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Abstract Background The recognition, prevention and treatment of venous thromboembolism (VTE) remains a major challenge in the face of the recent COVID-19 pandemic which has been associated with significant cardiovascular, renal, respiratory and hematologic complications related to hypercoagulability. There has been little literature thus far on the utility of screening ultrasound and the role of the clinical pharmacist in treating these patients. Methods We present a prospective pilot program of thirty-one consecutive COVID-19 patients who were provided four extremity screening ultrasounds for VTE on admission. This was coordinated by a clinical pharmacist as part of a multidisciplinary approach. Quantitative and qualitative data were recorded with the goal of describing the utility of the clinical pharmacist in ultrasound screening. Data collected include demographics, information on clinical symptoms or signs at presentation, and laboratory and radiologic results during the hospitalization from each individual electronic medical record. Results Nine of the thirty-one patients presented with VTE. Of the nine patients, there were twenty-two total clotted vessels, all of which were asymptomatic. The clinical pharmacist, as the coordinator for a multidisciplinary COVID-19 associated coagulopathy management team, drafted a screening and treatment protocol for anticoagulation prophylaxis and therapy of VTE after ultrasound findings. Conclusion VTE screening of hospitalized COVID-19 patients reveals a significant number of asymptomatic VTEs and justifies diagnostic, prophylactic, and treatment measures coordinated by a clinical pharmacist.

Early in the coronavirus disease 2019 (COVID-19) pandemic, global governing bodies prioritized transmissibility-based precautions and hospital capacity as the foundation for delay of elective procedures. As elective surgical volumes increased, convalescent COVID-19 patients faced increased postoperative morbidity and mortality and clinicians had limited evidence for stratifying individual risk in this population. Clear evidence now demonstrates that those recovering from COVID-19 have increased postoperative morbidity and mortality. These data—in conjunction with the recent American Society of Anesthesiologists guidelines—offer the evidence necessary to expand the early pandemic guidelines and guide the surgeon’s preoperative risk assessment. Here, we argue elective surgeries should still be delayed on a personalized basis to maximize postoperative outcomes. We outline a framework for stratifying the individual COVID-19 patient’s fitness for surgery based on the symptoms and severity of acute or convalescent COVID-19 illness, coagulopathy assessment, and acuity of the surgical procedure. Although the most common manifestation of severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) infection is COVID-19 pneumonitis, every system in the body is potentially afflicted by an endotheliitis. This endothelial derangement most often manifests as a hypercoagulable state on admission with associated occult and symptomatic venous and arterial thromboembolisms. The delicate balance between hyper and hypocoagulable states is defined by the local immune-thrombotic crosstalk that results commonly in a hemostatic derangement known as fibrinolytic shutdown. In tandem, the hemostatic derangements that occur during acute COVID-19 infection affect not only the timing of surgical procedures, but also the incidence of postoperative hemostatic complications related to COVID-19-associated coagulopathy (CAC). Traditional methods of thromboprophylaxis and treatment of thromboses after surgery require a tailored approach guided by an understanding of the pathophysiologic underpinnings of the COVID-19 patient. Likewise, a prolonged period of risk for developing hemostatic complications following hospitalization due to COVID-19 has resulted in guidelines from differing societies that recommend varying periods of delay following SARS-CoV-2 infection. In conclusion, we propose the perioperative, personalized assessment of COVID-19 patients’ CAC using viscoelastic hemostatic assays and fluorescent microclot analysis.

Abstract Tension pneumomediastinum is a rare complication of severe acute respiratory syndrome coronavirus 2 (SARS‐CoV‐2) infection that has increased in incidence with the novel coronavirus disease 2019 pandemic. Although traditionally managed with conservative measures, we present the indications and methods for the first operative management of tension pneumomediastinum with concomitant SARS‐CoV‐2 infection.

