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Organizational misbehaviors are one of the organizational weaknesses and problems that researchers have always considered due to their importance and impact on organizational performance. This study aims to provide a Pattern of organizational misbehavior extracted from the research literature using the meta-synthesis method. The statistical population includes articles published between 1995 and 2021. After screening, 60 articles were selected for final analysis. Data analysis was performed using a deductive approach to thematic analysis with MAXQDA 2020; from the analysis of articles, 281 codes were extracted and classified into 57 categories and five main themes. The main identified themes include the causes and context of the organizational misbehavior, moderating variables, mediating variables, the nature of the organizational misbehavior, the purpose of the organizational misbehavior, types of the organizational misbehavior, and its consequences. Extracting the present pattern to identify gaps in organizational misbehavior research can be useful in clarifying the direction of future research and managing them in the organization. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this survey research was to investigate the use of virtual social networks by librarians and users of public libraries located in Iran. Method: The current research is applied in terms of its purpose and descriptive-analytical in terms of its type and methodology. The statistical population of this research are librarians and users of social networks (Instagram and Bale platforms) used in public libraries. According to the statistics of the managers of the Instagram page and Bale page, 80% of the users of these pages are librarians of public libraries across the country, and 20% of them are regular or usual users. Therefore, out of 5000 people following these pages in June 2022, nearly 4000 people were librarians and the rest were normal users. Based on Morgan's table, the number of research samples was estimated to be 357, which were selected according to the population of each group. According to the overall response rate, which was about 80.15%, finally 204 samples from the librarian community and 81 samples from the user community were selected using convenience sampling method. Findings: The findings of the research showed that there is a significantly positive relationship between the information format (how to display information) and the level of interaction of users and librarians (liking, commenting, etc.). In terms of the level of interaction of librarians and users with social network pages, it was found that librarians have more communication and interaction with the studied platforms than users due to the employment relationship and the need to produce content on these pages as part of librarians assigned tasks and duties. Also, according to librarians, the use of relevant information available on social media pages is effective in their organizational performance. Also, considering that foreign platforms such as Instagram sometimes face some legal restrictions in the country, it is suggested that domestic platforms increase the tendency of users by upgrading their services from a technical point of view in order to use them. Based on this, the most important result of the current research is that public libraries started to operate in social networks and this action is currently at the level of an organizational task and they still could not attract users and interact properly with them in these social networks. Therefore, it is necessary for Iran's public libraries to take action and plan for more interaction with users in these networks. Originality/Value: The most important result of the current research is that public libraries started to operate in social networks and this action is currently at the level of an organizational task and they still could not attract users and interact properly with them in these social networks. Therefore, it is necessary for Iran's public libraries to take action and plan for more interaction with users active in these networks. [ABSTRACT FROM AUTHOR]

Background: Leadership plays a vital role in the dynamics of the organization. The degree of success of the organization in reaching the predetermined goals, the amount of effort of the employees for the success of the organization and the effectiveness of the leader on the employees depends on the behaviors and leadership style. The development of organizational innovation and learning in order to obtain a sustainable competitive advantage and improve organizational performance requires the existence of suitable conditions and management styles, which are one of the effective factors in this field. Aims: considering the importance of organizational performance based on leadership styles, this research aims to design a model for predicting organizational performance based on leadership styles and the mediating role of innovative culture and organizational learning. Methods: The research method is inductive and qualitative. The statistical population consisted of experts and academic specialists who were selected as the sample size using the principle of saturation and the snowball sampling method. In order to collect data, semi-structured interviews were used. Data analysis was done using the qualitative data analysis method of Maxqda software. Results: Based on the findings of the research, the dimensions and components of leadership styles were identified in 8 categories, the dimensions and components of organizational innovative culture in 5 categories, and the dimensions and components of organizational learning in 7 categories. Based on the findings of this research, organizational performance can be developed and improved by using appropriate leadership style and implementing innovative culture and strengthening organizational learning. Conclusion: According to the results of the research, it is suggested to use projects with high potential and based on meritocracy management and knowledge and expertise in sensitive and highly important categories in line with the development of suspended and forward-looking projects so that the performance of the organization through development Projects and the community's sense of need for these projects should be used to achieve the organization's goals.

Abstract The purpose of this research is the effect of knowledge management on organizational performance considering the mediating variable of business process management. The current research is applicable in terms of purpose, and descriptive-survey in terms of data collection, and correlative type. The statistical population of the current research includes managers and experts of a company active in the field of export and import as many as 160 people, which was considered to be 113 people using Cochran's formula, and non-random sampling method was used. The collection tools in this research include knowledge management questionnaires by Fong et al., (2009), business process management by Rouhani et al., (2014), and organizational performance by Choi and Rainey (2010). The reliability of the research was checked and confirmed using Cronbach's alpha criterion in SPSS software. PLS software was used to fit the conceptual model of the research. The findings of the research showed that based on the significant values ​​of them, all three hypotheses were confirmed. The impact of knowledge management on business process management was 0.742, the impact of knowledge management on organizational performance was 0.422, and the impact of business process management on organizational performance was 0.652. Therefore, the most important proposal of the research is to pay attention to the preservation, sharing and application of knowledge, which is effective both in managing business processes and in increasing the level of organizational performance. Extended Abstract Introduction The activity environment of public and private organizations has undergone great changes in the last decade. This environment has changed from a static and motionless environment to a highly variable and dynamic environment. Therefore, organizations need flexibility in almost all aspects of their existence for their survival. On the other hand, preserving knowledge capitals and continuing to use them is also a reason for organizations to seek the use of knowledge management and its application (Bayat et al, 2022). Business process management is also one of the latest process management strategies and focuses on the continuous improvement of business processes using information technology as one of the basic elements of process implementation. Business process management strategy seeks to achieve flexibility and agility in the growth and evolution and dynamics of business processes and technological systems related to them. Business process management is a set of methods and technologies to identify, model, analyze, implement, control and improve business processes (Fernández et al. et al., 2020). The evidence of past research shows that knowledge management is a variable that is effective in business process management; and its dimensions can strengthen business process management. Also, many researchers, in the business environment, have examined the relationship between business process management and the performance of organizations, and have reached positive results based on effectiveness (Wei & Ling, 2015). Knowledge management can have a positive effect on improving the performance of organizations and on the other hand, it can strengthen the components of business process management. Also, focusing on the components of business process management leads to better utilization of resources and has an effective role in the better performance of organizations (Bayat et al, 2022). Therefore, the researcher is trying to answer the question, what is the effect of knowledge management on organizational performance with regard to the mediating variable of business process management? Theoretical Framework Knowledge management The most basic definition of knowledge management is to find a way to create and distribute organizational knowledge to people in need. Knowledge management includes the provision of wisdom and value-added experiences of people within the organization; so that it facilitates the retrieval and use of knowledge and protects it as an asset of the organization (Jalali & Jafari, 2022). Business process management Business process management is a proper balance of several sets of actions and tasks that must be done to effectively provide the needs and demands of customers and clients. This management approach increases the efficiency and effectiveness of the business to bring about certain changes in the system and achieve the goals and objectives of the company (Khajunjad, 2023). Organizational Performance Organizational performance is a complex phenomenon, and perhaps the simplest interpretation for it can be considered as a set of activities aimed at achieving organizational goals, therefore, organizational performance is related to how much an organization has achieved its goals. Organizations in difficult conditions should be able to identify organizational performance indicators that allow responding to new problems with the maximum speed of adapting to changes in the business environment (Brumand & Panahi, 2023). Karamipur (2023) investigated the design of artificial intelligence competency model on organizational performance considering business-to-business marketing capabilities. The results showed that the mechanisms of artificial intelligence competencies have an effect on business-to-business marketing capabilities and organizational performance, and also the model of artificial intelligence competencies on organizational performance is confirmed by considering the aspect of business-to-business marketing capabilities. Agheshlouei et al, (2023) investigated the presentation of a new business model to help entrepreneurs develop new businesses and e-commerce startups. The results of the research show that in addition to improving the business model of Strowalder and Pignor, the business model presented in the present study leads to a better understanding of the elements of the business model by entrepreneurs, and it improves investment negotiations by creating convergence and common understanding of business concepts between entrepreneurs and investors. Using this business model, entrepreneurs focus on the value proposition in addition to the technical details. Research methodology The current research is applicable in terms of purpose, and descriptive-survey in terms of data collection, and correlative type. The statistical population of the present study includes managers and experts of a company active in the field of export and import in the number of 160 people, using Cochran's formula, the number of 113 people was selected and the available non-random sampling method was used. The collection tools in this research include knowledge management questionnaires by Fong et al., (2009), business process management by Rouhani et al., (2014), and organizational performance by Choi and Rainey (2010). Research findings SPSS and PLS software were used to analyze the research data. The findings of the research showed that based on the significant values ​​of the hypotheses, all three of them were confirmed. The impact of knowledge management on business process management was 0.742, the impact of knowledge management on organizational performance was 0.422, and the impact of business process management on organizational performance was 0.652. Conclusion The current research was conducted with the aim of the effect of knowledge management on organizational performance with regard to the mediating variable of business process management. The results of this research are in agreement with the results of Karamipur (2023), Agheshlouei et al, (2023), Asgharneghad & Haghdoust (2022), Jalali & Jafari (2022), Bayat et al, (2022), Purrashidi (2021), Nobari (2021), Abi (2020), Pirayesh et al, (2020), Payal et al, (2019), and Zaim et al, (2019). The results related to the first hypothesis showed that knowledge management is effective on the performance of the organization. Therefore, in order to improve the performance of the organization, it is important and necessary to use the knowledge and experiences of employees. The results related to the second hypothesis showed that knowledge management has an impact on business process management. The sharing and exchange of knowledge in the organization causes better regulation and performance of the processes in the organization and leads to the management of processes related to the performance of various tasks in any organization. The results related to the third hypothesis showed that business process management is effective in organizational performance. Management of processes and, if necessary, modification, reengineering and their evaluations based on different conditions can lead to the improvement of organizational performance. According to the results of the research, it is suggested that by using information and software systems, processes should be formulated and their compliance should be periodically monitored. It is suggested to other researchers to conduct such a research in other organizations and compare their results with the results of this research, so that according to the conditions of the studied organizations, models for improving knowledge management and organizational entrepreneurship are discussed, and the results are precisely analyzed. It is also suggested to use other data collection methods such as interview and observation to strengthen the results.

