Transformation Management Journal

Original Article

A Systematic Review on Conceptualizations of Preventing and Promoting Factors of Change in Family Organizations

Tahereh Ebadi; Seyed Hosein Kazemi; Hassan Danaeefard

Volume 15, Autumn & Winter 2024 , February 2024, Pages 1-43

https://doi.org/10.22067/tmj.2024.82388.1431

Abstract

1- INTRODUCTIONAlthough 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 ... Read More 1- INTRODUCTIONAlthough 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 FRAMEWORKPrevious 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- METHODOLOGYThe 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 & DISCUSSIONThis 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 & SUGGESTIONSBy 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.

Original Article

Investigating the Effect of Paradoxical Leadership on Employees' Creativity Given the Mediation of Identification with the Leader and Creative Self-efficacy, and Moderation of Workload Pressure and Employees' Need for Cognitive Stability

Fatemeh Ghorbani; Ghasem Eslami; Hossein Afkhami Rohani

Volume 15, Autumn & Winter 2024 , February 2024, Pages 44-89

https://doi.org/10.22067/tmj.2024.84785.1489

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 ... Read More 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.

Original Article

Studying the Process of Changing the Employees’ Meaning Construction Due to the Manager's Discursive Activity

Saeid Sehat; Mahdi Yazdanshenas; Hamed Dehghanan; Amir Safari Moghadam

Volume 15, Autumn & Winter 2024 , February 2024, Pages 90-113

https://doi.org/10.22067/tmj.2024.80336.1390

Abstract

1- INTRODUCTIONImplementing the strategy is one of the most significant and challenging topics for organizations and leaders. Successful organizational change can transform the organization's business, and interest in studying in this field, especially taking care of the meaning model, is increasing. ... Read More 1- INTRODUCTIONImplementing the strategy is one of the most significant and challenging topics for organizations and leaders. Successful organizational change can transform the organization's business, and interest in studying in this field, especially taking care of the meaning model, is increasing. Many failures are caused by paying attention to secondary results and not paying enough attention to the main cause. Employees are one of the most important factors to be considered in the strategy implementation process. The construction of meaning plays a critical role in employees' response (resistance, acceptance, or cooperation) to the new strategy. This reaction is of behavioral and cognitive type and is rooted in the employees' understanding. Lewin's 3-stage approach is accepted by Many organizational change experts. Many models of changing the meaning construction suggest that the process of changing the meaning in the minds of employees may also consist of these three stages of Lewin; First, managers destroy the old meaning construction of the organizational reality in the minds of employees, then they create a new meaning construction, and finally, they consolidate the new meaning construction (refreezzing). This article takes a look at the process of changing the meaning-making in the minds of employees by comparing it with Levin's model. The major difference between this article and some others in this field is its focus on two points. First, in this article, only certain types of specific meanings of discoursive activity are emphasized, and at the same time, it refers more to how the manager influences the meaning change process. 2- THEORETICAL FRAMEWORKIn the past, articles have mostly looked at the meaning-making of employees by managers with a negative approach. Therefore, in this view, any sense-making of employees, such as the meaning they give to change, was considered a resistant force. Leaders were only seeking to break down the previous meaning structure of the employees. More recent studies have shown that the perception of employees, which is rooted in the past and the meaning construction of employees, is not only an obstacle to change but can also act as an effecting factor in implementing a new strategy. The change in the meaning structure of employees can be a factor in the success of the change. 3- METHODOLOGYNarrative and thematic analysis methods were used to analyze data to investigate the change in the meaning construction. Thematic analysis was nested in the narrative analysis method as a tool for better data analysis. The narrative analysis makes it possible to investigate the meanings of the manager in their discursive activities, and the thematic analysis identifies the themes of the narrations. The main focus in this case was on changing the meaning construction, and the impact of discoursive activities on this issue was considered more. Narrative analysis takes a deeper look at how the content of discourse activity is used and refers specifically to how experiences and issues are interpreted. Thematic analysis is a method for data analysis to understand the factors affecting the identification of criteria for understanding interpretations of employees. 4- RESULTS & DISCUSSIONIn the narrative analysis, the narrations that contained many different meaning units were identified. The leader tries to change the employees' meaning construction using these narratives. These narrations are usually mentioned in several meetings and periods. In the following, all narrations were analyzed by thematic analysis. To categorize themes and better understand the relationship between discursive activity and meaning construction, pay more attention to more resonant themes. This process was stopped when extracting new themes was no longer possible. In the end, with a theory-oriented point of view, coding was done based on specific theories and hypotheses. There are three main axes explicit from Lewin's change model. The themes of identification are placed around these axes. In the first step, discursive activities seemed to be focused most on expressing the defects in the existing situation. This concept is repeated in different ways, even in disappeared businesses. Finally, the focus was on the desired goal and refreezing new conditions. 5- CONCLUSIONS & SUGGESTIONSIn this study, by reviewing and summarizing the findings, we came across several fundamental approaches: the first and most important approach, which was the main research question, referred to the analysis of the change process in the employees' meaning construction and its compliance with Levine's model. In Levin's model, first, the defrosting process occurs by attacking the existing conditions, then the change phase, and finally, stabilization and refreezing occur. In the defrosting stage, measures like identifying the need for change, specifying what needs to be changed, encouraging the employees to change old behaviors, ensuring the full support of senior managers for the change, and paying attention to understanding concerns and doubts. Narratives that refer to the current situation's lack of appropriate response to new environmental changes and consider the existing jobs as inferior or the existing structure as inefficient are included in this section. It seems that after studying the time course of narrations and the number of their repetitions in these intervals, it is possible to present such a picture of it. In other words, narratives and themes that try to attack the existing meanings and systems of employees are placed in this stage. The second approach is that the discursive activities happening in the direction of change in the meaning construction are not separate phases and sometimes act together. Maybe this is due to the difference in the capacity of people to change. For example, a group needs more repetition and meditation to change its meaning construction.

Original Article

The role of boundary spanning in organizational innovation: A meta-analysis approaches

