Transformation Management Journal

Abstract 1- INTRODUCTION
The organizations of the present century are complex and are integrated systems consisting of processes, organizational units, people, information, and supporting technologies, as well as dependencies and connections between different elements. recognizing, engineering, and managing these social, technical, and infrastructural dimensions is critical to achieving and maintaining the efficiency of organizations. in recent years, the rapid and continuous course of events has gradually transformed the boundaries and dynamics of the business environment, and all institutions are increasingly confronted with new, unexpected, and far-reaching challenges. in dynamic markets, companies need to constantly explore new opportunities in addition to exploiting existing resources. therefore, the aim of this study was to investigate the effect of organizational ambivalence stimuli and drivers on individual ambivalent behaviors in order to fully benefit from the benefits and advantages of ambivalent for an organization. the present study has been conducted to address this research gap.
2-THEORETICAL FRAMEWORK
Previous research in the field of organizational ambiguity has emphasized the importance of organizational architecture, including 1 establishing separate task units focused on exploration or utilization, 2) integrating mechanisms that facilitate knowledge flows and coordination between units. this spatial and physical separation in different organizational units seeks to avoid friction between conflicting demands and interests between exploration and exploitation activities. the orientation of business units is towards exploration (for example, research and development unit) or exploitation and profitability (for example, production unit). the orientation of units should be aligned to reach organizational synergy. in addition to work ethic and discipline, individuals need access to sufficient resources to engage in exploration and exploitation activities. employees should have enough freedom to acquire the resources they want to advance their innovative actions across the organizational hierarchy. if such resources are provided, more exploration and for-profit activities will be possible. trust is another prerequisite for knowledge sharing and, as a result, knowledge flows are highly dependent on trust among all participants in the knowledge transfer debate. knowledge renewal and overflows from other people are of the main antecedents of exploration and exploitation activities.
3- METHODOLOGY
This study is a descriptive cross-sectional survey. and in regard to the application of the results, it is among the applied research. the statistical population of the study includes all 303 senior managers and experts of active knowledge-based companies located in sanandaj science and technology park. given the population size, the sample size was calculated and applied according to cochran's formula equal to 170. after distributing 181 questionnaires by simple random sampling method, 170 questionnaires were returned with a response rate of 94%.
4- RESULTS & DISCUSSION
In accordance with hypothesis 1, research results indicated that organizational architecture reinforces the use of individual dual power in knowledge-based organizations. therefore, it can be said that organizational architecture is capable of stimulating exploratory and for-profit behaviors. by integrating exploration and for-profit units, organizations perform both activities simultaneously and balance them within their borders through the active integration of senior management teams. the results of testing the second hypothesis indicated that the organizational context accelerates the use of individual duality in knowledge-based organizations. accordingly, it can be said that the organizational context can create a culture that everyone is trying to grow the other and help the development of the organization by influencing each other. these companies encourage employees to take creative action and cultivate a variety of perspectives that ultimately lead to larger perceptual mindsets and the achievement of original ideas.
 
5- CONCLUSIONS & SUGGESTIONS
Selecting the appropriate architectural framework has a significant impact on organizational productivity. a number of researchers have argued that sustainable organizational performance is dependent on exploiting existing capabilities and discovering new opportunities (i.e., dual power) in environmental dynamics and change. dualism is a concept that has been studied for years from the perspective of various fields including strategic management, organizational behavior, marketing, etc. however, overcoming ambiguity is not easy, as the explorative and for-profit behaviors often compete with each other. to cope with this situation, several organizational solutions have been proposed such as innovative culture. when managers create an innovative culture in their organizations, they must analyze the current state of exploitation and exploration activities, create a strategic profile of both, and identify their innovation goals. in fact, they have to consider their organization's future approach choose the right profile for exploitation and exploration to achieve their innovation goals.

Abstract 1-INTRODUCTION
One of the main challenges for businesses to achieve better and higher performance is to discover new opportunities in addition to taking advantage of existing opportunities and resources. organizational ambidexterity is defined as balancing the conflicting activities of exploration (identifying new ideas and opportunities) and exploitation (making the best use of existing resources and opportunities). empirical results show that ambidextrous organizations have higher performance than their competitors. According to the organizational ambiguity literature, organizations use different mechanisms to achieve organizational ambidexterity. One of the most common ways is structural separation (structural ambidexterity) in which the organization creates a separate unit (such as a research and development unit) to carry out exploratory activities. however, there are problems such as reducing the possibility of knowledge integration between units and agency costs due to structural separation. Recently, researchers have pointed out the importance of synchronizing exploration and exploitation behaviors at the individual level. The so-called contextual ambiguity refers to ambidextrous behaviors performed by employees in the organization. In other words, instead of creating separate structural units, employees are encouraged to perform exploratory behaviors while doing their daily work. However, the challenges of innovative behaviors discourage employees from undertaking ambidextrous behaviors. Research on contextual ambidextrous is emerging and mainly focused on the effects of contextual ambiguity as well as the favorable organizational environment for such behaviors. There is little knowledge about individual factors affecting employees’ ambidextrous behaviors, especially in developing countries like iran. therefore, the main purpose of this study is to identify the individual affecting factors of contextual ambidexterity as well as the individual moderators.
 
2-THEORETICAL FRAMEWORK
The current study integrates the entrepreneurial orientation theory and the ethical orientation literature to suggest that employees with higher levels of entrepreneurial and ethical orientations are more likely to get engaged in contextual ambidexterity behaviors and that there is a synergetic effect between these two orientations in shaping individual ambidextrous behaviors. the entrepreneurial orientation theory suggests that not all people are equally inclined to innovate and take the risks of entrepreneurial actions. Researches on intra-entrepreneurship also show that one of the main reasons for employees’ low entrepreneurial behaviors is the risks associated with them such as dismissal and job loss. Therefore, employees with a more entrepreneurial orientation are expected to be more involved in individual ambidextrous behaviors. The second theoretical basis is based on research on ethics and moral orientation suggesting the values and ethical standards guide individuals’ behaviors. It is suggested that the opportunistic behaviors resulting from having authority for innovation and creativity are less likely in individuals with low moral orientation and, as a result, morality increases the employees’ ambidextrous behaviors. Since entrepreneurial and ethical orientation can shape employees’ innovative behaviors, it seems that they reinforce each other and have a synergistic effect on ambidextrous behaviors.
3-METHODOLOGY
The food industry in iran is one of the most dynamic industries and employees’ ambidextrous behaviors are more likely to happen in such contexts. therefore, the current research was accomplished in this industry and surveyed the employees of food companies in tehran. needed data was gathered by distributing a questionnaire and 203 well-qualified ones were finally returned. After investigating the measurement models, the reliability and validity of variables were confirmed. The conceptual model was estimated using regression analysis.
 
4-RESULTS & DISCUSSIONS
The results indicated that both the entrepreneurial and ethical orientation positively influenced employees’ ambidextrous behaviors. However, contrary to the prediction, the synergetic effect of these orientations was not confirmed, implying that they independently affect contextual ambidexterity in organizations.
 
5-CONLUSIONS & SUGGESTIONS
While the literature on ambidexterity research is growing, there is little knowledge about its individual-level antecedents. Therefore, the main purpose of this study was to investigate the effect of entrepreneurial and ethical orientations on employees’ ambidextrous behaviors. the results confirmed the first hypothesis that employees’ entrepreneurial orientation has a positive effect on their ambidextrous behaviors. in other words, employees who tend to be more innovative, proactive, and risk-taker are more likely to engage in exploratory behaviors while doing their daily work. the findings also confirmed that employees with more professional ethics are more likely to engage in exploratory and innovative behavior. These results provide new insights for linking ethical variables to individual and organizational outputs. While previous research has focused on applying mechanisms, such as performance management, to control opportunistic behaviors resulting from employee authority, this research shows that internal control due to ethics can encourage employees to undertake ambidextrous behaviors. this is particularly important in the moral and cultural context of Iran. However, contrary to expectations, the third hypothesis representing the synergistic effect of entrepreneurship and ethics on contextual ambidexterity was not confirmed. it seems that each of these variables independently affects ambidextrous behaviors. Future research can identify potential moderators and other predictors by examining this relationship in other fields and industries, and especially by conducting in-depth exploratory qualitative research.

Abstract  1- INTRODUCTION In developing countries, most public organizations for urban services experience inactivity, stagnation, and inflexibility, leading them to inefficiency, poor service delivery, poor urban integration, and dissatisfaction among citizens. This condition is known as organizational inertia. The current research aims to identify the causes and consequences of this phenomenon for urban service organizations in Mashhad city. This research is a qualitative study based on the grounded theory with an emerging approach as its strategy. Despite the acknowledged importance of this problem and the necessity of addressing it, little research has been done in this field. On the one hand, previous scholars have mainly examined the financial outcomes of organizational inertia by conducting quantitative studies, while its antecedents remain unclear. On the other hand, the causes and consequences of this organizational phenomenon are expected to be different in various cultural contexts, structures, and even industries. Accordingly, the primary purpose of the current research is to explore the organizational inertia in the context of Iranian public organizations.
 
2- THEORETICAL FRAMEWORK
In physics, inertia is the state of an object to resist change in the speed or direction of movement. The organization literature has defined it as the organization's resistance to environmental changes. The background of this organizational-level construct is rooted in different theories such as open systems, learning, political and social systems, and organizational culture. In regard to conceptualizing, scholars have considered three components of insight, action, and psychological for organizational inertia. The current research typically adds to the literature on inertia in public organizations of developing countries. In addition, it identifies and examines the factors affecting organizational inertia.
 
3- METHODOLOGY
To collect the qualitative data, some interviews were conducted among experienced managers of Mashhad municipality, members of the city council, and university professors. The interviewees were identified by a purposeful sampling method and studied using semi-structured interviews, which continued until the theoretical saturation. Grounded theory with three stages of open, central, and selective coding was used to analyze the obtained data.
 
4- RESULTS & DISCUSSION
The findings of the research indicated that the causes for organizational inertia are as internal (including the lack of identification and prioritization of city issues, non-dynamic and non-strategic policies of the organization, lack of strategic thinking culture in the organization, existence of cumbersome and outdated laws, lack of planning and in the result of weakness in the executive affairs of the city, failure to use the results of research projects and transformation programs, inertia in managers, weakness in the competencies of managers, lack of motivation to change in employees, risk aversion and laziness of employees, weakness in designing human resources systems that encourage dynamism, defects in knowledge management systems), contextual (the size of the organization, the bare structure, the city management council structure, the temporary nature of the managers' management period, the city council's preoccupation with daily affairs instead of managing affairs, the lack of a competitive environment), urban (poor synchronization of citizens with developments in the provision of urban services, inconsistency and disorganization in city affairs and the absence of an integrated urban management system, the complexity of city issues and inconsistency between organizations involved in urban services), and political (political space governing the organization, requirements beyond the duties of the municipality, etc disproportionate to the municipal infrastructure from other institutions, demands of extra-organizational pressure groups). Furthermore, its consequences are determined to be at three levels: intra-organizational (low effectiveness, poor performance, low innovation), social (dissatisfaction, distrust, reduced participation), and inter-organizational or city (competitiveness with other cities).
 
