پژوهش نامه مدیریت تحول
سال یازدهم شماره 2 (پیاپی 22، پاییز و زمستان 1398)

Unintentional mistake is an indisputable part of organizational activities which employees are faced with on the way to doing their jobs. Organizational mistakes or failures have two totally contradictory aspects. On the one hand, they lead to negative outcomes such as losing time, producing defective products, and occurring accidents. On the other hand, they may result in positive outcomes such as organizational learning, innovation, and flexibility. There exists little empirical evidence on the nature of error management culture and its relationship with quality of work-life and psychological empowerment, especially in media organizations such as Islamic republic of Iran broadcasting (IRIB). This study accordingly seeks to investigate the effect of error management culture on the quality of work-life and psychological empowerment among radio deputy staff in IRIB.

Global climate change is a serious environmental problem that has turned out to be the most dangerous to human health and natural systems. This should be important to all people such that they must share their experiences and researches on more sustainable ways of preventing damages to the natural environment and resources. Organizations are an important part of society and able to play a vital role in regard to environmental sustainability. They have to educate their employees and encourage them to be environment-friendly. To deal with growing threats of climate change, it is thus imperative to stimulate employees to exert green behaviors in place of work. Green behaviors represent such activities as in line with saving energy and water resources, avoiding waste production, and garbage recycling. Among leadership styles in the literature, green transformational leadership has received little attention while it seems to have the most impact on the incidence of such behaviors. Employees' environmental attitude is potent to facilitate the effect of green transformational leadership on green behavior. Accordingly, the present study is aimed to examine the effect of green transformational leadership on employees' green behaviors considering the mediating role of environmental attitude.

This research is a metaphorical narrative from one member of a public organization about organizational ostracism to receive a deep understanding about this organizational phenomenon. In this regard, after selecting and inviting participant to research process based typical sampling, the data were gathered through deep interviews up to theoretical saturation. In order to retelling the story, the three phases of transcription, retranscription, and restoring was executed based on three dimensions of narrative structure (interaction, continuity, and situation). Then, thems were explored and codified. Based on research findings, 6 episodes and their corresponding metaphors were explored and represented from research data: 1. Entering into organization and exemplifying (lovebird metaphor); 2. Succeeding in organization and shining (glareola metaphor); 3. Conflicting in organization and incompatibility (offened bird metaphor); 4. Declining in organization and being neglected (captive bird metaphor); 5. Ostracism in organization and banishment (cage bird metaphor); and 6. Plateaue in organization and duality of solace-tension (horror-struck bird metaphor).

Operational failures observed in organizations originate from factors such as incomplete or inappropriate actions, mindless organizational responses to environmental demands, and unexpected events like unforeseen threats, product malfunction, supplier collapse, technology breakdowns, and so on. Consequently, reliability which is the capacity to continuously and effectively manage fluctuating, hazardous, and unpredictable working condition is considered ad a critical organizational competency.

Weick & Sutcliffe (2008) implemented their 48-item organizational reliability questionnaire in the nuclear power plant of America and the National Aeronautics and Space Administration. They reached a five-factor structure encompassing sensitivity to operations, preoccupation with failure, commitment to resilience, deference to expertise, and reluctance to simplify interpretations. If your organization receives a score below 12 indicates that it should actively improve the reliability capacity as well as focus on failure. If the score is from 12 to 20, the organization has a moderate preoccupation with success rather than a fully mindful preoccupation with failure. Scores above 20 indicate a high capacity for organizational reliability. Weick and Sutcliffe’s (2008) findings are similar to the dimensionality of Weick and Sutcliffe’s (2001) questionnaire.

The strategic collaboration is an effective way to promote companies' competitiveness, especially technology-oriented SMEs. However, it is not possible to collaborate in this way without considering the institutional environment. This study aimed to investigate the role of political approach in performing strategic collaboration among technology-oriented companies from the viewpoint of institutional theory. To do so, the present study has evaluated the role of political approach in strategic collaboration in regard to four aspects of legal, financial, trust, and value system.

