of Iran, the followings are suggested to enrich the existing socialization theories: to study the organizational socialization based on the current categorization dividing the banking system into public, private, semi-public, and semi-private; to conduct studies on components of organizational socialization comparing the public, private, semi-public, and semi-private banks; to study the intergenerational differences for organizational socialization in Iran's banking system; to conduct studies on organizational socialization components comparing the different internal and foreign organizations.

Abstract Crisis is inevitable in every organization. Improvisation is a solution for the containment of crisis and it is a supplement for predefined systems. This research is about the management perception of the situation from the perspective that organizational decisions affected by managers' perception of external and internal situations. The population of this study is the managers of Internet service provider firms having to deal with the crisis of extensive costumers' dissatisfaction due to Internet disconnections. The empirical analysis began with the elaboration of a questionnaire and closed interviews with CEOs. To analyze continuous data, Pearson coefficient and for nominal variables, agreement tables and Fisher test was used. The results of this research have highlighted that improvised decisions can cause acceptable containment of crisis. At the same time, it reveals when the manager senses the situation as complicated and out of control, his/her tendency to improvised decisions and the number of the successful decisions would increase. It also suggests when the manager senses the firm's structure and strategy more flexible and be optimist about information flow in the organization, his/her tendency to improvised decisions and the number of the successful decisions would increase.

Abstract
1- INTRODUCTION
As a proactive orientation and transpersonal approach to the job, living a calling is a concept that has recently entered the literature on human resource management and organizational behavior. This orientation has specific behavioral and perceptual instances for the job and is defined as an important structure in the mental perception of professional success. Job crafting is one of the variables of being associated with living a calling. At the same time, one of the most important motivations for job crafting by employees is work passion.
2- THEORETICAL FRAMEWORK
The purpose of this study is to investigate the effect of living a calling on job crafting moderated by job passion. Faculty members of five top Iranian universities in 2019 were considered as the statistical population of this study. They were selected to be studied because although their knowledge jobs are so important they have been less studied in association with job crafting and living a calling. The different nature of these knowledge jobs indicates the need for in-depth analysis of the under-study issue in these jobs. Academic careers have a greater capacity for being shaped proactively and academicians are likely to have more power, inclination, and opportunities to exert this conscious behavior. In addition, living a calling is expected to be a significant affecting factor in such jobs.
3- METHODOLOGY
The present study investigated the causal effect of living a calling and job crafting in the form of task, relational, and cognitive crafting. In addition, it was to test the moderating effects of job passion on these relationships. Structural equation modeling in SmartPLS software was used to test the research hypotheses. The six-item scale of Li and Yang (2018) was used to measure living a calling. The three-dimensional variable of job crafting (including the task, relational, and cognitive crafting) was measured using the Slemp and Vella-Brodrick’s (2013) 15-item scale, each of which with five items. The Trepanier et al.’s (2014) scale of having three items for each component of harmonious passion and obsessive passion was used to measure job passion.
4- RESULTS & DISCUSSION
The results showed that living a calling had a significant effect on all dimensions of job crafting (i.e. task, relational, and cognitive crafting). Thus, when faculty members perceive their jobs as living a calling, they are more likely to change and manage the task, relationship, and cognitive boundaries of their jobs. In addition, the moderation of job passion for the effects of living a calling on relational and cognitive crafting was confirmed, but not confirmed for its effect on task crafting. In other words, job passion facilitates the association of living a calling with relational and cognitive crafting. since living a calling and relational and cognitive dimensions of job crafting are psychological factors in nature, the presence of another psychological factor is likely to reinforce their relationship. The first reason for the association of living a calling with task crafting not moderated by job passion may be the objective nature of task crafting. The second is probably the obsessive nature of job passion which leads to internal and external pressures.
5- CONCLUSIONS & SUGGESTIONS
It is recommended for knowledge organizations such as universities, research institutes, and hospitals with the majority of professional staff to internalize the living a calling as one of the important aspects of organizational culture. On the other hand, knowledgeable employees have the ability and desire to create new ways of improving their work as a living a calling, to develop relationships with others, to communicate and network outside the organization, and to perceive constantly the importance of their job for the organizational success. Given the fact that harmonious passion is based on employee's free willingness, it causes them to successfully live a calling and crafting the job. Therefore, the organizations are expected to create such a passion in their professional employees. As a research implication, future researchers are recommended to examine the components of job passion separately for living a calling to affect the components of job crafting; because the different nature of these two dimensions could have different possible effects on employees’ behavior and perception. In addition, these relationships can be investigated in another context with possibly different results.

