Original Article
Mahsa Karimi; Hassan Danaeefard; Hosein Kazemi
Abstract
1- INTRODUCTIONToday, 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 ...
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1- INTRODUCTIONToday, 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 FRAMEWORKMany 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- METHODOLOGYThe 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 & DISCUSSIONThe 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 & SUGGESTIONSThe 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.
Original Article
Mahdi Mohammadrezai; Behrooz Rezaeemanesh
Abstract
1- INTRODUCTIONDespite 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 ...
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1- INTRODUCTIONDespite 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 FRAMEWORKPrevious 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- METHODOLOGYThe 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 & DISCUSSIONThis 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 & SUGGESTIONSAbout 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.
Original Article
Ali Shariatnejad; Reza Sepahvand; Hadi Rezaeinejad
Abstract
1- INTRODUCTIONOrganization-ripping forces are external factors beyond the control of organizations that, influenced by environmental factors and structural or behavioral weaknesses, lead to instability and reduced efficiency. These forces, often seen in developing countries with frequent government ...
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1- INTRODUCTIONOrganization-ripping forces are external factors beyond the control of organizations that, influenced by environmental factors and structural or behavioral weaknesses, lead to instability and reduced efficiency. These forces, often seen in developing countries with frequent government changes and the appointment of incompetent managers, can impact structures, technology, and personnel in organizations like a tsunami, causing severe damage and even dissolution. Crisis management and organizational resilience are two key approaches to countering these forces. Crisis management involves recognizing warning signals and taking preventive measures to either avert a crisis or minimize its impact. Organizational resilience, on the other hand, is defined as the organization’s ability to recover and adapt to unexpected changes. In facing disruptive forces, strengthening resilience and crisis management can help organizations survive shocks and even return to normalcy after a crisis. This article, by reviewing existing literature and presenting an integrated model, aims to offer solutions for enhancing organizational resilience in the face of crises and disruptive forces. 2- METHODOLOGYThis research utilizes qualitative and exploratory data. The method employed is thematic analysis, which aims to identify and analyze patterns of meaning within a dataset. The thematic analysis allows the researcher to focus on both explicit meanings and the underlying assumptions and theories hidden in the words and phrases used in the data. In this study, themes were extracted from codes and further developed through interpretive data analysis. Purposeful sampling was used, and relevant sources were gathered from reputable national and international databases. In the initial search, 279 sources were identified, and after screening based on title, abstract, and methodology, 53 sources were selected for final analysis. Given the lack of English sources on "organizational rift currents," the search period for this variable was set from 2016 to 2023. For "crisis management" and "organizational resilience," sources from 1998 to 2023 were reviewed. To ensure the reliability of the research, Cohen's Kappa coefficient was employed, with a re-coding of 20% of the codes by the researchers. The agreement rate for all components exceeded 70%. This study focuses on extracting and analyzing themes related to organizational rift currents, crisis management, and organizational resilience. 3- RESULTS & DISCUSSIONThis research identified three overarching themes regarding organizational resilience and crisis management. The first theme, organization-ripping forces, encompasses constructive strategies such as enhancing an organization's capacity to adapt to critical changes, implementing necessary measures for responding to sudden disruptions and crises and fostering a culture of problem-solving during unexpected and critical situations. The second theme, crisis management, includes critical actions such as the necessity of rapid decision-making and acting in crises, coordinating efforts to mitigate sudden disruptive events, and evaluating potential threats arising from uncontrollable and rapid environmental changes. The third theme, organizational resilience, means addressing key strategies for monitoring and predicting changes to develop preparedness and response plans, analyzing external factors and sudden shocks, and enhancing resilience through adaptability. It also emphasizes the creation of a resilient human resource system, improving resilience in the face of unforeseen disruptions, utilizing data dashboards for information analysis during crises, and aligning management strategies to combat sudden disruptive events.The research employed a thematic analysis approach