فهرست مطالب سیدعلی سیادت

The aim of this study is to design a model for effective crisis management in organizations through organizational learning among selected organizations in the Isfahan chamber of crisis management. This study is applied –regarding its purpose, correlative –descriptive – regarding its type, cross- sectional survey- regarding its time of data gathering and it pursues mixed methods (qualitative- quantitative)- regarding the nature of data and research approach. The study’s statistical population in qualitative part includes some organizations in Isfahan chamber of crisis management which were selected by purposive sampling. The statistical population consists of 153 expert people in crisis management were located in the Isfahan chamber of crisis management, who were selected based on snowball technique. In the qualitative part, the interviews were analyzed by thematic method. In the quantitative part, a researcher- made questionnaire was compiled by the results of the qualitative part and this questionnaire was used to collect respondent’s opinions. The content validity was confirmed by subject matter experts' opinions. The questionnaire’s reliability was assessed by Cronbach’s alpha coefficient. Total Cronbach’s alpha coefficient was 0.961. Cronbach's alpha coefficient for the variables of the crisis phase and post-crisis phases was 0.700 and 0.856, respectively. To analyze the data from the quantitative part, the exploratory factor analysis approach using the principal component analysis (PCA) method has been used.

The aim of this study was to present decentralization strategies in the Iranian education system by identifying weaknesses, strengths, opportunities and threats to decentralization through "SWOT" matrix. Preliminary data for identifying internal and external factors influencing the way education is administered were obtained through semi-structured interviews with 25 experts and senior and middle managers of education. Analysis of the interview transcripts led to the emergence of sixteen internal factors and eighteen external factors. Results were sent to the participants for validation and rating. The sum of the final weighting coefficients in both internal and external domains shows that the current status of education and its strategies are not effective enough to reduce weaknesses and threats or exploit strengths and opportunities. Comparison of factors in the analytical matrix led to the emergence of thirteen strategies in competitive, aggressive, defensive and conservative domains. These strategies can use opportunities and strengths to control threats and weaknesses and facilitate the effective implementation of decentralization schemes.

Iran enjoys diverse climates, economic and social conditions and subcultures. Therefore, residents of each region have different educational needs. Meanwhile, Iran's education system has a completely centralized structure which offers the same educational programs and lessons throughout the country. Education plays an important role in the development process. Therefore, there is an urgent need for internal development of this institution on which all aspects of development depend. A large organization such as education department with so many problems in planning, organization, coordination, supervision and leadership, a school-based management should be developed and applied (Jafari, 2021). Furthermore, centralized management of education in Iran has reduced the inefficiency and effectiveness of schools. Therefore, experts have emphasized the need for revising and transforming education system in line with decentralization and delegation of authority (Jafari Moghadam & Fani, 2002). Many administrators and experts acknowledge the inefficiency of the current centralized structure, emphasize the need for decentralization of the Iranian education system, and mention concentration as the cause of many problems in Iran's education system (Farhadi Rad et al., 2019). Another study also confirms the necessity of revising the centralized educational system of a country with the climatic, cultural, social and economic characteristics of Iran (Quak, 2020; EASNIE, 2017). Therefore, the main objective of this research is to identify and introduce strategies that can use internal organizational strengths and environmental opportunities to manage the weaknesses and threats in the direction of decentralization in Iran's education system.

This research is a qualitative study based on grounded theory. The data collection tool was a semi-structured interviews. The data recorded in the interview process was coded based on the SWOT model to identify and extract internal factors (weaknesses and strengths) and external factors (opportunities and threats). For this purpose, the internal strengths and weaknesses of education and environmental opportunities and threats that can hinder or facilitate decentralization were identified and coded based on the experiences and studies of the participants.The target population in this research included senior high and middle managers of education after the Islamic Revolution, who had more management experience, and experts with studies related to education. Purposive sampling was used to select 15 managers with the most managerial records in education and 10 experts. Despite achieving theoretical saturation by 14 interviews, eight other managers and experts were also interviewed online in order to strengthen the validity of the data. The identified factors resulting from open coding, which were approved by the participants, were classified during axial coding under the categories of strengths, weaknesses, threats and opportunities, and validated through member check and external check. The weighted score of the factors was calculated based on the opinion of the participants. Four strategies were identified in the final matrix and prioritized based on the quantitative strategic planning matrix (QSPM).