Abstract 1- INTRODUCTION
One of the main causes of organizational change failure is employees’ resistance to change (Padro de Val & Fuentes, 2003). Because of abstract and multidimensional nature of resistance to change, it has been paid attention to it from diverse aspects (Piderit, 2000). The orthodoxy, however, is behavioral kind of attitudinal approach to resistance to change (Ashforth & Mael, 1998). Since, in its turn, behavioral resistance has different types (Yue, 2008), developing studies to explore the effective factors on them is necessary. In this regard, the purpose of this study is exploring the situational antecedents of behavioral types of resistance to change based on a phenomenology.
2- THEORETICAL FRAMEWORK
There are different approaches to studying the phenomenon of resistance to change: dispositional, political, deconstructive, and attitudinal (Hadavinejad & Tamaddon, 2014). Based on attitudinal approach, besides cognitive and affective aspects, resistance to change have behavioral aspect too. In its preliminary and simple form, the behavioral resistance is a kind of overt-conscious opposite reaction to change from protesters. However, it can be more complex based on overt-covert and conscious-unconscious dimensions. So, in addition to protesters, the other behavioral resistant employees are saboteurs, survivors, and zombies (O'Connor, 1993). Although, the dispositional antecedents of these kinds of behavioral resistance have been explored heretofore (Hadavinejad & Tamaddon, 2014), the presented study is devoted to exploring the situational ones.
3- METHODOLOGY
Delimited to attitudinal approach in resistance to change, data gathered through lived experiences of 18 top managers of administrative organizations in Rafsanjan, I.R. of Iran, in the framework of hermeneutic phenomenology, based on typical sampling up to theoretical saturation. Data analyzed based on Diekelmann et al. (1989) proposed process using Maxqda software. In order to gain confidence from data reliability, its credibility, transferability, dependability, and conformability were checked.
4- RESULTS & DISCUSSION
Diverse themes were explored through preliminary data codifying and reduced to macro themes in an iterative process. Findings showed that the situational context facilitates sabotage are authoritarian leadership style, perceived organizational injustice, and weakness of appraisal assessment and reward systems. Weakness of appraisal assessment, staffing, and training systems, job ambiguity and role overload are situational factors affecting survivors, too. The protesters behave in a context included of democratic leadership style, perceived organizational injustice, perceived organizational nonsupport, and weakness of appraisal assessment, reward, and notification systems. Finally, the main situational antecedents of zombies’ behavioral resistanc to change are weakness of training, staffing, and notification systems.
5- CONCLUSIONS & SUGGESTIONS
Based on findings, reinforcement of reward system beside effort to reduce injustice and improve organizational support can lead to decrease of employees’ conscious behavioral resistance to change in Rafsanjan administrative organizations. Moreover, changing the leadership style from authoritarian to democratic may reduce sabotage, as well as, improving notification system that can decrease protests toward change. Since, it is concluded that weakness of appraisal assessment system would effects all types of behavioral resistance to change, except zombie, improving mentioned system would cause protesters, saboteurs, and survivors be diminished in organization. In order to manage the unconscious resistance, it is necessary to improve the staffing and training systems. However, promoting the notification system beside two prior systems would lead to reduction in zombie behavioral resistance to change. Whereas, to decrease the survivors’ resistance, it is recommended the job ambiguity and role overload be disappeared.