5- CONCLUSIONS & SUGGESTIONS
The research finding includes a substantive theory for causes and consequences of organizational inertia resulting from our close connection with the population under study. The practical and research implications of the research are also discussed.

Abstract  
1- INTRODUCTION
The study of business transformation trends in current organizations, especially in knowledge-based ones, indicates new trends in the business environment in which innovation is considered the main factor of advancement, power, and competitiveness. Meanwhile, the human capital of organizations, which is one of their intangible values, plays a key role in realizing and promoting innovation. With regards to employees of organizations as the initiators of the innovation process, the implementation of innovative policies in organizations seems to depend largely on their employees’ characteristics. Meanwhile, cognitive styles are proven to be the cause of differentiation in individuals. Since innovation is the result of having problem-solving insights in individuals, taking individual perspectives among the various factors affecting organizational innovation, this study is aimed to recognize and investigate the relationship between the employees’ decision-making style and their innovative work behavior.
 
2- THEORETICAL FRAMEWORK
Innovative work behavior is the intentional behavior of employees to create, introduce, and implement new ideas to reach shared organizational benefits. This behavior is a multidimensional construct at the individual level consisting of exploring, producing, supporting, and implementing an idea by employees. Among potential affecting factors, cognitive decision-making styles are of most important ones that affect employees’ innovative behaviors. Few studies in this field examined individual factors like employees' characteristics as a basis for innovative work behavior. Cognitive styles are made up of employees' physical and psychological characteristics that determine their individual and organizational behaviors. Studies indicate that styles for performing complex tasks such as problem-solving, decision-making, learning, and causal explanations of life events are compatible with changing work routines. Kirton's adaptive-innovative style is comprised of three dimensions of originality, efficiency, and rule governance, based on which employees analyze and solve the problems considering the two ends of adaptation and innovation. Originality shows employees' creativity in problem-solving; efficiency refers to accuracy, reliability, and discipline; rule governance deals with respect for regulations and legal authorities.
 
3- METHODOLOGY
Employing a quantitative research method and a researcher-made conceptual model, the relationships between innovative work behavior and its components (exploration, generation, advocation, and implementation of ideas) with cognitive decision-making style and its components (originality, efficiency, and rule governance) were examined. Also, the moderating effects of age, gender, and organizational position were analyzed. The needed data was gathered by distributing questionnaires among 950 employees working in 12 different departments of a knowledge-based IT firm. Linear regression analysis was conducted in SPSS v.27 and Minitab v.20 software to test the research hypotheses.
 
4- RESULTS & DISCUSSION
All the components of the decision-making style did not affect the innovative work behavior. In fact, decision-making style was only a good predictor for two components of innovative work behavior, including exploration and generation of ideas. Research results also indicated that the variables of age, gender, and organizational position moderate the relationship between decision-making style and innovative work behavior. In addition, pieces of evidence were found for the association of originality with idea generation and efficiency with idea implementation. It was also determined that, among various components of decision-making style, rule governance has a strong relationship with the advocation and implementation of ideas.
 
5- CONCLUSIONS & SUGGESTIONS
The relationship between decision-making style and innovative work behavior has been rarely studied. This study would thereby enrich the literature by extending the current knowledge because suggested that having decision-making insights play a significant role in the emergence of innovative behavior. Given the strong relationship between rule governance and advocating and implementing ideas, it is concluded that both the organizational and individual factors have an important role in accomplishing innovativeness in organizations. Therefore, future researchers are recommended to consider individual and organizational factors simultaneously to better percept organizational innovation.

Abstract  
1- INTRODUCTION
Although family organizations are usually on the sidelines of management research, they play a significant role in local and international economies. Therefore, in the last few decades, studies have focused on the differences between these organizations and conventional ones. One of these areas of attention is researching survival and organizational changes in these organizations. Due to their dual identity (family on the one hand and business on the other), family organizations face different change issues and have distinct characteristics that can prevent or promote changes.
 
2- THEORETICAL FRAMEWORK
Previous research has addressed many issues and research questions about the different aspects of experiencing organizational change in family organizations. Specifically, the main research topics include the person-centered behaviors of the founders (such as their leadership style and entrepreneurial behaviors) alongside the specific features of these organizations (such as cultural differences). Another main focus of the literature has been explaining the distinct nature of family organizations, resulting in a middle-range theory about the dualistic nature of their identity, namely, the socioemotional wealth theory. Socioemotional wealth refers to financial aspects of the firm that meet the family's affective needs, such as identity, the ability to exercise family influence, and the perpetuation of the family dynasty. However, what is lacking in the literature is a more comprehensive look at how family organizations experience organizational changes. To answer this question, secondary data analysis, i.e., how previous studies have conceptualized organizational changes and its promoting and preventing factors in family organizations, would be a suitable path.
 
3- METHODOLOGY
The current study tried to answer the research question by systematically reviewing the literature from 2000 to 2020. Unlike traditional narrative review, systematic review is repeatable and transparent. It provides a structured and documented approach to the literature selection and review process to reduce review bias. We followed the procedures and recommendations of some authoritative articles to conduct this review. Accordingly, the first step was determining clear and specific questions at the beginning of the study: “What approaches and theories are used in the conceptualization of change in family organizations?” and “What are the factors that promote or prevent change in family organizations?” The next step was doing an initial search and identifying related articles in 5 online databases (Google Scholar, Sage Publications, Science Direct, Taylor & Francis, and Wiley). We used two categories of keywords and logical operators (AND, OR) to perform the search. The search was conducted in September 2020 and only among sources published in English between 2000 and 2020. For the selection of articles, we set some inclusion and exclusion criteria, such as “the study should be empirical and being published in a peer-reviewed journal,” which were applied through software-aided control, referring to related sites, and reviewing the abstracts of the articles. By the end, 81 final articles were selected for this review. To extract data, we created an Excel file with columns related to the general characteristics of the articles and our research questions. During a back-and-forth process between the researchers, we negotiated and finally agreed upon the extracted information. Since the data and methods of the reviewed articles were heterogeneous, we combined the findings in this study qualitatively. To do so, the final articles were entered into ATLAS.ti (version 8) software for content analyzing and coding and their information was combined into three main themes: the approach or theory used for conceptualizing the change and its promoting and preventing factors.
 
4- RESULTS & DISCUSSION
This study was to summarize the findings of past studies and provide a more general picture of change and transformation in family organizations. Specifically, this research aimed to answer two main questions: “What approaches and theories are used in the conceptualization of change in family organizations?” and “What are the factors promoting and preventing change in family organizations?” Regarding the first question, the finding of this study is that change in family organizations is mainly conceptualized around five main perspectives: succession, entrepreneurship, sustainable business development, socio-emotional wealth, and organizational culture. As for the second question, reviewing articles shows that factors preventing and promoting change in family organizations are not far from these topics. For example, one factor that drives change in family organizations is the existence of an entrepreneurial culture and the existence of an entrepreneurial leader and founder. Also, the existence of a suitable substitute and non-family expert staff are factors that lead to change. This means that change in family organizations mainly happens either through an internal factor (i.e., entrepreneurial culture) or an external factor (i.e., the presence of non-family experts). These two observations show two main strategies to facilitate change in family organizations that can be used by managers or change consultants. The same pattern is observed among preventing factors. The existence of non-professional managers, traditional attitudes towards organization management, and nepotism have been among the preventing factors. This means that if the organizational culture of a family organization is institutionalized in the form of anti-change norms such as nepotism or authoritarian leadership, it would be one of the biggest obstacles to change. In such a case, managers or change consultants can facilitate changes in these organizations by making cultural interventions such as organizational confrontation meetings.
 
5- CONCLUSIONS & SUGGESTIONS
By categorizing and combining theories/approaches to the conceptualization of change and its preventing and promoting factors in family organizations, this study paves the way for developing a change management model in family organizations. For this purpose, this study has categorized all the obtained preventing and promoting factors into five capabilities: adaptability, human capital, generational transition, manager/s, and change management. This means that those factors that help to create these five capabilities are the promoting factors, and those that weaken these capabilities are the factors that prevent change in these organizations. Based on this classification, future studies can conduct research on how to measure and mature these capabilities in family organizations and provide a model for promoting and successfully managing changes in family organizations.

Abstract  
 
1- INTRODUCTION
Organizational whistleblowing is a critical tool for identifying and addressing unethical or illegal activities within organizations. In the context of Iranian governmental organizations, which play a vital role in the country's development, there is a pressing need for mechanisms to report misconduct and prevent harm to organizational performance and productivity. Organizational whistleblowing can improve the organization's health, increase efficiency, and reduce administrative corruption. However, the absence of a comprehensive and localized model for whistleblowing in Iran’s governmental organizations has motivated this study, which aims to design a scientific and practical whistleblowing model.
 
2- METHODOLOGY
This research is a practical study in terms of purpose, utilizing a survey-developmental approach. The statistical population consists of experts, including university professors, senior managers of governmental organizations, and experienced human resources and public management consultants in Kermanshah Province. A purposive sampling method was employed to select 10 participants. Data were collected through in-depth interviews and analyzed using thematic analysis. To enhance the validity and reliability of the study, structured and convergent interviews were conducted, and data were analyzed through a recursive, precise approach.
 
3- RESULTS & DISCUSSION
The study resulted in a model comprising three categories of factors: causal, intermediary, and consequential. Causal factors include employees’ moral courage, acceptance of senior managers, a justice-oriented organizational culture, perceived organizational support, psychological motives for revenge, and employee conscientiousness. These factors strengthen the whistleblowing intent and encourage whistleblowing behavior, ultimately improving organizational health and productivity. Findings suggest that moral courage and managerial acceptance are the most influential factors in promoting organizational whistleblowing. A justice-oriented organizational culture plays a crucial role in facilitating the environment for whistleblowing. Additionally, perceived organizational support is a key factor to enabling employees to engage in whistleblowing behavior. While psychological motives for revenge may also drive whistleblowing, these motives carry negative implications and require careful management.
 