six-phase framework. This process involves familiarizing with the data, generating initial codes, searching for themes, reviewing themes, defining themes, and writing the final report. A total of 279 documents were collected from various sources, including Emerald, Google Scholar, ResearchGate, ScienceDirect, and others, with the search focusing on organization-ripping forces, crisis management, and organizational resilience. The data were analyzed using Atlas.ti 9, and through multiple iterations, 1065 quotations were identified, from which 835 distinct codes were extracted. After refining and consolidating the codes, 702 final codes were identified, leading to 61 foundational themes and 14 organizing themes, which were then grouped into three comprehensive themes: organization-ripping forces, crisis management, and organizational resilience.The first step in the analysis involved identifying initial codes from the data, followed by the grouping of these codes into abstract categories known as organizing themes. These organizing themes were then grouped into broader, overarching themes. For instance, codes related to marketing innovation were grouped under a single organizing theme. In the final phase of thematic analysis, 61 foundational themes were discovered, which were then categorized into 14 organizing themes, eventually leading to the identification of three main themes. 4- CONCLUSIONS & SUGGESTIONSThe research highlights that managers must focus on strengthening organizational resilience as a preventive approach when facing crises such as ripping currents. Additionally, evaluating how recovery priorities align with pre-crisis planning and communication efforts is crucial. Ignoring this issue can lead to the organization's collapse in a short period. Despite the extensive research on organizational resilience and crisis management, the study identified a gap in the literature regarding organizational resilience in response to ripping forces. This research aims to address this gap by providing a model for organizational resilience when facing crises and ripping forces. In conclusion, the data identified through thematic analysis resulted in a model comprising 14 organizing themes and 61 foundational themes across three main themes, providing a comprehensive understanding of organizational resilience, crisis management, and ripping forces.
Original Article
Arezoosadat Hashemiamin; Gholamreza malekzadeh; Yaghoob Maharati
Abstract
Trust in the organization is divided into three categories: individual trust, interpersonal trust, and organizational trust. Although some previous researches have examined trust in the organization, especially interpersonal trust, research that specifically focuses on organizational trust, the employees’ ...
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Trust in the organization is divided into three categories: individual trust, interpersonal trust, and organizational trust. Although some previous researches have examined trust in the organization, especially interpersonal trust, research that specifically focuses on organizational trust, the employees’ trust toward the organization, is rarely seen, and the lack of an organizational trust model, especially in Iranian organizations, has caused numerous problems. Therefore, the current research aims to present a conceptual model of organizational trust in Iran's governmental organizations. This research is qualitative and is based on the grounded theory with a systematic approach. Theoretical saturation was achieved after conducting 17 semi-structured interviews with government organizations experts. Data analysis was done based on coding processes and using MAXQDA software. In addition to confirming the results of previous researches, this research achieved new findings. Based on these findings, organizational trust in government organizations is established in the form of reliability and predictability based on the causes of trust-building management, trust-building organization, and trust-building employees. Moreover, organizational trust affects the use of strategies such as ethics-orientation, interactions, regulations, and organizational processes. The consequences of these strategies include improving performance in the aspects of improving the psychological well-being of employees and the productivity of the organization; and also improving the satisfaction of stakeholders in the form of people's satisfaction and the organization's legitimacy. The context of effective application of these strategies is the internal environment including the atmosphere and physical environment of the organization and the external environment including the political environment, economic conditions, and national culture. In the meantime, the influence of intervenors such as organizational conformity and demographic components of the organization on the effectiveness of these strategies should not be ignored.
Original Article
Zohreh Anvari; Abbas Nargesian; Naser Asgari; Neda Mohammadesmaeili
Abstract
The process of organizational merger and acquisition is a multifaceted and complex transformation that requires successful cultural integration between the involved organizations. This study aims to identify the key factors and stages of cultural integration in the aftermath of a merger or acquisition. ...