Abstract
1- INTRODUCTION
Humility-based leadership is a style which is based on virtue. A virtue that is deeply rooted in the beliefs and basic assumptions of staffs. Theoretical development and empirical findings about this subject is very poor. The traces of recent organizational scandals have been blamed on arrogance, sense of selfishness and self-righteousness of the managers. Virtues such as humility have faced with an incresingly interest in organizational studies. The aim of this study is to provide a conceptual model of components, requirements and outcomes of humility-based leadership.

2- THEORETICAL FRAMEWORK
Humility-based leadership is a style which is based on virtue. It is a penetrating feature that allows a person to fit and even prevail in a particular society. Humility has been defined as possessing a multi-dimensional construct, which includes the passion for self-assessment (i.e., self-awareness and recognition of constraints), orientation and tendency to others (againest self-centred), interpersonal acceptance, the ability to regulate the emotions of others, and confirmation and appreciation of the value of creatures. Humble leadership is recognized as the acknowledgment of individuals’ limitations, highlighting the strengths of others and readiness to learn from models. Here it is assumed that this set of behaviors helps to reduce the social distance between leaders and followers through the promotion of bilateral exchange relations. Initially, with the acknowledgment of individual limitations, a leader will be able to stay close to the subordinates.

3- METHODOLOGY
The philosophy of research is interpretive, its approach is meta-synthesis and its strategy is grounded-theory, which is carried out qualitatively and through data collection using the instrument of documentation. Meta synthesis is qualitative analysis of concepts in previous studies using the common coding method in qualitative research and qualitative strategies such as grounded theory.

4- RESULTS & DISCUSSION
Analysis have shown that the main phenomenon (humility-based leadership) consists of four components: self-awareness, coaching, mentoring, and teachability. The first component of the definition of humility is the desire to engage enthusiastically in an influential process called self-awareness. In case of the second component, theorists have recently suggested that modesty is a driving force for credible service and leadership. The third essential component of humility is the ability to learn (experiential, responsive). As humility is rooted in development tendencies, this component also has implicit beliefs about the utility of learning and its potential for self-development.

5- CONCLUSIONS & SUGGESTIONS
For further research, future researchers are advised to study the process of forming this leadership style in a variety of quantitative and qualitative ways. Reviewing the personality characteristics of these leaders can also significantly contribute to organizational growth. It is suggested that researchers investigate the impact of this phenomenon on other behavioral structures such as organizational citizenship behavior, organizational vocation, and organizational learning.

Abstract Today's environment creates a thriving way for organizations to do their functions through teams and groups. Organizations seek to employ individuals who can perform better in groups, frequently enable to adjust with people from varied cultures, and handle intercultural communications. Therefore, group members need to know about other cultures and should be able to interact with people from different cultural background. Consequently, people need cultural intelligence. The purpose of this study is to investigate the relationship between cultural intelligence and group effectiveness in Mobarakeh Steel Company. 47 teams participated in this study. According to the results, cultural intelligence and its components (metacognition, cognition, motivation and behavior) have straightforward relationship with group effectiveness. Also motivation and behavior are good predictors of group effectiveness.

Abstract 1-Introduction
Organizations are faced with a variety of changes as they have to operate in a dynamic, changing, and ambiguous environment. Therefore, they have no choice but accepting such changes because of the pressure they impose on organizations. Besides, organizations are not able to survive unless they accept changes and adapt themselves to internal and external changes. The ability to respond to changes is called agility. In fact, agility can be defined as the ability to adapt changes and effective use of the opportunities that are caused by such changes. However, it should be noted that today's organizations face challenges that somehow affect their ability to respond and adapt with changes. Despite the fact that today's organizations are faced with challenges, the focus on organizational intelligence for enhancing performance and growth is a necessary step. Organizational intelligence is the intellectual ability of the organization to solve organizational problems and emphasize the combination of human and its technical capabilities to solve problems. In addition, due to the cultural diversity within organizations, there is a wide range of emotions, so that differences in language, ethnicity, politics, and many other characteristics can emerge as potential conflictual resources, and if there is a sound understanding of the situation and the availability of cultural intelligence, organizational performance and adaptability will improve through changes.