In this study, a comprehensive model has been adopted to investigate how innovation capabilities affect organizational performance and how the mediating effect of intellectual capital has also been considered. Thus, the aim of this research is to investigate the effect of production, process and administrative innovation capabilities on organizational performance, considering the mediating role of intellectual capital of Payame Noor University, Shiraz center, which is using Structural Equation Modeling (SEM) based on Partial Least Squares (PLS) Was performed. The elements of innovation capabilities analysis include production capabilities, process capabilities, and administrative capabilities. The results showed that production capabilities, process capabilities, and administrative capabilities have positive effects on intellectual capital in Payame Noor University, Shiraz Center. The impact of intellectual capital on organizational performance has been significant. In sum, intellectual capital has a mediating effect on the relationship between innovation capabilities (production, process and administrative) and organizational performance in Payame Noor University, Shiraz Center. Intellectual capital is a mediating effect between innovation capabilities and organizational performance that aim to increase organizational performance.

Managers should take into consideration factors impacting performance to exploit environmental opportunities. This study evaluates the impact of market orientation on business performance, emphasizing the mediating role of social networks acceptance. For this purpose, the opinions of Asia Insurance Company's managers and branch heads in Tehran were analyzed. Cochran's formula was used, resulting in a statistical sample of 158 respondents from various branches. The research showed a positive impact of market orientation on business performance, with social networks acceptance as the mediator. In conclusion, market orientation directly and indirectly affects business performance, via the influence on social networking acceptance. [ABSTRACT FROM AUTHOR]

The scientific atmosphere in the modern world needs transformational leaders who can lead universities towards a better performance consistent with their specific requirements. This study aimed to investigate the effect of internal control systems on the intensity of organizational performance and innovation with a moderating role of transformational leadership. The research method was Structural Equation Modelling (SEM) and the statistical population included all employees of Tehran Payame Noor University in 2022 where 301 people were randomly selected and completed questionnaires. For data collection, the researcher-made questionnaire was used with acceptable reliability and validity. The findings showed that internal control systems have a significant direct and indirect impact on the intensity of organizational performance and innovation at an error level of 0

AbstractThe aim of the study is to investigate the effect of intellectual capital dimensions on innovative performance and role of strategic knowledge management moderator in the dairy industry. This study is applied research in terms of purpose and it is descriptive-correlation research in terms of method and nature. The statistical population of the study includes operating companies in the dairy industry. Research questionnaires were distributed among 98 senior executives of 61 companies by convenience sampling. Analyzing by smart-PLS software showed that the reliability and validity of measurement tool and the capability of model were acceptable. Results of hypotheses test based on the structural equation method (SEM) indicate that dimensions of intellectual capital have a positive effect on innovative performance and innovative performance can help improve market performance and financial performance. Also, the role of strategic knowledge management moderator in the relationship between two dimensions of intellectual capital (human capital and relational capital) with innovative performance was confirmed. The results of this study could help to better understand the complexities of intellectual capital and provides a good attitude to improve the performance of dairy companies.

Aim and Introduction: Today, for competing, all organizations must adapt themselves to the external environment. Since the business environment is highly competitive and the rate of change is on the increase, what should be constantly considered and evaluated by all the organizations is the amount of dynamism in the business environment. Therefore, because of the dynamics of the business environment, changing the organization’s strategy is inevitable, and all organizations must learn to predict and identify changes and respond intelligently to the environmental factors and try to make strategic changes promptly to align with the environment and gain a competitive advantage for better performance. According to the literature on strategic change, organizational performance is inextricably linked with the strategy of an organization, because it is the strategy of an organization that can empower it in terms of competitiveness and ultimately affect the performance. However, based on the results of past studies, changing the strategy of an organization has always faced challenges and can negatively affect performance. Organizational change studies have specifically identified the employees’ resistance to change as one of the major obstacles to the process of strategic change. Therefore, it seems the concept of organizational learning can play a major role in gaining the knowledge and information to improve the capabilities and flexibility of an organization, which can facilitate the process of strategic change and then reduces its negative impact on performance. On the other hand the banking industry in the world has always been of great importance and the impact of strategies and performance of this industry on the economy of countries is unquestionable. For instance, based on past studies, the industry’s significant role in shaping the global financial crisis in 2008 is undeniable. In this regard among the manufacturing and service industries, the banking industry can be one of the most influential service industries in the Iranian economy and the performance of this industry has always played a key role in the other sectors. Also, the business environment in this industry has changed with the advent of digital banking. The concept of digital banking is considered as a technology-based approach to the transformation of the bank and it not only demands digitalization of banking and changes in products and services, but it requires changes in the bank’s organizational structures, processes, decision-making procedures, and resource allocation. Today, we are not only witnessing an increase in competition, but branches are not considered as the only channels to connect with customers and the number of customers using the traditional form of services has reduced significantly. Moreover, in recent years, changes in governmental regulations and monetary policies, as well as the increase in the number of financial service providers, have had a profound effect on the dynamism of the environment in the banking industry. Therefore, what seems to be crucial is that banks and other financial institutions must learn to turn change into an opportunity and adapt to the ever-changing environment by changing their strategies. Finally, by reviewing the strategic change literature, we can find out that most of the research has been done either in industries other than the service industry or in developed countries. In addition, less attention has been paid to the mediating role of organizational learning as an internal organizational element and the moderating effect of environmental dynamics as one of the environmental factors outside the organization in the relationship between strategic changes and organizational performance. As a result, according to the gap in previous research, this study, examines the relationships between the variables within the banking industry.Methodology: This study is survey research that is based on structural equation modeling. In this study, the respondents’ views were collected through standard questionnaires, and the population of the study is 180, which comprises both directors and vice directors of all the branches and management staffs of the central office of Mellat Bank in Mashhad. The minimum sample size is 118, which was determined according to Krejcie and Morgan’s table. In this study, the sampling method was based on a non-probabilistic sampling technique. The variables were measured using twenty-four items on a five-point Likert scale ranging from 1= strongly disagree; to 5= strongly agree. The content validity of the instrument was determined by the faculty of management and confirmatory factor analysis (CFA) was used to determine the construct validity of the instrument. For measuring the internal consistency of the items, both Cronbach’s alpha and composite reliability were used. Finally, for answering the questions of the research, seven hypotheses were proposed, and to test the hypotheses, path analysis was employed using Smart PLS 3. Finally according to the conceptual framework and based on the results of t-statistics, the hypotheses were tested.Discussion and Conclusion: In this study, based on the results of t-statistics and significant value (p) < 0.05, the findings reveal that in Mellat Bank of Mashhad, the association between strategic change and organizational learning is supported and organizational learning is positively and strongly influenced by the strategic change. Additionally, the results show that organizational performance is positively and strongly influenced by strategic change, and the association between organizational learning and organizational performance is strongly and significantly supported. Moreover, the results show that organizational performance is positively and strongly influenced by environmental dynamism. Also, strategic change is positively and strongly influenced by environmental dynamism. In this study, based on Baron and Kenny’s Method for Mediation, the findings show that organizational learning partially mediates the relationship between strategic change and organizational performance. And then, in the end, the findings reveal that the moderating effect of environmental dynamism on the relationship between strategic change and organizational performance is not supported.

Given the rapid economic, technological and even political developments in today's world, the use of business intelligent systems in organizations is inevitable and the present study also examines the relationship between intelligent business systems and organizational performance in previous research has examined the community. In this regard, 1244 studies were identified and reviewed by systematic review, and finally 8 articles had the necessary criteria to enter the meta-analysis were selected as the basis for entering the meta-analysis. The obtained data were analyzed using CMA2 software. The results of N safe from error test indicated that there was no diffusion bias in the data, and in terms of homogeneity or heterogeneity, both I2 index and Q statistic indicated that the observed effects were heterogeneous; hence, a random model was used to evaluate the total effect size. The results showed that the relationship between business intelligent systems and organizational performance is positive and has an effect size of 0.474.

