Transformation Management Journal

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

Abstract In recent decades, complexity and environmental turbulence have faced many challenges for organizations. In such a situation, for individuals and organizations, being successful means adapting to life through learning, and changing behavior patterns.  But some scholars believe that this approach should simultaneously and balanced emphasize on the creation of new knowledge related to new products and services for emerging markets, as well as the utilization of competencies and capacities to improve existing products and services. A process is known as organizational ambidexterity. In this process, the ability to use of existing status (exploitation) and opportunities to grow and survive in the future (exploration) are two sides of the organization's move toward ambidexterity. The realization of ambidexterity in organizations requires the creation of a dynamic structure and internal flexibility which can empower organizations to face environmental changes so that they can anticipate environmental change and find appropriate strategies for dealing with them. This approach is addressed in the field of strategic management as strategic thinking.
 

Abstract Given the increasing competition between organizations and employees, paying attention to tasks and behaviors beyond them is one of the major concerns of organizations and their members. Unfortunately, extra roles in some organizations, especially international companies, are rare. Hence, Organizational Citizenship Behavior can increase the organization's ability to recruitment and retain qualified and efficient employees. On the other hand, it is necessary to note that Organizational Citizenship Behaviors do not occur in all situations, and some individual and organizational characteristics contribute to emerge and spread of these behaviors. Although attention to cultural intelligence has grown among international organizations in recent years, they need to consider variables such as cultural intelligence and the mediating role of Cultural Empathy in solving the problem of promoting extra role behavior. This lack of attention to the role of Cultural Intelligence as well as the empowerment role of Empathy is one of the gaps in international organizations. this research addresses the role of Cultural Empathy in improving Employee Citizenship Behaviors so that it can be determined that in order to promote extra role behaviors, people just needed to have high Cultural Intelligence, or both Cultural Intelligence and Cultural Empathy contribute to Citizenship Behavior.

Abstract Today human capital is considered as the main competitive advantage of organizations and it is also recognized as the key indicator of the success of organizations. In Iranian organizations, especially government agencies, there is a huge gap between employees and management and their demands. As a result of this gap, decisions are usually encountered with executive problems, as employees resist against decisions, and managers in turn do not trust employees and are reluctant to share decision making, all of which create a climate of mistrust in the organization. On the other hand, lack of employee’s motivation can have irreparable consequences for organizations, both in the short term and in the long run, and affect the quality of their products, or even give rise to issues such as turnover intention or absenteeism. In this regard, the issue of organizational commitment is also highly important because sometimes under the shadow of distrust, members of the organization intend to leave the organization and find another job. Therefore, a study of attitudes can offer valuable insights to managers to better understand of employees in the organization. In this context, organizational virtue has an important effects in organizations. The feeling of working in a virtue-based organization may encourage employees to do their jobs for something greater than material rewards or career progress including personal satisfaction or simply pleasure derived from implementation of a good job.

Abstract 1- INTRODUCTION
Necessity 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 in order to obtain better competitive advantages. Also learning and innovation for organizations seeking survival and effectiveness are necessary needs and many organizations are heavily seeking entrepreneurial ways and approaches in order to improve their effectiveness, efficiency, and flexibility. So this research aims at identifying and studying influencing factors on organizational entrepreneurship of electricity Distribution Company of Yazd province.
2- THEORETICAL FRAMEWORK
Literature review in the field of organizational entrepreneurship expresses that organizational entrepreneurship is a complex and multidimensional concept which has numerous dimensions and elements.  Schipers et al (2008) and Milz et al’s (2009) suggest that these elements are four dimensions including innovation, pro-activeness, self-renewal and risk taking. Innovation is the production and creation of new products, services, processes, technologies and models of business. Pro-activeness means the forecasting and acting to meet future needs through the search and use of opportunities that implies the development of products. Self-renewal in the organization needs to change and reform in organizational mission, reorganization and making big changes in organizational system. Risk taking includes the organizational readiness for employing resources in order to use opportunities and starting projects without knowing the results and return of investment.

Abstract 1- INTRODUCTION
In terms of psychology, job dissatisfaction and insecurity may have an impact on counterproductive behavior because they create conflicts between the employee and the employer and have negative impacts on employee well-being and efficiency. Individuals who are dissatisfied with their job, their commitment to work will decreases and consequently their destructive behaviors will increase. Affective commitment suggest that the employees of the organization have a strong desire for membership and a very low willingness to leave and is more likely to be the indicator of job satisfaction. The existence of job insecurity creates counterproductive behaviors in the organization, which leads to the elimination of employee commitment and the emergence of problems in the organization; therefore, it seems necessary to examine the relationship between these factors. In general, the purpose of this study was to investigate the effect of job insecurity on counterproductive behaviors with the mediating role of Affective commitment and the moderatoring role of supervisor support. The researchers seek to answer the question that does job insecurity lead to counterproductive behaviors in organizations?

Abstract 1-INTRODUCTION
    In a particular kind of organizational behavior, a member of the organization at least two interpersonal communication situations with other stakeholders in the organization issues different and sometimes contradictory behaviors on a single attitudinal issue, only one or none of them is consistent with his (her) actual attitude. Such a form of organizational behavior is known by the name of hypocrisy in interpersonal communication. Trust have the most effect on interpersonal behavior, because it influences the efficiency and accuracy of communications. If trust is affected by factors such as leadership style and Perceived climate of silence and reduced, the ground for happening hypocritical behavior will be provided. One of the style of leadership that can confuse interpersonal trust and create organizational silence is the style of Bully leadership. This study examine the effect of bully leadership style on hypocritical behavior. The mediating role of interpersonal trust between bully leadership and hypocritical behavior and the moderator role of perceived climate of silence on the relationship between interpersonal trust and hypocritical behavior were also investigated.

Abstract 1- INTRODUCTION
Job burnout results in deterioration of service quality that provided by staff and it can be an influencing factor in turnover, absenteeism, diminished morale and responsibility. Teachers' jobs are among the jobs that their employees suffer from burnout. Self-efficacy is predicted to be a protective factor against burnout. Self-efficacy of teachers plays an essential role in educating students. Psychological empowerment is also one of the effective factors in reducing job burnout of teachers in order that they believe have the ability and competence to perform their duties successfully. Thus, the present research surveys the role of women's psychological empowerment and self-efficacy on their job burnout in the primary schools of Tabadakan district of Mashhad city.
2- THEORETICAL FRAMEWORK
The definition of Maslach, Jackson (1997) about burnout is that they considered three dimensions for job burnout, including emotional exhaustion, depersonalization, and reduced personal accomplishment. According to Spreitzer (1995), psychological empowerment includes sense of competence, autonomy, effectiveness, meaningfulness and trust. Teachers' self-efficacy also involves engaging learners, training strategies and classroom management.
Accordingly, hypothesizes is presented below:
Psychological empowerment has a significant effect on teachers' self-efficacy. Psychological empowerment has a significant effect on the job burnout of teachers. Self-efficacy has a significant effect on the burnout of teachers. Psychological empowerment has a significant effect on the job burnout of teachers through their self-efficacy.