Saeid Norollahee; Siroos Ghanbari

Volume 15, Autumn & Winter 2024 , February 2024, Pages 114-146

https://doi.org/10.22067/tmj.2024.85077.1502

Abstract

1- INTRODUCTION To acquire innovations produced by universities and higher education institutions, organizations can use the strategy of boundary-spanning to meet their needs. The results of the previous research also indicate the effect of boundary spanning on organizational innovation. Based ... Read More 1- INTRODUCTION To acquire innovations produced by universities and higher education institutions, organizations can use the strategy of boundary-spanning to meet their needs. The results of the previous research also indicate the effect of boundary spanning on organizational innovation. Based on this, it is possible to develop innovation in the industry by using boundary spanning. On the other hand, from 2015 to 2023, several researches have been conducted and published regarding the positive impact of boundary spanning on organizational innovation in different countries. By analyzing and summarizing the findings of previous studies by making sure of the relationship between the two considered variables and by making sure of the accuracy of the current findings, it is possible to provide solutions to improve the boundary spanning between industry and university as well as to improve the effect of boundary spanning on organizational innovation. Therefore, the primary question of the research is to what extent does the boundary spanning affect organizational innovation? 2- THEORETICAL FRAMEWORK As a description of boundary spanning in the field of organizational innovations, Tashman expanded the communication boundaries that are conceptual and linguistic differences in a laboratory environment, between the laboratory and other parts of the organization, and between different organizations. To increase the level of interaction and participation between industry and university and to take advantage of the innovations created in universities and higher education institutions, there is a need to develop the relationship between industry and university and acquire knowledge resources through the frontier strategy. In bridging and establishing inter-institutional communication and connecting separate groups, these people face boundaries and should cross these boundaries and obstacles and communicate with organizations outside the borders. Accordingly, boundary spanning helps the universities share scientific and technical information, and the industry acquire and understand academic innovations. Generally, boundary spanning is an effective strategy for developing the university-industry relationship to cultivate, share, and apply organizational innovations. Industries and companies are less willing to invest in research and development due to the high cost of complex laboratory equipment, the difficulty of access to international research and development centers, the risks associated with innovation, and the investment limitations. Hence, they are interested in getting the latest innovations in knowledge through higher education institutions. For industry-university collaboration to thrive, companies must learn to operate outside their organizational boundaries and develop their capabilities to interact and collaborate with partners with different characteristics. 3- METHODOLOGY In terms of its purpose, the current research is an applied study, and by its meta-analysis method, it is considered a quantitative study. In this research, the investigated community was the research studies published in English about the role of boundary spanning in organizational innovation from 2015 to 2023. In the first stage, 189 studies regarding the relationship between boundary-spanning and organizational innovation were selected from various databases. Then, 33 duplicate articles indexed in different databases were identified and removed. The number of 156 articles was identified for title and abstract review. By examining the titles and abstracts of all identified articles, 129 articles were excluded from the article review process due to lack of relevance to the research topic and lack of inclusion criteria. Therefore, 27 articles were selected for full review. By examining the remaining articles more closely and studying their results, 18 were picked for meta-analysis. 4- RESULTS & DISCUSSION The findings showed that the average effect of boundary-spanning (random mixed effects) on organizational innovation equals 0.347. Considering that this effect size (0.347) is within the confidence range, it should be said that boundary spanning affects innovation. The obtained point estimate (0.347), based on Cohen's criterion, indicates an effect in the upper medium range. In general, boundary-spanning moderately affected organizational innovation. 5- CONCLUSIONS & SUGGESTIONS In general, innovation is a competitive advantage for organizations and industries, and innovative organizations can compete with other competitors and maintain the survival of their organization. Companies and organizations will be removed from the competition scene if they cannot achieve innovation to meet the new needs of society and the market. One of the ways to achieve innovation is the interaction of industry and university in the form of boundary-spanning activities. In this way, industries can obtain new academic knowledge innovations to develop new products and services to satisfy the market needs. Boundary-spanning operations can facilitate disseminating the innovation produced in universities for industry use. Therefore, it is suggested that to acquire and develop innovations produced in universities and scientific institutions, organizations and industries should turn to boundary-spanning and use boundary-spanning strategies in developing cooperation with universities.

Original Article

Sustainability of Organizational Changes in Iranian Private Banks: Strategies and Consequences

Mohammad Sadegh Dadmehr; Yaghoob Maharati; Alireza Khorakian; Fariborz Rahimnia

Volume 15, Autumn & Winter 2024 , February 2024, Pages 147-188

https://doi.org/10.22067/tmj.2023.81906.1416

Abstract

1- INTRODUCTION As the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge ... Read More 1- INTRODUCTION As the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge for such organizations as private banks. The research conducted in this field indicates that planning, directing, and sustaining the organizational change results is very difficult, and pervasive changes affecting the main elements of the organization do not meet the expected goals. Some researchers suggested that organizations have difficulty sustaining continuous improvement in the long term, especially after an initial period of two or three years. As in most cases, employees do not internalize the new changes and behaviors as their norms and mental beliefs and do not use them as a basis for their subsequent behaviors. The results and achievements of changes may become unstable and fade after a short time, and a return to prior behaviors may occur in some cases. Thus, the organization incurs significant financial and opportunity costs that weaken its competitive position. This is true for Iranian private banks as they do not depend financially on the government and are in a fiercely competitive environment. Therefore, the main questions are as follows: what are the strategies to achieve sustainable change, and what are their consequences in Iranian private banks? 2- THEORETICAL FRAMEWORK Different theories exist for organizational change, which can be used to support and guide research to find the roots and consequences of sustainable organizational change. Research on organizational change can be categorized into three types: 1) content models emphasizing the content and essence of change, 2) contingency models considering the context and environmental conditions, and 3) process models focusing on the stages of change. A review of different change models indicates that they focus only on the content, process, or implementation of change while not addressing the period after the implementation, including institutionalization and stabilization of change. Therefore, this research was conducted to bridge the existing gap and provide change managers and agents in Iranian private banks with a vision to understand deeply the strategies for sustaining organizational changes and their consequences. 3- METHODOLOGY The philosophical foundation of the present research performed in private banks was interpretivism with the qualitative approach, and the grounded theory strategy was used. In this research, the systematic approach of Strauss and Corbin was used. The samples were purposefully selected by conducting snowball sampling on managers and experts of the private banks of Iran who have experience working in at least one change program in the past ten years, provided that one year lasted since achieving the results. The organizational change experts and researchers who had significant experiences were interviewed with a semi-structured method. The sampling continued to reach data and theoretical saturation. The collected data were analyzed by open, axial, and selective coding processes using the MAXQDA 20 software. Lincoln and Guba's criteria (credibility, dependability, confirmability, and transferability) were used to validate the results. 4- RESULTS & DISCUSSION The research findings demonstrated that sustainable change is characterized by two features: stackability of change, including internalization of the change and its adaptation and alignment with the organizational components, and spreadability of change, including the ability to transfer experiences to other employees and apply the organizational change. According to the research findings, the strategies needed to implement sustainable changes in Iranian private banks include 1) empowering employees through training and utilizing work teams, 2) empowering the organization by establishing a knowledge management system and motivational mechanisms, the mobilization of financial resources, the scrutiny, and explanation of the organization's strategic plan, leadership style, effective processes, and agile structure. The consequences of sustainable changes include 1) employees' growth and excellence due to their increased psychological and behavioral maturity, 2) improved efficiency to increase financial resources and reduce organizational costs, and 3) improved effectiveness to satisfy the strategic stakeholders and gain a competitive advantage. The research findings are noteworthy in that sustainable organizational change is considered a way to increase the productivity and prosperity of human resources in the organization. 5- CONCLUSIONS & SUGGESTIONS This research demonstrated that a change is sustainable and is institutionalized when it is internalized in employees' beliefs and becomes a basis for their subsequent behaviors. This is realized by applying employee and organization empowerment strategies. Therefore, it is suggested that change managers and agents in the country's private banks consider the empowerment of employees seriously by applying influential and continuous training and expanding teamwork by using the strategies identified in this research, and the empowerment of the organization by using a knowledge management system, motivational mechanisms, providing financial resources, checking and explaining the organization's strategic plan, applying an appropriate leadership style, effective processes, and structural agility.