One of the complications of the novel coronavirus disease 2019 (COVID-19) is hypercoagulability. For this reason, patients presenting with COVID-19 are often put on therapeutic or intermediate anticoagulation upon hospitalization. A common issue of this anticoagulation is the progression to hypocoagulability resulting in hemorrhage. Therefore, monitoring the hemostatic integrity of critically ill COVID-19 patients is of utmost importance. In this case series, we present the cases of three coagulopathic COVID-19 patients whose anticoagulation was guided by thromboelastography (TEG). In each case, TEG permitted the clinical team to simultaneously prevent thrombotic and hemorrhagic events, a difficult task for COVID-19 patients admitted to the intensive care unit. The first two cases illustrate the utility of TEG to guide anticoagulant dosing for COVID-19 patients when the activated partial thromboplastin time (aPTT) is inaccurate. The first case was a severely ill COVID-19 patient with end-stage renal disease and a falsely elevated aPTT secondary to hypertriglyceridemia. The second case was a severely ill COVID-19 patient with chronic pulmonary disease who demonstrated a falsely elevated aPTT due to polycythemia and hemoconcentration. In both cases, TEG was sensitive to the hypercoagulability caused by the metabolic derangements which enabled the goal-directed titration of anticoagulants. The last case depicts a severely ill COVID-19 patient with an inherited factor V Leiden mutation who required abnormally high dosing to achieve therapeutic anticoagulation, guided by TEG. Hypercoagulopathic COVID-19 patients are difficult to anticoagulate without development of hypocoagulopathy. Treatment of these patients demands goal-directed therapy by diligent laboratory monitoring. This can be accomplished by the use of TEG coupled with aPTT to guide anticoagulation. This case series illustrates the necessity for active hemostatic monitoring of critically ill COVID-19 patients.

Synthesis of β-hydroxysulfides of 1,3-dioxepane series and their further functionalization were performed. Chiral β-hydroxysulfides were separated into enantiomers using enzymatic acylation by lipase PS. Study of antifungal activity of the obtained compounds showed that some enantiomerically pure 6-arylthio-1,3-dioxepan-5-ols represent promising antifungal drug candidates.

Peripheral T cell lymphoma (PTCL) is a heterogeneous malignancy with poor response to current therapeutic strategies and incompletely characterized genetics. We conducted whole exome sequencing of matched PTCL and non-malignant samples from 12 patients, spanning 8 subtypes, to identify potential oncogenic mutations in PTCL. Analysis of the mutations identified using computational algorithms, CHASM, PolyPhen2, PROVEAN, and MutationAssessor to predict the impact of these mutations on protein function and PTCL tumorigenesis, revealed 104 somatic mutations that were selected as high impact by all four algorithms. Our analysis identified recurrent somatic missense or nonsense mutations in 70 genes, 9 of which contained mutations predicted significant by all 4 algorithms: ATM, RUNX1T1, WDR17, NTRK3, TP53, TRMT12, CACNA2D1, INTS8, and KCNH8. We observed somatic mutations in ATM (ataxia telangiectasia-mutated) in 5 out of the 12 samples and mutations in the common gamma chain (γc) signaling pathway (JAK3, IL2RG, STAT5B) in 3 samples, all of which also harbored mutations in ATM. Our findings contribute insights into the genetics of PTCL and suggest a relationship between γc signaling and ATM in T cell malignancy.