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The process of organizational merger and acquisition is a multifaceted and complex transformation that requires successful cultural integration between the involved organizations. This study aims to identify the key factors and stages of cultural integration in the aftermath of a merger or acquisition. To achieve this goal, the the subject of study method was utilized. Data was collected through semi-structured interviews and document review of the relevant context, and analyzed using the trend analysis method. The process of integrating organizational culture after a merger or acquisition can be broken down into two distinct and sequential models. Additionally, the findings suggest that this integration process consists of six stages. Identifying these stages highlights the importance of addressing cultural differences and establishing a new, cohesive culture after the merger. It is important to note that simply focusing on a few broad factors is not sufficient in understanding the complexities of organizational culture integration following a merger.
Original Article
ghasem eslami; shadi zamanipour; alireza khorakian
Abstract
Family companies are common businesses in the world, the balance of informal communication and formal communication can be one of the challenges of any organization today. This research aims to identify the effects of these phenomena by examining the nepotism variable as well as the mediating variables ...
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Family companies are common businesses in the world, the balance of informal communication and formal communication can be one of the challenges of any organization today. This research aims to identify the effects of these phenomena by examining the nepotism variable as well as the mediating variables of incivility in the workplace and pessimism of employees and help to maintain human capital. Based on the purpose, this research is applied, in terms of nature and method, it is descriptive in terms of the method of doing work, of survey-analytical type. The statistical population of this research is the employees of family companies in Mashhad and the sample size is 270 people using the rule of structural equations. Information from the target sample was collected using a questionnaire and in a simple random manner. The appropriateness of the data was confirmed by examining the reliability and validity indicators of the data collection tool, and structural equation modeling was used to examine the effectiveness of the variables and to test the proposed hypotheses. At the end, the data collected from the mentioned companies were analyzed with statistical methods. The results of the research showed that when there is a lot of nepotism, negative attitudes and behaviors in the organization are strengthened and job search behavior increases. Finally, practical suggestions were presented to managers and active officials.
Original Article
hamideh hadadi; Abbas Khamseh; taghi torabi; roya shakeri
Abstract
The present study was conducted with the aim of developing a paradigm model of innovation strategy with a digital transformation approach in the banking industry. The approach used in this research is qualitative and the objective is applied. The participants includes managers and experts in the banking ...
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The present study was conducted with the aim of developing a paradigm model of innovation strategy with a digital transformation approach in the banking industry. The approach used in this research is qualitative and the objective is applied. The participants includes managers and experts in the banking industry and university professors in the field of innovation strategy and digital transformation. Purposive sampling was conducted using the snowball method and theoretical saturation was achieved after interviewing 14 experts. A semi-structured interview was used to collect data. The key components of the innovation strategy have been formulated using the grounded theory in three stages of open, axial and selective coding using Maxqda. The results showed that, according to the research paradigm model, legal requirements, change in customers’ needs and expectations, the rapid development of transformative technologies and new players in the financial industry have a significant impact on the innovation strategy with a digital transformation approach. Innovation strategy includes types of innovation, levels of innovation, carrying out innovation and evaluating the effectiveness of innovation. The digital innovation culture, collaboration capability, and digital talents management constituted contextual factors. On the other hand, the level of maturity of knowledge management, the absorptive and learning capacity of banks, business intelligence, organizational barriers and macro barriers play the role of an intervening condition. Finally, customers credit scoring with Artificial intelligence, open banking, updating of policies and laws in the financial field, digital governance and intelligent supervision, Intelligent process automation, Digital Experience Management of customers and employees, data and infrastructure management, intelligent risk management, strategic renewal and ambidextrous innovation in the banking industry leads to digital value creation for stakeholders and achieving organizational and extra-organizational consequences.
Original Article
Bijan Rezaee; Mahdi Hosseinpour; Mahtab Mortezaei; said bakhshi
Abstract
Introduction and Objective: In the modern era, the development of information and communication technologies has influenced many aspects of human life, complicating and obscuring environmental conditions, rules of engagement, and competitive landscapes. Consequently, organizational survival and sustainability ...