4- CONCLUSIONS & SUGGESTIONS
The proposed model indicated six primary factors as antecedents of whistleblowing in Iran’s governmental organizations. These factors first enhance the intent to whistleblow and then encourage actual whistleblowing behavior, leading to increased organizational health and productivity. It is recommended that managers in governmental organizations focus on fostering employees’ moral courage and enhancing their acceptability among staff while promoting a justice-oriented organizational culture. Establishing robust support systems for whistleblowers is also crucial. Finally, further research is suggested to develop more comprehensive and localized whistleblowing models for Iran.

Abstract  
1- INTRODUCTION
Today, digital transformation in the public sector has become an essential and strategic imperative for governments worldwide. In the digital age, citizens' needs and expectations have evolved, necessitating that government organizations undertake digital transformation in alignment with citizens' demands. However, the public sector sometimes struggles to fulfill this role, facing challenges that stem from its perceived inefficacy in the eyes of society. Based on this, the main goal of this research is to analyze the challenges of digital transformation in Iran's government organizations; fulfilling this goal requires answering the following two questions: 1) What are the challenges of digital transformation in Iran's government organizations? 2) What is the interpretive structural model and internal relations of digital transformation challenges in Iran's government organizations?
 
2- THEORETICAL FRAMEWORK
Many definitions have been presented for digital transformation, some of which have been considered more suitable for the public sector. Digital transformation in the public sector is based on three aspects: 1) changing priorities to meet the expectations of the new generation, 2) using new technologies such as big data, deep learning, decision-making systems, and other technologies, and 3) expanding the scope of using technologies to innovate in social processes. Digital transformation in the public sector does not only lead to online services and digitization; Rather, it has broader consequences, including creating new value for citizens through providing quality services and listening to the voices of citizens and other institutions to ensure a just society. However, given the paucity of studies on the challenges of digital transformation within Iran's public sector, the present study aims to analyze its challenges in this sector.
 
3- METHODOLOGY
The methodology comprises a two-step process. First, digital transformation challenges were extracted from the literature and interviews with experts. Several semi-structured interviews were conducted in this research mostly by phone, and a few in person due to the Coronavirus pandemic. The participants of this research were digital transformation experts and IT specialists, whose number should be between 12 and 25 people based on Warfield's theory. Second, interpretive structural modeling was utilized to prioritize and mitigate the challenges. The structural-interpretive model, due to its ability to identify causal and complex relationships between a set of factors, analyze their effects on each other, and determine the ranking of system elements helps managers to make better decisions about implementing the designed model.
 
4- RESULTS & DISCUSSION
The results of the research were that challenge 10 (legal restrictions) at the first level, challenges 2 (consecutive management changes) and 3 (the presence of old generations in management positions) at the second level, challenge 4 (lack of recognition of digital transformation), 7 (risk aversion of government managers) and 8 (lack of knowledge and training in the field of digital transformation) at the third level, challenges 1 (lack of support from the senior manager), 6 (managers' inattention to change management), 9 (weakness in re-engineering operational processes), 11 (lack of digital strategy) and 12 (lack of strong digital transformation culture in government organizations) at the fourth level, and challenge 5 (dispersion of data) was placed at the fifth level. According to the findings of the research, "legal restrictions", "old generations in management positions" and "consecutive management changes" are considered the most influential challenges of digital transformation in the public sector and indicate their high impact on other challenges. As a result, they act as the cornerstone of the model that should be emphasized in the first place.
 
5- CONCLUSIONS & SUGGESTIONS
The findings can inform future digital transformation programs/policies and provide insights for policymakers and government managers to determine priorities and overcome digital transformation challenges. According to the research findings, the most important challenge that originates from other challenges and many factors involved in its creation is the dispersion and non-integration of data. Data is considered the core of the digital government. But currently, Iran's government departments are not coordinated with each other and the competitive thinking between organizations has caused non-cooperation and as a result data silo. This is a fundamental obstacle to digital transformation in Iran's government organizations. Therefore, the successful implementation of digital transformation requires integrated information systems and increased cooperation at the national and international levels. As a result, considering the current conditions of Iran's administrative system and the importance of digital transformation in the public sector, the implementation of digital transformation in the public sector requires a comprehensive and coordinated organizational approach that includes creating a digital strategy, formulating appropriate policies, training and developing human resources, developing digital culture, improving information systems, and designing change management teams.

Abstract  
1- INTRODUCTION
Based on science and technology, the economy of today's world is prosperous and competitive. In the meantime, knowledge-based firms emerged with large profits and high added value; the firms that are founded on utilizing knowledge-based ideas, creativity, and innovation. Therefore, at the global level, firms adopt various strategies to increase the effectiveness of scientific and technological activities, improve performance, and transfer their achievements to the industry and market. Knowledge-based firms are considered research organizations that, to fulfill their mission, should provide a suitable platform to facilitate the commercialization of their research findings in addition to developing new technologies. Reviewing the studies conducted on the growth of knowledge-based firms reveals most of them have focused on internal factors of growth, while limited ones focused on identifying the success factors along with growth. Thus, the current research is to identify the factors affecting the success of knowledge-based firms and explain their relationships to success. This research is focused on Iranian firms because of specific social, political, and economic conditions in Iran (such as economic sanctions, dependence on oil, prevailing anti-capitalist spirit, etc.) and their impact on the business environment and sales markets which are dependent on the government.
 
2- THEORETICAL FRAMEWORK
In today's changing world, knowledge and innovation are considered the most fundamental factors for progress in the industrial and economic fields. The economy of a country flourishes when it provides the necessary platform for innovation and presence in the world's competitive markets. Moving towards innovation and making changes in the composition of products and services is in the realm of activities of knowledge-based firms. Therefore, they play an important role in the effectiveness of production, the occurrence of knowledge in new products and services, the improvement of the level of economy and well-being, and the production of wealth and added value in society. In addition to creating a competitive environment, such firms have appropriate adaptation and flexibility in facing emerging changes and developments in the economy. This is more important for countries under sanctions that need to adopt policies to strengthen their economy. By examining the countries' development trends, on the other hand, it is obvious that paying attention to knowledge-based firms is from success factors to deal with issues such as employment, innovation capacity, and exporting new products. Based on the above, it is important to study the reasons for the growth of knowledge-based firms in Iran. The current research is accordingly to identify and classify the key factors affecting the growth and success of this kind of firm. It is necessary to develop specific criteria for growth and success in order for determining when a company is considered as developed.
 
 
3- METHODOLOGY
Identifying and modeling the key success factors of knowledge-based firms requires providing a detailed understanding of the subject. The qualitative method is the most appropriate way to achieve this goal. Furthermore, conducting an interpretive structural model will be useful to conceptualize and relate the constructs. In this regard, the current research conducts a thematic analysis and then interpretive structural modeling to explain associations between qualitative variables. The target population of this research is knowledge-based firms reported by the Vice President of Science and Technology. In the first stage of this research, an in-depth semi-structured interview was conducted with 25 CEOs of knowledge-based firms. The sample members were selected by conducting theoretical and opportunistic sampling in a completely purposeful manner based on the research objectives.
 
4- RESULTS & DISCUSSION
After environmental factors, the importance of providing and allocating appropriate financial resources (in terms of amount and time of allocation) and appropriate (educated, experienced, skilled, creative, and innovative) workforce is greater than the others. It was found that individual and organizational factors have a two-way interaction and the company's strategy has the most impact on them. Finally, employing managers to achieve success, growth, and development of knowledge-based firms was determined to be the best implementation method among the five.
 
5- CONCLUSIONS & SUGGESTIONS
Reviewing the literature along with the results of interviews showed five main themes called the key success factors of knowledge-based firms, including individual, organizational, and environmental factors, the firm's strategy, and supplying and allocating resources. Based on the findings of the current research, future researchers are recommended to evaluate the characteristics and components of various scales and populations using other modern research methods and to examine the other aspects of the research model.
 

Abstract 1- INTRODUCTION
Startup ventures face exceptionally high failure rates, with empirical studies indicating that up to 90% fail within their early years. While both internal and external factors contribute to these outcomes, behavior-based factors are often more controllable-and therefore more critical-for strategic intervention. This study aims to address high startup failure rates by developing a comprehensive, behavior-oriented lifecycle model. Drawing on organizational lifecycle theories and behavioral entrepreneurship frameworks, it centers entrepreneurial actions, decisions, and adaptive behaviors as key units of analysis. Behavioral approaches are essential for decoding the complexities and dynamic transformations of startup journeys, offering practical frameworks that align with real-world entrepreneurial evolution. Accordingly, this research asks: How can behavior-based lifecycle models, synthesized through meta-synthesis, provide actionable insights into entrepreneurial challenges and decision-making across different lifecycle stages?
 
2- METHODOLOGY
A meta-synthesis approach was employed following the seven-step method developed by Sandelowski and Barroso. This approach enables a comprehensive integration of findings from a wide range of literature. An initial pool of 312 sources was identified from academic and practitioner databases (1980–2024). Following a critical appraisal using the CASP tool, 33 high-relevance articles were selected for final analysis. Keyword-driven searches included terms such as "startup lifecycle," "entrepreneurial behavior," "failure factors," and "development stages." The data were thematically coded and organized using Attride-Stirling’s thematic network framework, comprising basic, organizing, and global themes. Qualitative analysis was conducted using MAXQDA software, with inter-rater reliability and internal validity confirmed through expert review and Cohen’s Kappa coefficients (κ = 0.671 for validity; κ = 0.635 for reliability). Experts were selected via snowball sampling from experienced entrepreneurs and venture capital professionals, enhancing the practical relevance of the resulting framework.
 
3- RESULTS & DISCUSSION
The resulting behavior-oriented lifecycle model is organized into six global phases, each comprising specific organizing themes:

Ideation and Opportunity Validation: This phase focuses on recognizing and testing opportunities through market needs analysis and early prototyping. Key activities include idea development, validation of value propositions, and assessing customer fit. Common failure factors include inadequate market validation, lack of complementary team skills, and unclear strategic direction.
Preparation and Foundation: This phase includes business planning, team formation, legal setup, early MVP development, and seed funding. Risks at this stage arise from regulatory hurdles, excessive spending on R&D, and premature scaling.
Commercialization and Early Operations: This phase covers startup launch, customer validation, achieving break-even, and stabilizing operations. Failures often result from poor financial management, supply chain disruptions, insufficient customer insights, and dysfunctional team dynamics.
Growth (Primary and Secondary): Activities include market expansion, professionalization, capital fundraising (Series A–D), and process optimization. Challenges involve intense competition, failures in intellectual property protection, and inefficiencies in scaling.
Scaling and Maturity: This phase involves aggressive market penetration, IPO readiness, organizational structuring, and sustaining innovation. The risks include capital shortages, inexperienced leadership, and misaligned partnerships.
Decline, Renewal, or Exit: The final phase reflects organizational aging and bureaucratization, with potential for rejuvenation through strategic pivots or structured exits.

