پژوهش نامه مدیریت تحول
سال پانزدهم شماره 2 (پیاپی 30، پاییز و زمستان 1402)

Although family organizations are usually on the sidelines of management research, they play a significant role in local and international economies. Therefore, in the last few decades, studies have focused on the differences between these organizations and conventional ones. One of these areas of attention is researching survival and organizational changes in these organizations. Due to their dual identity (family on the one hand and business on the other), family organizations face different change issues and have distinct characteristics that can prevent or promote changes.

THEORETICAL FRAMEWORK:

Previous research has addressed many issues and research questions about the different aspects of experiencing organizational change in family organizations. Specifically, the main research topics include the person-centered behaviors of the founders (such as their leadership style and entrepreneurial behaviors) alongside the specific features of these organizations (such as cultural differences). Another main focus of the literature has been explaining the distinct nature of family organizations, resulting in a middle-range theory about the dualistic nature of their identity, namely, the socioemotional wealth theory. Socioemotional wealth refers to financial aspects of the firm that meet the family's affective needs, such as identity, the ability to exercise family influence, and the perpetuation of the family dynasty. However, what is lacking in the literature is a more comprehensive look at how family organizations experience organizational changes. To answer this question, secondary data analysis, i.e., how previous studies have conceptualized organizational changes and its promoting and preventing factors in family organizations, would be a suitable path.

The current study tried to answer the research question by systematically reviewing the literature from 2000 to 2020. Unlike traditional narrative review, systematic review is repeatable and transparent. It provides a structured and documented approach to the literature selection and review process to reduce review bias. We followed the procedures and recommendations of some authoritative articles to conduct this review. Accordingly, the first step was determining clear and specific questions at the beginning of the study: “What approaches and theories are used in the conceptualization of change in family organizations?” and “What are the factors that promote or prevent change in family organizations?” The next step was doing an initial search and identifying related articles in 5 online databases (Google Scholar, Sage Publications, Science Direct, Taylor & Francis, and Wiley). We used two categories of keywords and logical operators (AND, OR) to perform the search. The search was conducted in September 2020 and only among sources published in English between 2000 and 2020. For the selection of articles, we set some inclusion and exclusion criteria, such as “the study should be empirical and being published in a peer-reviewed journal,” which were applied through software-aided control, referring to related sites, and reviewing the abstracts of the articles. By the end, 81 final articles were selected for this review. To extract data, we created an Excel file with columns related to the general characteristics of the articles and our research questions. During a back-and-forth process between the researchers, we negotiated and finally agreed upon the extracted information. Since the data and methods of the reviewed articles were heterogeneous, we combined the findings in this study qualitatively. To do so, the final articles were entered into ATLAS.ti (version 8) software for content analyzing and coding and their information was combined into three main themes: the approach or theory used for conceptualizing the change and its promoting and preventing factors.

This study was to summarize the findings of past studies and provide a more general picture of change and transformation in family organizations. Specifically, this research aimed to answer two main questions: “What approaches and theories are used in the conceptualization of change in family organizations?” and “What are the factors promoting and preventing change in family organizations?” Regarding the first question, the finding of this study is that change in family organizations is mainly conceptualized around five main perspectives: succession, entrepreneurship, sustainable business development, socio-emotional wealth, and organizational culture. As for the second question, reviewing articles shows that factors preventing and promoting change in family organizations are not far from these topics. For example, one factor that drives change in family organizations is the existence of an entrepreneurial culture and the existence of an entrepreneurial leader and founder. Also, the existence of a suitable substitute and non-family expert staff are factors that lead to change. This means that change in family organizations mainly happens either through an internal factor (i.e., entrepreneurial culture) or an external factor (i.e., the presence of non-family experts). These two observations show two main strategies to facilitate change in family organizations that can be used by managers or change consultants. The same pattern is observed among preventing factors. The existence of non-professional managers, traditional attitudes towards organization management, and nepotism have been among the preventing factors. This means that if the organizational culture of a family organization is institutionalized in the form of anti-change norms such as nepotism or authoritarian leadership, it would be one of the biggest obstacles to change. In such a case, managers or change consultants can facilitate changes in these organizations by making cultural interventions such as organizational confrontation meetings.

