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Open Access Article
1 - Investigating the effect of social capital on organizational performance with respect to Ambidextrous knowledge strategy and innovation; (Case Study: Innovative and Technological Companies)
Ramina AfroozAbstract The purpose of this study was to investigate the effect of social capital on organizational performance. In this direction, the Ambidextrous knowledge strategy and innovation has been considered and the effect of market orientation has been considered as a mode MoreAbstract The purpose of this study was to investigate the effect of social capital on organizational performance. In this direction, the Ambidextrous knowledge strategy and innovation has been considered and the effect of market orientation has been considered as a moderator between organizational performance and the Ambidextrous knowledge strategy. This research has been applied in a descriptive-survey approach. In the initial research process, extensive literature review was used to extract the original model and finally, a questionnaire was used. Dimensions of the prepared questionnaire with different approaches to reliability and validity were evaluated and distributed through the census method at the International Intellectual exhibition and from 102 appropriate returns questionnaires were used for quantitative analysis. And by reviewing the research literature, the final conceptual model was drawn. Descriptive analysis was performed using SPSS software and Smart PLS software was used to test the research hypotheses. The results indicate that social capital has a positive and significant effect on the Ambidextrous knowledge strategy, the Ambidextrous knowledge strategy has a positive and significant effect on organizational performance, it strengthens the innovation of organizational performance, and the results of the research show that social capital on performance An organization is ineffective, and this hypothesis is not accepted, and there is a moderating effect between market orientation between organizational performance and Ambidextrous knowledge strategy. Manuscript profile -
Open Access Article
2 - Investigating the Relationship between Knowledge Management and Innovation Performance among Employees of Company Members of Co-operatives of Cooperatives, Labor and Social Welfare of Razan
davood ghasemiThe overall aim of this study was to investigate the relationship between knowledge management and organizational innovation and organizational performance among staff members of the Cooperative Co-operatives, Social Work and Social Welfare Co-operative in Razan. The re MoreThe overall aim of this study was to investigate the relationship between knowledge management and organizational innovation and organizational performance among staff members of the Cooperative Co-operatives, Social Work and Social Welfare Co-operative in Razan. The research method was descriptive correlation. The statistical population of the research includes all employees of the cooperative companies in the city of Razan, which is 320, the sample size was chosen using the Cochran formula, which is equal to 175 people, which we increased to 180 persons due to the drop of subjects, and eventually 176 people completed the questionnaires by random sampling. The data gathering tool was a knowledge management and organizational innovation questionnaire distributed among individuals. The data were analyzed using inferential statistics. The results showed that there is a significant relationship between the management dimensions of knowledge use and the firm's performance (0.213), with the increase in its use, the company's performance increases. In other words, 1.4% of the company's performance is affected by the use of knowledge. There are significant differences between the dimensions of the speed of the two variables, the speed of innovation and the amount of innovation with the performance of the company, so that with increasing speed of innovation and the amount of innovation, the company's performance increases. In other words, the company's performance is 2.1% and 1.17%, respectively, due to the speed of innovation and the amount of innovation Manuscript profile -
Open Access Article
3 - Analyzing the role of Mediating Intellectual Capital and Organizational Entrepreneurship in effect Human Resource Management on Organizational Performance (Case study)
peyman akbari kamran nazariPurpose of this study is effect the role of Human resource management, intellectual capital and organizational entrepreneurship on organizational performance. The statistical population of this study is employees of Payame Noor University of Kermanshah Province.This stu MorePurpose of this study is effect the role of Human resource management, intellectual capital and organizational entrepreneurship on organizational performance. The statistical population of this study is employees of Payame Noor University of Kermanshah Province.This study is descriptive-survey type of correlation research. For data collection, the standard questionnaire was used. To review the validity of the questionnaires was used content validity (The questionnaire confirmed by a group of university professors) and on the other side of convergent validity (average variance of output (AVE)) this illustrates the fact that the validity of the questionnaires is suitable. Reliability of the questionnaires was calculated with The Cronbach's alpha coefficient for the questionnaires was examined (0.86, 0.80, 0.87 and 0.70) respectively. The results of testing hypotheses by SMART-PLS software (VERSION2) and using the t-test statistics and path coefficients (=), showed that a Human resource management has a strong, direct, and meaningful impact on intellectual capital But HRM has a strong, moderate, direct, indirect, and meaningful effect on organizational entrepreneurship and organizational performance,respectively, The results indicate that intellectual capital has a moderate, direct and significant impact on organizational entrepreneurship, Also, intellectual capital has a weak, direct, indirect and significant organizational effect on organizational performance, Finally, organizational entrepreneurship has a weak, direct and significant impact on organizational performance, As a result, the role of mediating intellectual capital and organizational entrepreneurship in the relationship of human resource management on organizational performance. Manuscript profile -