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Introduction and Objective: In the modern era, the development of information and communication technologies has influenced many aspects of human life, complicating and obscuring environmental conditions, rules of engagement, and competitive landscapes. Consequently, organizational survival and sustainability depend on innovation, creativity, and the development of new products and processes. Entrepreneurship stimulates economic growth and creates a favorable economic environment for a nation. This is why governments have prioritized the promotion of entrepreneurship. According to the 2020 Global Entrepreneurship Index report, Iran's entrepreneurship ecosystem is underdeveloped, with an overall entrepreneurship score of only 268. Among the 47 countries in the Middle East region evaluated in this report, Iran ranks 32nd. Given these circumstances, this study aims to formulate a model of factors influencing the development of public-sector entrepreneurship within the Agricultural Jihad Organization of Ilam City, with a focus on enhancing entrepreneurship policy development and achieving entrepreneurial outcomes. It is worth noting that previous research has rarely addressed the formulation of a model for entrepreneurship development within public organizations. This study seeks to identify the variables influencing public-sector entrepreneurship development, presenting them in a model that emphasizes the role of government and is tailored to the specific conditions of the province, while addressing the challenges associated with designing an entrepreneurship development model.Materials and Methods: This study employs a mixed-method approach, using a survey for data collection and is applied in its objective. In the qualitative phase, the research population included 11 professors and experts actively involved in entrepreneurship in Ilam province. They were selected through purposive sampling, and data were gathered using semi-structured interviews with thematic analysis, continuing until theoretical saturation was achieved. The quantitative phase's population consisted of 215 managers and postgraduate-level experts from the Agricultural Jihad Organization and affiliated institutions in Ilam province. Using Cochran's formula, a sample of 138 participants was selected through simple random sampling, and questionnaires were distributed among them. Data were collected through a researcher-developed questionnaire. For data analysis, descriptive and inferential statistics (structural equation modeling) were utilized, using SPSS23 and Amos23 software.Findings: The reliability results (Cronbach's alpha) for the research variables were above 0.78, and the composite reliability (CR) coefficient was also above 0.78. The normality (K-S test) of each variable showed a significance level greater than 0.05. Based on thematic analysis, the indicators were categorized into nine components, and confirmatory factor analysis results indicated that factor loadings for the items were greater than 0.50 and were significant at a 95% confidence level. Convergent validity among the research variables was confirmed based on the average variance extracted (AVE), which was satisfactory. Structural equation modeling was used to validate the relationships between the constructs. According to the model output in the standard estimation mode in Amos, the explanatory relationships of the variables for public-sector entrepreneurship development were confirmed, and the proposed model demonstrated good fit.Conclusion: The findings from the semi-structured interviews, analyzed using thematic analysis and structural equation modeling, confirmed a model consisting of nine components: religious factors, strategic planning, entrepreneurship development policy vision, mission of entrepreneurship policy development, support and sponsorship for entrepreneurship, entrepreneurial values, short-term entrepreneurship goal-setting and planning, entrepreneurship development policy, and entrepreneurship policy-making and development. This model is valuable for policymakers, managers, and stakeholders in entrepreneurship development, especially planners in public organizations like the Agricultural Jihad Organization of Ilam.The proposed model serves as a foundational framework for other institutions, enabling organizational managers to design, implement, and evaluate entrepreneurship development models that align with the micro- and macro-level realities of their organizations and the country as a whole. Public-sector entrepreneurship and related policies represent a complex, multidimensional phenomenon influenced by numerous factors, requiring a systematic, realistic, and long-term approach for implementation at both the organizational and national levels. By addressing the components of this model, organizational capabilities and limitations can be better managed, which may pave the way toward entrepreneurship development within the Agricultural Jihad Organization.
Original Article
najmeh faregh; S.Mahmood Zanjirchi; Ali morovati sharifabadi; Habib Zare
Abstract
Supply chain management by choosing, combining and implementing lean and agile approaches is one of the fundamental challenges of managers due to the conflicts and different strategies of each and on the other hand their synergy. The current research has been carried out with the aim of developing a ...