CONCLUSIONS & SUGGESTIONS:

By categorizing and combining theories/approaches to the conceptualization of change and its preventing and promoting factors in family organizations, this study paves the way for developing a change management model in family organizations. For this purpose, this study has categorized all the obtained preventing and promoting factors into five capabilities: adaptability, human capital, generational transition, manager/s, and change management. This means that those factors that help to create these five capabilities are the promoting factors, and those that weaken these capabilities are the factors that prevent change in these organizations. Based on this classification, future studies can conduct research on how to measure and mature these capabilities in family organizations and provide a model for promoting and successfully managing changes in family organizations.

In the current era, where organizations face a globally competitive environment, the need for changes and innovative work is strongly felt in the workplace. Organizations should not insist on old methods that fail to respond to current organizational needs for survival in this competitive environment and should use new ones to perform their tasks. Paradoxical leadership is one of the new leadership styles that can affect the employees' creativity and is one of the challenges managers face in their work environment.

THEORETICAL FRAMEWORK:

Paradoxical leadership is defined as "seemingly competing, yet related, behaviors to meet structural and follower demands simultaneously and over time." Employees' need for cognitive stability is defined as a person's willingness to give a decisive answer on a given issue and avoid confusion and ambiguity. Identification with the leader means the employees' values are the same as their leaders, are proud to cooperate with their leader, and are upset if their leader is criticized. Workload pressure refers to the extent to which employees have to work quickly and have a lot to do. Self-efficacy is a constructive ability representing the employees' cognitive, social, emotional, and behavioral skills to achieve various goals effectively. Employees with high creative self-efficacy deal with issues and problems more effectively due to their confidence in their abilities. Creativity means using the capabilities of the mind to create a new thought. Few Persian researchers have investigated the concept of paradox in leadership and organization management and its possible outcomes, such as creativity.

This research is applied in terms of purpose and descriptive-analytical in terms of its nature and descriptive method. The data collection tool is a questionnaire, and the statistical population of the research is the employees of government organizations in Mashhad. To determine the sample size, ten questionnaires were considered for each item, and after removing the incomplete questionnaires, the required data were collected from 384 people by stratified random method. The appropriateness of the data was determined by checking its validity and reliability. Then, the structural equation modeling technique was used to test the research hypotheses.

All hypotheses were tested and confirmed, including the positive impact of Paradoxical leadership on identifying with the leader and creative self-efficacy, creative self-efficacy on employee creativity, and identifying :with the leader on employee creativity. The mediating roles of creative self-efficacy and identifying with the leader were also proven, and the positive moderation of work pressure and the negative moderation of employees' need for cognitive stability were also confirmed.

CONCLUSIONS & SUGGESTIONS:

Considering the significant impacts that creativity may have on the improvement of organizational processes, one of the most important points that should be considered is the development of a security culture in the workplace. To create this environment, managers can take actions, such as encouraging cooperation and interaction between employees, creating a safe space for expressing creative ideas, holding training courses to strengthen creativity, positive evaluation, and providing rewards for creative performance, etc. Considering that contradictory leadership can be effective on creative self-efficacy and identification with the leader, managers should be able to create a balance between conflicting behaviors and have sufficient expertise in achieving goals. Considering the positive relationship between paradoxical leadership and identification with the leader, organizations should prioritize strong relationships between leaders and employees by providing opportunities for employees to get to know their leaders and feel connected to them. Finally, it is suggested that the managers find out about the employees' need for cognitive closure and treat the employees accordingly.

Implementing the strategy is one of the most significant and challenging topics for organizations and leaders. Successful organizational change can transform the organization's business, and interest in studying in this field, especially taking care of the meaning model, is increasing. Many failures are caused by paying attention to secondary results and not paying enough attention to the main cause. Employees are one of the most important factors to be considered in the strategy implementation process. The construction of meaning plays a critical role in employees' response (resistance, acceptance, or cooperation) to the new strategy. This reaction is of behavioral and cognitive type and is rooted in the employees' understanding. Lewin's 3-stage approach is accepted by Many organizational change experts. Many models of changing the meaning construction suggest that the process of changing the meaning in the minds of employees may also consist of these three stages of Lewin; First, managers destroy the old meaning construction of the organizational reality in the minds of employees, then they create a new meaning construction, and finally, they consolidate the new meaning construction (refreezzing). This article takes a look at the process of changing the meaning-making in the minds of employees by comparing it with Levin's model. The major difference between this article and some others in this field is its focus on two points. First, in this article, only certain types of specific meanings of discoursive activity are emphasized, and at the same time, it refers more to how the manager influences the meaning change process. 