According to the opinions, experiences and studies of the participants, the weaknesses and threats were experienced far more than the strengths and opportunities. In this analysis, ten threats and ten weaknesses were identified. Meanwhile, six internal organizational strengths and eight environmental opportunities were identified, which were approved by the participants and supervising experts. The final score in both internal and external domains was less than 2.5, which shows that the current strategies have not been effective in dealing with the existing factors. The set of internal factors (strengths and weaknesses) and external factors (opportunities and threats) identified are reflected in Table 1.SWOT matrix analysis also led to the identification of three aggressive strategies, four competitive strategies, three defensive strategies and three conservative strategies. The matrix for determining the four strategies is shown in Table 2.The output of QSPM shows that the strategy of "gradual increase in the powers of provincial, district and school councils" with a score of 3.37 is the first priority and the strategy of "empowering human resources" with a score of 2.22, is the last priority. We are providing solutions for each of the identified strategies. These solutions were identified in the process of coding the interview transcripts, based on the participants’ opinions. Some of the most important solutions include continuous communication with the members of the parliament (MPs) and inviting them to participate in the meetings of the educational councils, compiling local plans in line with the reform document with the participation of managers, teachers and experts in each region, developing and strengthening agricultural, technical and vocational schools in local fields of study, forming scientific associations, gradual delegation of parts of the responsibility of monitoring educational content and quality to related associations, designing and implementing programs to acquaint local students with common cultural roots, facilitating the establishment of schools affiliated to the public and private sectors, presenting incentive schemes for the transfer of headquarters forces to districts and schools, forming the Strategic Council for Education Reforms with the presence of representatives of the legislative, judicial, executive and influential institutions and creating communication networks between scientific associations and regional councils.

Experts and even education managers agree on the problems of the ineffectiveness of the current centralized structure of education and the necessity of its reform and decentralization. This structure does not respond to individual and social needs and environmental changes, and it should be modified according to the current conditions. However, factors inside and outside the system have always prevented reform and decentralization. Some of these factors are caused by the centralized structure of the political system and some are due to the resistance of powerful groups who prevent decentralization in order to protect their interests. The application of strategies such as "formation of the Strategic Council of Reforms" and "establishing continuous communication with political managers and MPs" to gain the support of political and legislative power institutions, facilitates the implementation of decentralization. Under the support of these institutions, it is possible to gradually delegate the authority of decision-making and planning according to local conditions and needs to provinces, regions and schools.

The present research aimed to develop and validate self-development training package and evaluate its effect on job performance and human capital agility among secondary school principals. In terms of purpose, it was practical and in terms of method, it was of a mixed method (qualitative and quantitative) with an exploratory design. In the qualitative part, the self-development components of the present research were first identified using content analysis method and interview. Then, a training package was developed. The method in the quantitative part was semi-experimental with a pre-test, post-test design with a 3-month follow-up with a control group. The statistical population of the research was all the principals of secondary schools in Isfahan city in the academic year 2020-2021, among which, 50 people were selected as a sample using available sampling method, and randomly replaced in two experimental and control groups (25 people in each group). Data analysis was done by multivariate covariance analysis. The results showed that the implementation of the self-development training package in the experimental group had a significant effect on job performance and its dimensions, as well as human capital agility. The training package of the current research has increased job performance (52.33% in the post-test phase and 51.99% in the follow-up phase) and human capital agility (47.16% in the post-test phase and 47.32% in the follow-up phase). It is possible to increase the level of job performance and human capital agility among secondary school principals with the self-development training package.

Talent Management is the strategic management of talent flow in an organization. Its purpose and purpose is to ensure the optimal supply of talents to match the right people with the right occupations at the right time based on the strategic goals of the organization.

The type of research is applied to the target and in terms of research method it is a mixture of qualitative and quantitative. In the qualitative stage, using semi-structured interviews among 17 experts of Ahwaz University of Medical Sciences through targeted sampling and according to the data saturation criterion, talent management components were identified and analyzed by content analysis. A stratified random sampling method was used for sampling. The sample size of 240 people was estimated using the Cochran formula.

Then, using a researcher-made questionnaire and using the structural equation modeling approach, after the content validity of the questionnaire was confirmed by experts. And reliability of the questionnaire based on Cronbach's alpha coefficient 84. Was obtained. 107 codes were extracted from qualitative research data that were classified in five main categories. The quantitative findings also confirmed the structure of the talent management process, which involves identifying and identifying talent needs, attracting, developing potential capabilities, strategic use, and maintaining talent.