The purpose of this study is to investigate the effect of green product innovation and green process innovation on company's financial, environmental and economic performanc. The mediating role of environmental management accounting on the relationship between product and green process innovation and company performance is also examined. The statistical sample includes 202 companies and the standard questionnaire was used to collect data and the structural equation modeling approach and the PLS method were used to test the hypotheses and the conceptual model of the research. Findings show that green product innovation has a significant impact on the financial, environmental and economic performance of the company, both directly and through environmental management accounting. Green product innovation affects environmental performance in the oil and gas and petrochemical, metal and food industries, as well as economic performance in the metal industry alone. In addition, green process innovation has a significant effect on the financial and economic performance of the company both directly and indirectly through environmental management accounting, but the impact of green process innovation on the environmental performance of the company is only through the accounting variable of environmental management accounting. Green process innovation affects financial performance in oil and gas and petrochemical, metallic and chemical industries and economic performance only in oil and gas and petrochemical industries. In the cellulose industry, neither green product innovation nor green process innovation affects any of the company's operations. Findings show the importance of green innovation and environmental management accounting in improving the company's performance.

Innovation is considered as a vital factor for companies in order to create value and maintain a competitive advantage in today's highly complex and dynamic environment. Innovations is strongly dependent on knowledge, expertise, and commitment of employees and the value of senior management knowledge as key inputs in the value creation process. Knowledge is recognized as an important source of competitive advantage and value creation to improve performance, as an essential element for sustainable development. Therefore, the purpose of this study was to investigate the effect of the value of top management knowledge and knowledge sharing methods on innovation and organizational performance. This research is applicable purposively and descriptively in nature. The statistical population of the existing research is the managers of technology or knowledge-based companies located in the growth center of Ferdowsi University of Mashhad. From this statistical population, 110 samples have been considered by available sampling method. The data collection tool was Singh et al.'s (2019) questionnaire. It has been used to measure face validity from the point of view of experts and convergent and divergent validity and factor loadings. Cronbach's alpha and composite reliability were used to measure reliability. The total Cronbach's alpha value was estimated to be 0.916, which is in the acceptable range. Data analysis was performed using structural equation modeling method and Smart PLS 3 software. The results showed that the value of top management knowledge had a positive and significant effect on knowledge sharing methods with a path coefficient of 0.623, and a T-statistic of 10.04. Knowledge sharing methods had a positive and significant effect on open innovation of input and output with path coefficients of 0.461, 0.538 and T-statistics 4.806, 7.27, respectively. Input-open innovation had a positive and significant effect on the performance of the organization with a path coefficient of 0.381, and T-statistic of 3.706, but open-innovation innovation did not have a significant effect on the performance of the organization with a path-factor of 0.186, and T-statistic of 1.342. The value of top managers’ knowledge with the mediating role of knowledge sharing methods with path coefficients of 0.287, 0.335 and T-statistic of 4.003, 5.029 has a significant effect on open input and output innovation. Knowledge sharing methods with the role of mediator of open input innovation had a significant effect on the performance of the organization with a path coefficient of 0.176, and T-statistic of 2.707, but methods of knowledge sharing with the mediator role of open innovation output on the performance of the organization with a path coefficient of 0.1, and T-statistic of 2227/1 had no significant effect. Therefore, it is concluded that the value of knowledge of top managers affects the ways of knowledge sharing and open innovation and organizational performance in knowledge-based companies.

Aim and introduction: Today's businesses strongly influenced by environmental changes and change is always present as a constant parameter, what enables an organization or business to survive effectively and efficiently is its ability to respond in a timely manner, appropriate to developments and changes. One of the main concerns of managers in this turbulent and complex situation is how to minimize the effect of external stimuli on their organization, promote market share, customer satisfaction and ultimately steal the competition from competitors. Business owners have always sought appropriate responses to these stimuli, including reviewing the business and improving business processes, as well as the use of appropriate technology.Enterprise Architecture is a set of business processes that help the organization in transforming its vision and mission of business to effective change at the organizational level, through a clear understanding of the current situation and improving it to a better situation in the future. Enterprise Architecture is more than just an organizational design; it takes into account all aspects of an organizational system. The process of Enterprise Architecture should done in a turbulent business environment with the least cost and the least time and in an optimal way.In Enterprise Architecture, one of the main skills of an architect is to identify emerging technologies that have likely benefits for the business and embrace those technologies. Enterprise Architects also understand how business events, such as integration, acquisitions, etc, can lead to the development of new architecture. However, although less well known, Enterprise Architecture in general known as a tool to deal with the risks of the business environment and take a better performance.The purpose of the present study is to investigate investigating the impact of Technical Benefits of Enterprise Architecture on Organizational Performance in respect to the mediating role of Business Process Benefits.Methodology: The research method applied in terms of purpose and descriptive Correlational in terms of data collection. The statistical population consists of experts from NIOC. The sample size estimated at 356 by Cochran formula. Questionnaires were distributed and collected by unrandom sampling available among experts. The validity of the questionnaire confirmed using experts' opinions and its reliability confirmed by Cronbach's alpha coefficient before distributing. Structural Equation Modeling LISREL and SPSS software used for data analysis. Findings: The results showed that the technical benefits of Enterprise Architecture had a positive effect on organizational performance. The technical benefits of Enterprise Architecture have a positive impact on business process reform. Business process reform has a positive impact on organizational performance. The technical benefits of Enterprise Architecture with the mediating role of business process reform have a positive impact on organizational performance.Discussion and Conclusion: Enterprise Architecture is one of the most important and widely used for strategic alignment of information technology with the business of the organization and a powerful tool for organizing complex information systems and achieving better performance. Obviously, the more agile the Enterprise Architecture can meet the needs of business stakeholders in complex and volatile conditions, surely the better the business goals will be achieved, and it means better performance.Enterprise Architecture influenced by the principles defined for agile software development and agile management. With the difference, that agile Enterprise Architecture has its own characteristics. Classical Enterprise Architecture frameworks prescribe a framework for different types of business, and the documentation is done according to a specific format and a specific level of detail, and usually are produced a large volume of documentation, regardless of business needs and their prioritization. Agile methods enable users and stakeholders to participate more actively and effectively in the process. Agile methods consider all architectural stakeholders, such as architects, developers and project managers, as part of the teamwork and try to strengthen and improve business processes by using innovative methods.Agile Enterprise Architecture is able to use special models, techniques and methods to describe the status quo and the desired situation of the turbulent organization. In addition, the agile Enterprise Architecture contains a special plan called the transition plan, which determines how to achieve the desired state of a turbulent organization. Agile Enterprise Architecture is results-oriented and focuses more on creativity and initiative of individuals. The importance and necessity of Enterprise Architecture is when due to unforeseen changes in technology and mission on a turbulent organization, existing methods of Enterprise Architecture suffer from many problems. In practice, this framework seeks to improve the organization's resource management and performance, from the beginning of entering the organization and strategies, goals and processes.Changes in business processes, due to rapid developments in technology, especially information technology, have created a competitive environment that inattention to it can lead to endangering the life of the organization, and this is where Enterprise technical Architecture will be critical to achieving higher business performance.

Global Developments in the fields of science and technology as well as; Consecutive challenges of economic and financial systems have led to deeper attention of policymakers and thinkers to the development of market intelligence in organizations. In this regard, market intelligence activities, which include the production and dissemination of market intelligence in the development of new products, can increase the chances of success and effectiveness of innovation. The purpose of this study is to investigate the relationship between innovation and market intelligence features on the company's performance with emphasis on the mediating role of business acquisition and application of market intelligence in the specialized departments of Bank Mellat in Tehran. The statistical population of the present study includes: Managers, deputies and experts of the General Departments of Bank Mellat in Tehran. The sample size of the research is 253 people based on Cochran's formula and simple random sampling method . In this study, The statistical population of the study was surveyed using a questionnaire and to determine the validity of the questionnaires, the content validity method was used and also its reliability was estimated 0.931using Cronbach's alpha coefficient .The results of this study indicate that between company innovation and Acquire & employing market intelligence, between intelligence acquisition and market intelligence application, between market intelligence acquisition and company performance, between market intelligence application and innovation performance, between innovation performance and market performance and between Market performance and company performance; There is a positive and significant relationship.