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Supply chain management by choosing, combining and implementing lean and agile approaches is one of the fundamental challenges of managers due to the conflicts and different strategies of each and on the other hand their synergy. The current research has been carried out with the aim of developing a system for choosing lean and agile approaches in the supply chain, and it consists of two stages. In the qualitative stage, with the approach of content analysis and review of literature and research background, factors influencing the selection of agile and lean approaches have been collected. The process of data collection and coding has been carried out in a zigzag manner and at the same time until reaching theoretical saturation. Finally, these codes are classified in 17 groups and in 4 general levels of environmental factors, organization-related factors, product-related factors, and performance factors. In the quantitative stage and using the system dynamics method, using the factors obtained from the first stage and the strategies of lean and agile approaches, a model has been presented to evaluate the performance and choose the appropriate strategies in different conditions. By using the system dynamics of cause and effect models and state-flow drawn and model evaluation test, structure evaluation and sensitivity analysis have also been done to verify the validity of the model. Finally, different scenarios have been simulated and analyzed in this model. The presented dynamic model is able to examine specific strategies of lean and agile approaches in different conditions and finally provide certain degrees of lean and agility. The information required for modeling and simulating the model has been collected from the Yazd Tire Industry Complex.
Original Article
maryam chezgi; nazia nasery; mohsen moradi; Ahmad Akbari
Abstract
1- INTRODUCTIONLeadership as one of the important and influencing factors on organizations has been widely studied and researched. The degree of success of the organization in achieving the desired benefits, the amount of motivation and effort of the employees for the success of the organization, the ...
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1- INTRODUCTIONLeadership as one of the important and influencing factors on organizations has been widely studied and researched. The degree of success of the organization in achieving the desired benefits, the amount of motivation and effort of the employees for the success of the organization, the extent of the influence of the organization in its interactive environment, and of course the effectiveness of the leadership, depends on the type and behavior of the leader. Due to the fact that schools usually have a weak external efficiency, their graduates are not able to attract the labor market and therefore they only look for the hope of getting employment by continuing their studies in universities. If business schools with effective leadership are established and developed in the country, the educational efficiency for the graduates will be improved at a significant level in order to enter the labor market and economic activities and job creation. In order to make educational activities entrepreneurial, school management should be reviewed from the perspective of leadership to make business education possible with the approach of entrepreneurship development. Identifying school management from two aspects of organization and learning management is necessary to implement school management with an entrepreneurial approach.The leadership of business schools with the approach of entrepreneurship development requires attention to both aspects in terms of management and leadership of education and improvement and management and promotion of the teaching-learning system, which has not been studied in this field based on the researcher's search. Considering that steps have been taken to create entrepreneurial schools in Iran, but we need more development in this field; So, we seek to combine this approach with business components in order to complete the creation of ideas and values and innovation with financial literacy and enter the business market based on the guidance and direction of the leader. Therefore, the main problem of the current research is what are the dimensions and components of leadership of business schools with the approach of entrepreneurship development in Iranian schools and what is the appropriate model for it?2- THEORETICAL FRAMEWORKResearches have been carried out either from the perspective of teaching-learning methods for the development of entrepreneurship education, or from the perspective of management and leadership style and their change, improvement and promotion in order to develop entrepreneurial schools and review the paradigm of educational leadership.3- METHODOLOGYThe study was carried out in a qualitative-synthesis method. The research environment included all domestic and foreign published articles in 2010-2023. Sampling was done in a targeted way until data saturation and in the first stage of 62 articles and finally 53 articles were continued. The tool for collecting information was printed and electronic documents available on reliable domestic and foreign sites. Four methods of credibility, transferability, verifiability, and reliability were used for validity and validation of data. The method of data analysis was based on the classification system of open, organizing and comprehensive concepts. Based on the similarities and differences of the data, categories were made.4- RESULTS & DISCUSSIONIn general, the results showed that the leadership model of the business school with an approach to entrepreneurship development is based on ten dimensions in order of priority (entrepreneurial leadership, excellence-building leadership, collaborative leadership, activist leadership, curriculum leadership, strategic leadership, transformational leadership, brand-building leadership, futuristic leadership, knowledge management leadership) was established.5- CONCLUSIONS & SUGGESTIONSThe skill training of students is dependent on the development of business schools with an entrepreneurial approach, and these schools need appropriate leadership to manage education. The purpose of this research was to design a business school leadership model with an entrepreneurial development approach. Based on the findings, identifying school management from two organizational aspects and learning management is necessary to implement school management with an entrepreneurial approach. This is despite the fact that some steps have been taken towards the establishment of business schools nationwide, but the evolution of the educational system requires more serious attention in this regard, to the extent that the number of business schools with an entrepreneurial approach for students in the regions spread in different countries. It should also be kept in mind that one of the most important characteristics of business schools is the presence of effective leadership in order to achieve the goals and vision of these schools.