2-Theoretical Framework
Several definitions of organizational agility have been presented. The term agile refers to the speed and responsiveness of an organization when faced with internal and external events, successful identification of the basics of competition, and taking appropriate actions in a knowledge-based environment with rapid changes. Agility is a focus on interests, and can be defined as the ability to touch the long-term changes that utilize the power of innovation and innovation in the organization. Agile organizations are ready to learn and can optimize their performance through optimal use of opportunities.
Cultural intelligence is the ability to grow through continuous learning and the sound understanding of cultural variations, values, and understanding of human beings in the context of culture and their behavioral differences. The concept of cultural intelligence was first introduced by Barley and Ang (2003) who defined cultural intelligence as the ability to learn new patterns in cultural interactions and to provide correct answers to these patterns. They presented it as an individual ability to understand, interpret, and act effectively in situations with cultural diversity.
Organizational intelligence is a new concept in the organization and management literature, which was proposed by Karl Albrecht (2002). In defining organizational intelligence, Albrecht writes: “Organizational intelligence is the talent and capacity of an organization to move the mental capability of the organization and focus on this ability to achieve the mission of the organization.

3-Methodology
The present study is an applied research in terms of its purpose and is descriptive-survey in terms of its nature and method. It is also considered as a quantitative research with regard to the type of data used. The research population included 202 employees working in the Social Security Organization of Fars province, from which 115 employees were selected through simple random sampling as the respondents in the research sample. The instrument used to collect data were Albrecht’s (2002) Organizational Intelligence Questionnaire, Cultural Intelligence Questionnaire (Ang, Van Dyne, Klaus & Koh, 2004), and Goldman and Nagel’s (1991) Organizational Agility Questionnaire.

4- Discussion and Conclusion
The main objective of this study was to review the theoretical foundations of organizational intelligence and cultural intelligence as multidimensional constructs and their relationship with organizational agility in the Social Security Organization of Fars province. The results showed cultural intelligence and organizational intelligence are correlated with organizational agility, in the way that all components of cultural intelligence and organizational intelligence, with the exception of performance pressure (as a component of organizational intelligence), were found to be associated with organizational agility. In addition, metacognitive aspect of cultural intelligence was found to have a weaker correlation with organizational agility. The conceptual model has been discussed in two cases of significant numbers and standard estimate. Findings also showed that the conceptual model is an acceptable fit model. Therefore, it can be concluded that managers of the organization through paying attention to components of organizational intelligence and cultural intelligence can help organizational agility growth.
Considering the role of organizational agility in creating competitive advantage for organizations, the following suggestions are offered:
1) Fostering the spirit of change among employees and making optimal use of environmental opportunities resulting from changes.
2) If the cultural diversity is not properly managed among employees, it can lead to conflicts and inconsistencies in the organization. Therefore, paying attention to cultural intelligence as an individual ability to understand, interpret and act effectively in situations of cultural diversity can be an effective measure in this regard.

Abstract Leaders need Ethic, because they are responsible. People in leadership positions are the source of employee’s behavioral changes that requires leaders with high moral intelligence. On the eve of the third millennium, with acute competitive conditions, changes in management practices and organizational leadership are inevitable. In such circumstances, taking advantage of transformational leadership for the development of human capacities, enhancing employee commitment, and job satisfaction, in many leading organizations have proved to be successful. This study examines the mediating role of transformational leadership in the relationship between moral intelligence managers and job satisfaction of staff. Statistical population of this study includes all managers and employees of a public organization. Research data was collected using questionnaires through a randomized sampling method. In order to analyze the research questions, exploratory and confirmatory factor analysis was utilized to identify latent variables. Structural Equation Modeling was used to test the research hypothesis. Our findings confirmed the mediating role of transformational leadership in the relationship between moral intelligence managers and job satisfaction of staff.