Abstract The purpose of this research is to investigate the presentation of the organizational team performance model with the approach of non-economic motives of organizational citizenship behavior in the municipalities of Tehran province. The current research is applicable in terms of purpose, and descriptive-analytical in terms of nature and method. The statistical population of the present study includes 100,000 employees of the municipality of Tehran province, which was determined 384 people due to the large sample size using the Morgan Karjesi table. Sampling was done by simple random sampling. The collection tool in this research includes a researcher-made questionnaire derived from the qualitative method. 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 the skills, expertise and resources of the organization along with the relevant components have an impact on the competitive environment of the organization. The findings also showed that the role of skill and expertise with a coefficient of 0.462 in the competitive environment of the organization is stronger than the role of organizational resources with a coefficient of 0.390, and the model has a good fit. Extended Abstract Introduction Employee performance has always been considered as one of the main organizational resources by organizations due to the importance of human resources. A work team will be formed by putting the employees together. Work teams act based on the opinions of team's members; as a result, work teams will perform differently in different situations (Eskandar et al, 2020). Teamwork role in advancing the organization's goals of team building and work of the team helps to clearly outline the vision and common goals, and by creating a spirit of trust among human resources, the organization evokes a sense of commitment and responsibility. By emphasizing teamwork, the organization not only provides the spirit of cooperation and accountability, but also educates people who continuously seek to participate in decision-making, problem solving, and applying acquired knowledge and skills. Teamwork is the best method to provide high performance and team performance is evaluated through various criteria such as reducing errors, continuous quality improvement, increasing efficiency, and customer satisfaction (Abediyan et al, 2018). Based on the research, it is possible to examine the indicators of trust between team members, members' trust in the leader, participation and cooperation as effective factors on team performance. One of the issues raised regarding human resources is organizational citizenship behavior (Akbarimehr et al, 2020). Organizational citizenship behavior is a trans-role performance that includes more than the official roles of employees, i.e. voluntary and often unrewarded behaviors. A good citizen of the organization has a variety of behaviors such as accepting and assuming additional duties, following the regulations and procedures of the organization, maintaining and developing a positive attitude, and tolerating dissatisfaction and problems of the organization (Shamsi, 2020). Therefore, the researcher tries to answer the question: what is the model of organizational team performance with the approach of non-economic motives of organizational citizenship behavior in the municipalities of Tehran province? Theoretical Framework Team performance of the organization One of the most important characteristics of successful organizations is the tendency to team work and to revive the spirit of participation and constructive cooperation. Meanwhile, what helps organizations to increase their ability and face challenges is the formation of appropriate and effective teams. Team work is one of the most important facilitators in achieving positive and cost-effective results in the field of organization. Also, teams and working groups are a pleasant and acceptable mechanism for everyone to perform and complete tasks with more speed and efficiency in organizations (Makandi et al, 2021). By emphasizing on team building, the organizations can not only create and exploit multiple skills and spread the spirit of cooperation and responsibility, but also cultivate people who continuously seek to participate in decision-making and problem solving, and applying the acquired knowledge and skills (Nadi et al, 2017). Organizational citizenship behavior The study of people's behavior in work environments has been of interest to management science thinkers for a long time, and many studies have tried to classify behaviors and their causes. But a topic that has been raised in the last two decades and has attracted the attention of psychologists and sociologists in addition to behaviorists is organizational citizenship behavior (Ho& Li, 2020). Organizational citizenship behavior is a kind of valuable and useful behavior (Sadeghi ajeh, 2014) which includes diverse behaviors of employees such as accepting and assuming additional responsibilities, following the rules and procedures of the organization, maintaining and developing a positive attitude, patience and tolerating dissatisfaction and problems in the workplace (Qiu et al, 2019). Ghanbari & Ahmadi (2022) investigated the role of individual citizenship behavior in the organizational innovation of schools with the mediating role of knowledge sharing in primary school teachers. The results showed that individual citizenship behavior and knowledge sharing of teachers have a significant effect on the organizational innovation of schools at the level of 0.05. Individual citizenship behavior through knowledge sharing has a significant effect on the organizational innovation of schools at the level of 0.05. Also, individual citizenship behavior and knowledge sharing can explain 47% of the