Original Article

Recognizing Legal Challenges of Businesses in Metaverse Using Delphi Method

Mohsen Lal Alizadeh; Zahra Mohamadzadeh

Volume 15, Autumn & Winter 2024 , February 2024, Pages 189-215

https://doi.org/10.22067/tmj.2023.85022.1499

Abstract

1- INTRODUCTION Metaverse is a virtual space where users can interact and trade with digital assets. However, the legal challenges of businesses in the Metaverse are still evolving and new dimensions are being added every day. Metaverse will affect businesses fundamentally both in terms of content ... Read More 1- INTRODUCTION Metaverse is a virtual space where users can interact and trade with digital assets. However, the legal challenges of businesses in the Metaverse are still evolving and new dimensions are being added every day. Metaverse will affect businesses fundamentally both in terms of content and in terms of the processes of implementing activities. Since all economic and managerial activities are administered on a legal basis, managing in the Metaverse also follows the same rule and we must know the legal requirements of working in this space. Some recent metaverse Challenges, such as intellectual property infringement, show that the field is in urgent need of commercial legal foundations. Therefore, it is necessary to identify the legal challenges of businesses in this growing environment. The purpose of this research is to examine the legal challenges related to Metaverse in the business environment and to identify and provide some potential solutions to address those challenges. 2- THEORETICAL FRAMEWORK Studying various prior researches, six basic challenges of the business for users and companies active in Metaverse have been identified, including intellectual property, privacy, legal jurisdiction, virtual identity, cybercrimes and terms of service. 3- METHODOLOGY The research method is analytic and survey. The statistical population is academic business and law experts who are familiar with Metaverse. Sampling was based on by judgmental or purposeful method. The aforementioned experts were asked to participate in research on the legal challenges of businesses in Metaverse using the Delphi method. Delphi is used for prospective studies and identification of unknown dimensions and indicators of a situation. 15 experts took part in 3 round of Delphi method. After three rounds of surveys in the form of a questionnaire, the viewpoints of experts were analyzed using in SPSS software. In the final stage, the Kendall coefficient was calculated as 0.763, which shows that the members of the Delphi panel have reached a relative agreement. 4- RESULTS & DISCUSSION The results of the surveys indicate that the main challenges identified in the field of business law in Metaverse, in order of importance, include intellectual property rights, privacy, jurisdiction, cybercrimes, terms of service, and virtual identity. The most important challenge for businesses in Metaverse was identified as intellectual property rights. Propertis are created every moment on Metaverse, many of which are created by users of these platforms. These assets are sometimes much more valuable than assets in the physical world. The question is that who will be the main owner of these assets? The second challenge was the privacy problem. Since the data of users and customers is published in the public space of Metaverse, a distinction should be made between the data that the user publishes knowingly and the data that is published unintentionally by the platform or other users, and policies should be set to protect user privacy. The third challenge is the jurisdiction of disputes and the application of laws. Considering the global nature of the Metaverse, which country's laws should be used to apply the laws is a problem that needs to be thought about. The fourth identified challenge is determining the terms of service provided by companies and platform providers to users. Determining the terms of providing services to users is a kind of contract that informs both users and administrators about the conditions of presence and use of the platform. The last Challenge is the virtual identity of users. These identities, known as avatars, can live in the Metaverse, own and shop, travel, interact with other virtual identities, and even commit crimes. These virtual users and customers must accept responsibility for their actions 5- CONCLUSIONS & SUGGESTIONS In the business world, considering the metaverse and virtual worlds, there should be more specific international laws regarding the rights of different stakeholders, because this world is a relatively new concept and technology that mankind has not had any experience with so far. However, some current laws and regulations in the business space, such as intellectual property laws, data privacy laws, and online conduct laws, may also apply to activities in the Metaverse domain. An important suggestion is to create new rules and regulations that suit the unique characteristics of the metaverse, such as virtual property ownership rules, intellectual property rights, and user privacy in the metaverse. In the recommendations section, also the need for taking an interdisciplinary approach to understand the legal challenges of the metaverse and the importance of creating specific laws, regulations, and policies that balance the competing interests of various stakeholders are emphasizes. Another suggestion is the cooperation of various business organizations and stakeholders in developing standards and best practices for Metaverse, which promotes stability and fairness in various virtual environments and builds trust. Also, it is suggested that education and awareness should be pursued seriously to help users and beneficiaries understand their rights and responsibilities in this new environment.

Original Article

The Impact of Social Responsibility on the Performance of Managers and Employees with the Moderating Role of Green Human Resource Management

Mahbobeh Nikkhesal; Mohamad Hassan Shakki

Volume 15, Autumn & Winter 2024 , February 2024, Pages 216-237

https://doi.org/10.22067/tmj.2024.82665.1440

Abstract

1- INTRODUCTION This study aimed to investigate the effect of social responsibility on the performance of managers and employees with the moderating role of green human resource management in Babol University of Medical Sciences. 2- THEORETICAL FRAMEWORK The quantitative and survey ... Read More

Original Article

Identifying the Indicators and Outcomes of Exploitative Leadership in Government Organizations with FCM Approach

Ali Shariat Najade; Farnaz Mehdikhani

Volume 15, Autumn & Winter 2024 , February 2024, Pages 238-272

https://doi.org/10.22067/tmj.2024.84834.1491

Abstract

1- INTRODUCTION Considering the importance of the role of government organizations in society, it should be stated that if the leaders of these organizations do not have leadership competence and competence, they can have dangerous effects on the organization with any of their behaviors, such ... Read More 1- INTRODUCTION Considering the importance of the role of government organizations in society, it should be stated that if the leaders of these organizations do not have leadership competence and competence, they can have dangerous effects on the organization with any of their behaviors, such as leadership incompetence, corruption, vandalism, immoral behavior, and criminal behavior. Therefore, it can be said that it is necessary to pay attention to the managers' leadership style, specifically exploitative leadership in these organizations. So far, most studies have investigated positive and constructive leadership styles, but less attention has been paid to the exploitative leadership style. In fact, despite a high amount of research on destructive leadership and its different styles in the country, there is little about exploitative leadership style, indicating a theoretical and practical gap. As a result, this research seeks to identify and highlight the indicators of exploitative leadership and the unfortunate outcomes of this leadership style in government organizations. 2- THEORETICAL FRAMEWORK Exploitative leadership falls under the umbrella of destructive leadership because these leaders show a variety of negative behaviors. Despite research on leader self-interest, there is limited understanding of leader exploitation. Exploitative leadership is defined as a destructive leadership style in which the leader (1) exhibits selfish behavior, (2) pressures employees, and (3) undermines their skills and expertise and creates barriers to their personal growth. Previous research has shown many unfavorable effects of exploitative leadership on employees, including reduced job satisfaction and emotional commitment, increased turnover intention, burnout, workplace deviance, and perceived imbalance in social exchange. 3- METHODOLOGY The current research is an applied study in terms of purpose, and regarding the method, it is an exploratory study. The expert team of the current research is the managers of the government organizations of Lorestan province along with the university professors, which was conducted using the purposeful sampling method and numbered 25 people. The tool for collecting information is an interview in the qualitative part and a questionnaire in the quantitative part. Qualitative data were analyzed using the opinions of 25 experts and up to the point of information saturation and theoretical adequacy. Qualitative data were analyzed with "Atlas T" software and content analysis method, and quantitative data were analyzed with the fuzzy cognitive mapping method. 4- RESULTS & DISCUSSION The findings of the research show that the most influential indicators of exploitative leadership are extreme ambition, hubristic personality, self-centeredness, and self-interest. Also, the reduction of motivation and innovative performance of employees, job and emotional burnout, the emergence of a paranoid atmosphere, and the spread of organizational pessimism were identified as the most significant consequences of exploitative leadership. 5- CONCLUSIONS & SUGGESTIONS The performance and actions of leaders do not always lead to the organization's success and progress. In some cases, adverse and unethical leadership styles, such as exploitative leadership, can be the cause of pushing employees and the organization toward decline. In general, exploitative leadership can have unfavorable effects on the performance of employees and, consequently, on the organization's performance. Therefore, the current research was conducted to identify indicators and consequences of exploitative leadership in government organizations.

