فصلنامه مطالعات مدیریت (بهبود و تحول)
پیاپی 80 (بهار و تابستان 1395)

Organizational learning is a capability of organizations to create, transfer and act on the knowledge generation. Exploration- and exploitation-oriented learning activities required to produce organizational ambidextrous learning. This paper presents a scale developed to classify organizations through cluster analysis as being Exploiters, explores, ambidextrous or with no defined orientation. The theoretical framework helps identify that the concepts associated with exploration and exploitation may be classified into six practical dimensions: organizational knowledge practices, innovative practices, competition, strategic orientation, organizational efficiency and partnerships. Indicators and criteria after sorting the dimensions of 36 features were identified and classified. Specialists were offered indicators derived from the theoretical review to identify final criteria by using Delphi technique. In the end, 6 indexes were deleted and 8 added to the index, therefore developing organizational learning model Ambidexterity was presented.

Impression management is a common form of political behavior in organizations that's influenced by different factors. The aim of this study is to identify some of the factors affecting it. This study is an applied Research, and regarding the nature of the topic and its objectives, is a Descriptive/Correlative research. Statistical society of this study included all personnel of North Khorasan Province. Using the simple random sampling Sixty-eight people were selected as a sample. The research data collection tools are questionnaires. Data obtained from questionnaires have been analyzed by Pearson correlation, simple and multiple linear regressions. The findings of this research indicate that Situational and Dispositional factors (Interaction Frequency, Managerial Support, Job strain, Core self-evaluation) have impact on Impression management behaviors occurrence. Core self-evaluation and Managerial Support have a negative impact on Impression management; and Interaction Frequency and Job strain have a positive impact on it; also the combination of these factors are able to predict Occurrence of Impression management behavior in organization.

Human resources today is the most important factor in the success of their organizations. In this context, one way to achieve competitive advantage is talent and abilities of employees. Talent management in the organization is a very essential factor for optimum use of human resources. The aim of this study is to evaluate the impact of shared leadership on talent management. The Statistical community of the research includes all 280 employees of the telecommunications company of Esfahan. The sample size was determined 162 people based on the Grjsy and Morgan table. To collect data was used two standard questionnaires; shared leadership Cawthorne (2010) and talent management Madadi (1393). The validity was confirmed by content validity and diagnostic validity (average variance extracted (AVE)). Also CompositeReliability (CR)and Cronbach's Alpha Coefficient were used for examining andconfirming the reliability of the questionnaires. The structural equation model and research hypotheses were tested using AMOS software. The main hypothesis results showed that the path coefficient for shared leadership's effect on talent management is 0/57. Also dimensions of shared leadership, includes with respect to the value of the 0/45, 0/39, 0/55 and 0/48 have an impact on talent management, Respectively.

The purpose of this study is Investigating the role of managerial humor on positive organizational behavior-oriented of staff. The research method is descriptive and correlational. Statistical society of this research includes all managers and employees of Ilam Petrochemical Company that ther are 400 individuals. By using Morgan table 196 persons were selected for the sample. The sampling method is simple random sampling. The results of research show that managerial humor has significant influence on positive organizational behavior-oriented of staff. Also, the dimensions of managerial humor (Pleasure from humor, laugh, verbal joke, humor in social relations and humor in stressful situation) have significant influence on positive organizational behavior-oriented of staff.

The purpose of this study is to examine the role of organizational justice and organizational trust in anticipation of organizational silence in University of Mohaghegh Ardabili. The research method is descriptive-correlational. The population included all faculty members of University of Mohaghegh Ardabili. Using cluster random sampling method, three faculties and 70 faculty members were selected. The data collection tools were the Van Dyne organizational silence questionnaire, Moorman Nyhvf organizational justice questionnaire and Alvnn organizational trust. The content validity of questionnaires was confirmed by experts and reliability consider them to be 0/73, 0/89, 0/82 reported. To analyze the data, correlation and multiple regression method was used. Results showed that there is a significant correlation between organizational justice and organizational silence in the negative direction (r= -0/64). Also there is a significant correlation between organizational trust and organizational silence in the negative direction (r=0/50). Results of regression analysis showed that organizational justice and organizational trust can be a negative predictor of organizational silence, and 51 percent predict changes in organizational silence.