The strategic collaboration is considered as a response to the company's environment. This type of collaboration is a formal/informal agreement among different firms in the form of alliances, joint ventures, or business networks. In each form of these collaborations, partners may come across institutional factors that affect the common performance. In the relationship between the parties, institutional factors establish some guidelines and external constraints affecting the exploitation of collaborative opportunitiesParticularly, the institutional theory is useful in explaining how organizations respond to external pressures and develop appropriate strategies to cope with the environment and its institutional requirements. Scholars have used different constructs to explain institutional requirements. However, they identified four categories of institutional factors as the basis for companies' economic behaviors and strategic collaborations: legal system, financial system, value system, and trust and authority relationships. Legitimacy is a key issue in the institutional perspective. Searching for legitimacy is a means by which companies moderate the effect of environmental restrictions and make it an advantage in their favor. From this point of view, adopting institutionalized measures and incorporating the external demands of powerful actors such as governance or culture, a strategic collaboration provides different parties with legitimacy.

The main goal of any organization is to achieve success. There is no way to achieve this goal but to resort to a systematic, indigenous, and practical perspective. The success of each organization requires its managers and members to pay attention to main concepts, including organizational culture, learning, empathy, and policies. One strategy to empower the personnel is storytelling. Stories convey the meanings and shape, facilitate, and reconstruct social exchanges in organizations. According to postmodern thinking, the organization is made up of a collection of stories, of which one dominates at any given time and the others are screaming to attract attention. The need for organizational continuous success of the health sector and its critical role in improving the social dynamics makes it necessary to explore the cohesion of hospitals' cultural context in terms of employees' empathy.

One of the most important motivations for any organization and its managers is the need for success. Success refers to the extent to which the organization is satisfied with progress according to its capabilities. Storytelling is the art of creating ideas and knowledge through the organization's situational and spiritual characteristics. Organizational empathy may serve as a mediator of the relationship between storytelling and organizational success. Beyond the organization's non-renewable assets, employees are considered as a generative and irreplaceable resource if it is accompanied by the organizational cohesion and empathy.

The need for change in today's organizations in the one hand and 70% rate of failure in implementing the organizational change programs on the other caused many scholars to search on reasons for success and failure of organizational change. Although it is generally stated that effective leadership is the key to successful change, many scholars have pointed out the lack of empirical research in this regard. Burke (2008) suggests that the impact of leadership on organizational change is not refined in the literature and there exists little scientific evidence on leadership influence. Similarly, Higgs and Rowland (2005) stated that only a few studies generally described the leader's initiatives in the process of change, and the literature in this field suffers from the lack of empirical research. Ford and Ford (2012) also pointed out the lack of definitive research on the association of leaders’ initiatives with change success. Since many studies have emphasized the role of leadership in organizational change success, the present research is accordingly to identify the leaders’ initiatives in successfully implementing the change programs.

Today's organizations are constantly changing. Although both practitioners and scholars are concerned about the change in organizations (Blackman & Kennedy, 2011), managing the organizational change is not a simple process and few organizations are successful in implementing it. Aarons et al. (2015) suggest that leadership plays an important role in effectively implementing innovation and change. In addition, precise evidence on the role of leaders in the change success is now increasing (Higgs, 2003). In Yukl's (2010) opinion, the most important task of leaders is to achieve organizational success. Hence, the ability to effectively leading the organizational change is considered as one of the desirable skills for managers of current organizations (Szabla et al., 2014). Leaders and managers of organizations should be aware of the environmental trends, crises, and developments in place of their work. They should be flexible and adaptable in creating, predicting, encouraging, and responding positively to change. Without leadership, planned organizational change will never be realized (Dumas and Beinecke, 2018).

To survive in today's ever-changing environment that technology and communication networks are constantly evolving, organizations are faced with challenges such as competition, development, stability, merger and acquisition, and reengineering of work processes. These factors cause organizations to reconsider their strategy, structure, policies, operations, processes, and culture. In this situation, organizational change is inevitable. To perceive employees readiness for change can serve as a guideline for the organization’s leaders to determine the best way of implementing needed changes. Since organizations and especially universities are fields for human activities, their destiny is tied up with change. Change plans at different levels of universities usually fail because they neglect success factors such as employees’ readiness for change and its affecting variables. Considering the above, this research seeks to answer the question that whether organizational commitment, job commitment, and social relations in the workplace affect employees’ readiness for change.