Finally, based on quantitative and qualitative research, a model for talent management process in Ahwaz University of Medical Sciences was proposed. Therefore, the talent management process has five dimensions, which are related to the University of Medical Sciences. By addressing these dimensions, an important and better step can be taken to manage talent in the University of Medical Sciences.

In recent years, the dissatisfaction of employers and business owners regarding the external efficiency of the higher education system and the increase in the unemployment rate of graduates indicate the divergence and incompatibility of university curricula with employment and the labor market. Therefore, the current research was conducted with the aim of identifying and prioritizing the factors of this incompatibility.

This research was conducted with a combined method included in 2 phases. In the first phase, while studying all the researches of recent years about higher education curricula and employment with qualitative methods of meta-composition and content analysis, incompatible factors have been identified and in the second phase, using the quantitative method of group hierarchical analysis, they have been prioritized.

The findings of the research found incompatibility factors in three main categories including process factors (with the subcategories of needs assessment, design, implementation and evaluation), departmental factors (elements) (with the subcategories of professors and lecturers, teaching and learning strategies, goals, content and space, environment and facilities) and institutional factors (with sub-categories of decision-makers, curriculum planning committees and administrative mechanism) and introduced the sub-category "content" as the most important factor of incompatibility.

In order to create harmony between curricula and employment, the country's higher education system must review curricula with an employment-oriented approach and pay special attention to the identified factors.

Organizational silence is a prevalent occurrence within companies, which can lead to serious adverse outcomes. Consequently, managers and researchers studying organizational behavior recognize it as a noteworthy challenge faced by organizations. The primary goal of this study was to predict and clarify the phenomenon of organizational silence by implementing positive leadership strategies and investigating the potential mediating effect of psychological empowerment.
For practical and managerial purposes, this study employed a combination of developmental instruments and phenomenology based on lived experiences in order to identify the sub-constructs of organizational silence. Additionally, a descriptive correlational design was utilized to investigate the relationship between variables. The statistical population consisted of all staff and faculty members at Farhangian University in the 9th district of Eastern Iran. Qualitative data were collected through semi-structured interviews with 26 participants selected up to theoretical saturation. Data were then categorized through theme analysis in four dimensions (context, causal, process, and intervention) and 10 components, including socio-communication, economic, organizational, political, cultural, informational, regulatory, managerial, human, and human resources. A 65-question questionnaire was developed based on these themes. In the quantitative part of the study, 180 people were selected using stratified random sampling according to Cochran's formula. The Kaiser, Meyer, and Olkin (KMO) index was used to investigate the adequacy of the sample, and the index for all data was over 0.6, indicating the adequacy of the sample data for factor analysis. The study utilized Cameron's Positive Leadership Questionnaire (2008), Spritzer and Mishra's Psychological Empowerment Questionnaire (1997), and a researcher-made Organizational Silence Questionnaire. The reliability of the instruments in terms of Cronbach's alpha was 0.94, 0.77, and 0.93, respectively. The convergent validity of the questionnaires was 0.86, 0.50, and 0.62, respectively. The data were analyzed using SPSS 24 and Smart PLS software.
The study investigated the model from two criteria, R2 and Q2 values, and the overall model of structural equations was evaluated using the "goodness of fit" criterion. The goodness of fit value was 0.324, and considering the three values of 0.01, 0.25, and 0.36, the appropriate fit of the overall research model was confirmed. The results showed a negative and significant relationship between positive leadership strategies (positive communication, positive human relationships, positive significance, and positive atmosphere) and psychological empowerment (meaningfulness, competence, self-determination, effectiveness, and trust) with organizational silence. Additionally, psychological empowerment plays a mediating role between positive leadership and organizational silence.
The study concludes that utilizing positive leadership styles and employee empowerment can effectively reduce employees' silence. Therefore, it is recommended that administrators at Farhangian University establish an environment that fosters employee growth and well-being. Managers can facilitate empowerment among their employees by taking into account their psychological needs, fostering trust and involvement, and delegating authority to grant independence and self-determination. Additionally, managers can provide positive and constructive feedback, establish positive relationships, and create a positive atmosphere to create a safe and comfortable environment for employees to comment more easily. At the organizational level, employees should have access to professional development programs. In general, dedicating resources to the enhancement and cultivation of positive leadership and employee empowerment can enhance the growth and efficiency of the organization through increased employee engagement and collaboration.