Original Article

Brand Engagement in Hotel Industry: The Role of Corporate Social Responsibility, Brand Trust, and Brand Identification

Jamshid Salar; Ramzan Gholami Avati

Volume 15, Autumn & Winter 2024 , February 2024, Pages 273-301

https://doi.org/10.22067/tmj.2024.82973.1447

Abstract

1- INTRODUCTION Today, brand engagement is considered one of the most influential marketing strategies. Brand engagement creates a sustainable competitive advantage for companies and increases their performance. Therefore, companies seek appropriate strategies to improve customer engagement with their ... Read More 1- INTRODUCTION Today, brand engagement is considered one of the most influential marketing strategies. Brand engagement creates a sustainable competitive advantage for companies and increases their performance. Therefore, companies seek appropriate strategies to improve customer engagement with their brands. This research aimed to investigate the effect of corporate social responsibility on brand engagement regarding the mediating role of brand trust and brand identification in the hotel industry. 2- THEORETICAL FRAMEWORK Brand engagement is considered a crucial strategy in marketing literature. Various research has been done on brand engagement, but little has been done about the effects of corporate social responsibility, brand trust, and brand identification on brand engagement. Also, little research has investigated the role of brand trust and identification in the relationship between corporate social responsibility and brand engagement. Previous research has examined the direct relationship between corporate social responsibility and brand engagement and has rarely examined mediating variables in the relationship between these two variables. Therefore, this research seeks to investigate the effect of social responsibility on brand engagement with the mediating role of brand trust and identification in hotels in Ramsar, one of the most vital Iranian tourism destinations. This research tries to answer this research gap and provide a comprehensive model in this field. 3- METHODOLOGY This study is applied cross-sectional research concerning the purpose and a descriptive survey regarding the data collection method. The population of this research includes the customers of Ramsar hotels, 300 of whom were selected as the statistical sample. The questionnaire's content, convergence, and divergence validity were confirmed. Also, its reliability was confirmed using Cronbach's alpha coefficient and composite reliability. In the descriptive part, SPSS 27 statistical software was exploited, and in the inferential part, structural equation modeling was conducted in SmartPLS 4 software to test the research hypotheses. 4- RESULTS & DISCUSSION According to the research findings, corporate social responsibility has a positive effect on brand engagement, brand trust, and brand identification. Corporate social responsibility creates an emotional connection between the company and consumers. As a result, consumers feel like they are part of the company. Companies should have social responsibility strategies to build trust among consumers. If the organization participates in social responsibility activities, its identity and high values will be shown to customers. Brand trust positively affects brand engagement and mediates the relationship between corporate social responsibility and brand engagement. The company's reliability makes the customers provide better information and have more relationships with the company. Additionally, brand identification positively affects brand engagement and mediates the relationship between corporate social responsibility and brand engagement. Companies should differentiate their products and services from their competitors so that customers will identify with the organization's brand. 5- CONCLUSIONS & SUGGESTIONS Companies should strengthen social responsibility, brand trust, and brand identification to increase customer engagement with their brand. As a result, it is suggested that hotels observe their organizational social responsibility, give importance to environmental issues in their activities, support cultural and sports events, provide more job opportunities to people, put customers as their priority, fulfill their promises, produce high-quality products, take care of their customers and establish an emotional relationship with customers so that they identify themselves with the hotel. Also, hotels should perform their activities so that customers feel the hotel has the same identity as their identity. Keywords: Corporate Social Responsibility, Brand Engagement, Brand Trust, Brand Identification

Original Article

Developing a Leadership Model for Iranian Government Organizations

Hosain Ali najafi; Naser Poursadegh; Hamed Rahmani

Volume 15, Autumn & Winter 2024 , February 2024, Pages 302-339

https://doi.org/10.22067/tmj.2024.83151.1463

Abstract

1- INTRODUCTION Leadership is one of the most vital roles and duties of a manager. The inadequacies caused by the increase in the size of the government and the expenses of the government sector, more than ever, reveal the importance of changing government management and paying attention to ... Read More 1- INTRODUCTION Leadership is one of the most vital roles and duties of a manager. The inadequacies caused by the increase in the size of the government and the expenses of the government sector, more than ever, reveal the importance of changing government management and paying attention to the role of leaders. In this article, the authors have concluded that according to the multiple characteristics of government organizations in the present era, among the theories, models, and new concepts of leadership, attention to characteristics of the leader, follower, and context can be an efficient approach for leadership in government organizations. On this basis, considering human knowledge management with an Islamic and Quranic perspective, a new model has been designed to fill the gap in the literature. 2- THEORETICAL FRAMEWORK Avolio (2012) believes that leadership comes to the fore when a leader interacts with followers in a specific context, and all work together to achieve a common goal or a set vision. Many researchers have emphasized the need to pay attention to the mutual interactions of the three dimensions of leader, follower, and context. Leadership research has gone through different paths. Leadership in Islamic culture is a blessing given by God to humanity. Talib Hasham (1991) considers leadership in the organization to be aligned with Sharia. The life-giving school of Islam is a comprehensive and perfect religion with rules and regulations for all aspects of human individual and social life. Leadership in Islamic culture is a blessing that God has made available to humanity; for that, He puts a blessing on man's neck. Therefore, in Islamic culture, man is a creature created by God and covers all his needs and shortcomings in his life. The most critical need is how to use facilities and tools i.e. leadership and management. In terms of management, it is logical and necessary for societies to have a forward-looking view of their growth and survival and plan accordingly. Leadership can pave the way for motivating everyone's determination toward the realization of the desired future, decision-making, and capacity-building for the continued life of the organization. Therefore, the present research has designed a new image of leadership by referring to Islamic texts and considering the aspects of the leader, follower, and context to provide a practical solution for the leaders and managers of the organization. 3- METHODOLOGY This research was done in a mixed method. For extracting the dimensions and designing the model, the meta-synthesis method and interview with thematic experts have been used, and the structural equation modeling method has been used to test the model. In the qualitative part, the concepts related to leadership in the three areas of leader, follower, and context from theoretical literature, previous research, and native and Islamic studies were summarized and categorized in three stages and led to the identification of 320 basic themes and 20 secondary themes. These 20 themes were finally classified into three main categories: leader, follower, and context. Before meta-synthesis, the advantage of the qualitative method of content analysis was used to extract themes from native and Islamic studies. Based on a sample of 300 experts from defense, cultural, social, and distribution organizations, the quantitative part examined the research hypotheses. The findings of the quantitative section showed that the leader dimension and the follower dimension have a beta coefficient of 0.096 and 0.094, respectively, and the background dimension has a beta coefficient of 0.082. 4- RESULTS & DISCUSSION Leadership is one of the topics that can create the power of clear foresight to achieve goals in both leaders and followers. The findings of the present research show the dimensions of leadership in the three dimensions of the leader with the components of projection and foresight, encouraging and empowering, cleaning and organizing, competence, servanthood and good deeds, the dimension of the follower with the components of self-leadership and multi-dimensionality, empowerment and development, responsibility and resilience, moderation and moderation, jihadi activity and moral virtues and the context dimension with the components of social, political, cultural, economic, legal and legal contexts, security, national and international and technology have been identified and explained. The results of the quantitative section indicate that the combined attention to all three dimensions of leader, follower, and context has been able to explain 82% of the significant impact of leadership. Also, the influence of the leader dimension is stronger than the other two dimensions. The leader dimension alone can predict 93% of the meaningful impact of leadership. At the same time, the correlation of the leadership dimension with the dimensions of leader and followers is stronger than the correlation of the leader and context. 5- CONCLUSIONS & SUGGESTIONS The results of the present study based on the significant impact of all three dimensions of leader, follower, and context in the leadership of Iranian government organizations were consistent with several other studies that emphasized the identified dimensions in different areas of leadership. Also, by simultaneously considering all three structures of leader, follower, and context, it is possible to solve the complexities and dynamics of the environment. In future research, researchers can investigate the mediation role in the relationship between leader, follower, and context and the mutual correlation between these dimensions and its impact on the leadership of Iran's government organizations.