Organizational change is of the most important factors for organizations to survive by optimizing organizational performance. Change may worry employees about ambiguous and unknown situations and consequently lead to threat feelings, uncertainty, alienation, and anxiety. On the one hand, change is a human phenomenon and it is necessary for organizations to be aware of employees' perceptions of change before implementing it. Employees are the human capital that has the most impact on the organization’s survival on the other. A key aspect of organizational change is the readiness of organization members for change. Readiness for change is a construct that creates positive behaviors and attitudes in employees toward new ideas. Therefore, scholars are required to identify affecting factors of employees’ readiness for change in line with understanding their attitudes and beliefs toward the organizational change. Reviewing the change management literature indicates the association of organizational commitment, social relations in place of work, and job commitment with employees’ readiness for change. If employees are committed to their job and organization, they will have a positive attitude toward change and establish positive social relations that lead to their readiness to accept changes.

This is a descriptive-correlational study and its statistical population is comprised of 744 employees in Bu-Ali Sina University of Hamadan. By conducting proportional stratified random sampling based on Cochran’s formula, 184 employees were selected as the research sample. Needed data was gathered using a questionnaire encompassing three standard measures of attitude toward change, job stress, and organizational commitment. The opinions of management and education experts confirmed the questionnaire’s validity, and its reliability was investigated by using Cronbach’s alpha coefficient. Gathered data was analyzed in SPSS and LISREL software.

Research results indicated that the effects of organizational commitment, job commitment, and social relations on employees’ readiness for change are positive and significant. Therefore, organizational commitment, job commitment, and social relations are of the factors that university managers should consider to increase the employees’ readiness for change.

Organizational change has become an inclusive phenomenon in organizations due to pressures of the external and internal environments. University is an essential institution for development process of any country that facilitates the economic, social, political, and cultural development of society. The higher education system is faced with factors such as reduced rate of graduates' employment, increased number of students, demand for more effective training, globalization, increased competitiveness, and market orientation. For this reason, it is necessary for a higher education system to be ready for changes and consider their affecting factors. Organizational commitment is of the factors that are significantly associated with readiness for change. If an employee is committed to the organization, they devote themselves to the organization and establish a strong belief on and commitment to change plans. Job commitment can create positive emotions and thoughts toward change. If an employee is satisfied with their job, they may exert positive feelings and attitudes toward organizational changes. Social relations in the workplace are focused on employees’ feelings, attitudes, and perceptions and affect their readiness for change. Accordingly, when deciding to implement organizational changes in the university, managers should pay more attention to employees’ readiness for change and its affecting factors such as organizational commitment, job commitment, and social relations in the workplace.

From a long time ago, social loafing has been considered as one of the most important factors of lowering teams’ efficiency. The main purpose of this study was to examine the effect of social loafing on team performance of companies located in Science and Technology Park of the University of Tehran. Since social capital in its various forms and contexts is recognized as one of the most salient concepts of social sciences in the past two decades, the current study also considers the mediating role of team social capital in above-mentioned relationship.

Teamwork has always been considered as one of the most important organizational variables, yet, its effectiveness is just as important and significant as the concept itself. Of factors that challenge teamwork is social loafing. Early theorists have focused on the negative role of social loafing in terms of collective activities. Social loafing refers to individuals' tendency to expend less effort when working in groups than do individually. In addition, the present study examines the mediating role of team social capital in this relationship. At the team level, social capital concentrates on the following: a) how to form certain groups and to maintain social capital as a collective asset, and b) how such a collective asset enhances the life chances of group members. Accordingly, the research hypotheses are as follows. Hypothesis 1: Social loafing has a significant effect on team performance. Hypothesis 2: Social loafing has a significant effect on team social capital. Hypothesis 3: Team social capital has a significant effect on team performance. Hypothesis 4: Team social capital mediates the relationship between social loafing and team performance.