Original Article
masoud salehi; Hamid Rezaei Far; mohammad mohammadi; Hossein Hakimpur
Abstract
Today, organizational punishments play a significant role in maintaining ethical order within organizations. Research shows that decisions to punish or forgive norm violators are influenced by the intentionality of the violation and the violator's moral identity. Accordingly, this study aims to design ...
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Today, organizational punishments play a significant role in maintaining ethical order within organizations. Research shows that decisions to punish or forgive norm violators are influenced by the intentionality of the violation and the violator's moral identity. Accordingly, this study aims to design and validate an effective organizational punishment model, with a focus on governmental organizations in Khorasan Razavi Province. The research employs a mixed-methods approach. In the qualitative phase, thematic analysis was used, while the quantitative phase utilized a survey method. The qualitative participants included nine senior executives, members of administrative disciplinary committees, and personnel responsible for addressing organizational misconduct, all with at least 10 years of managerial experience. Additionally, five university faculty members with expertise in organizational behavior, human resources, psychology, law, or sociology, and a minimum of 10 years of teaching experience at the assistant professor level or higher, participated. Sampling in the qualitative phase was purposive and snowball-based. In the quantitative phase, the statistical population included 8,936 government managers in Khorasan Razavi in 2023. Stratified random sampling determined a minimum sample size of 368, based on Cochran's formula. The findings revealed three main themes: the effectiveness of punishment systems, organizational structure efficiency, and the deterrence effectiveness of punishments. These themes encompass 14 components and 140 indicators. Quantitative results confirmed the validity of the developed model.
Original Article
Hamed Erfaniyan dabbaghnoghani; Hamed KhorasaniToroghi; vahid mirzaei
Abstract
This research was conducted with the aim of identifying the components of organizational hooliganism and investigating its impact on the mental health of Mashhad Municipality employees. This research is applied in terms of purpose and it is descriptive-correlation in terms of gathering information. In ...
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This research was conducted with the aim of identifying the components of organizational hooliganism and investigating its impact on the mental health of Mashhad Municipality employees. This research is applied in terms of purpose and it is descriptive-correlation in terms of gathering information. In this research, a combined approach (inductive-deductive) was used. The statistical population in the qualitative section included 16 specialists and experts active in this field in Mashhad. The sample selection criteria in the qualitative section included at least 10 years of service and a bachelor's degree in the fields of management, educational sciences, and psychology. In the quantitative phase, the statistical population of the research included employees of Mashhad Municipality with at least 5 years of service experience and at least a bachelor's degree. The number of statistical population was 287 people, based on Cochran's formula, 164 people were selected by random sampling. The research strategy in the qualitative part, using the Delphi method, included reaching consensus among experts. To identify the components of organizational hooliganism, the background of the study and a questionnaire with a 5-point Likert scale and a number of demographic questions were designed. In the quantitative part, after identifying the components in the qualitative part, 35 final factors were identified and using the Delphi method and the consensus of the experts, 6 factors were classified including physical violence, verbal violence, harassment, intimidation, discrimination, and destructive and deviant behaviors in the workplace. A questionnaire was designed based on this information and it was distributed among the target samples. Also, the Goldberg and Hiller (1979) mental health questionnaire was used in the quantitative part. The results showed that organizational hooliganism has an effect on the mental health of employees and its dimensions (anxiety and sleep disorder, depression, physical reaction and social functioning).
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