The model aligns with the Resource-Based View (RBV) and the theory of dynamic capabilities. RBV emphasizes the orchestration of tangible and intangible resources-human, technological, and financial-while the dynamic capabilities approach focuses on continuous learning, adaptation, and realignment. Each stage features behavioral propositions grounded in these frameworks, addressing tasks such as market sensing, team synergy, capital mobilization, and scaling agility.
 
 
4- CONCLUSIONS & SUGGESTIONS
The proposed model provides a comprehensive framework for understanding startup evolution through a behavioral lens, addressing both strategic and operational dimensions. It highlights that entrepreneurial failure is rarely caused solely by external factors but is often rooted in misaligned behaviors and decisions. Its stepwise structure facilitates proactive diagnosis and early intervention throughout the lifecycle stages. Key recommendations include:

Incorporating behavioral diagnostics into startup evaluation tools.
Utilizing the model as a training framework within incubators and accelerators.
Tailoring policy support mechanisms (e.g., funding, mentorship) to address lifecycle-specific behavioral needs.
Encouraging startups to adopt reflective practices that align team behaviors with lifecycle transitions.

 
Future research could empirically apply the model across different sectors and regions to assess its generalizability and predictive accuracy. Quantitative extensions using behavioral metrics-such as team adaptability and decision-making agility-may enhance its practical relevance. Additionally, integrating digital behavioral trace data (e.g., platform engagement, customer feedback loops) could offer deeper insights into failure prediction and lifecycle optimization.

Abstract Technostress is one of the important challenges in the digital age, which is expanding especially in government organizations, which means stress caused by information and communication technologies in work environments. This phenomenon has profound effects on people's mental health and job performance due to the rapid and continuous development of technology and changes in the role of employees. Therefore, according to the importance of the subject, the present research was conducted with the aim of phenomenological analysis of the phenomenon of technostress in the country's tax affairs organization. The current research is descriptive-exploratory in terms of its practical purpose and in terms of the method of data collection, and it is of the qualitative research type, which was conducted using the phenomenology method (that is, the lived experience of people involved in the phenomenon) and Dickelman's approach. Since the current research is qualitative, the data collection method is in-depth interviews with the participants. Based on this, using the purposeful sampling method and based on the principle of theoretical adequacy, 18 managers and employees of the country's tax affairs organization were selected as sample members. In this research, qualitative content analysis method and Maxqda software were used to analyze the data obtained from the interview. In addition to the recognition and understanding of the mentioned phenomenon, the research findings have identified 15 causes and 15 consequences as causes and consequences of technostress.

Abstract Organizations in the modern era are constantly undergoing change in order to survive and remain competitive in complex and dynamic environments. The present study aims to identify and prioritize the factors influencing the enhancement of organizational change capacity. This research is a mixed-method study, which employed a systematic literature review in the first phase, followed by the use of Fuzzy Delphi and Fuzzy DEMATEL techniques for data analysis in the subsequent phases. The statistical population of the study included all faculty members in the field of management from universities in Tehran in 2023 (1402 in the Iranian calendar), among whom ten expert professors were selected using non-probability purposive sampling. In order to identify the effective factors, the systematic review method was applied. The keywords “organizational change” and “change capacity” were searched in both domestic and international academic databases within the time frame of 1990–2024. Based on the search results, 45 relevant articles were finally selected from the databases. Findings from the systematic review revealed 55 factors influencing change capacity, which were classified into three main dimensions: contextual, process, and learning. According to experts’ opinions, these factors were scientifically validated through the Fuzzy Delphi questionnaire. The results of the Fuzzy DEMATEL analysis indicated that within the contextual dimension, organizational justice was identified as the most influential (causal) factor; within the learning dimension, political skill had the strongest causal effect; and within the process dimension, the organizational structure with low formalization emerged as the key influencing factor. Overall, the results of this study demonstrate that enhancing organizational change capacity requires simultaneous attention to contextual, learning, and process-related dimensions, as each plays a critical role in shaping an organization’s readiness and ability to adapt to change.

Abstract 1- INTRODUCTION
The human resources of organizations are composed of different generations. one of the most important factors affecting the efficiency of employees from different generations is their procrastination. procrastination acts as an obstacle to the organization’s productivity. The current study is to examine the procrastination of employees as one of the most important generational differences in the private banking sector. the research questions are as follows: 1) are different generations of employees in private banks similar in terms of the level of procrastination? 2) is there a significant difference between the dimensions of procrastination?
 
2- THEORETICAL FRAMEWORK
Procrastination of employees is a global problem. field observations of researchers approve that this phenomenon also exists in iranian public and private organizations. procrastination, also called tomorrow syndrome, has some symptoms as follows: time-consuming and time-wasting behavior, feeling overwhelmed by responsibilities, inability to achieve important life goals, doing things very quickly in the last minutes, daydreaming instead of doing things, and lack of ongoing planning for life. Generation means a group of people who have experienced social or historical events in a similar way. Those born in the 1930s and 1940s, which make up the first generation are considered baby boomers. those born in the 1950s are the x generation. and those born in the 1960s and 1970s are the next generation.
3- METHODOLOGY
The present research is an applied study in terms of orientation, it is a quantitative study regarding the type, and it is an inductive study in regard to approach. The purpose of this cross-sectional research was to describe a phenomenon by three dimensions of energy loss, distraction, and lack of emotional perseverance, and collected needed data using a questionnaire. Therefore, it is a descriptive study in terms of nature and purpose. the statistical population of the study was the employees and managers of private banks in tehran, among which a sample size of 410 was selected. Cronbach's alpha coefficient was used to evaluate the questionnaire’s internal consistency. One-way ANOVA was used to examine the mean difference in procrastination and its dimensions between the four generations. Since the ANOVA is not able to exactly determine which two samples are different, the Bonferroni post hoc test was also utilized.
 
4- RESULTS & DISCUSSION
Analysis of respondents’ age indicated that the number of people born in the 1930s and 1940s as the first generation is 127, those born in the 1950s as the second generation is 144, and those born in the 1960s and 1970s as the third generation is 128. among these three generations, there was a significant difference between at least two generations in terms of procrastination and its components. Therefore, it is concluded that all the research sub-hypotheses are confirmed. that is, different generations are different from each other in terms of the degree of procrastination, and generations are significantly different in terms of the three components of procrastination.
 
5- CONCLUSIONS & SUGGESTIONS
Data analysis indicated that the degree of procrastination varies from generation to generation. generation three had the highest amount of procrastination. generations one and two were not significantly different in terms of procrastination, but both had less procrastination than the third generation. Generation three also had the highest amount of energy which was predictable considering the age and youthful excitement of this generation. generations one and two were also not significantly different in terms of lack of energy. In terms of distraction, the third generation was higher than the second. According to the results of the bonferroni post hoc test, some generations were not significantly different from each other in terms of procrastination and its dimensions. therefore, it was found that there exist other variables over and above generation affecting the employees’ procrastination.

Abstract 1- INTRODUCTION
Regarding market globalization and its increasing pressures, the organizations should develop a constant ability to meet the customers' needs and wants to survive. Different market needs arouse endless changes in the life-cycle, shape, quality, and price of products and services. This issue is especially important for industrial organizations that are generally established to generate revenue. In this situation and given such challenges as rapid obsolescence of goods and products, reduced life-cycle, and increased potential fluctuations, the question is what solutions the organizations need to achieve competitive advantage to survive.
2- THEORETICAL FRAMEWORK
According to research evidence, entrepreneurship s one of the most important tools that can ensure the organizations' survival and help them solve their problems. organizational entrepreneurship is a process through which all the employees perform the role of an entrepreneur and perform individual and group activities continuously, quickly, and easily. many studies are conducted to examine the various factors affecting organizational entrepreneurship such as managerial support, organizational structure, culture, and communication, control and evaluation, human resource development, knowledge management, human resource subsystems, and so forth. meanwhile, human resource development is considered as one of the most important affecting factors of organizational entrepreneurship. human resource development is closely related to organizational entrepreneurship, meaning that organizational entrepreneurship includes organizational learning, performance enhancement through collaboration, creativity, and individual commitment. this study aims to propose a model for human resource development, at the individual and organizational level, based on organizational entrepreneurship in industrial organizations.
3- METHODOLOGY
This research is a case study based on a qualitative design. the required data were collected through in-depth interviews with several academic experts and senior and middle managers in the field of human resource development and organizational entrepreneurship of industrial companies located in khorasan razavi province. twenty-three persons were selected and interviewed to reach theoretical saturation.
4- RESULTS & DISCUSSION
Out of 23 interviews, 389 open codes, 21 concepts, and four components were identified as follows. prerequisites of human resource entrepreneurial behavior, the first component, includes entrepreneurial mindset, entrepreneurial organizational culture, internal and external organizational cognition, individuals' entrepreneurial characteristics, core competencies, entrepreneurial strategic vision, entrepreneurial strategic planning, entrepreneurial mission statement, and matrix organizational structure. the second component represents the activators of human resource entrepreneurial behavior, including organizational entrepreneurship-based rules and regulations, high-level organizational entrepreneurship-based expectations, clarity and transparency of organizational roles, and entrepreneurship-based performance appraisal. the third component i.e., the enhancers of human resources entrepreneurial behavior is comprised of human resource development strategies, organizational networking, knowledge management, talent management, and technological infrastructures. component four represents providing entrepreneurial behavior enhancers and includes the motivators, human resource subsystem strategies, and top management support. the obtained model of entrepreneurship-based human resource development includes seven steps as the following: 1) assessing the organizational prerequisites of entrepreneurial behavior, 2) defining the activators of entrepreneurial behavior, 3) presenting problem-based projects at the individual and organizational level, 4) determining the developmental requirements of the organization's human resources, 5) activating the developers of entrepreneurial behavior, 6) providing the boosters of entrepreneurial behavior, and 7) evaluating the results and performance at the individual and organizational levels.
5- CONCLUSIONS & SUGGESTIONS
The organization's tendency to be an entrepreneur organization has a positive effect on human resource development. if an organization wants to become an entrepreneur organization, it has to develop its human resource. according to research results, some implications are provided for human resource development as entrepreneurship-based strategies of industrial enterprises. the first is to transform the structure of the organization into a matrix structure because teams and workgroups are emphasized by organizational entrepreneurship. on the other hand, in any project, active employees are required to support each other's learning and to develop team members to achieve the project goal. the second strategy is to design an entrepreneurship-based performance appraisal system. in other words, employees should be evaluated based on entrepreneurial indices. in this regard, it is recommended to benchmark the world-renowned companies. the last strategy is to provide entrepreneur employees with specific opportunities for growth and development instead of providing them with specific content since entrepreneurs are self-developed individuals. organizations should consider this issue in their organizational training and development strategies.