The research philosophy is positivism, its approach is deductive, and its strategy is survey. Therefore, after reviewing the literature and developing the conceptual model, a 23-item questionnaire distributed among participants. The statistical population was comprised of different teams of companies located in Science and Technology Park of the University of Tehran from which a sample of 124 teams was selected. The questionnaire's face and content validity were verified by obtaining the experts' opinions, and confirmatory factor analysis confirmed its construct validity. Also, reliability was approved by using Cronbach's alpha, composite reliability, and average variance extracted. Then, gathered data was analyzed by conducting structural equation modeling in Smart-PLS software. 

Research indicated that social loafing affects the performance of knowledge-intensive teams. It also indicated that Social capital mediates the relationship between social loafing and team performance. Given the obtained results, team members’ tendency to social loafing harms the performance of the team.

Given the significant role of social loafing in reducing team productivity as well as mediating role of social capital, the following notes are discussed. At the individual level, one should pay attention to factors such as intrinsic motivation, lack of interest in the job, trait procrastination, lack of desire for career advancement, lack of self-assessment of progress, being aimless, lack of personal planning, etc. At the team level, one can refer to factors such as lack of perceived coherence, extensive workload, being hidden in the crowd, and reduced responsibility. Finally, at the organizational level, important factors are Job dissatisfaction, organizational indifference, perceived inequity, unfair compensation, ineffective salary system, ineffective performance appraisal system, etc.

Consuming goods distribution companies have an indisputable role in satisfying the organizational needs and the lack of efficiency in their performance may damage every member of a community. The leadership weakness of Iran's product distribution system has always been considered as one of the most important barriers to its economic growth. The optimal flow of goods from producer to consumer ensures reliable profits for producers and reasonable prices for consumers. This fluent flow is the thing that Iran's economy does not usually have. Considering the fact that general orientation has changed from dependency on foreign countries to internal self-sufficiency, the role of those organizations with the mission of distributing consumer goods have become important. Taking into consideration the country's policies in terms of resistive economy, we should transform the threats of foreign sanctions into opportunities in line with improving the distribution system of consuming goods. Accordingly, the purpose of this study is to investigate the direct effect of justice in distribution companies on the performance of their employees, and its indirect effect through the buyer-supplier relationship cost.

Technology, innovation, and quality of individual, structural, and relational factors affect organizational performance. Historical evolution shows that justice as a kind of value is the reflection of societies’ desirable situation, which is the basis for shaping institutions, relationships, and structures.

The present research is an applied study in terms of purpose and is descriptive-correlational in terms of nature and method of data collection. The statistical population is comprised of 189 companies operating in the Sanandaj distribution system. The number of sales agents was 953 from which a sample size of 274 was selected using Cochran's formula. Research data was gathered by distributing a questionnaire reaffirming its content and construct validity. In addition, Cronbach's alpha coefficient was used to confirm the reliability of the questionnaire. Finally, research hypotheses were tested by conducting structural equation modeling in AMOS software.

Increased competition has forced industry managers to expand their planning horizon and make decisions even under very uncertain conditions. The results of data analysis confirmed the research hypotheses, based on which organizational justice had positive impacts on both decreasing the cost of buyer-supplier relationships and increasing the organizations' performance. To improve their performance, organizations should consider organizational educations as an important and primary objective for increasing organizational justice as well as decreasing the cost of relationships between the buyers and suppliers. To comply with international standards in line with improving competitiveness, to identify key customers and focus on their satisfaction, and to prioritize customer loyalty by retaining the current customers are some implications resulted from research findings.

The present is the age of rapid changes and uncertainty about the future, and if the organizations are not well adapted to, it may destroy them. Today, organizational development is considered by most management experts as a solution to overcome problems and confront this changing environment. It is a way to improve the organization’s performance and is basically founded on the education process and changing the values and attitudes of all organization members. However, the administrative system of the country is faced with serious problems in terms of organizational development which is confirmed by pathological studies. Thus, the main issue for Iranian organizations is how to deal with areas that should be improved and the needed tools to do so. Accordingly, it is essential to identify the factors associated with organizational development most important of which is the level of the organization’s knowledge sharing and the amount of its employees’ self-efficacy. According to the above, the purpose of this research is to investigate the direct effect of knowledge sharing on organizational development and its indirect effect through the mediation of employees’ self-efficacy.