variance of schools' organizational innovation. Jafari & Jafari (2022) analyzed the effect of human capital on competitiveness in an article titled "Analysis of the effect of human capital on competitiveness in the insurance industry" (case study: Dana Insurance Company, Khorram Abad branch) with the structural equation modeling method. The results showed that human capital has a positive and significant effect on the competitiveness of Dana Insurance Company. On the other hand, by testing the hypotheses of the research, it was found that among the dimensions of human capital, the ability dimension of employees has a more positive and significant impact on competitiveness; therefore, human capital can be considered as a fundamental factor affecting the competitiveness of Dana Insurance Company, which increases its competitiveness. Research methodology The current research is applicable in terms of purpose, and descriptive-survey in terms of nature and method. The statistical population of the present study includes all the employees of the municipality of Tehran province, which has more than 100,000 employees. In order to estimate the appropriate sample size, the Morgan table was used, based on which, since the number of the statistical population is 100 thousand, the sample size was considered to be 384 people using the Morgan Karjesi table, and simple random sampling method was used. The research data collection tool includes a researcher-made questionnaire derived from the qualitative method Research findings SPSS and PLS software were used for data analysis. The findings of the research showed that the skills, expertise and resources of the organization along with the relevant components have an impact on the competitive environment of the organization. The findings also showed that the role of skill and expertise with a coefficient of 0.462 in the competitive environment of the organization is stronger than the role of organizational resources with a coefficient of 0.390, and the model has a good fit. Conclusion The current research was conducted with the aim of presenting the model of organizational team performance with the approach of non-economic motivations of organizational citizenship behavior in the municipalities of Tehran province. The results of this research corresponds with the results of SUKRESNA et al, (2021), Azila-Gbettor et al, (2021), Aghighi et al, (2020), Alfawaire & Atan (2021), Motiei et al, (2021), and Emeagwal & Ogbonmwan (2018). SUKRESNA et al, (2021) showed in a research that organizational citizenship behavior can mediate the relationship between the mental structures of organizational performance and employees' perceptions of their leaders, as well as their motivation to serve in the public sector. According to the present research, the following suggestions are presented: - Training employees to communicate well with others; - Skill training in using modern technologies and acquiring job skills and expertise; - The skill of employees in changing their role and giving energy to others and improving individual ability to influence decision-making; - Employees are employed as productive tools with motivation and talent in the organization; - Give importance to the team resources of employees in the organization;

The COVID-19 outbreak has affected numerous facets of human life. It is still an ongoing epidemic with multiple variants emerged since its first outbreak. To detect COVID-19 machine learning and the Internet of Things are the most widely proposed methods in the literature showing favorable performance. This paper presents a complete mapping and assessment of recent research efforts on COVID-19 detection using both machine learning techniques and the Internet of Things devices. The objective of this research work is to identify machine learning techniques and IoT devices that are used in combination to effectively detect COVID-19 and its variants. The synthesis of the mapping study is provided as the analysis of the IoT devices, and the effectiveness of machine learning techniques in disease detection. This study will help the researchers and health practitioners in deploying an effective method for detecting COVID-19, and its variants using machine learning techniques and IoT devices. [ABSTRACT FROM AUTHOR]

Abstract The purpose of this research is to design the organizational agility model in order to improve the productivity of human resources in Shomal Drilling Company. In terms of purpose, the current research is applicable in the quantitative part, fundamental-exploratory in the qualitative part, and mixed (qualitative-quantitative) in terms of implementation. The statistical population of the research in the qualitative part includes 10 academic specialists, professors and senior managers in the field of human resources and experts in the field of organizational behavior, and sampling was carried out by the theoretical saturation method; and in the quantitative part it includes 2500 people from all employees of Shomal Drilling Company, 333 of whom were selected through the Cochran formula by stratified random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. Data in the qualitative part analyzed by the coding method and MAXQDA software, and in the quantitative part by SPSS and PLS software. The results in the qualitative section showed that there are 7 components and 52 indicators in the model. The components include 1-causal factors (human and organizational factors); 2- the central phenomenon (organizational agility); 3- strategies (agility strategy); 4- context and facilitator (agility drivers); 5- Obstacles (challenges of human resource management); and 6- Consequences (productivity of human resources). The results in the quantitative part showed