Abstract  
1- INTRODUCTION
One of the most important ways to prevent the spread of corruption and fraud, both at the macro and organizational levels, is whistleblowing. However, whistleblowing has not been never simple action, and whistleblowers are constantly facing pressure, threats, harassment, and even revenge. Therefore, they are required to receive effective and appropriate organizational and legal support.
 
2- THEORETICAL FRAMEWORK
Various studies have mentioned different incentives and barriers to whistleblowing. One of the key factors in encouraging employees to disclose violations is perceived organizational support. If employees feel that the organization supports their disclosure actions, this motivation will help them overcome other barriers and whistle. But the factor that has received less attention in this regard, especially in Iran, is the legal protections perceived by the employees. Due to the ignorance of employees about the legal consequences of whistling in Iran, probably one of the most important obstacles to whistleblowing is the lack of protection by law. Therefore, the current research deals with both organizational and legal support and examines their role in persuading employees to expose the organization's violations. Therefore, the current research examines the effect of perceived legal and organizational support on employees' whistleblowing intentions. The whistleblowing intentions comprised six types of offenses including theft, wasting organizational resources, mismanagement, safety issues, sexual harassment, discrimination, and deliberate violation of the law.
 
3- METHODOLOGY
The current research is an applied study based on the survey method. The statistical population encompassed all the employees of private banks in Iran. Due to the uncertainty of the statistical population volume, according to Morgan's table, the online questionnaire was distributed among 384 employees of private banks. The questionnaire's reliability was approved using Cronbach's Alpha coefficient, and its construct validity was assessed by confirmatory factor analysis.
 
4- RESULTS & DISCUSSION
The skewness and kurtosis values for all the variables were from +2 to -2, confirming their normality of distribution. Results for the correlation test indicated that organizational support and legal support were significantly correlated, but there was no significant correlation between whistle intention with legal and organizational support. Detailed results showed that the level of perceived legal and organizational support and whistleblowing intention was almost low. Structural equation modeling was conducted in Amos software to test the research hypotheses. Hypothesis testing indicated that organizational and legal support significantly affected whistle intention. Furthermore, research results indicated a significant difference in whistle intention for different types of violations.
 
5- CONCLUSIONS & SUGGESTIONS
This study had a quantitative approach to employees' views on support and their willingness to whistle. Given the relative novelty of this issue, especially at the organizational level, it can certainly be useful and interesting to adopt a qualitative approach and discover deeper motivations of employees. The present study did examine the employees' behavioral intentions but not their actual behavior. Future studies are suggested to examine the actual whistleblowing behavior by adopting a comparative approach. In general, there is a lack of studies to explain the general position of organizational whistling in both the private and public sectors of the country, and there are no reliable statistics about whistling corruption by employees and the fate of whistleblowers.

Abstract  

INTRODUCTION

In a complex and constantly changing environment, organizations encounter numerous risks, challenges, and obstacles that threaten their performance and sustainability. In this regard, addressing complex problems requires the collective development of creative solutions and the establishment of teamwork relationships. Therefore, organizations adopt team-based plans to maximize the value of their human capital, so that teams become the basic building blocks of organizational leadership structure design. Identifying and investigating the determinants of team effectiveness is of great importance. Considering today's competitive and fluid environment, audit institutions should pay more attention to the effectiveness of their work teams to gain a sustainable competitive advantage. The current research aims to model the impact of ethical leadership on the effectiveness of the audit team based on McGrath's systemic framework (input-process-output).
 
2- THEORETICAL FRAMEWORK
Previous research indicates a positive relationship between ethical leadership and team intra-role performance. Ethical leadership determines the effectiveness of the senior management team and positively affects the subordinates' optimism toward the organization's future. Ethical leadership can enhance team performance directly through leader-member exchange. Additionally, ethical leaders maintain team efficacy and social cohesion when their team is not performing well. According to the above, we expect managers and supervisors to improve the audit team's performance by exercising ethical leadership.
 
3- METHODOLOGY
This is practical research in terms of purpose, and concerning the method, it is a descriptive survey. Data were gathered in two years (2021-2022) using questionnaires and interviews. To achieve the research's main goal, the needed data was collected from 189 employees of the Certified Public Accountants Society of Iran. The obtained data was analyzed using SPSS and SmartPLS software.
 
4- RESULTS & DISCUSSION
The research results showed that managers and supervisors, who have the interests of the employees in mind, make fair and balanced decisions. Creating a pattern for ethically doing work can increase commitment and cohesion among team members. Strengthening and increasing coordination and reducing conflict between members lead to an improvement in the performance and efficiency of the audit team. In short, ethical leadership improves the cohesion between the audit team members, thereby improving its performance and efficiency. On the other hand, in the input-process-output framework, process variables including cohesion, conflict, and coordination, whose relationships with team effectiveness were previously explained, can mediate input factors (ethical leadership) in team results.
 
5- CONCLUSIONS & SUGGESTIONS
According to the results of the research models test, which indicated the effect of manager-supervisor ethical leadership on team interactions, including team members' cohesion, involvement, and coordination, and ultimately team performance and efficiency, ethical leaders can bring many benefits, including coordination between members, reducing emotional conflict, reducing conflict regarding the allocation of resources and responsibilities, increasing the sense of collective commitment, and finally, improving team performance and efficiency. Therefore, it is suggested that managers and supervisors use ethical leadership mechanisms to establish effective communication with team members and treat them fairly. Audit institutions should include this criterion in their employment policies as a basis for accepting or continuing to work with audit managers and supervisors. Since some data was collected electronically, it should be noted that the authors did not directly monitor the respondents and the correctness of their responses. Accordingly, regarding the research limitations, response bias is likely to happen in self-reporting measures.

Abstract  
1- INTRODUCTION
Despite the importance of the organizational black hole as a phenomenon that prevents the organization from achieving its goals, the conceptual scope of this research area is still vague and unclear. The current research aims to explain the organizational black hole concept and to identify its consequences in the Ministry of Education and Training. Conceptualizing the organizational black hole by investigating the individuals' lived experiences, this research has improved the understanding and perception of this relatively unknown phenomenon.
 
2- THEORETICAL FRAMEWORK
Previous research in the literature has sporadically investigated the components of the organizational black hole and yet not presented a comprehensive model for its affecting factors in the administrative system. This shows the lack of consensus on this phenomenon's nature, causes, and consequences. Therefore, studies should take action to create conceptual and practical unity of this phenomenon to help comprehensively understand it. Moreover, it is necessary to make a precise demarcation between the organizational black hole and the other related issues, as the total of organizational bottlenecks and inadequacies does not represent it. Accordingly, while defining the organizational black hole and identifying its causes and consequences; this research differentiates it from other problems and challenges.
 
3- METHODOLOGY
The approach of this research is qualitative and the strategy used is phenomenology. To gather data, the present study conducted semi-structured interviews with 17 experts and managers (from all management levels, including the provincial general managers and deputies, district managers and deputies, and school principals) in departments and organizations of the Ministry of Education and Training, with two interviews discarded. Since these people were known to the researcher, purposeful sampling was used to select the interviewees. The theoretical saturation index was used to determine the sample size. Although the researchers found, after 11 interviews, that the obtained data was being repeated, they continued to 6 additional interviews to ensure data saturation. The gathered data was analyzed using the thematic analysis method.
 
 
 
4- RESULTS & DISCUSSION
This research conceptualized a construct containing the meaning, causes, and consequences of the politicization black hole in the Ministry of Education and Training. This phenomenon includes managerial, ideological, and political components. The core phenomenon was comprised of a) politicization of human resources management in the process of appointment, promotion, rights, and benefits, b) excessive influence of ideological discussions in educational goals and contents, and c) political interventions in the structure and administrative and educational programs and dismissals and appointment. The causes include a) organizational factors (individual characteristics, structural alignment, and the organizational extent) and b) contextual factors (non-adherence to laws and undesirable cultural tendencies). Consequences include a) individual (educational and training), b) organizational (weakness in planning and implementation, lack of meritocracy and the existence of dwarfism, lack of organizational stability, and low productivity of human resources), and c) environmental (economic, cultural and social factors). Finally, a one-to-one correspondence was established between the politicization black hole and its consequences.
 
5- CONCLUSIONS & SUGGESTIONS
About the causes, two organizing and five basic themes were extracted. Regarding the essence, three organizing and eight basic themes were identified. Concerning the consequences, three organizing and nine basic themes were obtained. The current research has taken a comprehensive look at the politicization black hole for the first time in the Ministry of Education and Training. Given its novelty, this research can be useful for organizations with similar psychometric profiles, considering its limitations. The first one is the lack of adequate research and evidence which caused a theoretical vacuum. The other one was the difficulty in recording, classifying, and analyzing the excessive data. Future researchers are recommended to capture the concept of the politicization black hole in other organizations. Furthermore, they may utilize other qualitative and quantitative research methods to expand the scope and findings of the current research.
 

Abstract 1-INTRODUCTION
Innovative organizational culture provides the necessary infrastructure and platform for the implementation of organizational innovation. Failure to pay attention to this matter will cause irreparable damage to the development of the country and prevent the achievement of the goals of the administrative system as the executive machine of the government. The fast and abundant changes in today's world have affected the way organizations are run, and the administrative system tries to strengthen its ability to accept new tasks, deal with complexities and environmental changes, and many other things by increasing its capacity. Therefore, this research was carried out with the aim of designing an organizational culture model based on innovation in Iran's administrative system and with a future research approach.

2- METHODOLOGY
This research is a mixed method in terms of development goal, in terms of practical result and in terms of information collection. The statistical population of this research includes university professors and administrative system experts who are familiar with the field of organizational behavior and culture, who were selected by non-probability sampling method. In this research, data was collected through semi-structured interviews and this process continued until the theoretical saturation stage was reached. Qualitative data analysis was done using theme analysis method. To calculate the retest reliability, three interviews were selected from among the conducted interviews and were coded twice in a ten-day period. In the quantitative stage, classical Delphi method was used to check and validate the identified factors. In this regard, a questionnaire was distributed among a number of academic experts and administrative system experts.The data collected at this stage were analyzed using statistical methods such as Kendall's correlation coefficient, central tendency and dispersion criteria.