In order to identify decentralization strategies, by presenting a paradigm model of decentralization in the Iranian education system, this study seeks to determine the effective causal, contextual and intervention conditions in determining the levels of centralized and decentralization in the Iranian education system, based on lived experiences and studies of experts and senior and middle managers of education since 1978 until now.

This qualitative research has been performed using the Grounded theory approach. From the target community, including education experts and senior managers, fifteen managers and 10 experts were purposefully selected. Data were collected through semi-open interviews. Interviews were recorded and themes, concepts, and categories were identified in open coding. In axial coding, concepts and categories were categorized under causal conditions, intervention, context, strategies and consequences, and by determining the axial category, selective coding was performed.

Iranian Education has a centralized, uncoordinated and quantitative structure. This system prescribes the same programs for all students across the country, with diverse climatic, cultural, and social conditions that do not meet individual and societal needs and are ineffective. All experts and managers agree on the need to decentralize this system. But conditions such as; Politicization, resistance of headquarters power centers, staff apathy, economic weakness, political conditions, dependence on public budget, fear of ethnicity in decentralization, the political selection of non-professional managers, the instability of management and regulations, etc., make decentralization plans fail. Strategies such as the formation of a strategic council as a lever of governance power in support of administrative decentralization, assuring managers and staff of their role in a decentralized system, strengthen the legal status of provincial, district and school councils, Preparation strategies for designing and preparing indigenous educational programs and content alongside national programs in the framework of national interests; formation and strengthening of scientific associations and organization of the teacher system, empowerment of staff, Preparation of document and action plan of regions and provinces based on needs assessment, Technical and financial support for disadvantaged areas and the use of indigenous capabilities for gradual decentralization can improve the quality of education and the role of this system in the development process.

Innovation is necessary for the survival of any organization, and in educational organizations such as universities, which are the center of economic and social growth in society, attention to innovation is more important. In other words, academic innovation is an important source of national innovation power. Therefore, the present study aimed to investigate the role of strategic leadership style with the mediating role of entrepreneurial culture and capacity in strengthening academic innovation through path analysis. In order to test the research model, a sample of 120 persons from Faculty Members of Yasuj University by using proportional stratified sampling were randomly selected, and collected data were analyzed using software SPSS23 and Amos23. Results indicated that the proposed causal model a good fit index and research variables explain 78 and 75 percent of the variance of entrepreneurial culture and capacity and academic innovations. Specifically, the research findings showed the impact of strategic leadership on the entrepreneurial culture and capacity and academic innovation; and the impact of entrepreneurial culture and capacity on academic innovation is a positive and significant effect. Moreover, the indirect impact of strategic leadership on academic innovation was confirmed by the mediating role of entrepreneurial culture and capacity.Overall, the results confirmed that in order to promote academic innovation and subsequently gain a competitive advantage, a suitable platform should be provided to support strategic leadership and entrepreneurial culture and capacity

The current qualitative study aimed at identifying factors behind organizational trauma among the primary school teachers using an exploratory approach. To do so, 20 experts were interviewed and then the data were analyzed using content analysis method. Findings showed that discrimination and inequity, financial abuse, low level of welfare and livelihood, difficulty of assigned responsibility, disease and death, not being professional, tough conditions for occupational promotion, loss of quality, and personal problems (individual factors), politicization of education, insufficient budget and credit, weakness of management, recruitment of inefficient personnel, bureaucracy, lack of organizational support, centralism, poor performance evaluation and reward system, and inappropriate payment (organizational factors), unfavorable condition of workplace, neglecting the education, beneficiaries’ dissatisfaction and protest, teachers’ inappropriate socioeconomic position in society, the decline of education, students’ family problems, having unrealistic expectations of teachers, poor performance of media on the education (environmental factors), limited access to the technological requirements, the cost of technology, inability to utilize educational technologies, lack of appropriate support and utilization of available technologies, riskiness of technology and rapid technological growth and changes in education (technological factors) were recognized as the factors behind the organizational trauma among the primary school teachers. Using the results of this study, the educational policy makers and managers could think how to manage the phenomenon of trauma in the identified domains.

The selection of the presidents of the universities, considering the role of the university in today's knowledge-based world, becomes more complex every year. It is therefore expected that a careful and informed process be used when appointing or selecting such a manager. Considering the importance of selecting university presidents based on appropriate criteria, the present study was conducted with the aim of developing a favorable model of criteria for selecting university presidents for employment in Iranian universities.