that human and organizational factors have an effect on organizational agility, and in this way, it increases the level of the organization's agility strategy and, as a result, the productivity of employees. Also, the results showed that agility drivers and existing challenges in human resource management affect productivity through agility strategy. Extended abstract Introduction Today, productivity and increasing organizational excellence has become one of the most important components of management in large and small organizations. Experienced managers in organizations have now realized that in order to achieve success in the arena of global competition and increase profitability, considering the components related to human and work productivity is very valuable and should always be taken into account (Hojjati & Nasiri, 2020). Today's business environment is full of organizational competition and the smallest slip can lead to the decline of an organization (Hashemzadeh, 2017). In today's competitive world, in order to face the new changes that occur in today's competitive world, organizations should think about adapting to changes (Khakivatan et al, 2021) and seek to take advantage of potential opportunities. One of the parameters proposed to increase flexibility, speed of action, and quality; is organizational agility. Organizational agility is the concept of high adaptability without the need to change. In fact, the organization can create a capacity in its structure and operational methods to create flexibility, change and adaptation to changing conditions without the need to make a series of permanent, mandatory and fundamental changes (Sadiq et al, 2020). Organizational agility refers to an organization's ability to respond quickly and effectively to environmental changes and internal conflicts (Ali Sofi & Salami, 2023). Organizational agility is an organizational capability that must be considered by the managers of educational organizations in order to achieve organizational goals, and has the components of innovation, responsibility, speed in work, low complexity, high quality, flexibility, and readiness to respond to environmental changes, and also is very resistant to environmental problems and challenges (Abolghasem et al., 2018). Therefore, this research seeks to investigate the issue: what model can be designed to make the organization agile in order to improve the productivity of human resources in Shomal Drilling Company? Theoretical framework Organizational agility Agility can be described as a management concept around responding to the turbulent and dynamic market and customer demand, and is not only a solution for the survival of the organization but also an opportunity to achieve sustainable advantage (Tavakoli et al, 2019). Productivity of human resources Productivity means an intellectual point of view and the concept of working and acting intelligently. Productivity can be considered in human resources or capital, and the main and important indicator in this field is undoubtedly human resources and factors affecting it (Rosenzweig, 2020). Kadivar Zinkanloo et al, (2024) investigated the design of organizational resilience development model based on organizational agility components (case study of Sepeh Bank branches in North Khorasan province). The findings of the research show the types of causal factors, phenomenon-oriented, strategies, intervening, contextual and consequences; which according to the research approach, research model at the level of dimensions and components examined and validated in the qualitative stage. Causal factors include flexible organizational culture; central factors include the development of organizational resilience based on organizational agility components; strategic factors include the development of strategies; intervening factors include the change process; background factors include the improvement of processes and communications in the organization; and the outcome includes agility. Ali sofi & Salami (2023) investigated the effect of quantum management skills on susceptibility to change with the mediating role of organizational agility. The findings obtained from the structural equation model showed that the standard coefficient between quantum management was significant on readiness for change (0.19), quantum management on organizational agility (0.58), as well as susceptibility for change and organizational agility (0.64), and the indirect effect of quantum management on change readiness (0.47). Research methodology In terms of purpose, the current research is applicable in the quantitative part, fundamental-exploratory in the qualitative part, and mixed (qualitative-quantitative) in terms of implementation. The statistical population of the research in the qualitative part includes 10 academic specialists, professors and senior managers in the field of human resources and experts in the field of organizational behavior, and sampling was carried out by the theoretical saturation method; and in the quantitative part it includes 2500 people from all employees of Shomal Drilling Company, 333 of whom were selected through the Cochran formula by stratified random sampling method. The research collection tool is a semi-structured interview and a researcher-made questionnaire. Research findings Data in the qualitative part analyzed by the coding method and MAXQDA software, and in the quantitative part by SPSS and PLS software. The results in the qualitative section showed that there are 7 components and 52 indicators in the model. The components include 1-causal factors (human and organizational factors); 2- the central phenomenon (organizational agility); 3- strategies (agility strategy); 4- context and facilitator (agility drivers); 5- Obstacles (challenges of human resource management); and 6- Consequences (productivity of human resources). The results in the quantitative part showed that human and organizational factors have an effect on organizational agility, and in this way, it increases the level of the organization's agility strategy and, as a result, the productivity of employees. Also, the results showed that agility drivers and existing challenges in human resource management affect productivity through agility strategy. Conclusion The current research was conducted with the aim of designing an organizational agility model in order to improve the productivity of human resources in the Northern Drilling Company. The results of this research are in agreement with the results of Kadivar Zinkanloo et al, (2024), Ali sofi & Salami (2023), Ardian et al, (2023), AlNawafleh et al, (2022), Nikkhah (2022), Tashakori et al, (2021), Dehghani Soltani & Shahabipour (2021), Subramony et al, (2021), Khosravipour & Pourjavid (2020), and Moghali & Talebi (2018). Tashakori et al, (2021) showed that "increasing the speed of work-doing", "improving flexibility", "improving organizational competence", and "improving accountability" are requirements for organizational excellence that directly affect organizational agility. According to the results of the research, the following suggestions are presented: 1- Researching and developing by allocating the required resources, creating organizational innovation, using the knowledge management process, empowering employees, and also by recruiting and hiring skilled and specialized personnel, specialized training of employees, creating a strategic vision of the organization and adopting appropriate human resources strategies for the flexibility of employees, creating a culture of change in employees, creating a flexible organizational structure and speed of action in responding to needs, as well as the use of modern technology, agility of organizational processes, and communication with international customers. 2- Paying attention to increasing the speed of work-doing and improving the level of organizational competence of employees, as well as by gaining experience and skills to the flexibility of employees, creating a culture of change in employees, creating a flexible organizational structure and speed of action in responding, as well as the agility of organizational processes and communication with International customers.

AbstractThe aim of the current research is to identify and evaluate the components of human resource competence in the era of digital transformation. According to its purpose, the research method is applicable-developmental; and mixed (qualitative-quantitative) and exploratory in terms of implementation. The statistical population in the qualitative section includes 20 experts and specialists who are knowledgeable about the research topic and specialists in Iran Mobile Communications Company (Part I) selected by purposeful sampling; and in the quantitative part it includes 2112 personnel of Iran Mobile Communications Company (Part I) in Tehran, 325 people were selected as a sample through Cochran's formula. Data collection was done in the qualitative part by using semi-structured interviews; and in the quantitative part by a researcher-made questionnaire. Analysis of the data in the qualitative part was done by means of Delphi coding, and in the quantitative part, SPSS and PLS software were used. The results in the qualitative section showed that the competence of digital managers includes 7 components of individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. The results in the quantitative section showed that there is a significant correlation between all components. Also, the culture and change management component was given first priority among the components. The results also showed that the research model has the required validity.Extended abstractIntroductionIn organizations where human resources are given more importance, human resources basically seek to acquire new information and practical solutions in order to achieve better productivity and efficiency, and such organizations have the characteristics of dynamism, creativity and growth in order to create effective changes in internal organizational factors, and interact with their social environment. Therefore, managers facing transformations and changes in the organizational structure, including developments such as maturity and development of employees, competition based on competence to attract and use talents, need to replace the new approaches of human resources management. One of the best and most appropriate approaches to achieve this goal is to use the competency approach in human resources management and planning (Babashahi et al, 2021).Therefore, in the era of digital transformation, changing the role of employees requires a new set of competencies to be defined and presented for them to respond to the latest trends that have been formed following transformative technologies (Wade & Obwegeser, 2019). Equipping employees with the new skills required by the digital age is an important challenge for companies around the world; because the transition to the new digital organization has created deep gaps (Guthrie & Meriwether, 2018). Digital transformation in the world of business and governments has highlighted the importance of productivity more than ever (Sage People, 2018). Digital transformation is a dramatic change in the performance of the organization and the country, centered on transformative technologies such as the Internet of Things, cloud computing, mobile applications, social media, virtual and augmented reality, data analytics, artificial intelligence, and blockchain (Westerman et al, 2014). Although