3- RESULTS & DISCUSSION
The findings obtained from the qualitative phase of the research in order to answer the first question of the research (What are the indicators of innovative organizational culture in the administrative system and the trends affecting it in the future and its consequences?) showed that out of a total of 81 codes extracted from the interview With the participants in the research, 34 codes were assigned to trends affecting innovative organizational culture, 40 codes were assigned to innovative organizational culture, and 7 codes were assigned to its consequences. which include these visible factors (strategic leadership of innovation, organizational resources, knowledge management, development and empowerment, management of ideas, communication, organizational structure); Basic foundations (values and attitudes); Influential trends (economic, technological, social, environmental, organizational and political) and the consequences of innovative culture (organizational and social) in Iran's administrative system.The findings of the quantitative phase of the research in order to answer the second question of the research, which was about the validity of the model of innovative organizational culture in Iran's administrative system, were investigated with a future research approach and from the experts' point of view, through the Delphi technique. This process, after twice distributing the questionnaire among the experts, indicated their high agreement about the proposed model. More details of the findings of this stage are presented below. In the first round of implementing the Delphi technique, researchers designed a questionnaire based on the factors specified in the qualitative phase and distributed it among experts. The results showed that all the factors identified from the qualitative stage were maintained and three new indicators including improving the speed of action, transparency and critical thinking were added to the experts' suggestion. In the second round, the questionnaire was redistributed to measure the final agreement of the experts about the model and its factors.Various statistical methods such as Kendall's correlation coefficient, quartile deviation, standard deviation and median were used to analyze the data obtained from experts' opinions. In the meantime, Kendall's coordination coefficient was used as a tool to measure the level of agreement between experts' views. The values of this coefficient are variable from zero to one; So that zero indicates complete lack of agreement and one indicates complete agreement among experts' opinions. According to the established standards, the value of Kendall's correlation coefficient should not be less than 0.5, because values below this limit indicate a low level of agreement among experts. In addition to the general agreement of experts about the questionnaire, the degree of desirability of each factor was also analyzed using indicators such as mean, median, standard deviation and quartile deviation.In the Delphi technique, the median value should be greater than or equal to 4, the standard deviation value should be less than one, and the interquartile range should be less than or equal to 1. The results of Kendall's correlation coefficient test and indices of tendency to center and dispersion show the high coordination of experts' views about the research model and confirm its accepted validity

4- CONCLUSIONS & SUGGESTIONS
Based on the obtained results, it is recommended that in order to align the culture of the administrative system with the effective trends, the leaders and managers of this system should determine the appropriate orientation and present the perspective of innovation in the administrative system by strengthening the interactions and effective communication with the employees. Also, with a practical commitment to innovative measures and creating an inspiring atmosphere for employees, the ground for facilitating the process of guiding creativity and innovation in this system should be provided. In order to strengthen the necessary resources for the development of an innovative organizational culture, it is suggested to improve the abilities, skills, knowledge and awareness of employees and to equip the administrative system with the necessary technologies and tools through continuous environmental monitoring and collecting data related to the organization and the surrounding environment.In addition, the field of strengthening the innovative culture should be provided by supporting the idea generation of employees, evaluating their ideas, offering rewards to the best ideas and encouraging the exchange of knowledge and information within the organization.
In qualitative researches, phenomena are investigated in the context of their occurrence and for this reason, the results obtained are unique to the same context and their generalizability to other conditions and situations has limitations. Since the findings of this research were formed based on the views and experiences of experts in Iran's administrative system, the results of this research cannot be easily generalized to other organizations. Future researchers can conduct more research in this field by examining and validating the indicators of innovative organizational culture identified in this study
Keywords: Organizational culture, Innovative organizational culture, Administrative system

Abstract  
1- INTRODUCTION
Organizations use various tools to control corruption and organizational misconduct. Some organizations take a passive approach and fight corruption, and some focus on proactive controls. In the meantime, the leading organizations to make the organization healthy include efficient operational processes, flexible and responsive structure to the environment, innovation atmosphere, and so on. They use what is known as structural capital. The present study used grounded theory to design a structural capital model to reduce corruption in the banking network.
 
2- THEORETICAL FRAMEWORK
Structural capital is a function of human capital and the determining factor of organizational form. On the other hand, structural capital is created openly and independently of human capital as soon as it is affected by human capital. For example, organizational structure and organizational culture can have fundamental independent effects. Therefore, structural and human capital help organizations interact with each other. The organization's mission and vision, core values, strategies, work systems, and internal processes, known as structural capital, play a vital role in preventing administrative and financial corruption and dramatically reducing the cost of fighting it. Therefore, the leading question of the research is how the structural capital in the banking network is formed to reduce corruption, what are the causal, contextual, and intervening factors for the formation of this capital, and what strategies can be used to reduce corruption and organizational health.
 
3- METHODOLOGY
This research is a qualitative study adopting an inductive paradigm. In the present study, semi-structured interviews were used as a data collection tool, and the resulting data were analyzed using open, central, and selective coding. In the qualitative part, purposeful sampling was used to conduct 21 interviews based on theoretical saturation. The findings were validated through the researcher's self-review and member control technique. The results of the research include the identification of causal, background, intervening factors, and the consequences of structural capital that reduces corruption and finally presents the final model of structural capital that reduces corruption in the banking network. Structural equation modeling software was used to validate the research model. Two hundred questionnaires were distributed among the available people, and finally, 190 well-qualified questionnaires were collected. The data collection tool was a researcher-made questionnaire, whose validity was confirmed by considering the opinions of several management professors.
 
4- RESULTS & DISCUSSION
The results indicate that the advances in information technology, the existence of several regulatory organizations, including the central bank, the desire of the country's top officials to fight corruption, the requirements of international organizations, anti-money laundering regulations, the law prohibiting interference of government employees and Basel banking standards were identified as the causal factors of structural capital that reduce corruption in the banking network.
 
5- CONCLUSIONS & SUGGESTIONS
In general, it can be said that according to the extracted categories and the proposed research model, it can be concluded that to reduce and eliminate corruption in the banking system, it is necessary to revise the indicators of structural capital in organizations. They say What causes the reduction of administrative corruption is the design of correct, rational, and transparent systems and mechanisms, especially in sectors prone to corruption. In other words, proactive control in the form of structural capital is much more effective than retrospective control in dealing with administrative corruption. Therefore, this research provides insight into reducing administrative corruption, which is necessary to close the way to financial corruption using structural capital. Dealing with corruption after the commission of corruption is like an after-death cure. Proper structuring and developing the organization's structural capital is considered a strong barrier against corruption in the banking network.

Abstract  
1- INTRODUCTION
The invention of the Internet and the use of this phenomenon in organizations greatly helped business affairs. In addition to the role it can play, it may create major problems for organizations. For example, the Internet can provide an opportunity for employees to engage in non-work-related activities. Although non-work-related tasks were possible for employees before the invention of the Internet (such as reading newspapers, reading books, and talking on the phone), the Internet has increased this possibility by providing new conditions at the workplace. In other words, cyberloafing, a product of the age of communication technology, is an anti-productive deviant behavior against organizational norms that ultimately costs the organization.
 
2- THEORETICAL FRAMEWORK
Aimed at clarifying the reasons for it, previous studies have been mainly focused on Internet browsing behaviors. Therefore, the current research emphasizes important points such as how cyberloafing occurs, how it spreads, and the consequences of this phenomenon for employees and organizations. This is an important topic for research because of the recent increase in per capita internet usage in the country. Accordingly, the main purpose of the current research is to identify the antecedents and consequences of employees' cyberloafing in the Academic Jihad Organization of Tehran.
3- METHODOLOGY
The current research is an applied study in terms of purpose, and in regards to the method, was a mixed study. In the qualitative phase, a 7-step meta-synthesis method was used to identify the antecedents and consequences of cyberloafing. Qualitative data were gathered from domestic and international databases, which were sampled using the criteria-based purposeful sampling method. Within-subject agreement strategy of two coders was used to determine the reliability of the qualitative data. In the quantitative phase, a multi-stage Fuzzy Delphi technique was used to screen and confirm the findings of the meta-synthesis. In this phase, the statistical population was comprised of the experts of the Tehran Academic Jihad Organization.
4- RESULTS & DISCUSSION
Thirteen basic and 44 primary themes were identified and categorized into three components for antecedents of cyberloafing. Cyberloafing consequences were placed in four categories from 11 basic and 31 primary themes. Then, the fuzzy Delphi method was used to obtain the opinions of experts and specialists to confirm the identified components. The factors of confronting the organization, finding friends, and having few interactions with colleagues were confirmed as antecedents, while the factor of improving work relations was removed due to low importance. The second round of fuzzy Delphi reaffirmed the components of the first round. The antecedents of cyberloafing have been classified into three categories of structural, behavioral, and environmental factors. The negative consequences of cyberloafing were divided into two categories of organizational and personal damage. However, at the same time, the results showed that internet browsing could sometimes bring positive outcomes for organizations. If cyberloafing happens temporarily during long and exhausting working hours can recover the employees' strength and energy.
5- CONCLUSIONS & SUGGESTIONS
The results of the current research indicated that the expansion of social networks, the ease of employees' access to the Internet, and the lack of adequate monitoring and accurate evaluation of employees can increase cyberloafing. However, surfing the Internet during working hours can be a way to escape from the employees' mental conflicts caused by the economic pressures governing society. Moreover, the mismatch of working conditions with the physical and mental characteristics of employees, which is the result of the lack of meritocracy in recruiting employees, can cause a lack of motivation in performing assigned tasks. Another important factor is employees' extremism in cyberloafing, which may be the result of the lack of appropriate socialization or an undesirable organizational culture. On the other hand, the employees' desire to increase information and self-awareness can be considered a positive motive for surfing the Internet during working hours that increases their abilities and creativity. In summary, the research results helping organizations' managers in dealing with employees' cyberloafing are as follows. First, the structural, behavioral, and environmental aspects of cyberloafing can increase managers' awareness of this phenomenon. Second, the cyberloafing consequences are not necessarily harmful to the organization but may lead to personal growth, development, and recovery. Third, managers should examine and analyze the factors affecting this phenomenon in the environment of their own organization based on their employees' emotions and feelings.

Abstract  
1- INTRODUCTION
In the current era, where organizations face a globally competitive environment, the need for changes and innovative work is strongly felt in the workplace. Organizations should not insist on old methods that fail to respond to current organizational needs for survival in this competitive environment and should use new ones to perform their tasks. Paradoxical leadership is one of the new leadership styles that can affect the employees' creativity and is one of the challenges managers face in their work environment.
 
2- THEORETICAL FRAMEWORK
Paradoxical leadership is defined as "seemingly competing, yet related, behaviors to meet structural and follower demands simultaneously and over time." Employees' need for cognitive stability is defined as a person's willingness to give a decisive answer on a given issue and avoid confusion and ambiguity. Identification with the leader means the employees' values are the same as their leaders, are proud to cooperate with their leader, and are upset if their leader is criticized. Workload pressure refers to the extent to which employees have to work quickly and have a lot to do. Self-efficacy is a constructive ability representing the employees' cognitive, social, emotional, and behavioral skills to achieve various goals effectively. Employees with high creative self-efficacy deal with issues and problems more effectively due to their confidence in their abilities. Creativity means using the capabilities of the mind to create a new thought. Few Persian researchers have investigated the concept of paradox in leadership and organization management and its possible outcomes, such as creativity.
 