The research method was applied in terms of purpose and consecutive exploratory combination in terms of approach. The statistical population (research field) in the qualitative part of the study included management regulations of universities in the world and in the quantitative part included faculty members with a history of managing or teaching management courses. The statistical sample of the qualitative section included university management regulations in sixteen countries and in the quantitative section 20 higher education experts. The validity of the study was confirmed using content validity and its reliability was confirmed by the peer group method. Quantitative part reliability was also obtained using an incompatibility rate of less than 0.1. Qualitative data were analyzed using grounded theory method and quantitative data were analyzed using hierarchical analysis using expert choice software.

 The findings showed that out of 16 documents, 78 open codes were extracted which were classified, in the next step, in six criteria of managerial characteristics, decentralized selection, structure, general characteristics, personality traits and characteristics. Finally, these items were classified scientifically under two general organizational and individual criteria. The results of hierarchical analysis showed that the average combined weight of the criteria is as follows: academic management history criterion 0.047, scientific management 0.046, scientific foresight 0.039, scientific attitude 0.038, professional competence 0.037, appropriateness field with management of 0.036, communication management, change management and management history in other organizations 0.031, student affairs 0.026, planning 0.023, decision making 0.022, scientific capability and strategic thinking 0.021, participation in student affairs, interactive and participatory choice, authority and academic competence 0.020. Comprehensive model of this research could be used by the officials of the Ministry of Science, Research and Technology to select university presidents in the country. Therefore, according to the obtained results, it is suggested that the aforementioned criteria to be followed in selecting universities presidents. It is also recommended that a committee consisting experts of higher education system select the presidents.

The aim of this study was to develop a model of selection criteria for university presidents in selected universities around the world.

The research was applied in terms of purpose and qualitative in terms of approach. The statistical population of the study included documents, regulations, instructions, books, and available articles about selection of university presidents in sixteen countries from different continents. The statistical sample was the same as the community. Content - validity method and peer – group method were used to evaluate the validity of the research and the reliability, respectively. Data were analyzed using Qualitative content analysis method. After encoding the resulting data, concepts, core categories (dimensions or structures), and components (core competencies) were identified.

The results showed that among the 144 codes extracted, interactive selection criteria (12), communication management (9), management experience (8), academic management experience (7), scientific competence (7), innovation (6), Financial management (6), partnership (5) and organizational commitment (5) are the most important and have played a significant role in the selection of university presidents at the level of the studied universities in the world. Using the results, a comprehensive model was developed for the selection of university presidents, which resulted in the classification of three main categories of individual, organizational and managerial characteristics. Individual class includes personality and scientific characteristics; The organizational class included general organizational characteristics, the selection process and nationalism, and the managerial class included managerial skills, participation, experience, and expertise.

Given that the data obtained from a research was a Qualitative based, the results can provide significant criteria when selecting university presidents in the recruitment and selection processes. According to the obtained results, it is suggested that a comprehensive model for the selection of university deans worldwide be developed by leading organizations in this field so that universities can follow this comprehensive model to select the desired president of their university.

Professional competence and social popularity of professors and at the same time students' academic motivation can be considered as three basic components in improving educational processes. In this regard, the present study was conducted to investigate the relationship between professors' professional competence and students' academic motivation with the mediating role of teachers' social popularity. The method of this research is descriptive-correlation and its statistical population consisted of all students of Farhangian University of Isfahan in the academic year 2019-2020 in the number of 3080 people who were selected using Krejcie-Morgan table and stratified sampling method proportional to the sample size of 342 people. To collect the data, a researcher-made questionnaire of professors' professional competence, standard questionnaire of motivation, education of Walrand and a revised questionnaire of social popularity professors from Madandar Arani and Paryad were used. The validity of the questionnaire was confirmed by professors in the field of educational sciences and Cronbach's alpha method was used for the reliability of the questionnaire. In order to analyze the data, descriptive and inferential statistics were used by SPSS and AMOS statistical software. The results of data analysis showed that there is a direct relationship between professors 'professional competence and students' academic motivation (P <.01) and the social popularity variable mediates this relationship significantly (P <.01). According to the obtained results, it can be concluded that the professional competence and social popularity of professors have an effective role in strengthening the academic motivation of students. Therefore, it is suggested that the results of the present study be used as a framework to improve faculty performance to enhance students' academic motivation.