the emphasis of digital transformation is on transformative technologies, some researchers believe that successful digital transformation emphasizes issues related to human resources rather than technology (Wigston, 2019; Tabrizi et al, 2018). Therefore, employees are a key group in the organization that must be taken into account for the digital transformation to come to fruition; because if an organization seeks to create an effective customer experience, it must train its employees well and improve their productivity and loyalty (Wride, 2016).Based on the said material, the researcher is trying to answer the question: how is the identification and evaluate of the components of human resource competence in the era of digital transformation?Theoretical FrameworkCompetenceCompetence shows the image of a grown man who has full preparations in every way to do a job. In fact, competence has a kind of system approach to employees, which includes all those traits, characteristics, skills and attitudes related to the effectiveness in performing tasks and responsibilities. The requirements of human resources planning based on competences is, in the first place, a simulation of business goals and strategies, and every company exists with a purpose to be able to make the necessary profit (Mobini, 2022). Digital transformationDigital transformation is a management approach that refers to the growing adoption of digital technologies and tools by the organization in a way that fundamentally transforms internal and external activities and processes (Bonnet & Nandan, 2011). Digital transformation is the acquisition and deployment of digital technologies in such a way that products, business processes, sales channels, or value chains; in other words, business models are redesigned and transformed (Hess et al, 2016).Karamipur (2023) investigated the design of the model of artificial intelligence competencies on organizational performance by 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.Busulwa et al, (2022) addressed "Digital transformation and hospitality management competencies: towards an integrated framework" in their research. This research showed that digital transformation should lead to the creation of competencies such as digital customer interaction, digital customer experience management, digital innovation, and digital leadership in people.Research methodologyAccording to its purpose, the research method is applicable-developmental; and mixed (qualitative-quantitative) and exploratory in terms of implementation. The statistical population in the qualitative section includes 20 experts and specialists who are knowledgeable about the research topic and specialists in Iran Mobile Communications Company (Part I) selected by purposeful sampling; and in the quantitative part it includes 2112 personnel of Iran Mobile Communications Company (Part I) in Tehran, 325 people were selected as a sample through Cochran's formula. Data collection was done in the qualitative part by using semi-structured interviews; and in the quantitative part by a researcher-made questionnaire.Research findingsAnalysis of the data in the qualitative part was done by means of Delphi coding, and in the quantitative part, SPSS and PLS software were used. The results in the qualitative section showed that the competence of digital managers includes 7 components of individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. The results in the quantitative section showed that there is a significant correlation between all components. Also, the culture and change management component was given first priority among the components. The results also showed that the research model has the required validity.ConclusionThe current research was conducted with the aim of identifying and evaluating the components of human resource competence in the era of digital transformation. The results of this research are in agreement with the results of Karamipur (2023), Busulwa et al, (2022), Shohel et al, (2022), Crawford & Butler (2021), Asgharneghad & Haghdoust (2022), Linde et al, (2021), Gupta et al, (2021), Kaufman et al, (2021), Abedi Ardakani et al, (2022), Ghirtmand & Amiri Moghadam (2021), and Rahmati Kohroodi et al, (2021). Gupta et al, (2021) showed that organizational factors are the most important factors that need immediate attention. Sub-factors that are important for building competencies in the logistics sector are providing the appropriate training in the field of functional skills development, top management support, and commitment to digitization and organizational culture for process digitization, etc.According to the results of this research, the following suggestions are presented:- One of the suggestions that can be made in line with the results of this research is related to individual factors. The results showed that one of the most important personality traits of successful managers is risk taking. In order to increase risk-taking, it is suggested that managers formulate specific and clear goals for themselves and the organization. These goals are designed based on the vision of the organization. For this purpose, it is suggested to first identify the weaknesses and strengths, risks, and situations of the organization by relying on the SWAT analysis, and then examine and compile the organization's prospects.- By in-depth examination of technical and specialized factors for managers to have more mastery of technology-oriented practical concepts, it is suggested that the mobile communication company recruit and select employees who have full dominance on English language. It is also suggested to consider specialized language courses to improve the knowledge and mastery of conversation and understanding of managers' content.