3- METHODOLOGY
This research is applied in terms of purpose and descriptive-analytical in terms of its nature and descriptive method. The data collection tool is a questionnaire, and the statistical population of the research is the employees of government organizations in Mashhad. To determine the sample size, ten questionnaires were considered for each item, and after removing the incomplete questionnaires, the required data were collected from 384 people by stratified random method. The appropriateness of the data was determined by checking its validity and reliability. Then, the structural equation modeling technique was used to test the research hypotheses.
 
4- RESULTS & DISCUSSION
All hypotheses were tested and confirmed, including the positive impact of Paradoxical leadership on identifying with the leader and creative self-efficacy, creative self-efficacy on employee creativity, and identifying with the leader on employee creativity. The mediating roles of creative self-efficacy and identifying with the leader were also proven, and the positive moderation of work pressure and the negative moderation of employees' need for cognitive stability were also confirmed.
 
5- CONCLUSIONS & SUGGESTIONS
Considering the significant impacts that creativity may have on the improvement of organizational processes, one of the most important points that should be considered is the development of a security culture in the workplace. To create this environment, managers can take actions, such as encouraging cooperation and interaction between employees, creating a safe space for expressing creative ideas, holding training courses to strengthen creativity, positive evaluation, and providing rewards for creative performance, etc. Considering that contradictory leadership can be effective on creative self-efficacy and identification with the leader, managers should be able to create a balance between conflicting behaviors and have sufficient expertise in achieving goals. Considering the positive relationship between paradoxical leadership and identification with the leader, organizations should prioritize strong relationships between leaders and employees by providing opportunities for employees to get to know their leaders and feel connected to them. Finally, it is suggested that the managers find out about the employees' need for cognitive closure and treat the employees accordingly.

Abstract In today's dynamic and highly competitive global marketplace, organizations are continuously seeking ways to foster innovation and sustain long-term growth. Strategic entrepreneurship—a concept that combines opportunity-seeking behaviors (opportunity exploration) with advantage seeking behaviors (opportunity exploitation)—has emerged as a critical framework for organizations looking to navigate the complexities of modern business environments (Hitt et al., 2001). The impact of flexible staffing and Workforce Diversity on these two dimensions is a crucial area of study in organizational and entrepreneurial contexts. These factors contribute significantly to the ability of individuals and organizations to identify, explore, and capitalize on new opportunities. Flexible employment and Workforce Diversity are two critical factors that increasingly shape the strategic direction of modern entrepreneurship. Their influence on entrepreneurship can be examined from several perspectives, including innovation, talent management, organizational culture, and overall business competitiveness. Flexible employment practices, such as remote work, freelance contracting, and flexible hours, allow organizations to tap into a broader and more diverse talent pool.

Abstract INTRODUCTION
Today, leadership plays an important and decisive role in the success and sustainability of organizations, as it is considered one of the most influential factors on employee behavior in the workplace. It can be said with confidence that the role of leadership is one of the most effective and important components that makes a difference in the way organizations are run, and it is clear that in the current situation, leadership styles have gained an important relationship with the success and failure of organizations. The occurrence of negative and destructive behaviors by some organizational leaders indicates that leaders do not always have appropriate behaviors and effective performance. Exploitative leaders are an example of such leaders who, with their selfish behaviors towards subordinates, always put pressure on them, which in this way prevents the growth and promotion of employees and the organization. In this way, exploitative leaders try to achieve their personal goals and interests by assigning difficult and difficult tasks and also applying double and comprehensive pressures to their employees. While there is no career advancement and development for employees. Such leadership in the workplace causes stress in employees, so that they drain the motivation and energy of employees. In fact, these leaders also cause mental, psychological, and emotional distress to subordinates with their hostile behaviors. Exploitative leaders create division among their subordinates and constantly challenge them. Due to being in a position of power, these leaders experience a kind of baseless and irrational dominance. Exploitative leaders are self-centered and do not value or respect others. Therefore, exploitative leaders are considered a serious threat to the self-esteem of subordinates in a way that prevents leaders from behaving with dignity and respect towards them. In fact, the exploitative leadership style is one of the complications and weaknesses of leadership that focuses on advancing the leader's personal interests through exploitation and neglect of the interests of subordinates.
METHODOLOGY
The present study is based on mixed qualitative and quantitative research in the inductive deductive paradigm, which is applied in terms of purpose and descriptive-survey in terms of nature and method. The statistical population of this study is experts who include university professors in the field of organizational behavior management and human resource management as well as senior managers of government organizations, whose sample members were selected by snowball sampling method and based on the principle of theoretical adequacy, 30 of them. Also, in the quantitative part, due to the information familiarity of the sample members with the research topic, the same previous sample was used. They were selected. The data collection tool in the qualitative part is a semi-structured interview, whose validity and reliability were tested by content validity and theoretical validity, and intra-coder and inter-coder reliability. Also, the data collection tool in the quantitative part is a questionnaire, whose validity and reliability were measured by content validity and test-retest reliability.
RESULTS & DISCUSSION
Considering the importance of the role of government organizations in today's society, it should be noted that if the leaders of these organizations do not have leadership qualifications and competence, they can leave dangerous effects on the organization with any of their behaviors such as; incompetent leadership, corruption, sabotage, unethical behavior, and criminal behavior. Therefore, it can be said that paying attention to the leadership style of managers, especially exploitative leadership, in these organizations is of particular importance. In fact, in government organizations in Lorestan province, the performance and actions of leaders do not always pave the way for the success and progress of the organization, and in some cases, the emergence of negative and unethical leadership styles such as; exploitative leadership can be the cause of pushing employees and the organization towards weakening performance. In general, exploitative leadership can have negative consequences and effects on employee performance and consequently on the performance of the organization. If the negative role of exploitative leadership is ignored and no effort is made to prevent or strengthen this leadership style, its consequences will ultimately affect the entire organization. The present study seeks to answer the question of what the pattern of formation of exploitative leadership is like in government organizations of Lorestan province using the interpretive structural modeling method.
CONCLUSIONS & SUGGESTIONS
The basis of the results of the present study, considering its mixed nature, consists of the findings of the qualitative and quantitative sections. So that in the qualitative section of the research, the factors affecting the exploitative leadership style were identified through interviews with experts and using the coding method and the Atlas software, the desired data. Regarding the method of coding and extracting qualitative data, it should be noted that considering the nature of the questions and the way the experts responded, the exact words and phrases they mentioned were in the form of components related to exploitative leadership, that the selective, axial and open coding method was used. Then, in the quantitative section, the model of the emergence of exploitative leadership was presented. In this way, by designing a questionnaire whose rows and columns formed the factors affecting exploitative leadership in the form of a matrix, the experts were asked to respond to the questionnaire using the interpretive structural modeling method, which ultimately presented the model of the emergence of exploitative leadership. The findings of the qualitative part of the research indicate that the conditions for the formation of exploitative leadership with a narcissistic personality, Machiavellian personality type, and extreme ambition provide in government organizations of Lorestan province. Also, the results of this part indicate that the dimensions of exploitative leadership include gaining credibility, weakening employees, creating discord, creating stress and psychological distress in government organizations of Lorestan province. In addition, the findings showed that managerial colonialism and exploitation of subordinates, administrative profiteering and seeking a share of organizational resources, dominance and totalitarianism are factors in the emergence of exploitative leaders. Finally, the qualitative findings indicate that minimizing the effective exchange between members and leaders, the emergence of a paranoid atmosphere and the spread of pessimism in the organization, and the lack of production of original and innovative ideas are the consequences of exploitative leadership. Also, the results of the quantitative part indicate the exploitative leadership pattern at four levels. The research model is based on four levels of formation contexts and platforms, dimensions of exploitative leadership, emergence of exploitative leaders and its consequences. Regarding the developed model, it should be stated that in order to prevent the emergence of exploitative leadership, it is necessary to prevent the provision of the necessary contexts and platforms. These contexts include narcissistic personality, having a Machiavellian personality type, and extreme ambition. Also, the dimensions of exploitative leadership refer to gaining credibility, weakening employees, causing discord, creating stress and psychological distress. When the contexts for the formation of exploitative leadership and its dimensions are provided, the factors for the emergence of exploitative leadership, which include managerial colonialism and exploitation of subordinates, administrative profiteering and seeking a share of organizational resources, hegemony and totalitarianism, are strengthened and ultimately consequences such as; minimizing the effective exchange between members and leaders, the emergence of a paranoid atmosphere and the spread of pessimism in the organization, and the poverty of producing original and innovative ideas are directed at government organizations in Lorestan province.
Based on the findings, the present study suggests that government organizations in Lorestan province pay special attention to the style and characteristics of exploitative leaders, because the research findings show that the destructive behaviors and ineffective personal competencies of such leaders will lead to harmful consequences for organizations. Based on what has been stated, the following practical suggestions can be made to reduce the destructive effects of this leadership style:Based on the research findings, it was determined that divisiveness is one of the dimensions of exploitative leadership. Given that this characteristic can create disagreement and conflict among subordinates, so that the spirit of employee participation is destroyed by employing a confrontational and defensive strategy in the organization, and as a result, employees become unaware of the organization's main goals and ideals and become confused. First of all, it is suggested that managers learn about effective leadership styles by using scientific articles and apply them, so that the emergence of discord in the organization can be prevented as much as possible. It is also suggested that leaders and managers of government organizations strengthen and promote an organizational culture based on respect in order to reduce discord. In this way, organizational values such as mutual respect and cooperation in the organization are emphasized. Also, managers can identify the early signs of discord by using conflict management tactics in a constructive way and take action to prevent its escalation.