Background. The aim of study was to determine the relationship between managers’ communication skills and nurses’ organizational performance in teaching hospitals. Methods. This was a descriptive-analytic research using correlational analysis method. The research population included managers and nurses in 5 educational hospitals in Ahvaz city of Iran, with a sample size based on the Cochrane formula of 39 managers and 195 nurses. Proportional stratified random sampling method was used in the present study. Data collection tool included 3 questionnaires. To analyze the data, descriptive statistical methods as well as t-test and ANOVA and Pearson correlation coefficient were used in SPSS software version 22. Results. The mean score calculated for communication skills was 3.30(±0.53) while it was 3.44(±0.81) for organizational performance, both of which were estimated to be relatively strong. According to the statistical test, there was no significant relationship between total communication skills' score and the total score of organizational performance. However, some communication skills had weak correlations with performance factors. Conclusion. This study did not find a significant association between communication skills and organizational performance, whilst management literature suggested otherwise. We suggest that in addition to setting training courses to strengthen communication skills for hospital managers, studies should be designed to identify the mediating factors of this variable with organizational performance. Background Communication is a vital management skill that might influence all the activities of managers in organizations. Therefore, it is presumed that using communication skills effectively can help improve organization performance in order to achieve its goals. This study was conducted to determine the relationship between managers’ communication skills and nurses’ organizational performance in educational hospitals. Methods This was a descriptive-analytic research using correlational analysis method. The research population included managers and nurses in 5 educational hospitals of Jundishapur University of Medical Sciences in Ahvaz city of Iran, with a sample size based on the Cochrane formula of 39 managers and 195 nurses. Proportional stratified random sampling method was used in the present study. Data collection tool included three questionnaires. First, a demographic questionnaire including age, gender, marital status, education, job history etc. Second, Barton communication skills' questionnaire that was covering verbal, auditory and feedback skills. Third, Hersey and Goldsmith organizational performance questionnaire which assessed performance on the basis of seven factors including ability, clarity, help, incentive, evaluation, validity, and environment (known as seven factors ACHEIVE model). The face and content validity of Barton’s questionnaire were confirmed by 8 university professors of the Department of Health Services Management and the School of Nursing and the Hersey and Goldsmith questionnaire was analyzed and confirmed by 8 professors and experts in the field of management sciences.The questionnaires distribution followed a randomized proportional method in hospitals. Cornbrash's alpha coefficient was calculated 0.80 for Barton questionnaire and 0.86 for Hersey and Goldsmith; and both showed acceptable reliability. Data were analyzed using descriptive statistical methods, including mean, standard deviation, frequency and frequency percentage as well as inferential statistics including t-test and ANOVA and Pearson correlation coefficient in SPSS software version 22. Results Most managers were over 40 years old and the nurses were between 30 and 40 years old. Most managers were female and had 11 to 15 years’ work experience. Most of the participant nurses had less than 10 years’ job experience. The mean score was calculated 3.30(±0.53) for communication skills and 3.44(±0.81) for organizational performance; and both were estimated as relatively strong. According to the statistical test, total communication skills' score did not show a significant relationship with total score of organizational performance. However, some communication skills had weak correlations with performance factors. There was a positive and significant relationship between the listening skill with the ability (r = 0.27) and validity (r=0.18, p=0.012) factors. In addition, verbal skill demonstrated a positive and significant association between the verbal skill component and clarity (r = 0.14, p=0.04) and environment (r=0.18, p=0.011) factors. Finally, total score of communication showed a weak but statistically significant correlation with ability (r=0.24, p=0.001) and clarity (r=0.15, p=0.044) factors. Conclusion This study did not show a significant association between communication skills and organizational performance, whilst management literature suggested otherwise. In our study, some inconsiderable associations were found between communication skills and performance factors. Therefore, we suggest that in addition to setting training courses to strengthen communication skills for hospital managers, studies should be designed to identify the mediating factors of this variable with organizational performance factors. Practical Implications of Research Due to the inconsiderable relationship between auditory and verbal skills with some factors of organizational performance, more research needs to be conducted to find out how communication skills work between managers and nurses in order to develop hospital performance. Ethical Consideration All ethical principles and considerations of the committee of research of Ahvaz Jundishapur University of Medical Sciences are observed in this study with the code of ethics IR.AJUMS.REC.1397.864, and the data were collected after the consent of the statistical population of the study had been obtained. Conflict of Interests The authors of the article stipulate that there is no conflict of interest. Acknowledgement This research has been done with the financial support of the Student Research Committee of Ahvaz Jundishapur University of Medical Sciences with the number 97s39. The authors thank and appreciate all managers and nurses for cooperating and completing the questionnaires.

Digital transformation, which has always been important as a fundamental and strategic action in organizations, has become more important in recent years following the outbreak of coronavirus and the pressures of the coronavirus epidemic have accelerated the efforts of organizations to create digital transformation. The purpose of this study is to design an organizational performance model based on the digital status of the organization in the Corona era with the data foundation approach in the Ministry of Silence. This research was conducted with a qualitative-inductive approach and the method of Strauss-Corbin contextual theory. The research tool (data collection) was a semi-structured interview. Using the grounded theory method, the data obtained from interviews with 27 elites and qualified specialists of the Ministry of Silence were analyzed in three stages of open, axial, and selective coding. 18 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors, organizational factors, technological factors, and environmental factors) central phenomenon (digital status of the organization), underlying conditions (digital context, management context, individual context, technology context), conditions Intervener (individual factors, cultural factors, and organizational factors) and strategies (individual strategy, managerial strategy, and organizational strategy) and consequences (individual results, organizational results, and social results).

Introduction and Aim: With increasing changes and the emergence of new issues in the global community, predicting the future in a changing world has become very difficult for planners. These changes and developments are basically the main problem in planning (Rashidardeh et al., 2017: 66). Visioning and planning to achieve it has always been one of the leading issues of organizations and identifying the factors affecting the future and awareness of the performance of the organization has led to the formation of strategic foresight knowledge. Strategic foresight, according to its capacities and capabilities, gives organizations the ability to identify wide-ranging changes and areas of progress, and by using this ability, provides organizations with appropriate strategies to deal with these changes (Sarpong et al., 2013). The application of strategic foresight can lead to the formation of organizational outcomes such as value creation and learning that these outcomes play an important role in the future development of organizations (Vishnevskiy et al., 2015). However, it is questionable how application of Strategic Foresight can lead to organizational learning, followed by innovation and value creation in the organization. Considering the importance of creating organizational learning and also the lack of studies in the field of how to influence strategic foresight capabilities in creating value and improving organizational performance through organizational learning, so the main issue of this study is to find how application of strategic foresight capabilities influences organizational performance by creating Learning and value creation; Therefore, the purpose of this article is to identify and examine the process by which the application of strategic foresight capabilities can affect organizational performance. At the same time, it expresses the role and relationship of strategic foresight with organizational learning and value creation. Methodology: The present study is a descriptive correlational study based on structural equation modeling. The statistical population of the study includes experts and managers of Iran’s defensive organizations in which a simple random sampling method was used. A questionnaire (based on previous studies and standard questionnaires) and a five-point Likert scale were used to assess the research variables. To confirm the validity of the questionnaire by content method, the opinions of 10 experts were used. In the present study, among the different approaches of structural equations to fit the model with the research hypotheses, the structural path modeling method with partial least squares approach was used. Cronbach's alpha, combined reliability (CR) and factor loads were used to measure the reliability of the structures. For confirming reliability, Cronbach's alpha should be above 0.7, and finally the value obtained from Smart PLS software for Cronbach's alpha of the research questionnaire variables is equal to 0.950, which indicates the appropriate reliability of the questionnaire. Findings: According to the first hypothesis test, strategic foresight has a positive and significant effect (t = 2.865> 1.96) on organizational learning. According to the second hypothesis test, organizational learning has a positive and significant effect (t = 5.207> 1.96) on value creation. According to the third hypothesis test, value creation has a positive and significant effect (t = 6.612> 1.96) on organizational performance. According to the fourth hypothesis test, organizational context and mindfulness have a positive and significant moderating role in strategic foresight (t = 2.663> 1.96) on organizational learning. Discussion and Conclusion: The purpose of this study was to investigate the effects of strategic foresight capabilities on organizational performance by considering the role of organizational learning and value creation in Iran defensive organizations. Analysis of the research results shows that the application of strategic foresight capabilities has a positive and significant effect on organizational learning, which is in line with the studies of Yoon et al. (2018), Bootz et al. (2019) and Rhisiart et al. (2015).. The results of the present study indicate that organizational learning has a positive and significant effect on value creation and as a mechanism, explains and facilitates the relationship between strategic foresight and value creation. Findings show that by creating organizational learning, followed by reducing uncertainty and increasing the ability to respond to increasing changes, long-term added value is created for organizations. The results of this study also show that the variables of mindfulness and organizational context are effective in the relationship between the application of strategic foresight capabilities and organizational learning and have a positive moderating role in this regard, which is consistent with the results of Hemmati et al. (1398). Analysis of research results shows that value creation (using strategic foresight capabilities) as an interface has a positive and significant effect on organizational performance which is in line with the results of Joneidi (2020), Joneindi et al., (2019) and Bhat and Arora (2018), with the difference that in this research, the role of organizational learning and value creation has not been studied and only in the research of Sullivan et al. (2012) The role of value creation in improving organizational performance is discussed. Because value creation is a critical factor in measuring and evaluating organizational performance, defensive organizations are advised to consider ways to reduce the uncontrollable uncertainty created in the environment, increase their ability to respond in a timely manner, avoid threats, and seize opportunities. Also look for mechanisms to influence organizations, institutions, and other stakeholders to take action to increase the number and value of actions taken by other organizations and decision makers to help achieve their organizational goals.