Organizational trauma has recently been considered in the field of organization and management. Organizational trauma is the traumas, injuries, shocks, and injuries inflicted on the organization and its pillars. Since the phenomenon of trauma is not limited to a specific organization and covers all organizational and work environments, it is necessary for researchers to regard it with a special and serious look. In this regard, the causes of organizational trauma must first be identified. For this purpose, the present study has been done qualitatively and using the synthesis research method. The research population includes all kinds of research conducted in Iran about organizational trauma and the studied samples are also articles with scientific-research rank published in internal databases from 2011 to 2020. Findings showed that the conceptual model of research includes 5 general dimensions of individual, organizational, environmental, technical factors, and separable goals. Policymakers and managers of organizations can use the obtained model to think of measures to manage the phenomenon of trauma.Organizational trauma has recently been considered in the field of organization and management. Organizational trauma is the traumas, injuries, shocks, and injuries inflicted on the organization and its pillars. Since the phenomenon of trauma is not limited to a specific organization and covers all organizational and work environments, it is necessary for researchers to regard it with a special and serious look. In this regard, the causes of organizational trauma must first be identified. For this purpose, the present study has been done qualitatively and using the synthesis research method. The research population includes all kinds of research conducted in Iran about organizational trauma and the studied samples are also articles with scientific-research rank published in internal databases from 2011 to 2020. Findings showed that the conceptual model of research includes 5 general dimensions of individual, organizational, environmental, technical factors, and separable goals. Policymakers and managers of organizations can use the obtained model to think of measures to manage the phenomenon of trauma.

In order to develop the services of academic libraries and provide new services called Research Data Management (RDM) for helping faculty members and researchers in managing their own research data and benefiting from the research data of others, this article seeks to identify the components of RDM in academic libraries. The outcome can be used as a model for implementing RDM in a systematic and effective way.

This research was carried out in two steps. The first step was a qualitative content analysis to identify components of RDM. In the second step using the identified compontents, a questionnaire was composed and circulated in two Delphi rounds among 20 Iranian experts in the field for validation and refinement. To ensure the reliability of the questionnaire and the internal consistency of questions, Cronbach's alpha coefficient was calculated with a result of 0.97.

In the first step 69 components were identified for 6 steps of RDM process, 1) planning; 2) ethical and legal issues; 3) organizing, documenting, generating metadata, 4) storing and backing up, 5) preserving, protecting, deleting data, 6) sharing, and dissemination. Participants added two new steps 1) education and counseling and 2) technical to the previous 6 steps. Also, some components were removed, modified, merged, and moved, and finally 56 components were emphasized in 8 stages.

All identified components are important in the management of research data in academic libraries. In addition, the results showed that the two components of "formulation and development of research data management plan" and "generating metadata to data and files" are of particular importance. Developing data management plan helps individuals and research institutes estimate the material and human resources needed for projects in advance. Also, generating metadata by increasing percision, makes search, retrieval, discovery, access, and reuse of data by other researchers. Academic libraries should consider this in research data management activities.

The present study was conducted to determine the relationship between organizational learning and transformational leadership and job performance of librarians of public universities in Isfahan.

This research was descriptive and correlational. The statistical population of the study included all librarians of public universities in Isfahan in 1396, whose number was 139 and through stratified random sampling, 111 people were selected as a sample. In this study, Gomez et al. (2005) organizational learning questionnaire, multiple leadership based on Bass and Olivier theory (1995), and Patterson (1990) job performance questionnaire were used to collect data. Cronbach's alpha coefficient, which was 0.930 in the Organizational Learning Questionnaire, 0.955 in the Transformational Leadership Questionnaire, and 0.856 in the Patterson Job Performance Questionnaire, was used to assess the reliability of the questionnaires. Pearson correlation coefficient and regression tests were used for inferential analysis of data.

Based on the findings, there is a significant relationship between organizational learning and transformational leadership and job performance of librarians of public universities in Isfahan.

Managers, staff, and librarians need to improve their attitudes and perspectives on organizational learning and transformational leadership, and improve their performance and that of the organization.