In the past, articles have mostly looked at the meaning-making of employees by managers with a negative approach. Therefore, in this view, any sense-making of employees, such as the meaning they give to change, was considered a resistant force. Leaders were only seeking to break down the previous meaning structure of the employees. More recent studies have shown that the perception of employees, which is rooted in the past and the meaning construction of employees, is not only an obstacle to change but can also act as an effecting factor in implementing a new strategy. The change in the meaning structure of employees can be a factor in the success of the change. 

Narrative and thematic analysis methods were used to analyze data to investigate the change in the meaning construction. Thematic analysis was nested in the narrative analysis method as a tool for better data analysis. The narrative analysis makes it possible to investigate the meanings of the manager in their discursive activities, and the thematic analysis identifies the themes of the narrations. The main focus in this case was on changing the meaning construction, and the impact of discoursive activities on this issue was considered more. Narrative analysis takes a deeper look at how the content of discourse activity is used and refers specifically to how experiences and issues are interpreted. Thematic analysis is a method for data analysis to understand the factors affecting the identification of criteria for understanding interpretations of employees. 

In the narrative analysis, the narrations that contained many different meaning units were identified. The leader tries to change the employees' meaning construction using these narratives. These narrations are usually mentioned in several meetings and periods. In the following, all narrations were analyzed by thematic analysis. To categorize themes and better understand the relationship between discursive activity and meaning construction, pay more attention to more resonant themes. This process was stopped when extracting new themes was no longer possible. In the end, with a theory-oriented point of view, coding was done based on specific theories and hypotheses. There are three main axes explicit from Lewin's change model. The themes of identification are placed around these axes. In the first step, discursive activities seemed to be focused most on expressing the defects in the existing situation. This concept is repeated in different ways, even in disappeared businesses. Finally, the focus was on the desired goal and refreezing new conditions.  

In this study, by reviewing and summarizing the findings, we came across several fundamental approaches: the first and most important approach, which was the main research question, referred to the analysis of the change process in the employees' meaning construction and its compliance with Levine's model. In Levin's model, first, the defrosting process occurs by attacking the existing conditions, then the change phase, and finally, stabilization and refreezing occur. In the defrosting stage, measures like identifying the need for change, specifying what needs to be changed, encouraging the employees to change old behaviors, ensuring the full support of senior managers for the change, and paying attention to understanding concerns and doubts. Narratives that refer to the current situation's lack of appropriate response to new environmental changes and consider the existing jobs as inferior or the existing structure as inefficient are included in this section. It seems that after studying the time course of narrations and the number of their repetitions in these intervals, it is possible to present such a picture of it. In other words, narratives and themes that try to attack the existing meanings and systems of employees are placed in this stage. The second approach is that the discursive activities happening in the direction of change in the meaning construction are not separate phases and sometimes act together. Maybe this is due to the difference in the capacity of people to change. For example, a group needs more repetition and meditation to change its meaning construction.

To acquire innovations produced by universities and higher education institutions, organizations can use the strategy of boundary-spanning to meet their needs. The results of the previous research also indicate the effect of boundary spanning on organizational innovation. Based on this, it is possible to develop innovation in the industry by using boundary spanning. On the other hand, from 2015 to 2023, several researches have been conducted and published regarding the positive impact of boundary spanning on organizational innovation in different countries. By analyzing and summarizing the findings of previous studies by making sure of the relationship between the two considered variables and by making sure of the accuracy of the current findings, it is possible to provide solutions to improve the boundary spanning between industry and university as well as to improve the effect of boundary spanning on organizational innovation. Therefore, the primary question of the research is to what extent does the boundary spanning affect organizational innovation?