Examining the Impact of Strategic Leadership on Sustainable Competitive Advantage Mediated by Innovation Ambidexterity and Human Capital

Mohammad Sadegh Akbari Nooghabi; Azar Kaffashpoor; Mahdi Bahrami; Sajad Pourkian

Volume 15, Spring & summer 2023 , September 2023, , Pages 99-125

https://doi.org/10.22067/tmj.2023.72474.1360

Abstract

1- INTRODUCTION The current research aims to investigate the effect of strategic leadership on the ability to create sustainable competitive advantage. Moreover, it examines the mediating role of human capital and innovation ambidexterity. The target population of the research is enterprises ... Read More 1- INTRODUCTION The current research aims to investigate the effect of strategic leadership on the ability to create sustainable competitive advantage. Moreover, it examines the mediating role of human capital and innovation ambidexterity. The target population of the research is enterprises operating in the growth center of Ferdowsi University of Mashhad. 2- THEORETICAL FRAMEWORK Strategic leadership is the process of directing strategic plans and ensuring their satisfactory implementation, the objective of which is to succeed the organization in the long term. Leadership is considered one of the most important duties and roles of a manager. The importance of this task is high such that some scholars relate a manager's success to their ability to direct human resources. Human capital is a set of management skills such as creativity, problem-solving ability, and leadership embedded in the organization's employees. Human capital is a constitution of all potential and actual capabilities of employees that can be strengthened with proper investment. The ability of an organization to simultaneously discover innovative opportunities and implement innovation is a contradiction called innovation ambidexterity. Sustainable competitive advantage is defined as higher-than-normal returns associated with the performance and expectations of the capital market. 3- METHODOLOGY The current research is a positivist study in terms of paradigm, inductive in terms of approach, practical in terms of purpose, descriptive-analytical in terms of method, and quantitative in terms of data and research design. The target population of this research is comprised of 110 enterprises at the growth center of Ferdowsi University of Mashhad, from which 86 were sampled with the simple random method. Thus, its level of analysis is organizational. Needed data was collected by distributing a written questionnaire, whose reliability was affirmed using Cronbach's alpha and composite reliability coefficient. To assess the questionnaire's validity, a confirmatory factor analysis was conducted and evaluated in terms of both convergence and divergence. The collected data was analyzed by conducting a structural equation modeling in SmartPLS software. 4- RESULTS & DISCUSSION Research results confirmed all its hypotheses and indicated that strategic leadership has a direct positive significant effect on sustainable competitive advantage. Additionally, it affects sustainable competitive advantage indirectly through human capital and innovation ambidexterity. 5- CONCLUSIONS & SUGGESTIONS Practical and research implications are presented as follows. It is suggested that enterprises hold a workshop for their managers to teach important points of strategic leadership and the art of influencing others. It is suggested that managers redefine the organizational goals and vision based on the current conditions of the environment, redesign the organizational structure according to new goals and conditions, organize training programs for employees to develop their human capital, design programs to improve moral values in the organization; enhance the organizational culture by arranging individual and group counseling meetings for employees and managers. It is suggested that managers establish a research and development center, establish a closer and more organized relationship with university professors in order to use new knowledge and transform it into new technologies, and establish an industry-university liaison office. Company managers are advised to give priority to hiring and employing creative and innovative employees. Also, for any innovation presented by the employees that leads to the creation of a creative product or service, allocate a percentage of the sales profit to encourage them. Considering the dramatic difference between the enterprises in the growth center regarding age, market size, type of activity, growth stage, number of employees, and other factors, it is suggested to approach them differently and study these enterprises in separate and more specialized categories. Since several factors may influence the relationship between strategic leadership and sustainable competitive advantage, according to a review of the research literature as well as field observations, it is suggested to consider mediators such as knowledge capital, organizational culture, brand reputation, strategic flexibility, business intelligence, etc. The research reached a big difference between humanities and non-humanities growth center companies (including engineering, agriculture, basic sciences, veterinary medicine, and sports sciences). Accordingly, it is suggested to conduct separate research on them for a more detailed investigation.

Sustainability of Organizational Changes in Iranian Private Banks: Strategies and Consequences

Mohammad Sadegh Dadmehr; Yaghoob Maharati; Alireza Khorakian; Fariborz Rahimnia

Volume 15, Autumn & Winter 2024 , February 2024, , Pages 147-188

https://doi.org/10.22067/tmj.2023.81906.1416

Abstract

Designing a Model of Center for Evaluation and Development of Managers' Competencies to Achieve the Desired System of Organizational Performance Improvement: A Qualitative Approach

mahdi yarahmadi khorasani; nazia sadat naseri; elham fariborzi

Volume 13, Autumn & Winter 2022 , February 2022, , Pages 125-156

https://doi.org/10.22067/tmj.2021.67290.0

Abstract

INTRODUCTIONMany forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms used in large ... Read More INTRODUCTIONMany forward-thinking organizations seek to educate managers to assess and meet their future needs. Obviously, the implementation of these programs requires the use of reliable assessment techniques that can accurately assess the desired capabilities. One of the mechanisms used in large companies in the world to address this issue is to exploit the center for evaluation and development. these centers are also utilized in iran for several years. THEORETICAL FRAMEWORKEvaluation centers are used to achieve various goals. the most important reasons for using evaluation centers are recruitment, appointment, retention, and development of employees. successful organizations employ middle and senior managers and even experts based on feedback received from the evaluation center. Evaluation centers have been an important tool in selecting managers for the past 25 years. One of the most important reasons for this success is that they have very high predictability. METHODOLOGYTo identify and model the performance factors, first, related university professors and administrators were identified and organized as delphi experts. then, using a questionnaire tool, the desired dimensions and components were identified during three delphi rounds. RESULTS & DISCUSSION The results indicated that the dimensions and components of the center for evaluation and development of managers' competencies include organizational value (6 components), insight and attitude (5 components), personality traits (6 components), personal communication (3 components), interpersonal communication (6 components), leadership (5 components), professional credibility (3 components), technological knowledge (3 components), self-management (4 components), managing the others (4 components), business management (7 components), emotional ability (3 components), mental ability (3 components), empirical ability (3 components), academic ability (4 components), physical ability (3 components), and personality traits and skills of evaluators (11 components). also, the important dimensions and components of the system to improve the organizational performance include human resources (4 components), knowledge management (4 components), external factors (6 components), internal factors (4 components), and organizational management (7 components). CONCLUSION & SUGGESTIONSConsidering the role of the evaluation center in assessing the competence of managers, it is suggested to senior officials take the necessary measures to design, establish, utilize, and support evaluation centers to evaluate the competencies of their staff and provide a basis for meritocracy. On the other hand, the expansion of the evaluation center in the country and its acceptance by organizations and senior managers requires formulating and implementing a culture at the national level in line with the country's perspective. thus, researchers are advised to implement evaluation centers in organizations even in the form of research projects. It should be noted that, in the present study, the dimensions and components were designed in the municipality. The other organizations should design the appropriate model based on their specific tasks and managerial competencies. there are common roles and responsibilities for a manager. The evaluation center should accordingly evaluate the common tasks and competencies as well as tailor them to each organizational position.