Social capital is one of the new concepts that has more important role than human capital and physical capital in organizations and communities and today it has been used widely in sociology and economics and more recently in management and organizations. Social capital is a multidimensional concept. Different researches has identified three dimensions for social capital which are cognitive capital, relational capital and structural capital. The aim of this study is to investigate the relationship among social capital, knowledge sharing and intellectual capital. This is an applied research in term of goal, and also descriptive survey research in terms of the method. Statistical population of this paper consists of all Maskan bank employees in the Esfahan city. For collecting data we use questionnaire and Finally 119 questionnaires were collected. Structural equation modeling (SEM) was employed to test the research model. According to the results, the two dimensions of social capital, the relational and cognitive capital, have significant and positive effect on knowledge sharing, but the effect of structural capital on knowledge sharing is not significant. The effect of knowledge sharing on three dimensions of intellectual capital wich are structural, human and relational aspects is positive and significant.The findings of this research will lead to better understanding of social capital and knowledge sharing mechanism, that can be acceptable basis for increasing the intellectual capital in organizations.

In the past, most of the companies in service industry were using consumer-based approach in branding. This approach is mainly based on advertising to build powerful brand and underestimate the role of employees in branding. Lately, a new approach was developed in which employees play an important role in branding. This approach is mainly shaped by internal brand management (IBM), employees’ commitment to the brand (BC) and brand citizenship behavior (BCB). The aim of this study is to investigate the factors which affect on formation of brand citizenship behavior. This approach has attracted less attention in Persian literature. This is an applied research in term of goal, and also descriptive correlative approach in data collection. Statistical population included all employees of ASIA insurance company in Tehran that 154 selected through Convenience sampling method. To test the hypotheses, structural equation model through Lisrel 8.8 were used. Our results show the relationship between IBM and BCB, job satisfaction and BCB, IBM an employees’ brand trust. But in contrast to the previous researches, there is no relationship between IBM and BC, and BC with BCB neither. Finally, recommendations are presented to managers.

In recent decades, changes in different aspects of human societies have considerably got accelerated. Moreover, the survival and growth of the organizations are depending on preparedness and employee reaction to change. The purpose of this study is to investigate the relationship between organizational communication and employee reaction to change, with emphasis on the role of emotional intelligence. The participants of this study are Saderat bank employees of Tehran third district who were selected through random sampling. Data collection was done using a questionnaire. SPSS and hierarchical regression analysis are utilized for data analyses. The results of this study showed that the organizational communication had positive relationship with preparedness and employee positive reaction to change and the employee emotional intelligence has intensified the mentioned relationship.

At the present time, organizations are increasingly faced with dynamic and changing environments. In these turbulent conditions, firms need to be flexible, adaptive, entrepreneurial and innovative. There are numerous preconditions for an innovation organization that transformational leadership and knowledge sharing play the most important and key role. The aim of this study was to investigate the relationship between transformational leadership and organizational innovation with mediating role of knowledge sharing. This is a descriptive correlational study with purpose from the applied research. The sample size was 160 senior managers of engineering companies on field of robotic in Tehran that were selected by random method. The instruments used in this study were standard knowledge sharing questionnaire, the combined questionnaire of transformational leadership combined (Nasehifar et al, 2013; Bass, 1985; Timothy et al, 1999) and combined questionnaire of organizational innovation (Jimenez-Jimenez et al, 2008; Panayides, 2006; Prajogo & Sohal, 2006; Mirkamali & Choopani, 2011). Reliability of the questionnaire was reported by using Cronbach's alpha as 0/89, 0/93and 0/93, respectively. Test validity, with construct validity using was confirmed. Results of Pearson Correlation showed that all of transformational leadership, organizational innovation and Knowledge sharing components are mutually correlated with each other (P

Nowadays, the new types of organizational capitals are developed, such as social and intellectual capital; that physical capitals cause the promotion of organization through them. The purpose of this paper is to investigate the simultaneously effect of social and intellectual capital on Productivity of human resources in the Melli Bank branches at Yazd province. Based on the literature review and theoretical literature, a conceptual model and research hypotheses were presented. Then the required data through questionnaires distributed among 265 employees of the Melli Bank branches in Yazd were collected. Finally, assumptions and conceptual model was tested by the stepwise regression method on the basis of the data. Results of the analysis showed that all research hypotheses individually accredited. However, when the effect of all dimensions of social and intellectual capital on productivity of human resources was tested, effects of human and communicational capital in Intellectual capital and communicational and organizational capital in social capital on Productivity of human resources were accredited.