Abstract 1- INTRODUCTION
One of the most important concerns of developing countries is the change in the form of products and services. due to the increasing facilities, communication, and innovation in the environment around organizations, these communities have been persuaded to act more intelligently in human resource process engineering (including selection and employment, appointment, career planning, etc.) than in the past. considering the great importance and at the same time keeping silent about the phenomenon of job demotion in organizations, this study seeks to provide different models in this field and summarize them in order to identify the dimensions, predictors, and outcomes of job demotion. in this way, organizations will be able to plan in more detail to achieve their excellent goals, which also leads to employee excellence.
2- THEORETICAL FRAMEWORK
Job demotion includes various concepts, the most important and clear definition of which is going back or moving downward. in an organizational context, it means an employee's movement to a less important position. job demotion has different dimensions such as salary reduction. Job demotion factors are at macro, intermediate, and micro levels. macroeconomic recession leads to reorganization or devaluation of the organization. Employers are forced to move back to work to maintain the experience and knowledge of employees in order to recover from the economic downturn. Mergers, reorganizations, and redundancies are among the measures that can be taken at the intermediate level to implement job rotation.
3- METHODOLOGY
The present study has a qualitative approach accomplished using a hybrid strategy. hypertext is one type of meta-study. Meta-synthesis approach is a qualitative strategy to examine the information and findings extracted from other qualitative studies related to the same subject. Therefore, the sample for meta-synthesis consists of selected qualitative studies based on their relevance to the research question.
4- RESULTS & DISCUSSION
In this study, the job demotion phenomenon and its determinants were investigated to make them more clear in the organization context. after reviewing 32 related studies, in regard to job demotion factors, four categories, 18 concepts, and 53 codes were identified. the identified categories are titled individual, organizational, intermediate, and environmental. in regard to its dimensions, five categories, 10 concepts, and 53 codes were extracted. the identified categories are titled organizational hierarchy reduction, organizational authority reduction, job content weakness, work path dismissal, and compensation weakness.
5- CONCLUSIONS & SUGGESTIONS
Management of any phenomenon requires correct knowledge and understanding of that phenomenon. thus, after reviewing the literature, we concluded that job demotion is a complex and multifaceted phenomenon. no systematic effort has been done regarding this forgotten process in organizations, and accordingly, it has not been well recognized for many years. therefore, it is necessary to consider the outcomes of job demotion. Job demotion, if it is desired by employees, has few positive outcomes for the organization and its employees. instead, if job loss is desired by the organization and employees do not interfere, it will have many negative consequences for both the organization and employees. thus, it is important to act intelligently in the field of career path, appointment, and promotion. Career promotion may create satisfaction and motivation in a limited period of time, and if the adopted policy for an employee is not appropriate and timely, it will go back after a while. in the long term, it may cause job depression, improper performance, absence and delay, dissatisfaction and lack of motivation, etc.
In order to facilitate the mental condition of the employees, the organizations should provide the possibility of organizational or extra-organizational movement in order to release the person from the previous stressful atmosphere. employees and their attitudes towards the organization's processes, missions, and goals should be strengthened because it is suspected that being oppressed by the organization may lead to treacherous behaviors by victims. reducing burnout for employees due to relieving themselves of the burden of responsibility and the large volume of tasks assigned, maybe a positive burden for employees who voluntarily choose job demotion. this is a sign for organizations to constantly monitor employees. employees should not be left with heavy responsibilities because after a while they will suffer from this organizational complication. in some cases, employees lose the motivation and mobility to play the assigned role and become the source of the virus of despair and hopelessness in the organization. Accordingly, it is recommended the options of parallel relocation or even degradation. one type of determinant of this phenomenon is disciplinary factors. It is recommended that the choice of job demotion be the last resort in decision making. structural or formal processes like horizontalizing the structure or downsizing are other factors for the occurrence of job demotion. therefore, it is suggested that virtual structures be designed and used effectively and continuously in the organization. Another factor is the weak social capital that forces the employees to build trusted, positive, and useful communication to prevent job demotion. due to the economic conditions prevailing in organizations, the organizations should try to keep employees away from economic shocks. They should seek to create horizontal structures by doing so job losses will be reduced.

Abstract INTRODUCTION

Over the centuries, spreading gossip and rumors has been a common act among all cultures and some measures have been taken to put an end to these acts. these two important social phenomena have found their way into organizations and workplaces. the researches have shown that most of the employees spread gossip, eavesdrop on others’ conversations, or at least, express their assessments about people who are absent. the existing evidence indicates that spreading gossip and rumor affects the employees’ behavior. however, the researchers are not interested in investigating spreading gossips and rumors and their impact on employees' behavior and job attitude. human resource managers can monitor the spread of gossips and rumors and take proper measures to reduce their negative influences by having a better understanding of their affecting factors. taking into account that employees behave in different ways and every behavior in the workplace cannot be monitored, this research focuses on employees’ cynicism and some outcomes. it seems that in the new millennium the employees are more subject to cynicism than before because today's corporate environments are riffed with mistrust, scandals, and opportunistic behaviors. according to previous research, employees' cynicism is accompanied by negative consequences such as reduced level of performance, job satisfaction, and organizational commitment, and increased turnover intention. the current research accordingly aims at investigating the impact of spreading organizational rumors and gossip on employees' job attitudes and performance through cynicism in public organizations of mashhad city.

THEORETICAL FRAMEWORK

In general, gossip is described as a conversation between two or more people about absent people stated that gossip is a dynamic process the impact of which gossip depends on the gossip triad i.e., the interaction between the gossiper, listener/respondent, and the target. rumor is also defined as the person-to-person circulation of stories, information, and unfounded news, which is based on common opinions and obtains credit through its repetition and dissemination. the rumor's veracity cannot be confirmed however it is not necessarily untrue. the association between gossip and rumor with cynicism is considered because of the following reasons: a) cynicism provides the best food for the gossipers, bystanders, and people who like making and spreading rumors; b) gossip and making rumors require a social setting as a tool for transmitting the information; c) some people, based on the theory of social information, may receive valuable information through gossips and rumors and act based accordingly. besides, it appears that cynicism has a negative relationship with job satisfaction, organizational commitment, and performance, and a positive relationship with intent to leave the organization. the employees, who have high organizational cynicism, less trust the organization because they believe that the organization does not consider their interests. in addition, a deep emotional bond with the organization is necessary to build commitment and, thus, it can be argued that high levels of organizational cynicism are associated with low levels of organizational commitment. additionally, these cynical people have negative attitudes toward their job (e.g., lower job satisfaction) and organization (e.g., lower organizational commitment) resulting in organizational turnover. finally, cynical employees who are disappointed with the performance of the organization probably do not find any relationship between their own performance and the reward they receive and, thus, consider themselves as a tool for the organization to fulfill only its goals. this perceived instrumental attitude can lead to decreased efforts and performance.

METHODOLOGY

The current study was an applied and analytical survey. the statistical population of this study was comprised of employees working in public organizations of mashhad city 480 of which questionnaires were surveyed by distributing a questionnaire designed based on 5-point likert-type scales. the face and content validity of the questionnaire were examined and approved by evaluating the opinions of management experts. the construct validity of the questionnaire was approved by conducting a confirmatory factor analysis. the questionnaire's reliability was assessed using cronbach's alpha coefficient, all of which were above 0.7. research results indicated the significance of all the factor loadings. to analyze the obtained data, a structural equation modeling was employed in amos software.

RESULTS & DISCUSSION

Research results revealed a positive significant relationship between organizational cynicism, non-workplace gossip, and rumors. these results are consistent with that of kuo et al. (2015) and hornuvo (2017). besides, research results demonstrated the stronger impact of workplace gossip on organizational cynicism than on non-workplace gossip. in accordance with the obtained results, it can be stated that the employees might show less tendency to notice this type of gossip and may not show earnest response to its sources. also, given the fact that the non-workplace gossip is pertinent to personal life, the employees may not associate the pressure regarding this gossip with their colleagues or the organization. on the other hand, workplace gossip has more impact on the employees' perception and behavior in the workplace, since it is pertinent to the employees' job, colleagues, and customers. in addition, results indicated a positive and significant impact for the variable of spreading rumors on cynicism. this effect was stronger than the other two variables i.e., the workplace and non-workplace gossip. consistent with the relevant literature, it can be argued that spreading rumors could involve a large number of people and, therefore, might have a greater impact on cynicism. regarding the four final hypotheses, cynicism had negative impacts on job satisfaction, organizational commitment, and performance, and a positive and significant impact on turnover intention. these results are also consistent with that of sungur et al. (2019) and wilkerson et al. (2008).

CONCLUSIONS & SUGGESTIONS

In general, it can be stated that cynicism in public organizations may decrease the motivation to render services and subsequently reduce the efficiency of these organizations. considering the fact that the iranian society welcomes gossip and rumors and is prone to cynicism, the same culture is unfortunately transferred into the organizations and may result in decreased job satisfaction, organizational commitment, and performance, and increased turnover intention. therefore, people's satisfaction with the public sector may be reduced. the managers of public organizations should accordingly pay special attention to the understudy variables. taking into account the results, we recommend future researchers examine the proposed model moderated by organizational or national culture and compare the results with that of the current study.

Abstract  
1- INTRODUCTION
Nowadays, agility is considered an important factor in advancing the organization's goals, increasing the productivity and morale of the organization's employees, and improving the employees' organizational commitment, physical and mental health, and life satisfaction. Excellence in competition is the main goal of every organization in today's unpredictable and changing business environment. In such a situation, the smallest slip by the organization can sometimes lead to its decline. Therefore, the organization's rapid response to environmental changes is of great importance and necessity, and agility is one of the solutions for it.
 
2- THEORETICAL FRAMEWORK
Influencing the factors inside the organization, agility can affect the components outside the organization, such as customers. An agile organization can create a positive image in the customers' minds by providing services on time based on customers' needs and environmental changes. This image plays a vital role in customers’ behavioral intentions and attitudes. In this regard, the current research aimed to provide a model for the strategic agility of Asia Insurance Company regarding its customers' behavioral intentions
 
3- METHODOLOGY
This mixed research is an applied study in terms of purpose. The statistical population of the research in its qualitative phase has comprised university professors as well as managers and experts in Asia Insurance Company. In the quantitative phase, its population includes all the employees and experts of Asia Insurance Company in Razavi Khorasan Province. In the qualitative phase, a sample size of 20 was selected based on the purposeful sampling method and, in the quantitative section, 187 people were selected by conducting a non-probability sampling method based on Cochran's formula. The data collection tool was a Delphi questionnaire and a semi-structured interview
 
4- RESULTS & DISCUSSION
The research results revealed eight dimensions of strategic agility, including technological capabilities, innovative creativity, organizational learning, internal balance, clarity of the organization's vision, understanding of capabilities, strategic response, and strategic sensitivity. The five dimensions of customers' behavioral intentions were identified as follows: verbal advice to others, willingness to change, stable consumption, increase in the amount of consumption, and increase in the cost of consumption. Also, the results showed that there existed a significant relationship between the dimensions of strategic agility and customers' behavioral tendencies.
 
5- CONCLUSIONS & SUGGESTIONS
Obtained results indicated that strategic agility and its dimensions play a decisive role in customers' behavioral intentions. Therefore, to direct the customers' needs and desires, it is necessary to pay more attention to the organization's strategic agility and to include factors such as innovation, creativity, and learning in its processes