The analysis of organizational entrepreneurship factors with the combined approach of grounded theory and fuzzy cognitive map (Case of: electricity Distribution Company of Yazd)

Habib Zare Ahmadabadi; Fatemah Zamzam; Mohammad Reza Zare Banadkouki; Mohammad Habibi

Volume 10, Autumn & Winter 2019 , February 2019, , Pages 95-122

https://doi.org/10.22067/pmt.v10i2.66200

Abstract

1- INTRODUCTIONNecessity of Organizational entrepreneurship is result from incompatibility and slow response of small and big scale organizations to increasing rapid, complex and uncertain changes of environment. Therefore, organizations must use external and internal resources effectively and timely ... Read More

An Analysis of the effect of professional ethics on organizational performance and trust through the mediating role of ethical climate

Ghazaleh Taheri Attar; moein pourahmadi; Masoud Herati

Volume 11, Spring & summer 2019 , September 2019, , Pages 27-56

https://doi.org/10.22067/pmt.v11i1.69484

Abstract

1- INTRODUCTIONToday, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present study is to investigate ... Read More 1- INTRODUCTIONToday, attention to professional ethics and its implications is one of the most fundamental research topics in the organizational field. Considering that professional ethics and ethical climate can affect the quality of organizational outcomes, the aim of the present study is to investigate the relationship between professional ethics on organizational performance and trust by mediating role of the ethical climate in the Red Crescent Organization of Tehran Province.2- THEORETICAL FRAMEWORKEthical behavior is one of the important issues of all organizations that can be affected by many factors, including intellectual capital. In organizations, what they know (intellectual capital) is more than what they are (material capital); on the other hand, organizations are increasingly engaging in ethical conundrum, the conditions that the professional ethics and existing ethical climate should be paid Special attention. stated that in the past two decades, extensive research has focused on the ethical climate of the organization, most notably by Coulen et al. Research on organizational ethical climate is relatively new and has attracted the attention of many researchers. In 2007, an investigation was conducted among managers of business, industrial and transportation company, which showed that the types of organizational ethical climate on various dimensions of job satisfaction (satisfaction with payment, promotion, co-workers, supervisor, and job) has a positive effect. Also, this research showed that organizational ethical climate types have a positive effect on different kinds of organizational commitment , organizational identity, involvement and loyalty. One of the consequences of behavioral and attitudinal outcomes resulting from ethical climate is job satisfaction, which is one of the most significant variables in the field of organizational psychology and management. job satisfaction refers to the general attitude of the individual about the job. In another study, Enayati and Hajji Zeinali's findings in 2013 showed that the status of organizational trust and work ethics is in a desirable level and there is a positive relationship between organizational trust and its components with work ethic. In the relationship between professional ethics and employee performance, some researches have recommended that, in order to improve knowledge management and employee engagement, it is necessary to focus on the establishment of ethical and professional workplaces. in another research, considered Expression of Organizational Existence and trust as factors involved in mental and physical health. The results showed that high levels of expression Existence have a significant positive correlation with excessive work and a negative correlation Has a significant psychological and physical health. showed that the organizational climate directly and indirectly affects social capital and has a positive and significant effect on job performance also social capital has a positive and direct effect on Job performance. Also, indicated that the performance and the willingness to leave were affected by organizational ethical climate and its dimensions. So in this research, we examine these hypotheses:Hypothesis 1: Professional ethics has a direct relationship with ethical climate.Hypothesis 2: Professional ethics has an indirect relationship with performance through ethical climate.Hypothesis 3: Professional ethics has a direct relationship with organizational trust.hypothesis 4: Professional ethics has an indirect relationship with organizational trust through ethical climate.hypothesis 5: Professional ethics has direct relationship with performance.Hypothesis 6: The ethical climate has a direct relationship with organizational trust.hypothesis 7: The ethical climate has a direct relationship with performance.3- METHODOLOGYThis research is an applied study in terms of its purpose and based on its method is descriptive. The population of this study was 470 employees of the Red Crescent Organization of Tehran that 198 employees were selected randomly as a statistical sample. Data were collected through questionnaires including ethical climate, organizational trust, organizational performance and professional ethics based on the Likert 5 range. in this study Kolmogorov-Smirnov test was used to test normal. Considering that the level of distribution of variables in the organization is more than 5%, the distribution is normal. in this research, Cronbach's alpha test was used to examine the reliability of the research toolAll structures have a Cronbach's Alpha higher than 0.7. To assess the validity of the questionnaire, content validity and exploratory factor analysis have been used . For statistical analysis of the relationships between research variables, Pearson correlation test and structural equation model were used by LISREL software.4- RESULTS & DISCUSSIONAccording to the results of the data analysis, the proposed model was approved which shows the results of the correlation between the variables. The least correlation belongs to the relationship between ethical climate and job performance. Therefore, any improvement in professional ethics can be accompanied by improvements in its implications: ethical climate, organizational trust, and job performance. It was found that the existence of professional ethics in employees has a positive relationship with job performance. This has been confirmed in other investigations. The findings also indicate that the relationship between professional ethics and organizational trust is positive and significant. Some studies have also evaluated this relationship positively. The weakness of the ethical system leads to a reduction in communications and an increase in organizational losses. In an organization such as the Red Crescent, a reduction in the level of employee trust can lead to multiple damage to other functional and behavioral dimensions. also, the results of the analysis show a positive and significant relationship between ethical climate and job performance; several studies confirm the same conclusion. It seems that when employees recognize ethical climate , they will understand the values and ethical behaviors of an organization and will have better performance. Thus, the indirect relationship between professional ethics and performance through the mediating role of ethical climate is confirmed.Findings show a positive and significant relationship between ethical climate and organizational trust. Some researchers also pointed to this in their research. Finally, it can be concluded that professional ethics with organizational trust are indirectly related by the mediating role of ethical climate.5- CONCLUSIONS & SUGGESTIONSThe research also encountered some constraints such as conservatism , lack of motivation and possibility of unrealistic responses of some respondents. regarding with practical suggestions it should be noted that ethical leaders should be used to create an ethical climate that leads to organizational ethics. In our organizations, since there is always a lack of organizational trust, the ethical climate and professional ethics of an organization have led to a climate of friendship so that trust can be built up. Also, given the importance of the subject, it is suggested that in future researches the relationship between adherence to professional ethics, ethical leadership in organizations, social acceptability of companies, and other similar issues are further considered, in order to be able to demonstrate the impact of ethics in management, The efficiency and effectiveness of companies, in addition to promoting the level of professional ethics and encouraging companies to be ethical, pursued standardization and approval of the necessary laws in this field more quickly and more easily.

Original Article

Presenting a model for evaluating entrepreneurship opportunities in Lorestan non-governmental organizations

Hosain Moghadam kia; Heydar Amiran; Abdollah Kolobandi; Mohamadreza kabranzadehghadim

Articles in Press, Accepted Manuscript, Available Online from 11 June 2024

https://doi.org/10.22067/tmj.2024.87752.1566

Abstract

Background and objective: Entrepreneurial opportunity can be seen as a potentially feasible and profitable investment that offers a new innovative product or service to the market. Therefore, the proper evaluation of entrepreneurial opportunities can lead to an increase in the probability of business ... Read More Background and objective: Entrepreneurial opportunity can be seen as a potentially feasible and profitable investment that offers a new innovative product or service to the market. Therefore, the proper evaluation of entrepreneurial opportunities can lead to an increase in the probability of business success. Therefore, the aim of this research is to provide a model for assessing entrepreneurial opportunities in Lorestan non-governmental organizations in order to provide a native model for better explaining the entrepreneurial opportunity assessment. Methodology: The research is conducted in the form of qualitative methodology and using contextual theory. In this way, using in-depth interviews and targeted and theoretical sampling among 17 professors, entrepreneurs and entrepreneurship experts, data collection and analysis has been done in an open, central and selective coding method. By conducting each interview and categorizing and coding the data step by step after 17 interviews, it became clear that the topics are being repeated and conducting a new interview does not help the analysis process. At this stage, the researcher reached theoretical saturation.Findings and results: The results were obtained based on three stages of coding with more than 166 meaningful propositions, 35 sub-categories, 12 main categories and one core category. 12 categories were obtained, and by further abstracting these categories in the selective coding stage, a core category named "Evaluation of entrepreneurial opportunity in non-governmental organizations of Lorestan due to the acceptance of new opportunities in the innovation system in the context of effective communication and the behavioral and ethical characteristics of human resources with The intervention of structural alignment and modification and revision of laws using the three strategies of competitor and market analysis, research and development and financing leads to the consequences of guaranteeing usefulness, increasing the cognitive abilities of entrepreneurs and the possibility of social inclusion cover. Considering that these results are new in the theoretical field, they can be used as an application for relevant planners and policy makers.