THEORETICAL FRAMEWORK:

As a description of boundary spanning in the field of organizational innovations, Tashman expanded the communication boundaries that are conceptual and linguistic differences in a laboratory environment, between the laboratory and other parts of the organization, and between different organizations. To increase the level of interaction and participation between industry and university and to take advantage of the innovations created in universities and higher education institutions, there is a need to develop the relationship between industry and university and acquire knowledge resources through the frontier strategy. In bridging and establishing inter-institutional communication and connecting separate groups, these people face boundaries and should cross these boundaries and obstacles and communicate with organizations outside the borders. Accordingly, boundary spanning helps the universities share scientific and technical information, and the industry acquire and understand academic innovations. Generally, boundary spanning is an effective strategy for developing the university-industry relationship to cultivate, share, and apply organizational innovations. Industries and companies are less willing to invest in research and development due to the high cost of complex laboratory equipment, the difficulty of access to international research and development centers, the risks associated with innovation, and the investment limitations. Hence, they are interested in getting the latest innovations in knowledge through higher education institutions. For industry-university collaboration to thrive, companies must learn to operate outside their organizational boundaries and develop their capabilities to interact and collaborate with partners with different characteristics.

In terms of its purpose, the current research is an applied study, and by its meta-analysis method, it is considered a quantitative study. In this research, the investigated community was the research studies published in English about the role of boundary spanning in organizational innovation from 2015 to 2023. In the first stage, 189 studies regarding the relationship between boundary-spanning and organizational innovation were selected from various databases. Then, 33 duplicate articles indexed in different databases were identified and removed. The number of 156 articles was identified for title and abstract review. By examining the titles and abstracts of all identified articles, 129 articles were excluded from the article review process due to lack of relevance to the research topic and lack of inclusion criteria. Therefore, 27 articles were selected for full review. By examining the remaining articles more closely and studying their results, 18 were picked for meta-analysis.

The findings showed that the average effect of boundary-spanning (random mixed effects) on organizational innovation equals 0.347. Considering that this effect size (0.347) is within the confidence range, it should be said that boundary spanning affects innovation. The obtained point estimate (0.347), based on Cohen's criterion, indicates an effect in the upper medium range. In general, boundary-spanning moderately affected organizational innovation.

CONCLUSIONS & SUGGESTIONS:

In general, innovation is a competitive advantage for organizations and industries, and innovative organizations can compete with other competitors and maintain the survival of their organization. Companies and organizations will be removed from the competition scene if they cannot achieve innovation to meet the new needs of society and the market. One of the ways to achieve innovation is the interaction of industry and university in the form of boundary-spanning activities. In this way, industries can obtain new academic knowledge innovations to develop new products and services to satisfy the market needs. Boundary-spanning operations can facilitate disseminating the innovation produced in universities for industry use. Therefore, it is suggested that to acquire and develop innovations produced in universities and scientific institutions, organizations and industries should turn to boundary-spanning and use boundary-spanning strategies in developing cooperation with universities.

As the competitive environment has rapidly grown over the past two decades and seriously overshadowed the activities of private enterprises, unsuccessful changes, especially in terms of instability and unsustainability of the achievements, have become a fundamental challenge for such organizations as private banks. The research conducted in this field indicates that planning, directing, and sustaining the organizational change results is very difficult, and pervasive changes affecting the main elements of the organization do not meet the expected goals. Some researchers suggested that organizations have difficulty sustaining continuous improvement in the long term, especially after an initial period of two or three years. As in most cases, employees do not internalize the new changes and behaviors as their norms and mental beliefs and do not use them as a basis for their subsequent behaviors. The results and achievements of changes may become unstable and fade after a short time, and a return to prior behaviors may occur in some cases. Thus, the organization incurs significant financial and opportunity costs that weaken its competitive position. This is true for Iranian private banks as they do not depend financially on the government and are in a fiercely competitive environment. Therefore, the main questions are as follows: what are the strategies to achieve sustainable change, and what are their consequences in Iranian private banks?