In this study, open innovation has been proposed in two dimensions, internal and external, and the concept of technological determinism is also related to the level of the organization's understanding of the innovative methods of other organizations in the field of solving its own problems and issues, the degree of monitoring of the external environment by the company, the degree of influence and the age of the organizational culture. Hakim refers to the effort of the organization to inject new work and management procedures and systems, the level of interest of the company's employees in making changes, and the quality of employees' experiences in the field of changes made in the past. Since companies seek to achieve a competitive advantage through knowledge management and innovation, this research was conducted with the aim of answering how to improve the company's performance by emphasizing the role of open innovation and technological determinism. The current research is applied in terms of objective, quantitative in terms of data collection and correlational descriptive in terms of method. In this research, the research community consists of 600 employees of Kaleh Company and the sample size of the assumed community is 234 people based on the table of Morgan. The results of this research show a direct and positive relationship between open innovation and technological determinism on company performance. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate the effect of high-performance work practices on organizational performance of Companies located in Jey Industrial City, Isfahan with regard to the mediating role of E-human resource management. The research population comprised all managers and employees working in human resource management sectors of the target companies from whom a convenience sample of 342 participants was selected based on structural equation principles. The research data were collected employing the High-Performance Workplace Questionnaire (Flood et al., 2008) with 9 items, the Organizational Performance Questionnaire (Katkar & Satt, 2009), with 5 items, and Electronic Human Resource Management Questionnaire (Hooi, 2006), with 9 items. The Cronbach's alpha measures of the the questionnaires were calculated and found to be 0.882, 0.823 and 0.823, respectively. Sstructural Equation Modeling (SEM) was utilized to test the research hypotheses using PLS software. The findings confirmed that organizational performance of Jay Industrial City companies was significantly and positively influenced by high-performance work practices and E-human resource management, however, E-human resource management did not significantly mediate relationship between high-performance work practices and organizational performance.

One of the factors effective on the performance improvement is organizational culture, especially ambidextrous organizational culture, because we might facilitate the changes and establish new orientations in the organizations through culture. The purpose of this study was to investigate the role of strategic ambidextrous organizational decisions and orientations in biotechnology companies. This study was a descriptive survey, and data was collected through questionnaires. The statistical population of the study was comprised of the biotechnology companies of Iran. As a result of the nature of this study, only productive and industrial companies were taken into account. A sum of 97 questionnaires were filled by and collected from the top managers of these companies. In order to inspect the research assumptions, the partial least squares method approach to structural equation modeling was employed using Smart PLS software. The findings of the study indicated that ambidextrous culture has a direct role in the organizational performance; enhances this role through organization’s ambidexterity, ambidextrous strategic orientation, and ambidextrous strategic decisions; and leads to the improvement of organizational performance. [ABSTRACT FROM AUTHOR]

The present era is full of crises and unforeseen events; One of these crises is the outbreak and ‎pandemic of the Corona Virus, which has affected the performance of all organizations and in many ‎cases has led to the destruction of organization’s existence. Therefore, the ‎purpose of this study is to investigate the impact of Corona Virus pandemic on cooperative ‎businesses in Bushehr province. The statistical population of the present study consists of the ‎experts from the General Department of Cooperatives, Labor and Welfare of Bushehr Province. The ‎present research is applied in terms of purpose and descriptive-survey type. The research was ‎conducted in two stages; Thus, in the first stage, using scientific sources and reviewing the relevant ‎theoretical foundations, indicators affecting the performance of cooperatives were extracted, and ‎then by forming a focus group and consulting experts, the final indicators were selected by fuzzy ‎method. In the second stage, using the AHP technique, the dimensions and indicators affecting the ‎performance of cooperatives in Bushehr province were weighted and ranked. Findings of the ‎research in the first stage indicated that from the identified indicators of the review of theoretical ‎foundations, ‎‏26‏‎ indices have higher weight and importance for entering the second stage of ‎research. The research results revealed that from four perspectives of organizational performance; ‎The customer perspective ranks first with a weight score of ‎‏0.336‏‎ in the context of the Corona Virus ‎outbreak, followed by financial perspectives, internal processes, and growth and learning.‎

Research on perception, reasoning and decision-making processes has recently focused on managers’ cognitive and mental structures. The present qualitative study, hence, set out to examine managers' mental models in the process of human resource risk management and the role they play in improving organizational performance. The research data were collected through in-depth and semi-structured interviews with a sample of 21 managers at knowledge-based companies that were run based on Zaltman Metaphorical Extraction Technique (ZMET) and were subsequently analyzed through Phenomenology approach. The results indicated some similarity in structural features of participating managers’risk-taking and risk-avoiding mental models which can be attributed to the common problems they need to tackle at work. However, significant differences were also observed in terms of inter-relationships in their mental model structures; unlike the risk-avoiding managers who would evade risks, risk-taking managers were found to more frequently employ risk reduction and retention strategies. Moreover, the risk of losing key employees was identified as the most important human resource risk in those knowledge-based companies.

Purpose: The purpose of this study is to investigate the impact of strategic fit, organizational structure and environmental turbulence on organizational performance in parent companies in Tehran. Methodology: This research was causal in terms of nature. Regarding objectives, it was an applied study and its approach was qualitative. Survey method was used to collect data through 82 questionnaires from 41 parent companies. Both convergent and divergent content validities, as well as reliability of the questionnaires were confirmed. To analyze data, one-shot T-test, hierarchical regression and structural equation modeling (path analysis) were used in smart PLS software. Findings: The results of the structural equation modeling indicate that the performance of parent companies is at a relatively good level. Path Analysis, based on variance analysis, shows that organizational structure and strategic fit have a positive and significant effect on organizational performance. The results also show that organizational structure mediates within the relationship between strategic fit and organizational performance in a positive and significant way and environmental turbulence has a positive and significant effect on organizational performance through strategic fit. One of the innovations of this research is the use of the ‘Ashrigde Matrix’ in the analysis of management strategies that has not been used in Iran previously. Originality/ Value: According to the research findings, it can be concluded that performance improvement depends on strategic fit, which affects performance both directly and through organizational structure; therefore, it is suggested that parent companies follow appropriate strategies to establish it.

The aim of this study was to investigate the role of postgraduate education of the staff of the Central Organization of Islamic Azad University in improving organizational performance. The study method was descriptive-survey. The study population included all employees working in the central organization of Islamic Azad University in 2018, numbering 643 individuals. The sample size was determined based on Krejcie and Morgan (1970) table, 242 individuals were selected by stratified random sampling method. Data collection tools were demographic information questionnaire and Hershey and Goldsmith (1980) organizational performance questionnaire. Findings of this study showed that postgraduate education of employees is effective on organizational performance standards of the Central Organization of Islamic Azad University (P

Introduction: The hospital information system is a potent vehicle for all health-related activities such as planning, monitoring, coordination and decision-making .This study endeavored to investigate the relationship between the success of the hospital information system and the hospital organizational performance from the perspective of staff. Methods: The study is a corolation correlation type. 270 hospital staff were selected by stratified random sampling. Data were collected through two standard information system success questionnaires and Hospital organizational performance questionnaire. Data analysis was performed by descriptive and inferential statistical tests (Spearman correlation test). Results: Findings revealed that there is a positive and significant relationship between the success of the hospital information system and its dimensions with the performance of the organization from the staff perspective (r = 0.617 and p <0.001). Conclusion: According to the findings, it can be stated that the successful establishment of the hospital information system by providing accurate information in all parts of the health system from the perspective of staff can improve the organizational performance of the hospital. [ABSTRACT FROM AUTHOR]

The overall goal of the study was to provide a structural model of the relationship between spiritual intelligence and organizational performance based on the Chiu model. The research method of the present study was descriptive-correlational. The statistical population included all employees of universities and educational institutions in Kermanshah province, and the research sample included 374 people were selected using random sampling method. The research instruments included the Hershey and Gold Smith Organizational Organizational Performance Standard Questionnaire (2009), and the Kink Spiritual Intelligence Questionnaire (2009). Were. The results of the main research hypothesis showed that spiritual intelligence has a positive and significant relationship with organizational performance (T-value = 16.35). Also, the dimension of critical existential thinking of spiritual intelligence with organizational performance (r = 0.755, P

The purpose of the present study was to integrate Islamic knowledge management strategies and processes to promote creativity and organizational performance among employees and managers in Golestan National Bank branches. The research method used is descriptive-correlational survey. The statistical population of this study consists of all employees of Melli Bank branches with 800 persons. The statistical sample was proportional to the population of the population using the Morgan table of 260 people and the sampling method was simple. The research data were collected by library and field method and the standard questionnaires were used. The reliability of the questionnaires was confirmed by the Cronbach's method and the validity of the instrument by the content method. Also, structural equation method using smart pls software was used for data analysis. The results showed that there is a significant difference between the integration of Islamic knowledge management strategies and the processes of promoting creativity and organizational performance among employees and managers in the branches of Melli Bank of Golestan province. [ABSTRACT FROM AUTHOR]