Original Article

Exploring the Challenges of Digital Transformation in Iranian’s Public Sector: The Structural-Interpretive Modeling (ISM) Approach

hassan danaeefard; Hosein Kazemi; Mahsa Karimi

Articles in Press, Accepted Manuscript, Available Online from 12 February 2024

https://doi.org/10.22067/tmj.2024.81350.1405

Abstract

Today, the emergence and expansion of digital technologies has led governments to use technologies to improve public services and the quality of public administration; Because in the digital age, the needs and expectations of citizens have changed and public organizations must move towards digital transformation ... Read More

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Original Article

The effect of knowledge sharing on ambidextrous innovation with the mediating role of intellectual capital ( case study: managers of knowledge-based companies of Ferdowsi Mashhad University Growth Center

masumeh arabshahi; mahya eshaghzadeh

Articles in Press, Accepted Manuscript, Available Online from 11 June 2024

https://doi.org/10.22067/tmj.2024.83662.1468

Abstract

the purpose of this research was to investigate the effect of knowledge sharing on the innovation of two ambidextrous with the mediating role of intellectual capital. The statistical population of the research are 153 managers of knowledge-based companies of the Ferdowsi University of Mashhad’s ... Read More

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Original Article

Designing an Organizational Trust Model through Grounded Theory Approach

Arezoosadat Hashemiamin; Gholamreza malekzadeh; Yaghoob Maharati

Articles in Press, Accepted Manuscript, Available Online from 11 June 2024

https://doi.org/10.22067/tmj.2024.86226.1530

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’ ... Read More 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

Investigating the Impact of Networking capability on ambidextrous innovation with the mediating role of knowledge applications (Case Study: Banking Information Technology Companies)

Sajad Farsi; rouzbeh darvishi; Vahid Khashei Varnamkhasti

Articles in Press, Accepted Manuscript, Available Online from 11 June 2024

https://doi.org/10.22067/tmj.2024.86592.1539

Abstract

Aim and introduction: Knowledge-based companies are the engine of economic growth and development of a country. These types of businesses are very important for governments due to their special nature and the important contribution they have in creating jobs and economic growth and development of a country. ... Read More Aim and introduction: Knowledge-based companies are the engine of economic growth and development of a country. These types of businesses are very important for governments due to their special nature and the important contribution they have in creating jobs and economic growth and development of a country. A large amount of economic activities in developing and even developed countries are made up of small and medium-sized and knowledge-based companies. In our country, despite the appropriate capacity for technology growth, these types of businesses are developing. On the other hand, these businesses operate in very dynamic and competitive environments that face significant and often unpredictable technological, political and economic changes. For this purpose, the development of innovation has become one of the basic requirements for these businesses in order to survive and maintain their competitive position. One of the types of innovation that has become very important today is ambidextrous innovation. One of the ways to obtain the resources and knowledge needed by organizations to create and implement ambidextrous innovation is the networking capability. On the other hand, knowledge assimilation applications and knowledge transformation applications make the process of influencing networking capability on ambidextrous innovation clear. Knowledge applications make relevant and unrelated knowledge absorbed into the organization understandable for units. Based on this, the current research aims to investigate the relationship between networking capability and ambidextrous innovation with the mediating role of knowledge applications in knowledge-based companies in the field of banking information technology.Methodology: In terms of purpose, this research is applied and has a quantitative approach, and in terms of the nature of the method and data collection, it is descriptive-survey and in terms of time, it is a cross-sectional research. In this research, the library method has been used in order to collect theoretical topics and develop the conceptual model of the research. Also, a field study and data collection has been done through a questionnaire. To test the validity of the content of this research, with the aim of resolving possible ambiguities in the questions and to check the content validity of the questionnaire, a copy of the questionnaire was given to six professors of strategic management at Allameh Tabataba'i University, and after confirming the results, the questionnaires were distributed. Also, convergent and divergent validity methods have been used to check construct validity. The reliability of the questionnaire was calculated using Cronbach's alpha measurement method and compound reliability. Cronbach's alpha values of all variables are higher than 0.7, so the questionnaire has the necessary reliability. The target society of this research is knowledge-based companies in the field of banking information technology in Tehran. Since 19 companies are active in this field and the society is the target of this research, all 19 companies were selected as a sample in this research. In this research, the method of data analysis is descriptive statistics and inferential statistics by analyzing the relationships between variables through correlation matrix, structural equation test and model fit test.Findings: The results of this test show that: The maximum amount of work experience of the managers who participated in this research is between 5 and 10 years, which indicates the sufficient experience and knowledge of the majority of the participants of this research regarding the problem and the subject of the research. The highest frequency is for companies with more than 10 years of experience. The age distribution of companies shows the presence of companies with relatively long working history next to new companies. Also, the data of this research have convergent and divergent validity and they had a normal distribution. The overall fit index of the model (GOF) also shows a number of 0.550. This value shows the very appropriate power of the model in predicting the endogenous current variable of the model. Finally, the results of the hypothesis test are as follows: The significance statistic between networking capability and ambidextrous innovation is equal to 7.334, which is greater than 1.96 and indicates the significance of the relationship between these two variables at the 95% confidence level. The significance statistic between networking capability and knowledge assimilation application and knowledge transformation application is equal to 13.198 and 16.775, which are greater than 1.96 and indicates the significance of the relationship between these variables at the 95% confidence level. The significance statistic between knowledge assimilation application and ambidextrous innovation is equal to 4.054, which is greater than 1.96 and indicates the significance of the relationship between these two variables at the 95% confidence level. The significance statistic between knowledge transformation application and ambidextrous innovation is equal to 4.268, which is greater than 1.96 and indicates the significance of the relationship between these two variables at the 95% confidence level. At least, sobel's test was used to check the mediator variable. According to the results of this test, the value of Z-value or the Sobel test statistic is equal to 2.414 for knowledge assimilation application and 3.112 for knowledge transformation application, which are higher than 1.96. Therefore, knowledge assimilation application and knowledge transformation application plays a mediating role in the relationship between networking capability and ambidextrous innovation.Discussion and Conclusion: Based on the results, in order to create and implement ambidextrous innovation in knowledge-based companies in the field of banking information technology, special attention should be paid to the development of networking capabilities in these companies. Managers of these companies should facilitate the process of applying foreign knowledge by developing networking capabilities. In the knowledge-based economy, knowledge-based companies in the field of information technology may gain access to external knowledge related and unrelated to their knowledge base through networking with their strategic partners. This improves the efficiency and effectiveness of knowledge applications and facilitates the achievement of ambidextrous innovation. Managers of knowledge-based companies active in the field of banking information technology should pay special attention to absorbing knowledge through networking to create ambidextrous innovation. They should develop clear and applicable knowledge application processes and procedures (such as the application of knowledge acquisition and transformation) in their companies.