Different theories exist for organizational change, which can be used to support and guide research to find the roots and consequences of sustainable organizational change. Research on organizational change can be categorized into three types: 1) content models emphasizing the content and essence of change, 2) contingency models considering the context and environmental conditions, and 3) process models focusing on the stages of change. A review of different change models indicates that they focus only on the content, process, or implementation of change while not addressing the period after the implementation, including institutionalization and stabilization of change. Therefore, this research was conducted to bridge the existing gap and provide change managers and agents in Iranian private banks with a vision to understand deeply the strategies for sustaining organizational changes and their consequences.

The philosophical foundation of the present research performed in private banks was interpretivism with the qualitative approach, and the grounded theory strategy was used. In this research, the systematic approach of Strauss and Corbin was used. The samples were purposefully selected by conducting snowball sampling on managers and experts of the private banks of Iran who have experience working in at least one change program in the past ten years, provided that one year lasted since achieving the results. The organizational change experts and researchers who had significant experiences were interviewed with a semi-structured method. The sampling continued to reach data and theoretical saturation. The collected data were analyzed by open, axial, and selective coding processes using the MAXQDA 20 software. Lincoln and Guba's criteria (credibility, dependability, confirmability, and transferability) were used to validate the results.

The research findings demonstrated that sustainable change is characterized by two features: stackability of change, including internalization of the change and its adaptation and alignment with the organizational components, and spreadability of change, including the ability to transfer experiences to other employees and apply the organizational change. According to the research findings, the strategies needed to implement sustainable changes in Iranian private banks include 1) empowering employees through training and utilizing work teams, 2) empowering the organization by establishing a knowledge management system and motivational mechanisms, the mobilization of financial resources, the scrutiny, and explanation of the organization's strategic plan, leadership style, effective processes, and agile structure. The consequences of sustainable changes include 1) employees' growth and excellence due to their increased psychological and behavioral maturity, 2) improved efficiency to increase financial resources and reduce organizational costs, and 3) improved effectiveness to satisfy the strategic stakeholders and gain a competitive advantage. The research findings are noteworthy in that sustainable organizational change is considered a way to increase the productivity and prosperity of human resources in the organization.

This research demonstrated that a change is sustainable and is institutionalized when it is internalized in employees' beliefs and becomes a basis for their subsequent behaviors. This is realized by applying employee and organization empowerment strategies. Therefore, it is suggested that change managers and agents in the country's private banks consider the empowerment of employees seriously by applying influential and continuous training and expanding teamwork by using the strategies identified in this research, and the empowerment of the organization by using a knowledge management system, motivational mechanisms, providing financial resources, checking and explaining the organization's strategic plan, applying an appropriate leadership style, effective processes, and structural agility.

Metaverse is a virtual space where users can interact and trade with digital assets. However, the legal challenges of businesses in the Metaverse are still evolving and new dimensions are being added every day. Metaverse will affect businesses fundamentally both in terms of content and in terms of the processes of implementing activities. Since all economic and managerial activities are administered on a legal basis, managing in the Metaverse also follows the same rule and we must know the legal requirements of working in this space. Some recent metaverse Challenges, such as intellectual property infringement, show that the field is in urgent need of commercial legal foundations. Therefore, it is necessary to identify the legal challenges of businesses in this growing environment. The purpose of this research is to examine the legal challenges related to Metaverse in the business environment and to identify and provide some potential solutions to address those challenges.

Studying various prior researches, six basic challenges of the business for users and companies active in Metaverse have been identified, including intellectual property, privacy, legal jurisdiction, virtual identity, cybercrimes and terms of service.

The research method is analytic and survey. The statistical population is academic business and law experts who are familiar with Metaverse. Sampling was based on by judgmental or purposeful method. The aforementioned experts were asked to participate in research on the legal challenges of businesses in Metaverse using the Delphi method. Delphi is used for prospective studies and identification of unknown dimensions and indicators of a situation. 15 experts took part in 3 round of Delphi method. After three rounds of surveys in the form of a questionnaire, the viewpoints of experts were analyzed using in SPSS software. In the final stage, the Kendall coefficient was calculated as 0.763, which shows that the members of the Delphi panel have reached a relative agreement.