This research has studied knowledge sharing as an independent, organizational development as a dependent, and employees’ self-efficacy as a mediator variable. In doing so, the variable of knowledge sharing is operationally defined based on Dixon's (2000), employees’ self-efficacy based on Bandura's (1997), and organizational development based on Spitz's (2007) model. 3- METHODOLOGY This research is a descriptive-correlational study accomplished based on survey data. The research statistical population is comprised of employees working in the branches of social security organization in Kerman city that had a college degree and 5-year work experience. At the time of the survey, the number of employees was 211 from which a sample size of 136 was selected using Cochran’s formula. Research data was collected by a questionnaire made up of three established measures anchored on a 5-point Likert-type scale. The first 15-item measure is 5-dimensional representing the dimensions of sequential (3 items), explicit (5 items), tacit (3 items) strategic (2 items), and expert (2 items) knowledge sharing. The second 16-item measure is adapted from the general self-efficacy questionnaire that measures each of the dimensions of mastery experience, vicarious experience, social persuasion, and physiological states with four items. And the third measure has 30 items and five dimensions including system openness, trust to others, internal and external feedback, participating with others, training and informing, and flat organizational structure each of which measured by 5 items. The validity of the used measures was evaluated and confirmed. Their reliability was also investigated and confirmed by Cronbach’s alpha (0.958, 0.930, and 0.858, respectively) and composite reliability (0.963, 0.939, and 0.878, respectively). This research conducted the structural equation modeling technique in Smart-PLS software to test the proposed model and hypotheses. 

The Goodness of Fit index (GOF) indicated a desirable fit for the estimated model. Obtained results revealed t-values of greater than 1.96 for all subsidiary hypotheses and supported their significance. Additionally, conducting the bootstrapping method supported the main hypothesis representing the significant mediation of employee’s self-efficacy in the relationship between knowledge sharing and organizational development.

In this research, the relationships between knowledge sharing, employees’ self-efficacy, and organizational development were explained theoretically and then examined. In fact, the main purpose of the present study was to investigate the effect of knowledge sharing on organizational development by mediation of employees’ self-efficacy. Research results indicated that knowledge sharing directly affects organizational development and indirectly through employees’ self-efficacy. It should be noted that the indirect effect of knowledge sharing was greater than its direct effect.

Today’s widespread use of organizational negotiations led many managers to exert obsessive-compulsive reactions such as fear of negotiation. According to previous research, managers may perceive a single phenomenon differently. Therefore, one of the main concerns of scholars is to know the managers' perception of the negotiation phenomenon. In this regard, an important issue is that individuals’ perception of organizational situations is not necessarily consistent with reality; interpretation of reality may be different from reality itself. Therefore, the main purpose of this study is to know how managers perceive the organizational negotiation phenomenon. To do so, it is to identify and categorize their negotiating experiences to reach a deeper understanding of this phenomenon.

There are various definitions of negotiation, all of which convey the same concept in a different way. According to a common definition, negotiation refers to a dialog-based process that is accomplished to solve a problem or achieve an agreement on common interests in such a way that satisfies all parties. As defined in the Merriam Webster dictionary, negotiation is the act or process of negotiating with the other party to reach an agreement on the issue at hand. Thompson considers negotiation as a decision-making process among individuals which is sometimes necessary to reach the organizational goals. Bazerman and Moore suggest that negotiation may occur when two or more parties need to do common actions but have different priorities and preferences (Buettner, 2006).

This present study utilized the phenomenography method. The statistical population was comprised of expert marketing managers at Toos Industrial Town of Mashhad and sample members were selected by conducting a non-probabilistic purposeful sampling. To identify descriptive categories from interviews, they were written down and processed through theoretical coding. Obtained data were analyzed repeatedly to ensure that extracted categories are most consistent with interviews' content. Finally, descriptive categories incorporated in a wider framework called result space. In each step, first, descriptive categories were designed, and then, their inclusiveness and exclusiveness were examined with respect to the fields and codes resulted from analyzed interviews.