Open Access Article
4 - The Effect of Intellectual Capital on Competitive Advantage and Organizational Performance with Role of Innovation Mediator and Learning Culture
Vahid Dalvand Reza Sepahvand Amir Houshang NazaripourThe purpose of this study was to investigate the effect of intellectual capital on competitive advantage and organizational performance with the mediating role of innovation and learning culture among faculty members of Lorestan University. This research is descriptive MoreThe purpose of this study was to investigate the effect of intellectual capital on competitive advantage and organizational performance with the mediating role of innovation and learning culture among faculty members of Lorestan University. This research is descriptive in nature, with the exception of causal research, as well as a field research that is applied in the field of purpose. The statistical population of the study is 286 faculty members of Lorestan University. The random sampling method is proportional to the sample size and sample size according to the Morgan table and the number of 162 people. The data collection tool in this study is a standard questionnaire. The data from the questionnaires were analyzed using Lisrel software and SPSS software. The innovation of this research is to measure the variables in the academic field. Research results indicate that ??intellectual capital on competitive advantage; intellectual capital on organizational performance; intellectual capital on innovation; intellectual capital on culture; innovation on competitive advantage; innovation on organizational performance; learning culture on competitive advantage; learning culture on organizational performance Intellectual Capital through Innovation on Competitive Advantage; Intellectual Capital through Innovation on Organizational Performance; Intellectual Capital through Learning Culture on Competitive Advantage; Intellectual Capital through the Learning Culture has a direct impact on organizational performance. Manuscript profile -
Open Access Article
5 - رابطه رهبری تحول آفرین و عملکرد سازمانی: بررسی نقش تعدیلگری یادگیری سازمانی
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Open Access Article
6 - بررسی اثر رهبری و مدیریت دانش بر عملکرد سازمانی در مراکز تحقیق و توسعهای
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Open Access Article
7 - Investigating Effect of Technological Variables and Organizational Learning on Organizational Performance Through the Mediation of Organizational Innovation (Case Study: Iranian Industry Bank)
Mahdi Joneidi Jafari Mohammad AghdasiThis paper examines the effects of technological variables, including top management support for technology, on the development of technological skills, technological distinctive competencies and organizational learning. It also examines the effects of technological dis MoreThis paper examines the effects of technological variables, including top management support for technology, on the development of technological skills, technological distinctive competencies and organizational learning. It also examines the effects of technological distinctive competencies and organizational learning on organizational innovation. How these variables affect organizational performance. This study was conducted using a descriptive-survey research method with a sample of 30 banks approved by the Central Bank of Iran using a questionnaire and through structural equation method. The results of the research show that: (1) top management support has a positive impact on the development of technology skills, technological distinctive competencies, and organizational learning. (2) Technological distinctive competencies and organizational learning, directly or indirectly through organizational innovation, have a positive impact on organizational performance. It was also confirmed that innovation has a positive impact on organizational performance. Research also has recommendations for business professionals that the creation of merit is complex and a long-term process that should be pursued with the long-term strategy of the company. Therefore, the involvement of management through the design of an entrepreneurial strategy is also a major issue. Manuscript profile -
Open Access Article
8 - Explaining productive organizational energy using force field analysis
علیرضا حسین بیگی Saiedeh Nosratabadi Abbas Shoul Hossein ArmanOrganizational energy is a renewable resource that is the basis for measuring organizational performance whose its level and intensity can influence on employee performance. The purpose of this study is to identify the factors that inhibits and forces the productive o MoreOrganizational energy is a renewable resource that is the basis for measuring organizational performance whose its level and intensity can influence on employee performance. The purpose of this study is to identify the factors that inhibits and forces the productive organizational energy in the form of force field analysis. In this study, 17 experts of the office of Melli Bank branch affaires were used by qualitative content analysis method. The results of this exploratory study showed that the main factors of driving productive organizational energy included recognition, management support, reward, and trust. The main barriers to productive organizational energy were also cumbersome laws, disorder, lack of resources, and work / life imbalances. The implications of these findings are discussed. Manuscript profile -