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Original Article

Designing an organizational whistle-blowing model in government organizations (Qualitative approach: theme analysis)

Shahram Pourmohammad; mohammadreza Jaber Ansari; Mohammad Hakkak; Yousef Mohammadi moghadam; Adel Salvati

Articles in Press, Accepted Manuscript, Available Online from 11 June 2024

https://doi.org/10.22067/tmj.2024.84001.1473

Abstract

Abstract The present research has been done with the aim of designing an organizational whistle-blowing model in government organizations. This research is applied in terms of purpose, survey-developmental in terms of approach, and qualitative in terms of type. The statistical population of this research ... Read More

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Original Article

Quantitative analysis of multiple relationships of supportive organizational culture, leadership performance, job satisfaction, organizational trust and job Engagement

usef ramezani; Zahra Rafizadeh; Ghasem Anvari; Shaghayegh Torabi

Articles in Press, Accepted Manuscript, Available Online from 21 May 2024

https://doi.org/10.22067/tmj.2024.84646.1484

Abstract

The present research is applied in terms of purpose and in terms of nature and method, it is descriptive-correlation research. The statistical population in this research is all the employees of Atiehsazan supplementary insurance company in Mashhad, the total number of employees is 178 people. In the ... Read More

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Original Article

Scenario Planning of Factors Affecting Business Improvement Under Epidemic Conditions via Interaction Effects Analysis (Case study: Healthcare System)

Fatemeh Naseri; Aliakbar Hasani

Articles in Press, Accepted Manuscript, Available Online from 08 September 2024

https://doi.org/10.22067/tmj.2024.86514.1538

Abstract

Following the expansion of business boundaries and the increase of uncertainties, business management under disruption such as the outbreak of epidemics has been considered. In this study, the effective factors on business improvement under epidemic conditions have been investigated using the combined ... Read More

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Original Article

Explaining the enabling factors of communicative maturity in Iran's government organizations

Mansour Rahmani; masoud Bastami; soleiman ahmadzadeh

Articles in Press, Accepted Manuscript, Available Online from 08 September 2024

https://doi.org/10.22067/tmj.2024.87047.1552

Abstract

Communication is a vital factor for organizational success and can be considered as a social and cognitive process through which information is exchanged between individuals and creates meaning. How to better understand, analyze and evaluate communicative processes is a major challenge for communication ... Read More

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Original Article

Analyzing the Concept of Fearless Organization in Ta’amin Ejtemaie Hospitals Using Rodgers' Evolutionary Approach

Fatemeh Sadat Vahabzadeh Moghadam; Ahmad Vedadi; karamEllah Daneshfard

Articles in Press, Accepted Manuscript, Available Online from 08 September 2024

https://doi.org/10.22067/tmj.2024.87329.1558

Abstract

The purpose of this research is to clarify the concept of fearless organization and understand the characteristics, drivers and sons of this concept in the field of health and treatment in Iran. In this study, Rodgers' evolutionary concept analysis approach is used. The published texts in English and ... Read More

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Original Article

Designing an organizational resilience model in the face of crisis and Organizational Rip Currents

Ali Shariatnejad; reza sepahvand; Hadi Rezaeinejad

Articles in Press, Accepted Manuscript, Available Online from 08 September 2024

https://doi.org/10.22067/tmj.2024.87597.1563

Abstract

Organizational divisive currents are factors beyond the organization's control that create change and transformation, merger and acquisition, and conflict and contradiction in the organization. The growing need to understand how organizations can manage crises links crisis management to resilience. Therefore, ... Read More Organizational divisive currents are factors beyond the organization's control that create change and transformation, merger and acquisition, and conflict and contradiction in the organization. The growing need to understand how organizations can manage crises links crisis management to resilience. Therefore, the current research was conducted with the aim of providing a model of organizational resilience in the face of crisis and organizational rip currents. The current research is qualitative in terms of applied purpose, in terms of inductive approach, and in terms of the type of data. The information sources of the research are published articles in the field of organizational rifts, crisis management and organizational resilience, and using the purposeful sampling method, finally 53 articles were included in the analysis process. Qualitative data analysis in this research was done using thematic analysis and coding method using Atlas.ti 9 software. After review and analysis, 702 codes were discovered, and after consolidation and summarization, 61 basic themes, 14 constructive themes and 3 overarching themes were identified. The first category of overarching themes is organizational divisive currents that include constructive themes (increasing the organization's capacity and adaptability to critical changes, arrangements and programs necessary to respond to disruptions and sudden crises, and learning to solve problems in critical and unexpected situations). The second category is the overarching themes related to crisis management, which includes constructive themes (necessity of quick decision-making and action in crises in the minds of designers and involved agents, conscious coordination of efforts to deal with sudden disruptive flows and assessment of possible threats caused by irreversible environmental changes control and fast). The third category of overarching themes is organizational resilience, which includes constructive themes (monitoring and predicting changes with the aim of developing response plans, analyzing external factors and sudden shocks, improving resilience capacity based on adaptability, creating a resilient human resources system, increasing resilience capacity in unexpected crises)

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Original Article

Evaluation of organizational transformation based on architecture in the structure of Parliament Research Center

Salar Moradi

Articles in Press, Accepted Manuscript, Available Online from 22 September 2024

https://doi.org/10.22067/tmj.2024.87300.1557

Abstract

Background and aim: Enterprise architecture is one of the tools of coordination with developments and is an almost new approach that is known today as an effective method in matching the strategic goals of organizations with their information and communication technologies. Based on this, the aim of ... Read More Background and aim: Enterprise architecture is one of the tools of coordination with developments and is an almost new approach that is known today as an effective method in matching the strategic goals of organizations with their information and communication technologies. Based on this, the aim of this research is to assess and validate the components of the Enterprise architecture of Parliament Research Center based on information technology among the experts force. Method: The research method is quantitative and validation type. The statistical population includes all employees of the Parliament Research Center in 2023, among whom 95 people were selected as a quota sample and field investigation was conducted on them. The measuring instrument of Enterprise architecture is a researcher-made questionnaire that was compiled using the existing theoretical model as well as studies related to Enterprise architecture, and Cronbach's alpha coefficient was used to check the reliability of this questionnaire, and the results of the alpha coefficient were above 0.7.Findings: The findings of this research have been done at two levels of validation and analytical description. In the validation dimension, first-order confirmatory factor analysis was used to estimate the construct validity of the organizational architecture scale with the help of Amos Graphics software. The value of the correlation coefficients between the hidden variables of the research was calculated in a standard way, and the highest correlation coefficient between alignment and integration was observed at 0.85, and after that, the value of the correlation coefficient for flexibility and empowerment is 0.78. Also, the lowest correlation between the two variables of alignment and flexibility was calculated as 0.51. Conclusion: In general, the statistical indicators show the high validity of the indicators proposed for Enterprise architecture based on information technology, and also the descriptive findings show that experts force employees have a high ability in order to understand the Enterprise architecture and its implementation.

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Original Article

Paradigm model of innovation strategy with digital transformation approach in banking industry: Grounded Theory

hamideh hadadi; Abbas Khamseh; taghi torabi; roya shakeri

Articles in Press, Accepted Manuscript, Available Online from 05 October 2024

https://doi.org/10.22067/tmj.2024.86723.1549

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 ... Read More 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.

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Publication start year	2009
Number of Volumes	15
Number of Issues	30
Number of Authors	605
Number of submissions	3,153
Number of Reject Articles	2,667
Rejection Rate	85
Number of Accept Articles	263
Acceptance Rate	8

Volume 15 (2023)

Volume 14 (2022)

Volume 13 (2021)

Volume 12 (2020)

Volume 11 (2019)

Volume 10 (2018)

Volume 9 (2017)

Volume 8 (2016)

Volume 7 (2015)

Volume 6 (2014)

Volume 5 (2013)

Volume 4 (2012)

Volume 3 (2011)

Volume 2 (2010)

Volume 1 (2009)

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