Different perceptions of the under-study phenomenon were identified and presented in 6 separate descriptive categories and 3 levels of perceptual complexity. At the first level of perceptual complexity i.e. the individual level, there is a descriptive category referred to as self-promotion. In this category, the phenomenon of negotiation was determined to have a direct effect on the relationships, so that increases the emotional weight of individual communications. In addition to increasing the quantity and quality of interpersonal communications within the organization, increasing trust in personal relationships has been experienced. The focus of this category is on “fruitful relationships” and “trusted relationships.” The second level of perceptual complexity i.e. the organizational level encompasses 4 descriptive categories entitled unethical tricks, social networks, positive networking, and reinforcing the human role. At the third level of perceptual complexity i.e. the social level, there is one descriptive category. This level represents the negotiation-averse behaviors and negotiation occurs in the context of social culture. This culture does not have the capacity to solve problems through negotiation and the vast majority of behaviors are dominated by boredom and impatience.

Based on the obtained results discussed above, practical and research implications are presented as follows: (A) Based on the descriptive category of negotiation-averse culture, it is necessary for supervisors to examine this undesirable perceived image of organizational negotiation, and given the organization’s social responsibility, make needed changes in all the organizational levels and even in the employees’ families. (B) It is recommended that managers pay attention to the collective consciousness of the organization members about the importance of negotiation in line with adopting new technologies. Hence, managers can better plan both training and using the negotiation. (C) In the interpretive researches on the organization most of which are based on observation and interview for data gathering, individuals do not usually express their lived experience without distortion. Therefore, it is suggested that other researchers do the same research using another qualitative method and compare the results.

Leadership style is one of the requirements of an entrepreneur organization which provides the way for creative and entrepreneurial people. To forget bitter experiences while learning from them for not making past mistakes is necessary to move in the direction of organizational entrepreneurship. In other words, the organization should consciously forget in order to facilitate the emergence of new knowledge and experiences. This deliberate forgetfulness requires a precise and effective leadership style in order for the organization to be innovative and entrepreneur.

Reviewing the literature reached little empirical evidence regarding the relationship between leadership styles and organizational forgetting and entrepreneurship. In fact, previous research has investigated paired relationships between variables, but unlike the current research, not simultaneously investigated the three mentioned variables. Therefore, we primarily seek to find a leadership style that is consistent with organizational entrepreneurship. Then, we are to investigate the relationship between leadership styles and organizational forgetting as a mechanism to leave aside the outdated knowledge and improve organizational learning. Finally, we are looking for examining the mediating role of organizational forgetting in the relationship between leadership styles and organizational entrepreneurship.

The research type is applied in regard to purpose and is descriptive-correlational in terms of method. The statistical population was comprised of all managers and employees of Shiraz University 288 of which were selected by conducting stratified random sampling based on Morgan's table. The research instrument, after reaffirming the validity and reliability, includes four measures of transformational leadership style, servant leadership style, organizational forgetting, and organizational entrepreneurship.

Based on obtained results, for Shiraz University staff, there existed positive significant relationships between all variables and components of transformational leadership (subjective encouragement, idealistic influence, inspiring motivation, individual conservation), servant leadership (servicing, humility, reliability, affinity), organizational forgetting (random, purposeful), and organizational entrepreneurship (organizational activities, individual attitude, flexibility, reward status, entrepreneurial leadership, and entrepreneurial culture). The transformational and servant leadership styles of Shiraz University managers were both positively associated with employees’ organizational entrepreneurship. In addition, servant leadership was positively associated with organizational forgetting while the positive relationship between transformational leadership and organizational forgetting was not statistically significant. Therefore, servant leadership directly affected organizational entrepreneurship and indirectly through organizational forgetting. The indirect effect of transformational leadership on organizational entrepreneurship was accordingly removed from the final model.

The present era is the age of knowledge and continuous learning that change is an integral part of it and organizational environments are constantly becoming more dynamic and competitive. According to obtained results, by strengthening transformational and servant leadership styles and their components, it is expected for the organizations to forget the past bitter experiences and pave the way to increase organizational learning and entrepreneurship. Since the current research was limited to a specific university, the other researchers are recommended to perform it on other universities in order to better explaining the relationships. In addition, it is recommended to explore the opinions of faculty members towards the association of these three variables as well as to investigate the opinions of higher education authorities around the mediating role of purposeful organizational forgetting in regard to organizational entrepreneurship.