Open Access Article
9 - Investigating the Relationship between Organizational Performance Evaluation Components (Case Study: Public Sector Purchasing Organization)
Alireza AliahmadiThe evaluation of the organizational performance is an important area in management. The significance of the performance evaluation is mainly associated with its necessity for the originations and managers. In other words, if the performance of the organization is not e MoreThe evaluation of the organizational performance is an important area in management. The significance of the performance evaluation is mainly associated with its necessity for the originations and managers. In other words, if the performance of the organization is not evaluated, its management is hampered. This study aims to examine the relationship between the components of organizational performance evaluation. The research population includes 30 cases chosen from the university lecturers and the elite in the fields of organizational performance evaluation, supply chain, logistics and support. The sample size was determined using the census approach. The research method was descriptive and correlational, and a self-constructed questionnaire—using the Delphi method— was used to collect the data. The validity and reliability of the scale were reported as 0.96 and 0.91, respectively. The obtained data were analyzed using both descriptive and inferential statistics in the form of tables and figures. The data were analyzed by Smart PLS and Structural Equation Modeling. Attempts were made to examine all the factors affecting the logistic organizational performance. Therefore, six main factors and 30 minor factors in the form of 101 items were examined. The results showed that infrastructure and input, growth and learning, results and consequences, stakeholders’ satisfaction, finance and procedures were confirmed as main factors of logistic organizational performance evaluation. The model was also reported powerful according to goodness of fit indices. Manuscript profile -
Open Access Article
10 - Analysis of the Impact of Intellectual Capital on Organizational Performance with the Mediating Role of Knowledge Management in Iranian Oil Terminals Company
Elham Nowrouzi cheshmeh ali SeyedAligholi Rowshan Milad VafadarNowadays, the performance of organizations cannot be judged solely on the basis of financial criteria, because research has shown that the market value of companies and financial institutions is mainly non-financial assets to which assets intangible or intellectual capi MoreNowadays, the performance of organizations cannot be judged solely on the basis of financial criteria, because research has shown that the market value of companies and financial institutions is mainly non-financial assets to which assets intangible or intellectual capital. This study is tended to identify the dimensions of intellectual capital and knowledge management and their impact on organizational performance in IOTC. This research has been done by using a descriptive analyzing method. The population sample in this study was the managerial members of the company (managers and supervisors) which included 214 individuals at the time, and was conducted by a census method, the structural equation modeling is utilized for data analyzing. The results of data analysis indicate that the proposed model has a suitable fitness. In this model, human capital (HC), structural capital (SC) and relational capital (RC) had positive effect on organization performance, and also these components have indirect positive effect as a mediating role of knowledge management on organization performance, which the impact of each factor has been specified and ranked; then some suggestions have been made accordingly. Manuscript profile -
Open Access Article
11 - Designing an Individual Human Resources Development Plan and Elaboration of its Role in the Organizational Performance (Case Study: Social Security Organization, Tehran Branch)
Naeimeh Tazakori Mohammad Feizi Mohammad Rouhi Eisalou Eshagh RasouliThe study is of the basic-applied research type that uses a combined exploratory research method. The study population is comprised of 16 human resources development experts and social security organization’s managers in the qualitative section and 351 staff members wor MoreThe study is of the basic-applied research type that uses a combined exploratory research method. The study population is comprised of 16 human resources development experts and social security organization’s managers in the qualitative section and 351 staff members working in social security organization as the study sample volume in the quantitative section. Purposive sampling was the method of choice in the qualitative section and simple randomized sampling was utilized in the quantitative part. The data collection instrument was semi-structured interviews in the qualitative section and Heresy and Goldsmith’s organizational performance questionnaire and a researcher-constructed human resources development questionnaire in the quantitative section. To analyze the data in the qualitative section, use was made of NVivo11 in the qualitative section and SPSS19 was employed in the quantitative section. The data analysis method included a qualitative grounded theory method (open, pivotal and selective coding) and Pearson correlation and simultaneous regression in the quantitative section. The study results resulted in the formation of an individual HR development pattern in the qualitative section for Tehran’s social security organization; in the quantitative section, the effect of the pattern on the organizational performance was investigated and the results signified the positive effect of the individual HR development on the organizational performance. The present study’s findings can offer applied and operational implications in line with individual HR development and organizational performance improvement in social security organization. Manuscript profile -