The results of the surveys indicate that the main challenges identified in the field of business law in Metaverse, in order of importance, include intellectual property rights, privacy, jurisdiction, cybercrimes, terms of service, and virtual identity. The most important challenge for businesses in Metaverse was identified as intellectual property rights. Propertis are created every moment on Metaverse, many of which are created by users of these platforms. These assets are sometimes much more valuable than assets in the physical world. The question is that who will be the main owner of these assets? The second challenge was the privacy problem. Since the data of users and customers is published in the public space of Metaverse, a distinction should be made between the data that the user publishes knowingly and the data that is published unintentionally by the platform or other users, and policies should be set to protect user privacy. The third challenge is the jurisdiction of disputes and the application of laws. Considering the global nature of the Metaverse, which country's laws should be used to apply the laws is a problem that needs to be thought about. The fourth identified challenge is determining the terms of service provided by companies and platform providers to users. Determining the terms of providing services to users is a kind of contract that informs both users and administrators about the conditions of presence and use of the platform. The last Challenge is the virtual identity of users. These identities, known as avatars, can live in the Metaverse, own and shop, travel, interact with other virtual identities, and even commit crimes. These virtual users and customers must accept responsibility for their actions

In the business world, considering the metaverse and virtual worlds, there should be more specific international laws regarding the rights of different stakeholders, because this world is a relatively new concept and technology that mankind has not had any experience with so far. However, some current laws and regulations in the business space, such as intellectual property laws, data privacy laws, and online conduct laws, may also apply to activities in the Metaverse domain. An important suggestion is to create new rules and regulations that suit the unique characteristics of the metaverse, such as virtual property ownership rules, intellectual property rights, and user privacy in the metaverse. In the recommendations section, also the need for taking an interdisciplinary approach to understand the legal challenges of the metaverse and the importance of creating specific laws, regulations, and policies that balance the competing interests of various stakeholders are emphasizes. Another suggestion is the cooperation of various business organizations and stakeholders in developing standards and best practices for Metaverse, which promotes stability and fairness in various virtual environments and builds trust. Also, it is suggested that education and awareness should be pursued seriously to help users and beneficiaries understand their rights and responsibilities in this new environment.

This study aimed to investigate the effect of social responsibility on the performance of managers and employees with the moderating role of green human resource management in Babol University of Medical Sciences.

The quantitative and survey research method and the statistical population included all managers and employees of Babol University of Medical Sciences (6400 people).

This study was a quantitative survey research, and its statistical population comprised all managers and employees of Babol University of Medical Sciences (6400 people). According to Cochran's formula, the sample size was 384, selected by conducting a multistage random cluster sampling. A researcher-made questionnaire was used to collect data. To analyze the data, we used one-way analysis of variance, Pearson and Spearman correlation analysis, regression analysis, and structural equation modeling in SPSS v.24 and AMOS v.24 software.

The research findings showed that the employees' performance is high in its average (3.92). There is a positive and significant association between social responsibility and green human resource management with the performance of managers and employees. There is also an association between age, level of education, and service history with employee performance. The structural model indicated a good fit, according to which 47.9 percent of changes in the performance of managers and employees depend on green human resource management and social responsibility.

The relationship between social responsibility and employee performance decreases if human resource management is modified and controlled so that the relationship between the two is not statistically significant. As a result, the green human resource management variable plays a moderating role.

Considering the importance of the role of government organizations in society, it should be stated that if the leaders of these organizations do not have leadership competence and competence, they can have dangerous effects on the organization with any of their behaviors, such as leadership incompetence, corruption, vandalism, immoral behavior, and criminal behavior. Therefore, it can be said that it is necessary to pay attention to the managers' leadership style, specifically exploitative leadership in these organizations. So far, most studies have investigated positive and constructive leadership styles, but less attention has been paid to the exploitative leadership style. In fact, despite a high amount of research on destructive leadership and its different styles in the country, there is little about exploitative leadership style, indicating a theoretical and practical gap. As a result, this research seeks to identify and highlight the indicators of exploitative leadership and the unfortunate outcomes of this leadership style in government organizations.