Background and Aim: The present research has been carried out with the aim of examining the effect of wisdom management empowerment (organizational ethics and technological structure and infrastructure) and intellectual capital on organizational performance. In other words, this study aims at finding out how determining intellectual capital and wisdom management can be in the domain of organizational performance. Methods: The current research is a descriptive survey research. The statistical population of this research consists of the staff of this organization, whose number has been considered to be 700. Using Cochran's formula, 248 samples were selected. The data was collected through a standard questionnaire and analyzed using the structural equation model method and LISREL 8 software. Ethical Considerations: In this research, ethical principles were observed, i.e. confidentiality, informed consent and the participants’ right to withdraw from participating in the study throughout the research process. Results: The results showed that all the dimensions of wisdom management empowerment (organizational ethics, technological infrastructure and organizational structure) have impacts on organizational performance and that intellectual capital plays a positive role in this regard, too. Conclusion: According to the research findings, in order to improve wisdom management (organizational ethics, organizational structure and technological infrastructure), it is suggested to design organizational strategies and plans with high buoyancy in order for the staff to have the opportunity to create knowledge. It is also recommended that the staff be provided with the necessary training regarding the positive behaviors which lead to the creation of knowledge. Finally, it is a good idea to consider certain rewards for the staff as well. [ABSTRACT FROM AUTHOR]

An online business has many benefits for customers and communities as well as the economy. The purpose of this study was to identify the factors affecting the growth and success of online businesses. For this purpose, the factors and their relationships influencing the success of online business were identified in a cause-and-effect diagram by the System Dynamics method. Then, a stock-and-flow diagram was prepared by using the obtained cause-and-effect diagrams and the experts’ opinions, as well as the research literature. The data for performing the model simulation were gathered from interviews with the managers of the online clothing store and the model was simulated in Vensim for 100 months. The validity of the model was confirmed through various experiments. The 3 scenarios of increase of marketers' skills, website quality improvement, and website trust were proposed for identifying the factors affecting the growth and performance of Internet businesses. The performance of these scenarios in the company was simulated. The findings showed that increasing the marketers’ skills, improving the quality of the website, and enhancing website trust increased the actual customers, which indicated business growth. Also, the growth of real customers augmented cash flow and human resources. Based on the results of these three scenarios, increasing marketers' skills had the maximum impact on business growth. This research could provide an appropriate dynamic business model for online business owners to focus on the main activities related to the growth and performance of their businesses by using the results of the proposed policies. [ABSTRACT FROM AUTHOR]

The most crucial and prominent asset for enterprises engaged in production and services is the knowledge available to them. Nowadays, to become pioneer and leading among peers, the enterprises and organizations should be capable of acquiring updated and validated knowledge, and applying the value-added knowledge, wisdom and experience of their personnel and also have the ability to implement, retrieve and maintain knowledge as intangible organizational assets. The KM-driven performances based on the knowledge perspective are rooted in the organization’s knowledge resources. Further, the KM-driven performances are mediated by business process capabilities. Organizational learning, as a moderator to knowledge resources, is critically complementary to KM. In this study, the data were collected by the standard questionnaire with the statistical population including 199 employees of the Zanjan Revenue Department and Bojnourd Industry, Mine and Trade Organization. The questionnaires were distributed by the simple random method. The conceptual research model was fitted by the structural equation modelling and analyzed by the PLS software. The research findings indicate that knowledge resources are the foundation of KM-driven performance, through the role of business process capabilities as the mediator. Specifically, knowledge assets and process capabilities are two different but relevant drivers in a value creation process. According to the findings, knowledge capital and knowledge process capability are provocative in the value creation process in the organizations. Knowledge capital affects significantly the knowledge process capability, whilst organizational learning affects the knowledge capital, and business processes capability influences the organizational performance.

Background and aims: Manpower is considered as one of the most important factors in advancing the goals and improving the productivity of organizations. Therefore, improving the performance and improving the human resources is an undeniable need for organizations and performance management is a tool to achieve this goal. Today, the consequences of life and financial injuries caused by natural and unnatural accidents have a tremendous and undeniable impact on the way of life and human health. One of the most important factors affecting the performance of the organization in the event of natural and man-made disasters is the readiness of comprehensive health service centers as the first organization providing health services. The more successful the performance management in achieving these goals, the more productivity will be ensured as a result of the success and continuity of the organization. For this reason, it can be said that the performance of an organization indicates its survival status in the environment. Various factors affect organizational performance one of the factors is the level of preparedness of comprehensive health service centers in the face of disasters. Health centers, especially hospitals, are among the places where dangerous accidents and disasters occur; injured people face high referral rates. The purpose of this study is to investigate the effect of comprehensive health service preparedness centers in the face of disasters on organizational performance in Assadabad University of Medical Sciences. Method: This descriptive cross-sectional study was performed among 100 employees of Asadabad Comprehensive Health Service Centers. A questionnaire was used to collect research information. This questionnaire consists of two parts: service center preparation, which used a researcher-made questionnaire to examine this variable, and organizational performance, which used the standard organizational performance questionnaire. The final tool had 108 questions. Demographic information questions (7 questions); And organizational performance section includes; Preparedness program (6 questions), response scene management system (6 questions), communication and early warning (9 questions), internal and external coordination (12 questions), providing infectious disease services (10 questions), providing environmental health services (8 questions) Question), providing non-communicable disease services (9 questions), providing psychosocial health services (9 questions), water and food storage (3 questions), firefighting (3 questions), storage of supplies and equipment (3 questions), agents Structural (5 questions), non-structural factors (6 questions), organizational performance (6 questions), readiness of service centers (6 questions). The questionnaire is a closed answer type and the scale for measuring questions; Likert. The face and content validity of the questionnaire was determined using the corrective opinions of relevant experts. Qualitative face validity 20 subjects in the target group were asked to comment on the name of the questionnaire, the clarity and comprehensibility of the items. Both qualitative and quantitative methods were used to evaluate the content validity. To evaluate content validity quantitatively, two content validity ratios (CVR) and content validity index (CVI) were measured. To examine the content validity ratio, each item was evaluated based on the following three-part spectrum: 1) necessary 2) useful but not necessary 3) not necessary. Expert opinions were then quantified through CVR. The numerical value of the content validity ratio was determined with the help of Lavache table. The CVR calculated in the present study was 0.87. The CVI content validity index is the degree to which experts agree on the relevance of each item. In this study, CVI 0.8 and above is an acceptable value, which was calculated to be 0.91 in the present study. The reliability of the questionnaire was assessed using a retest test method among 15% of the samples with an interval of two weeks. Cronbachchr(chr('39')39chr('39'))s alpha test score for organizational performance was 0.83 and for service center readiness was 0.98. The internal reliability of the questionnaires was obtained using Cronbachchr(chr('39')39chr('39'))s alpha test 98 0.98 and ᾳ = 0.83, respectively. The method of analysis is descriptive and structural equations. In order to analyze the data, descriptive indicators and statistical tests of Kolmogorov-Smirnov test, Pearson correlation coefficient and path analysis were used in SPSS and LISREL statistical software. Results: According to the results of the present study, 32% of the employees were male and 68% were female. Most employees were in the age group of 40-50 years with 42%, and the lowest frequency percentage (12%) was in the age group above 50 years. Of the main variables studied, only the average response scene management system is less than the average value and is equal to 2.79. Examination of the highest averages showed that the organization and structure have the highest average with a value of 3.95. The results showed that out of 19 main and sub-hypotheses, 17 hypotheses were confirmed (p 0.05). Based on this, the relationship between readiness and organizational performance, the relationship between readiness with structural factors and the relationship between readiness and non-structural factors are confirmed (p> .05). The direction of all three relationships is positive and the strongest relationship between organizational readiness and performance with a coefficient of 0/62. It can be seen. The results showed that out of 16 sub-hypotheses, 14 hypotheses are confirmed (p> .05). The two hypotheses that have been rejected include the relationship between infectious disease services and organizational performance, and the relationship between water and food storage and organizational performance. The direction of the relationship of all sub-hypotheses is positive and the strongest relationship between the sub-hypotheses is related to the relationship between internal and external coordination with organizational performance with a coefficient of 0/53, and then related to the relationship between stage management system and organizational performance with a coefficient 0/51. Also, all research variables have a normal distribution (p

Social media is a modern ICT tool that is used today in many countries, including in our country, and uses many users of this platform to carry out marketing-related activities. This study, considering the importance of social media in marketing, examines the effect of competitive strategies on the performance of active marketers in social media, with the role of moderating variable of organizational features. The statistical population in this research is a number of social media marketers in Mashhad, with a sample size of 384 tons, using Morgan table. The research method is descriptive / cross-sectional and in terms of purpose, the data have been gathered using the standard organizational performance questionnaire Hersey and Goldsmith(2003) and the Organizational features and Organizational Strategies Questionnaire, Oyewobi et al (2016). The results of the analysis of data using Structural Equation Modeling (SEM) method using Smart PLS software showed that, first, the dimensions of organizational features (organizational structure, management style, decision making style) and competitive strategies (strategy of differentiation, Cost leadership strategy, focus strategy) has an impact on the performance of active marketers in social media, and secondly, competitive strategies through the moderating variable of organizational features affect the performance of active marketers in social media.

Entrepreneurship and organizational orientation towards it is now considered an important method of enjoying a competitive climate to institutionalize innovation in the institutional organization and thereby bring about economic prosperity of the country. The purpose of this applied descriptive survey was to explore the relationship between organizational entrepreneurship, entrepreneurial orientation and organizational performance in industrial companies in Zanjan, Iran and to examine the effect of strategic entrepreneurship. The research population comprised all staff members working in the target industrial companies, from among whom a clustered sample of 304 was randomly selected. The research data were collected via the organizational and strategic entrepreneurship Likert scale questionnaire. The research data were further analyzed through Structural Equations Modelling and PLS software and the results showed that the organizational entrepreneurship and entrepreneurship orientation had a significant effect on strategic entrepreneurship which had a positive and significant impact on organizational performance. Moreover, the findings verified the indirect effects of organizational entrepreneurship and entrepreneurial orientation on organizational performance.