Abstract 1- INTRODUCTION
Business process improvement for promoting product quality has continuous importance in every industry. Every organization should measure, control and analyze its performance. Therefore, the assessment and management of performance is considered as an important strategic process which is affected by various environmental and organizational factors. Management and performance assessment have been considered as critical tools to manage an organization and in order to survive and develop in a competitive environment, organizations require their own assessment and management performance system. Various performance measurement models have been designed and elaborated from the past to the present and each one has specific features. Regarding environmental complexities and competitive environments, it is necessary to design a process performance measurement model with new smart technological features for organizational needs.

2- THEORETICAL FRAMEWORK
Different methodologies and models have been provided in the management literature for the management of performance processes. Performance management can focus on the performance of an organization, a department, process and employee. In this research, based on the literature review, the interaction effect of process performance measurement model, intelligence agents, and process model were investigated. In this article, theoretical basis are examined in three categories (i.e., performance measurement model, intelligence agents, and process model). In terms of performance measurement model, some models from past to present were considered. In this group, more than thirty different models were studied. Regarding intelligence agents, their features and functions were considered. Intelligence agent’s technology has been used in various fields such as manufacturing, process control, communications, transportation systems, SCM, knowledge management, etc. The feature and characteristics of an agent depend on application and its target. Accordingly, some of their common features are as follows: Autonomy, mobility, adaptability, collaborate with others, and reliability. Moreover, in the category of process model, the most important and relevant process model was considered. In this group, process reference model and frameworks as APQC, Value Chain, SCOR, 6Sigma and others were studied.

3- METHODOLOGY
In this research, based on the literature review, the interaction effect of process performance measurement and intelligence agent were studied, and agent-based modeling in process performance measurement was presented. In this article, data was gathered from literature review and some documents. Experts’ opinions have also been used to design and evaluate the model. In addition, to obtain the opinion of experts, the Delphi method was used in two panels. Interviews with experts were used in order to elicit general organization knowledge and to acquire tacit knowledge related to design of model. Then, in order to design the agent-based model, RUP and UML techniques were used.

4- RESULTS and DISCUSSION
In this paper, based on the literature review and experts opinions, the design of agent-based modeling in process performance measurement was presented. The model designed has three layers; the first layer has five steps (i.e., define, measurement, analysis, improvement and control); the second layer includes intelligence agents and the last layer consists of databases and a process model. Agent-based architecture has been considered in the presented model and some agents were defined in this model as definer, reporter, recommender, processer and observer. In this research RUP and UML techniques were used for architecture of agents. In addition, experts were asked to evaluate the model with Delphi methodology in two panels.
5- CONCLUSIONS and SUGGESTIONS
The research findings are in harmony with the aim of the research proposing an agent based conceptual model of process performance measurement with specified and categorized results. This model was designed in three layers, the first layer has five steps, and each step involves specified activities and is related to certain agents. The second layer includes some agents and the last layer consists of databases and reports. In this research, in order to design the optimal agent-based modeling, we tried to use the RUP method and language of UML modeling; hence, the results shown as user diagrams, activity charts, and class diagrams are all related to the agents. A future study would also aim to develop an agent-based modeling in performance measurement systems, and implement the agent-based model for pilot studies in organizations. It is hoped that the findings of this research suggest an adequate level of interest in both process performance and business intelligence in the field of agents, and encourage further investigation to address process performance using intelligence agent techniques, as discussed in this paper.

Abstract The purpose of this study was to evaluate career plateau of academic librarians and their impact on burnout and intention to leave. For this purpose, data collected both manually and electronically from a sample of 537 were analyzed. The results show that the rate of job Plateau (structural Plateau and content Plateau), burnout and intention to leave among librarian, more than average. While gender does not make a significant difference in the perception of job plateau, less educated and more experienced employees perceive more plateauing. In addition, regression analysis indicates that career plateau has significant impact on burnout and intention to leave of librarian. In other words, librarians have more career plateau, job burnout and intention to quit have also reported greater.