Exploitative leadership falls under the umbrella of destructive leadership because these leaders show a variety of negative behaviors. Despite research on leader self-interest, there is limited understanding of leader exploitation. Exploitative leadership is defined as a destructive leadership style in which the leader (1) exhibits selfish behavior, (2) pressures employees, and (3) undermines their skills and expertise and creates barriers to their personal growth. Previous research has shown many unfavorable effects of exploitative leadership on employees, including reduced job satisfaction and emotional commitment, increased turnover intention, burnout, workplace deviance, and perceived imbalance in social exchange.

The current research is an applied study in terms of purpose, and regarding the method, it is an exploratory study. The expert team of the current research is the managers of the government organizations of Lorestan province along with the university professors, which was conducted using the purposeful sampling method and numbered 25 people. The tool for collecting information is an interview in the qualitative part and a questionnaire in the quantitative part. Qualitative data were analyzed using the opinions of 25 experts and up to the point of information saturation and theoretical adequacy. Qualitative data were analyzed with "Atlas T" software and content analysis method, and quantitative data were analyzed with the fuzzy cognitive mapping method.

The findings of the research show that the most influential indicators of exploitative leadership are extreme ambition, hubristic personality, self-centeredness, and self-interest. Also, the reduction of motivation and innovative performance of employees, job and emotional burnout, the emergence of a paranoid atmosphere, and the spread of organizational pessimism were identified as the most significant consequences of exploitative leadership.

The performance and actions of leaders do not always lead to the organization's success and progress. In some cases, adverse and unethical leadership styles, such as exploitative leadership, can be the cause of pushing employees and the organization toward decline. In general, exploitative leadership can have unfavorable effects on the performance of employees and, consequently, on the organization's performance. Therefore, the current research was conducted to identify indicators and consequences of exploitative leadership in government organizations.

Today, brand engagement is considered one of the most influential marketing strategies. Brand engagement creates a sustainable competitive advantage for companies and increases their performance. Therefore, companies seek appropriate strategies to improve customer engagement with their brands. This research aimed to investigate the effect of corporate social responsibility on brand engagement regarding the mediating role of brand trust and brand identification in the hotel industry.

Brand engagement is considered a crucial strategy in marketing literature. Various research has been done on brand engagement, but little has been done about the effects of corporate social responsibility, brand trust, and brand identification on brand engagement. Also, little research has investigated the role of brand trust and identification in the relationship between corporate social responsibility and brand engagement. Previous research has examined the direct relationship between corporate social responsibility and brand engagement and has rarely examined mediating variables in the relationship between these two variables. Therefore, this research seeks to investigate the effect of social responsibility on brand engagement with the mediating role of brand trust and identification in hotels in Ramsar, one of the most vital Iranian tourism destinations. This research tries to answer this research gap and provide a comprehensive model in this field.

This study is applied cross-sectional research concerning the purpose and a descriptive survey regarding the data collection method. The population of this research includes the customers of Ramsar hotels, 300 of whom were selected as the statistical sample. The questionnaire's content, convergence, and divergence validity were confirmed. Also, its reliability was confirmed using Cronbach's alpha coefficient and composite reliability. In the descriptive part, SPSS 27 statistical software was exploited, and in the inferential part, structural equation modeling was conducted in SmartPLS 4 software to test the research hypotheses.

According to the research findings, corporate social responsibility has a positive effect on brand engagement, brand trust, and brand identification. Corporate social responsibility creates an emotional connection between the company and consumers. As a result, consumers feel like they are part of the company. Companies should have social responsibility strategies to build trust among consumers. If the organization participates in social responsibility activities, its identity and high values will be shown to customers. Brand trust positively affects brand engagement and mediates the relationship between corporate social responsibility and brand engagement. The company's reliability makes the customers provide better information and have more relationships with the company. Additionally, brand identification positively affects brand engagement and mediates the relationship between corporate social responsibility and brand engagement. Companies should differentiate their products and services from their competitors so that customers will identify with the organization's brand.

Companies should strengthen social responsibility, brand trust, and brand identification to increase customer engagement with their brand. As a result, it is suggested that hotels observe their organizational social responsibility, give importance to environmental issues in their activities, support cultural and sports events, provide more job opportunities to people, put customers as their priority, fulfill their promises, produce high-quality products, take care of their customers and establish an emotional relationship with customers so that they identify themselves with the hotel. Also, hotels should perform their activities so that customers feel the hotel has the same identity as their identity.