Open Access Article
12 - Developing an Alignment Model of Management Control Systems and Strategy based on Dynamic Capability Approach (Case study: Iranian Medicine Cooperates Listed on the Stock Exchange)
Khadijeh Moghaddar mirzahasan hoseini Mohammad Taghi Amini Mohammad Mahmoudi MaymandObjective: The research is to broaden the knowledge about the relationship between management control systems and the organization’s strategies in order to design more effective control systems. Since in the current study, the strategy conceptualization is formed in the MoreObjective: The research is to broaden the knowledge about the relationship between management control systems and the organization’s strategies in order to design more effective control systems. Since in the current study, the strategy conceptualization is formed in the organizational capabilities’ level –not in the level of strategic choices- the main purpose of the research is to identify suitable control systems for dynamic capabilities development. Methodology: Regarding to the main purpose of the study, positivist paradigm, in general, and the contingent approach, in particular, are used and the cross-sectional survey research strategy is developed to examine the relationship between strategy and control system. Findings: The results showed that in dynamic environments, the relational control systems have a positive relationship with organizational dynamic capabilities, organizational capabilities and organizational performance. Moreover, the dynamic tension resulting from simultaneously and equally diagnostic and interactive usage of control systems in dynamic environments has a significant positive relationship with organizational dynamic capabilities, organizational capabilities and organizational performance. Additionally, control system via dynamic capabilities has an effect on formation and development of organizational capabilities and the system could modify the organizational performance through the processes of dynamic capabilities and organizational capabilities development Manuscript profile -
Open Access Article
13 - Relationship between organizational citizenship behavior and customer citizenship behavior and its effect on the performance of Kohgiluyeh and Boyer-Ahmad Gas Company
sajad mousaviabadThe present study belongs to the category of exploratory-applied research. The statistical population of this research consists of employees and customers of Kohgiluyeh and Boyer-Ahmad Gas Company. The number of employees of Kohgiluyeh and Boyer-Ahmad Gas Company is 100 MoreThe present study belongs to the category of exploratory-applied research. The statistical population of this research consists of employees and customers of Kohgiluyeh and Boyer-Ahmad Gas Company. The number of employees of Kohgiluyeh and Boyer-Ahmad Gas Company is 1000 people, which corresponds to each employee selected by one customer, and the number of samples was selected using Cochran's formula of 280 people. Preliminary information about the mentioned variables was collected in the field by three samples of a questionnaire, one with 16 questions for gas company employees and the other with 17 questions for customers, which was compiled based on the Likert scale and EFQM questionnaire to evaluate performance. The collected data in this study have been reviewed and analyzed using SPSS software. Findings indicate that there is a relationship between organizational citizenship behavior and customer citizenship behavior and these two behaviors affect the performance of Kohgiluyeh and Boyer-Ahmad Gas Company. Manuscript profile -
Open Access Article
14 - Designing an Entrepreneurial Marketing Model with an Approach to Improve Organizational Performance
javad motevali taher mohammadreza eghbal مجید فتاحیThe purpose of this research was to design an entrepreneurial marketing model aimed at improving performance. This study was conducted in a descriptive and exploratory manner. In the qualitative part, to identify the components, interviews were conducted with 10 academi MoreThe purpose of this research was to design an entrepreneurial marketing model aimed at improving performance. This study was conducted in a descriptive and exploratory manner. In the qualitative part, to identify the components, interviews were conducted with 10 academic experts in the fields of marketing and entrepreneurship, selected through a purposeful judgment method. The statistical sample in the quantitative section included 174 managers (high, middle, and operational) of the Social Security Organization, selected through simple random sampling. The findings of the qualitative section indicate that this model includes causal factors (entrepreneurial orientation, entrepreneurial mindset, entrepreneurial attitudes, opportunistic thinking), intervening factors (political, social, economic, cultural, nature of government organizations), contextual factors (personal values of entrepreneurial managers, entrepreneurial capabilities of managers, innovative marketing, ability to penetrate the structure, organizational structure, entrepreneurial