Abstract The aim of this study is to investigate human resource competencies in Iranian Petroleum Company. This study is a descriptive-analytical approach. In this research, we examined human resource competencies in six main categories including; credible activist, culture & change steward, talent manager/organizational designer, strategy architect, operational executor, business ally, as well as 21 sub indicators. To collect data, we used a designed questionnaire with 60 items. The collected data were analyzed by T-Test and Confirmatory Factor Analysis tests. The results showed, all of human resource competencies recorded above average score. Also the results showed that strategy architect and business ally had the highest average and the culture & change steward had the lowest average. The research also revealed that strategy architect and credible activist have the lowest and highest correlation with Human resource competencies respectively.
According to the results, it is suggested that managers need to identify skills relevant to these competencies, and take necessary steps to learn and practice them.

Abstract In today’s business environment, firms in pursuing the goal of efficiency, outsource many necessary, but non-core operations. The majority of pervious outsourcing studies have focused on the costs and benefits analysis, while this research work examines a behavioral approach in outsourcing decisions. This study examines the effects of perceived trust on loyalty through mediatory role of relationship commitment in outsourcing activities in Mashhad hospitality industry. To collect data, a questionnaire was distributed among procurement officials and hotel managers in Mashhad hotels, using stratified random sampling. To test the hypothesis, structural equation analysis was performed. The results revealed that the perception of trust affects loyalty and the intermediary role of relationship commitment on loyalty was confirmed.

Abstract The prerequisite for continuous organizational change in today’s dynamic and ever changing environments is the presence of intuitive, strategic or in a more clear sense, transformational leaders. Because of increasing attention to the leadership factor in creating organizational evolution, and leaders’ role in organizational learning, this research attempts to examine the relationship between transformational leadership and organizational learning through correlation research method. With this aim, 138 expert staff from SAIPA Co was randomly selected. Research data was collected using questionnaire and SPSS Software was utilized for data analysis. Obtained results showed that a positive and meaningful relationship exists between the components of transformational leadership and organizational learning. Moreover, idealized influence (behavior), a dimension of transformational leadership, was known to be the most important predictor in organizational learning.

Abstract The aim of present study is to examine the relationship between political tactics and individuals’ problem-solving methods. For this purpose, a sample of 220 was randomly selected from 1000 employees of Shahid Beheshti University. In order to measure the variables, the standard questionnaire of problem-solving method of Helrigel, Slocholm, and Woodman and the political behavior questionnaire of A.J. Dobrin were used. The results indicated that there is a positive relationship between emotional judgment and flattery, political application of the information, the creation of moral obligation, association with influential individuals and establishing a supporting base. However, there is a negative relationship between rational judgment and flattery, political application of information, the creation of moral obligation, association with influential individuals and establishing a supporting base. In addition, there is a parallel relationship between witnessed perception and political application of information, and the creation of moral obligation. On the other hand, a negative relationship exists between intuitive perception. flattery, political application of information, and the creation of moral obligation.

Abstract Government capacity and governance capacity are the new concepts in the literature of public administration and political science. Beside these concepts, there are other concepts that points at the capacity of institutions, and non-government organizations. Non-governance capacity has measured in such dimensions as the capacity of media, political parties, research institutions, pressure groups, private sector, and citizens. The innovative point in this article is the introduction of a model to recognize non- governance capacities in different countries. The study validates a conceptual model to measure the non-governance capacities in a quantitative approach, in which data is collected from different countries. Structural Equation Modeling was used to analyze the collected data. The results confirmed the validity of the conceptual model. In this model, the non-governance capacity measured by four subscales including; media capacity, research organizations capacity, citizen’s capacity and private sector capacity. For this measurement, data for 40 indicators from 159 countries were collected.