Considering the impact of fourth generation universities on social, economic and, cultural developments as well as the growth and development of local and regional communities, the main purpose of this article is to study the dimension and develop a fourth-generation university model for Iranian universities. The study was conducted within the framework of a qualitative approach and using the grounded theory strategy. The statistical population included experts and specialists in the field of higher education. Using the purposive sampling method, the required data was gathered through semi-structured interviews with 25 experts. The data analysis was performed using MAXQDA software and based on Strauss and Corbin design in three stages of open, axial and selective coding. To validate and review the results, they were given to the interviewees and then using the peer review technique by five experts of higher education, the validity of the research was confirmed. Findings showed that the component of responsible value-creating university as a central phenomenon, transformationalism and adaptability as causal factors, responsible leadership, development of professional skills of human capital and developer curriculum as action strategies, components of specialized and professional policy-making, culture responsible innovation culture and transformational structure were identified as underlying conditions, whereas; academic independence and developer financial models were identified as the intervening components of the fourth generation university. The main consequence of the interaction of all the mentioned components is regional development, which plays a vital role in the development and growth of the local and national community in areas such as: cultural, social, economic and environmental.

The main purpose of this study was to investigate the role of the fourth generation university in regional development to achieve this goal, a qualitative approach and descriptive-analytical method were used. Potential participants in the study included experts and scholars in the field of higher education and academics and 25 of them were interviewed semi-structured based on purposive sampling method and theoretical saturation criteria. In order to analyze the data, MAXQDA software and Brown and Clark (2006) theme analysis technique were utilized. Through a six-step process (familiarity with primary data, creation of basic conceptual codes, search and recognition of selective codes, formation of sub-themes, definition and formation of main themes and review) analysis, 141 primary codes were identified, after reviewing and refining which, 82 selective codes were obtained. After reviewing and refining them, 12 sub-themes and 3 main themes were identified. The validity of the data was verified through a review by the interviewees. The findings showed that the fourth generation university (social university) provides the ground for regional development in three areas: socio-cultural, economic and environmental. In the cultural and social spheres, through social development, disseminating of regional values and identity, developing democratic thinking, creating social hope, and participating in civilization, and creating civic commitment plays a role in the development of the region. In the economic field, by creating a knowledge-based economy, the fourth generation university is a stimulant of productive and sustainable regional economy, the development of social entrepreneurship professional and skilled outputs is effective in the development of regions. Finally, in the field of environment, through encouraging a culture of environment preservation, environmental knowledge enhancement and development of environmental technologies, it causes regional development.

The staff is the most important contributor to the development of an organization. A new approach in modern organizations is personal branding. This study aimed to design a personal branding model for the staff of the Iranian Judiciary with an emphasis on organizational training. Building on a qualitative approach and grounded theory, the study incorporated faculty members and specialists in the field of personal branding and human resource management as its statistical population. Sixteen individuals were recruited via purposive sampling and were subsequently interviewed. Strauss and Corbin’s systematic approach was employed to analyze the data. According to the conceptual model, personal branding was the axial phenomenon in the model, while effective communication, professionalism, individual dynamics, creative thinking, ethical behavior, and individual characteristics were the causal conditions, organizational culture and climate and environmental factors were contextual factors, constructive negotiations, service compensation system, perceptual skill, and human resource management system were intervening conditions, knowledge management, preservation of human resources, the strategic plan, personal brand management, performance management, organizational dynamics, staff training system, and resiliency were strategic factors, and the administrative system health, self-improvement, idealism, human resources productivity, and optimization of decision-making were the consequences of the research model.

The purpose of present research was to recognition of universities social participation strategies with Local Communities in Semnan province and university of Semnan. Research method was mixed (quantitative and qualitative). Qualitative part was based on Grounded theory which its process administered through three stages of open, axial and selective coding using deep interview with experts. For this purpose, through purposeful sampling and theoretical saturation, semi – structured interview was administered with 13university internal stakeholders and 16 external stakeholders who were familiar with university social participation. Qualitative part is based on affirmative factor analysis which 385 person were selected as sample size. Finding from data analysis revealed 20 concepts and functions that through filtration and repetitive issues, 20 saturated concepts were recognized which are categorized in 10 items in a paradigmatic model of research showing strategic university social participation factors including:  developing university mission based on local community needs, scientific work shop and conferences, participatory research contracts, employment of local human resources, establishing local participation, building non – governmental communities and corporations, directing teaching and research toward solving Semnan problems, supervising research activities, comprehensive studies in the field of minerals, staring work shop for farmers, study graduates employment, start and developing new fields of study based on province and region needs, educating citizens about production and separation of domestic disposals, open university social climate for growth and supply of youth, teaching hand crafts to housewife's, especially in rural areas, sensitive programs related to environment, and reviewing educational contents based on community needs. Also, finding of quantitative parts confirm recognized strategies.