Introduction: Today, organizations need employees who have high levels of energy and psychological capacity to identify and use resources and promote positivism in the organizations. The weakness of traditional management approaches in understanding the exact motivation of employees and improving their performance, given the internal environment of organizations, requires a new approach based on intrinsic motivation and self-management, which is called work-oriented positivism. Materials & Methods: In this regard, the present study aimed to design a positive-oriented organizational behavior model in government organizations with an emphasis on Iranian Islamic values. Also, the reliability of the modle questionnaire based on Cronbach's alpha test was confirmed. This research is a descriptive-correlational and basic study in terms of purpose. Findings: Data analysis of the study was performed using SPSS software which was expressed using different tests such as T-test, correlation coefficient and analysis of the relationship between variables. In order to prioritize and determine the importance of each component of the research, the software expert choice was used, which performs the prioritization work based on the hierarchical analysis process method. Discussion & Conclusions: Based on the findings, the priority of the components of each of the research variables was expressed and when comparing the dimensions of the proposed conceptual model with the components of Lutans' positive positivist organizational behavior model, it can be said that the proposed model is in accordance with other components of Islamic values, ​​ which were approved by experts under the title of Islamic Organizational Positive Behavioral Organizational Behavior.

Organizations whose performance is being rapidly improved are considered one of the most prominent features of today's societies. The most important asset in any organization is attention to human resources which is considered to be a competitive advantage in successful organizations since it can impact the success of the organizational performance, promote psychic capital and reduce organization-family conflicts. This field study set out to investigate the impact of psychic capital on work-family conflict and organizational performance. The research data were collected by administering a standardized questionnaire to a stratified random sample of 138 managers and employees at Real Estate Registration Office in Mashhad. The sample size was determined based on Morgans’ Table. The collected data were analyzed via Structural Equation Modeling, Partial Least Squares techniques and Smart-PLS software. The findings indicated significant impacts from most of variables. Hypotheses 1, 2, 4, 6 & 8 verified negative impacts and hypotheses 5 & 7 verified positive impacts. That is to say, the employees’ psychic capital was found to improve organizational citizenship behavior. The same variable, however, negatively impacted work-family conflict; that is, employees’ rich psychic capital and the support they received from the organization could reduce work-family conflict. Moreover, the intention to quit one’s job was also found to have a negative impact on organizational performance. In other words, the higher the intention to quit, the lower the organizational performance which is directly influenced by the employees. The findings can assist managers to realign their planning towards improved and motivated human resource.

Background & Purpose: Requiring appropriate prerequisites, identification and exploitation of existing opportunities can lay the foundations for the continuous improvement of organizational performance. This study analyzes the mediating role of organizational entrepreneurship in the effect of organizational innovation on organizational performance. Methodology: This is an applied descriptive-correlational study, in which the statistical population includes the directors and experts of Bank Keshavarzi Iran in Tehran Province. The simple random sampling method was employed to select 292 participants as the statistical sample. A standard questionnaire was used for data collection. The Kolmogorov-Smirnov test and the correlation test were then conducted for hypothesis testing, whereas the path analysis was employed to analyze the causal relationships between the research variables. Findings: There is a positive correlation among organizational innovation, organizational entrepreneurship, and organizational performance. Moreover, organizational innovation improves organizational performance by facilitating and accelerating organizational entrepreneurship. Conclusion: Promoting innovation in products, processes, and technologies will improve the leading role, risk-taking capacity, and competitiveness of organizations. Therefore, organizational performance indices will improve.

Nowadays, the organizations will be successful and victorious to the changes and developments that can improve and develop their intangible capitals and knowledge to affect the other organizational variables such as effectiveness. For this purpose, the present research aims to study the effect of execution of knowledge management on the improvement of organizational performance that was applied in Shir-e-Pegah Company. The population of this study also consisted of all personnel of Shir-e-Pegah Co., from expert to higher levels, total of 350 persons and the sample size based on Cochrane formula is 184 persons. The samples were selected out of population for implementation of questionnaire based on simple random sampling, and the questionnaires were distributed. The instrument used in this study included the standard questionnaires of knowledge management execution and organizational performance of Zayed (2012) that has been designed based on theoretical model of Bhatti et al (2011). Knowledge management execution questionnaire has 24 items and organizational performance has 6 items based on 5-point Likert spectrum, that assess the variables such as culture, intellectual capital, processes, knowledge management strategy and organizational performance. The results of simple linear regression analysis test showed that the general element of knowledge management and also 4 elements of knowledge management significantly predict the variance of dependent variable of organizational performance and out of these elements, knowledge management has obtained the highest regression coefficient

The main purpose of the present study is to investigate the impact of HRM policies on marketing strategies and organization performance for marketing managers of SMEs. This study is applied in terms of research purpose and is a survey in terms of method. The statistical population of the study consists of service and manufacturing SMEs active in Shiraz industrial estates (368 companies). By the available sampling method, 188 companies were selected as the research sample. In order to assess the variables of the study, a questionnaire was used. In addition to the construct and content validities of the questionnaire, Cronbach's alpha reliability coefficient was found to be 85.2 percent. The collected data were analyzed using statistical software packages SPSS 25 and LISREL 8.80. The research results indicated that HRM policies had a positive and significant effect on marketing strategies and organizational performance. Also, marketing strategies had a positive and significant effect on organizational performance. Furthermore, marketing strategies had a positive and significant mediating role in the relationship between HRM policies and organizational performance. The main contribution of this research is to facilitate a better understanding of how HRM policies affect the performance of the organization by considering the role of marketing strategy in the context of SMEs. The findings of this study not only expand the theoretical knowledge in this field but can also be effective for managers of SMEs. [ABSTRACT FROM AUTHOR]

Business intelligence systems has become a vital part of organizations during the past several years. Pragmatically, there is limited research investigating the impact of using this system on coporate financial performance. The results of This researchs are also contradictory. This paper develops a model based on balance scorecard approach. The research data were collected from 82 private and public corporations that implemented BI system. The proposed relationships between constructs were tested by structural equition method. The results indicate that the financial performance of the organization does not improve directly through the acceptance of the business intelligence system. Indeed, system acceptance improves the performance of internal processes, customers, and organizational learning, and consequently indirectly improves financial performance. From practical viewpoint, the acceptance of this system makes achieving tangible financial benefits in terms of improving process performance, customer and learning. Therefore, financial performance is the last advantage of using this system. [ABSTRACT FROM AUTHOR]

This study is intended to investigate the effects of information technology support and knowledge management on organizational performance and competitive advantage through explaining the mediating role of dynamic capabilities. 250 standardized questionnaires were distributed among chief executive officer and senior managers of information systems of the top 50 economic companies, selected on the basis of purposive sampling method, in Iran in, July 2018. Of these, 175 questionnaires, 70 percent, were usable. Having verified the fitness, validity, and reliability of the research tools, the researcher the analyzed data through Smart PLS. The findings indicated that although information technology support only indirectly (and not directly) is able to improve the organizational performance through the development of power dynamics (with an effect intensity of 0.31), unlike knowledge management, the intensity of its effect shows a significant difference with the direct and indirect effects of knowledge management on performance (0.32). Therefore, it can be reported on the basis of the evidences that power dynamics is a mediating and significant organizational mechanism through which the benefits of knowledge management capability and information technology support turn into high performance results at large businesses. Hence, it can be argued that information technology support of knowledge management contains indirect benefits for managers of top 50 companies in Iran. This relationship shows that companies need to match information technology support with their strategic needs.

Nowadays, organizational knowledge management is considered as an essential strategy for complex, dynamic and uncertain environments, which leads to survival, competitive advantages and improvement of organizational performance. Furthermore, choosing a business strategy tailored to the organization's requirements is a key challenge for managers for the achievement of the desired status among competitors. This research is untended to find out the effect of knowledge management infrastructure capabilities and business strategy on organizational performance mediated by knowledge management process capability. This developmental applied research follows a descriptive survey method for data collection. The statistical population of the study includes 320 managers of Abbasabad industrial district from whom 175 persons were selected as the sample. A questionnaire was used as the tool for data gathering whose validity was confirmed by the experts, and whose reliability was testified by computing Cronbach's alpha. Confirmatory factor analysis was used to identify the key factors of each component, and structural equation modeling and LISREL software were used to affirm the fitness of the research model. Findings of the research indicated that the infrastructure capabilities of knowledge management and business strategy affect the process capabilities positively and significantly. Furthermore, process capabilities affect the performance of the organization positively and significantly. Moreover, differentiation strategy and human resources impose the most important effects on the process capabilities of knowledge management, and knowledge creation and storage affect the performance of the organization deeply.