cultural platform), strategies (re-engineering organizational processes, flexible organizational structure, dynamic marketing capacity building, creating a socially responsible organization, using social network marketing, creating new services), and consequences (optimization of decision-making, willingness to take risks, increasing the market value of the organization, improving organizational reputation, strategic dynamics, growth and excellence of the organization). Furthermore, entrepreneurial marketing has dimensions such as value orientation, customer orientation, innovation orientation, and entrepreneurship orientation. The findings of the quantitative section show that value orientation, customer orientation, innovation orientation, entrepreneurship orientation, and causal factors affect entrepreneurial marketing by 0.631, 0.741, 0.582, 0.489, and 0.551, respectively. Additionally, intervening and contextual factors and entrepreneurial marketing influence strategies by 0.350, 0.363, and 0.328, respectively, and strategies influence results by 0.719. Manuscript profile -
Open Access Article
15 - The effect of targeted organizational forgetting on organizational performance with the mediating role of knowledge management in sports and youth departments in the northwest of the country
taher Jabbari Dastjerd Kazem Mehri Mohammad nasiriThe purpose of this research was the effect of targeted organizational forgetting on organizational performance with the role of knowledge management mediator in sports and youth departments in the northwest of the country. The current research was of a descriptive-corr MoreThe purpose of this research was the effect of targeted organizational forgetting on organizational performance with the role of knowledge management mediator in sports and youth departments in the northwest of the country. The current research was of a descriptive-correlation type and applied in terms of purpose, which was carried out by the field method. The statistical population of this research included all managers and employees of sports and youth departments in the northwestern provinces of the country. 301 participants were selected as a statistical sample using random sampling method. The data was collected through a questionnaire (alpha coefficient was above 0.8). For data analysis, descriptive statistics (such as tables, mean, standard deviation) and inferential statistics (Pearson correlation coefficient, confirmatory factor analysis and structural equation modeling) were used using SPSS and PLS software. The results showed that purposeful forgetting had a positive and significant effect on knowledge management (p=0.001). Also, knowledge management and purposeful forgetting had positive and significant effects on organizational performance (p=0.001 and p=0.001). In this research, we investigated the mediating role of knowledge management as well as innovation in the relationship between organizational forgetfulness and organizational performance, and the research results showed that knowledge management mediates the relationship between organizational forgetfulness and organizational performance. The results show that through effective organizational forgetting, organizations are able to transform knowledge into a new product, service and process, which brings innovative managerial and operational results. Manuscript profile -
Open Access Article
16 - The effect of targeted organizational forgetting on organizational performance with the mediating role of knowledge management in sports and youth departments in the northwest of the country
taher Jabbari Dastjerd Kazem Mehri mohammad nasiriTaher Jabbari Dastjerd Kazem Mehri Mohammad Nasiri Abstract The purpose of this research was the effect of targeted organizational forgetting on organizational performance with the role of knowledge management mediator in sports and youth departments in the MoreTaher Jabbari Dastjerd Kazem Mehri Mohammad Nasiri Abstract The purpose of this research was the effect of targeted organizational forgetting on organizational performance with the role of knowledge management mediator in sports and youth departments in the northwest of the country. The current research was of a descriptive-correlation type and applied in terms of purpose, which was carried out by the field method. The statistical population of this research included all managers and employees of sports and youth departments in the northwestern provinces of the country. 301 participants were selected as a statistical sample using random sampling method. The data was collected through a questionnaire (alpha coefficient was above 0.8). For data analysis, descriptive statistics (such as tables, mean, standard deviation) and inferential statistics (Pearson correlation coefficient, confirmatory factor analysis and structural equation modeling) were used using SPSS and PLS software. The results showed that purposeful forgetting had a positive and significant effect on knowledge management (p=0.001). Also, knowledge management and purposeful forgetting had positive and significant effects on organizational performance (p=0.001 and p=0.001). In this research, we investigated the mediating role of knowledge management as well as innovation in the relationship between organizational forgetfulness and organizational performance, and the research results showed that knowledge management mediates the relationship between organizational forgetfulness and organizational performance. The results show that through effective organizational forgetting, organizations are able to transform knowledge into a new product, service and process, which brings innovative managerial and operational results. Manuscript profile
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