Leadership is one of the most vital roles and duties of a manager. The inadequacies caused by the increase in the size of the government and the expenses of the government sector, more than ever, reveal the importance of changing government management and paying attention to the role of leaders. In this article, the authors have concluded that according to the multiple characteristics of government organizations in the present era, among the theories, models, and new concepts of leadership, attention to characteristics of the leader, follower, and context can be an efficient approach for leadership in government organizations. On this basis, considering human knowledge management with an Islamic and Quranic perspective, a new model has been designed to fill the gap in the literature.

Avolio (2012) believes that leadership comes to the fore when a leader interacts with followers in a specific context, and all work together to achieve a common goal or a set vision. Many researchers have emphasized the need to pay attention to the mutual interactions of the three dimensions of leader, follower, and context. Leadership research has gone through different paths. Leadership in Islamic culture is a blessing given by God to humanity. Talib Hasham (1991) considers leadership in the organization to be aligned with Sharia. The life-giving school of Islam is a comprehensive and perfect religion with rules and regulations for all aspects of human individual and social life. Leadership in Islamic culture is a blessing that God has made available to humanity; for that, He puts a blessing on man's neck. Therefore, in Islamic culture, man is a creature created by God and covers all his needs and shortcomings in his life. The most critical need is how to use facilities and tools i.e. leadership and management. In terms of management, it is logical and necessary for societies to have a forward-looking view of their growth and survival and plan accordingly. Leadership can pave the way for motivating everyone's determination toward the realization of the desired future, decision-making, and capacity-building for the continued life of the organization. Therefore, the present research has designed a new image of leadership by referring to Islamic texts and considering the aspects of the leader, follower, and context to provide a practical solution for the leaders and managers of the organization.

This research was done in a mixed method. For extracting the dimensions and designing the model, the meta-synthesis method and interview with thematic experts have been used, and the structural equation modeling method has been used to test the model. In the qualitative part, the concepts related to leadership in the three areas of leader, follower, and context from theoretical literature, previous research, and native and Islamic studies were summarized and categorized in three stages and led to the identification of 320 basic themes and 20 secondary themes. These 20 themes were finally classified into three main categories: leader, follower, and context. Before meta-synthesis, the advantage of the qualitative method of content analysis was used to extract themes from native and Islamic studies. Based on a sample of 300 experts from defense, cultural, social, and distribution organizations, the quantitative part examined the research hypotheses. The findings of the quantitative section showed that the leader dimension and the follower dimension have a beta coefficient of 0.096 and 0.094, respectively, and the background dimension has a beta coefficient of 0.082.

Leadership is one of the topics that can create the power of clear foresight to achieve goals in both leaders and followers. The findings of the present research show the dimensions of leadership in the three dimensions of the leader with the components of projection and foresight, encouraging and empowering, cleaning and organizing, competence, servanthood and good deeds, the dimension of the follower with the components of self-leadership and multi-dimensionality, empowerment and development, responsibility and resilience, moderation and moderation, jihadi activity and moral virtues and the context dimension with the components of social, political, cultural, economic, legal and legal contexts, security, national and international and technology have been identified and explained. The results of the quantitative section indicate that the combined attention to all three dimensions of leader, follower, and context has been able to explain 82% of the significant impact of leadership. Also, the influence of the leader dimension is stronger than the other two dimensions. The leader dimension alone can predict 93% of the meaningful impact of leadership. At the same time, the correlation of the leadership dimension with the dimensions of leader and followers is stronger than the correlation of the leader and context.

The results of the present study based on the significant impact of all three dimensions of leader, follower, and context in the leadership of Iranian government organizations were consistent with several other studies that emphasized the identified dimensions in different areas of leadership. Also, by simultaneously considering all three structures of leader, follower, and context, it is possible to solve the complexities and dynamics of the environment. In future research, researchers can investigate the mediation role in the relationship between leader, follower, and context and the mutual correlation between these dimensions and its impact on the leadership of Iran's government organizations.