Transformation Management Journal

Abstract
1-INTRODUCTION
 
Today, the higher education system is faced with many economic, political, and societal changes. Rising international competition, diverse students, increasing demand from industrialized societies, declining budgets, and rapid technological advances are among the key drivers of change in such an environment. In other words, change is a necessity for higher education, not an opportunity. Organizational culture is one of the factors through which the necessary changes can be easily made in the system and create new orientations in the organization. Thus, it should be noted that the success of the change process depends to a large extent on organizational culture and employees’ willingness to adapt to new work environments. Therefore, considering the importance of organizational culture in directing the change programs in organizations, especially in educational ones, the current study was to examine the relationship between organizational culture and change programs in Iranian universities.
 
2- THEORETICAL FRAMEWORK
 
After reviewing previous research, it was found that there exist two other programs (change in process and results) in addition to three traditional change programs (Change in structure, technology, and human resources). These two programs were also considered in the current study. On the other hand, in order to study organizational culture, the current research considered the components of innovation, attention to detail, attention to the outcome, attention to members of the organization, attention to the team, and ambition
 

METHODOLOGY

 
The present cross-sectional research is an applied study in terms of purpose, and in terms of method, it is a survey. At first, this research has reviewed the literature on organizational culture and change programs in universities. Needed data to test the relationship between these two variables was collected by a questionnaire and then was analyzed.
 
DISCUSSION

The focus of this study was on a comparative investigation of the relationship between change programs and organizational culture in Azad, public, and Payam-e-Noor universities. In this regard, five types of change programs (human resource, restructuring, technology, process, and results change program) were identified. The structural equation model of the research was evaluated and fitted. Finally, organizational culture and its relationship with change programs were compared in different universities.
 
CONCLUSION & SUGGESTIONS

The results of comparative investigations showed that there is a significant difference in the mean value of all dimensions of organizational culture except for attention to detail and attention to members. This implies the difference in organizational culture and change programs between different universities. Also, results indicated that, in public and Payam-e-Noor universities, there is a positive, strong, and significant relationship between organizational culture and change programs. But in Azad Universities, the above-mentioned relationship is weak. It was also found that this relationship is stronger for Payam-e-Noor Universities than for public universities. The results of this research help managers to select change programs that are compatible with the specific culture of their university and will help them succeed in the process of implementing change programs. In order for this to be possible, it is recommended that university administrators consider that organizational culture as a necessary factor for implementing the change programs. They should increase their knowledge of the university-specific culture to create the necessary context for improving and strengthening the organizational culture in line with the acceptance of change programs.
 

Abstract 1- INTRODUCTION
Leadership style is one of the requirements of an entrepreneur organization which provides the way for creative and entrepreneurial people. To forget bitter experiences while learning from them for not making past mistakes is necessary to move in the direction of organizational entrepreneurship. In other words, the organization should consciously forget in order to facilitate the emergence of new knowledge and experiences. This deliberate forgetfulness requires a precise and effective leadership style in order for the organization to be innovative and entrepreneur.
2- THEORETICAL FRAMEWORK
Reviewing the literature reached little empirical evidence regarding the relationship between leadership styles and organizational forgetting and entrepreneurship. In fact, previous research has investigated paired relationships between variables, but unlike the current research, not simultaneously investigated the three mentioned variables. Therefore, we primarily seek to find a leadership style that is consistent with organizational entrepreneurship. Then, we are to investigate the relationship between leadership styles and organizational forgetting as a mechanism to leave aside the outdated knowledge and improve organizational learning. Finally, we are looking for examining the mediating role of organizational forgetting in the relationship between leadership styles and organizational entrepreneurship.
3- METHODOLOGY
The research type is applied in regard to purpose and is descriptive-correlational in terms of method. The statistical population was comprised of all managers and employees of Shiraz University 288 of which were selected by conducting stratified random sampling based on Morgan's table. The research instrument, after reaffirming the validity and reliability, includes four measures of transformational leadership style, servant leadership style, organizational forgetting, and organizational entrepreneurship.
4- RESULTS & DISCUSSION
Based on obtained results, for Shiraz University staff, there existed positive significant relationships between all variables and components of transformational leadership (subjective encouragement, idealistic influence, inspiring motivation, individual conservation), servant leadership (servicing, humility, reliability, affinity), organizational forgetting (random, purposeful), and organizational entrepreneurship (organizational activities, individual attitude, flexibility, reward status, entrepreneurial leadership, and entrepreneurial culture). The transformational and servant leadership styles of Shiraz University managers were both positively associated with employees’ organizational entrepreneurship. In addition, servant leadership was positively associated with organizational forgetting while the positive relationship between transformational leadership and organizational forgetting was not statistically significant. Therefore, servant leadership directly affected organizational entrepreneurship and indirectly through organizational forgetting. The indirect effect of transformational leadership on organizational entrepreneurship was accordingly removed from the final model.
5- CONCLUSIONS & SUGGESTIONS
The present era is the age of knowledge and continuous learning that change is an integral part of it and organizational environments are constantly becoming more dynamic and competitive. According to obtained results, by strengthening transformational and servant leadership styles and their components, it is expected for the organizations to forget the past bitter experiences and pave the way to increase organizational learning and entrepreneurship. Since the current research was limited to a specific university, the other researchers are recommended to perform it on other universities in order to better explaining the relationships. In addition, it is recommended to explore the opinions of faculty members towards the association of these three variables as well as to investigate the opinions of higher education authorities around the mediating role of purposeful organizational forgetting in regard to organizational entrepreneurship.

Abstract The purpose of this study was to investigate the Simple and multiple relationships between the practices of the strategic human resources management and technical innovation in the public universities of Isfahan. Through classified random sampling, a sample of 480 faculty members from those universities in Isfahan was selected. To collect data, strategic human resource management practices questionnaire, and technical innovation questionnaire were utilized. The data analysis showed that scores of strategic human resource management practices and technical innovation in Isfahan public universities were less than average. Significant multiple relationships between strategic human resource management practices and technical innovation were observed. The beta coefficients between strategic human resource management practices and technical innovation were statistically significant and the regression model was also significant. Moreover, significant differences were observed among the faculty member's viewpoints regarding strategic human resource management practices as well as technical innovations, based on demographic characteristics.

Abstract In the third millennium, knowledge management was introduced as a strategic need for educational institutions and higher education systeme. In fact, relying on human capital, ideas and information, will ensure long term excellence of the organizations and communities. Nowadays, it has been possible to enhance higher education and research capabilities and skills through wise utilization of new technologies, share of knowledge, and increased cooperation between universities and academics. In view of importance of knowledge management in universities, the aim of this paper is to evaluate the level of knowledge management in selected Iranian higher education institutions including; Tehran, Esfahan, Tarbyat Modares, Alzahra, Mazandaran, Guilan, Yazd, Araak and Razi universities based on the level of knowledge management The study includes the population of all academic members of different departments at the selected universities. Employing a classified random sampling, the data was collected through the distribution of a questionnaire among 355 academic staffs of respective departments. SPSS16.0 was used for the purpose of statistical analysis. The results of this research showed that the situation of selected universities is unsuitable based on the level of knowledge management.