The capital of an organization is not just financial and physical capitals, rather personnel's knowledge capital is more important than that. In present time, knowledge as an important competitive advantage can play a key role in the success and decline of businesses. In competitive markets, many organizations deal with this issue. Therefore, the present study investigates the impact of marketing knowledge management on competitive advantage by considering the mediating role of variables of innovation capability and organizational performance. The statistical population of this research is the FMCG industry broadcasting companies in Iran. The 96 companies were selected by simple random sampling. Data were collected through standard questionnaire with 34 questions. The reliability of the questionnaire was calculated by Cronbach's alpha coefficient and its validity was measured by divergent and convergent method. Structural equation modeling (SEM) was performed using PLS3 software to test the research hypotheses. The results showed that marketing knowledge management had a positive and significant effect on innovation capability, organizational performance and competitive advantage. Innovation capability also has a significant and positive impact on competitive advantage and organizational performance. Finally, organizational performance has a positive and significant effect on competitive advantage. Finally, practical suggestions were provided.

Background and Objective: Organizational performance improvement has always been a managerial priority with human resources playing a unique role in this context. This paper aims to analyze the effect of human resources management ambidexterity on organizational performance by considering the moderating role of information technology and mediating role of talent management. Methodology: This is an applied descriptive-correlational study, in which 281 managers of industrial departments were surveyed through a questionnaire for data collection. The partial least square structural equation modeling (PLS-SEM) technique was then used for data analysis. Findings: Human resources management ambidexterity had a positive, significant effect on organizational performance. It was also confirmed that talent management had a mediating role in the relationship between human resources management ambidexterity and organizational performance. Moreover, information technology moderated the relationship between human resources management ambidexterity and talent management. Conclusion: In the studied industrial departments, the implementation of information technology policies will affect organizational performance in the relationships between human resources management ambidexterity and talent management.

The purpose of the present study is to investigate the impact of strategic agility on organizational performance with mediate role operational responsiveness in large manufacturing firms in Khuzestan province. The population of this applied research consisted of 180 manufacturing firms and with using Cochran's formula for limited society, 123 firms were selected. Statistical unit of society were manufacturing/operation managers of said firms and research questionnaire was distributed to them for each firm. The data collection instrument is Shin (2015) questionnaire, which its content validity was evaluated through experts and academics and its construct validity was confirmed through confirmatory factor analysis. Structural equation models and SPSS 22 have been used in order to analysis the data. The results showed that, strategic agility have a positive and direct impact and also indirect impact through operational responsiveness on organizational performance.

This research aims to examine the relationship of corporate social responsibility with organizational performance by considering the mediating roles of competitive advantage, corporate fame and customer satisfaction in food companies located in the northern Iranian city of Amol in year 2015. It is a descriptive-survey research conducted on 196 executive managers of food companies in the city of Amol selected as the study sample through random cluster sampling. A questionnaire is used to collect the data, and the SEM technique based on covariance (Lisrel v.8.8) serves to analyze the data. The research findings show that the construct of competitive advantage has the strongest relationship with organizational performance as compared to the constructs of corporate fame and customer satisfaction. This is while corporate social responsibility has the greatest effect on customer satisfaction based on the structural model. Also, the constructs of corporate fame and competitive advantage are found to have insignificant effects on the promotion of organizational performance and, consequently, on customer satisfaction. These findings provide managers with deep insights into the factors that create and reinforce organizational performance in stagnant economy by improving the indexes of corporate social responsibility.

Objective Today competitive condition and quick changes adds to the importance of the need to analyze the companies’ performance in order to reach to higher positions as compared to the opponents’ performance. The present study mainly aims to investigate the role of business strategic tendency in organizational performance considering the intervening role of knowledge management. The researcher seek to evaluate 1) the relationship between strategic tendency and balanced point card; 2) the relationship between strategic tendency and knowledge management mechanisms; 3) knowledge management mechanisms and organizational performance; and 4) the intervening role of knowledge management mechanisms in the relationship between strategies and performance. Such a wholestic investigation has not been applied in the literature before. Methodology The present study is descriptive-analytic in nature and quantitative-practical in purpose. The data were analyzed based on structural educational modeling. The statistical population of the present study includes all active companies in the supreme informatics. A sample of 250 principals, managers, and directors in the field of information technology were randomly selected. At the end, 181 questionnaires were correctly filled and used for further analysis. Findings The obtained coefficient for all the tendencies and aspects pertinent to the relationship between organizational strategic tendency and knowledge management is higher than 0.3 which indicated there is a relationship between the two variables. However, regarding risk taking, all the coefficients are negative which shows an opposing relationship between the two variables. The coefficient pertinent to the relationship between tendency and different aspects of performance are almost all fewer than 0.3 which indicates an insignificant relationship between the two. Knowledge management has proved to have a strong relationship with aspects of performance. It should be said that knowledge management acts as an intervening variable between tendency and performance. Conclusion The results approved the effect of organizational strategic tendency on performance; so, the companies should enhance their strategic tendency in order to improve their performance and make organizational decisions and put them into action based on the business strategies. This may also help improve knowledge management in an organization. Moreover, the companies can exploit knowledge management mechanisms in order to improve their performance (hypothesis 3). Finally, it is recommended that organizations should first improve their analytical tendencies, background and future expectation so as to improve their knowledge along with application of knowledge management mechanisms.

Introduction: The performance appraisal system is known as one of the factors affecting employees' performance, and organizations are required to consider the components of organizational entrepreneurial orientation toward achieving effective goals and performance. This study aimed to investigate the relationship between performance appraisal and organizational entrepreneurial orientation in selected employees of Health Deputy at Iran University of Medical Sciences. Methods: This descriptive-analytical and sectional study was conducted in 2020. The sample consisted of 102 employees with a score of last year's performance evaluation. The annual performance evaluation score and a standard questionnaire were used to assess the performance of employees and their organizational entrepreneurial orientation, respectively. Data analysis was performed using SPSS statistical software version 25. Results: The organizational entrepreneurial orientation was reported as moderate. The highest and lowest mean scores were related to the autonomy and competitive aggressiveness dimensions, respectively. Although there was a significant and negative relationship between performance and risk-taking, competitive aggressiveness and innovativeness variables, no significant relationship was found between proactive ness and autonomy variables. Conclusion: The results showed that there was a significant negative relationship between performance appraisal and the organizational entrepreneurial orientation. It seems that this inverse relationship is due to the lack of necessary conditions for the tendency toward organizational entrepreneurship and also ignoring entrepreneurship in the axes and indicators of employee performance evaluation. [ABSTRACT FROM AUTHOR]

The rapid spread of spirituality and religious beliefs in the new millennium has increased the importance of spirituality and its applications for governments, organizations and managers. One of the most significant issues in this regard is the role spirituality can play in promoting the workplace atmosphere. Thus, the aim of the present research was to design a model to assess the relationship between spirituality in workplace with human resource and organizational performance. To achieve the aim, the researchers first designed a conceptual model using relevant variables collected through a rich literature review and via exploratory factor analysis. Secondly, they examined the model using Structural Equation Modeling. The results of the questionnaires that were collected from a random sample of 217 workers at Allameh Tabataba'i University showed that trust in God, catering for human values of employees, fostering labor force creativity, felling a sense of meaningfulness of work and increasing organization productivity have the greatest impact on each of the latent variables of the model. Based on the values of CPR statistics, the set significant level and model fit indices, the research hypotheses were confirmed.

Market orientation is one of the major research streams developed in strategic marketing during the past ten years. This research aims at the effect of internal and external market orientations on organizational performance. With regard to intermediate variables, competitive advantages and the dependent variable of organizational commitment are evaluated. The statistical population of this research consists of the managers of small and medium sized enterprises in the Complex of Industrial Parks in Mazandaran Province. Totally, 220 managers are selected as a sample, using available non-probable sampling. Also, questionnaires have been used to collect the data. The analysis of the survey model has been done using the Lisrel software. The results show that internal market orientation leads to the development and improvement of organizational commitment. It is also found that the competitive advantage obtained from the positive effects of internal and external marketing helps small and medium industrial companies to improve their organizational performance.

Context: In the age of global competition, performance evaluation is essential for the survival of the organization. Here, the leadership style is of paramount significance, and the main reason to assess and measure organizational performance is to increase the organization overall effectiveness. Purpose: The aim of this study is to investigate the relationship betweenTransformational and Transactional Leadership Style and organizational performance of the staff of University of Qom Method: The study is applied with library–field data collection procedure and the methodology is correlational. The statistical population consists 440 staff of University of Qom. The sample size was estimated by Morgan,table to number 203 that were selected by simple random cluster sampling. Bass and Avolio’s (2000) Multi-factor Leadership (MLQ) questionnaire and Hersey and Goldsmith’s (1980) Organizational Performance (Achieve) questionnaire were used as the instruments in the study, and their reliability and validity were examined by confirmatory factor analysis and Cronbach's alpha coefficient, respectively. Result: The results showed that Transformational leadership style (r = 0.31; p < 0.05) and Transactional (r = 0.17; p < 0.05) have positive and significant relationship with the organizational performance. The results of simultaneous regression showed that about 51 percent of the leadership is able to explain and predict changes in organizational performance (r = 0.716; R2 = 0.512; Adj = 0.134) that its highest level is related to transformational leadership with beta factor of 0.36 (β = 0.36). Conclusion: It came to light that there is a meaningful relationship between leadership styles and organizational performance.