Today, universities cannot survive as an autocratic and non-authoritarian organization, without interaction with other social areas. This interaction must change the role of universities, and prioritize the economic and social development of their communities, which in turn requires new approaches towards university and community union. Thus, there is a clear need for further research and the creation of clear research strategies for university social participation and the identification of local community expectations. This study suggested that, as its main purpose, Semnan University was able to contribute to its local community as a local university and identified its needs and expectations. This study aimed to identify some of the stakeholders in the university to achieve the goals of the university's social participation. It is evident that this approach is to improve the efficiency of the university and its exit from isolation and within itself, thereby providing a link between the university and the local community. Based on this attitude, it can be hoped that with an emphasis on the recognition of needs and expectations of stakeholders, the university and its social participation were a step toward public interests and reducing the problems and challenges of the province and the future of the province.

In this research, the Grand Theory method was used. The research process began with a study area and gradually the related issues were added. The statistical research population included Semnan province and Semnan University. In researching the views of the guest guide, it is permissible to use the information of the interview. For this purpose, an unstructured interview tool was used to enable the researcher to take the leading role of the interview and handle it by introducing a few general questions and listening to the narrative of the contributors. In the interview, 29 people (13 university stakeholders and 16 international stakeholders) were interviewed. Data analysis was performed in the three-step process of accurate performance coding. To confirm the validity and reliability of the research, the strategies of Pitti, Thomson, and Steve (2012), Charms (2010), and Lincoln and Gaba (1985) have been used. These strategies included Dependability, Credibility, Conformability, and Transferability. Together, they enhanced the validity of the research and made it possible to transfer the findings to other similar contexts.

The results showed that the most important factors of social participation in university social participation were periodic monitoring of university performance through local organizations and their peers, education on environmental issues, enrichment of curricula, and appropriate educational content. In this regard, strategies from key managers concerning their experiences and perceptions of university social participation were obtained. These strategies can be used to educate citizens the concept of culture, open up the social environment for youth development, education in the province especially in deprived regions, the sensitivity of programmers in the field of protection of the environment, and review the educational content based on the need of the society. To implement these guidelines, there should be no meritocracy regarding the role of environmental factors such as changing the university and changing the views of government, lack of responsibility and responsiveness to society, lack of responsibility and responsiveness to scientific consumerism, lack of responsibility and the habit of scientific consumption, the notion of cooperation between university and industry. Finally, with these interactions and responses to the social participation of the university, there must be consequences such as reducing social damage, increasing the quality of life of citizens, and improving health needs, becoming in university, reducing unemployment, and aligning the education with the needs.

This study aims to identify and explain values of supportive cultural succession planning (SCSP) in the Iran insurance industry.

This study was a mixed method research with the descriptive-exploratory approach. The research population in the qualitative study were the academic staff and insurance experts and in quantitative study were employees of the insurers' central branches respectively. About 13 persons took part in the qualitative study and 284 persons participated in the quantitative study  using stratified random sampling method. Semistructured interviews were conducted with experts in the first phase of the study. A researcher made questionnaire including 43 questions was used in the second phase of the study. The questionnaire validity was tested using face validity, and its reliability was tested using the Cronbach's alpha (0.878). The qualitative data was analysed using content analysis method and the quantitative data was analysed using confirmatory factor analysis in the Amos 21.

The values of SCSP are consisted of organizational, professional and individual values. Moreover, among cultural values, professional and organizational values demonstrated the most ( i.e. loading factor of 0.715) and the least (i.e. loading factor of 0.505) support level for the model.

It is suggested that all organizational values ​​presented in this study be included in the value statement of the insurance industry and emphasis on adherence to them in insurance companies. In the field of professional values, it is suggested to use appropriate motivators to revive the mentioned values ​​among the employees and managers of insurance companies and apply it in organizational processes. In the case of individual values, it is also suggested that the individual values ​​mentioned in this study be considered as a basis for evaluating the performance of employees of insurance companies and compensation plans, rewards and incentives, etc. based on adherence to these values.

The aim of this paper is to identify the underlying factors affecting the marketing of higher education in applied science and the relationship and brand image that can affect these factors. Accordingly, a model for the marketing of higher education in these centers is presented. Qualitative research method That is done using the Foundation Data Theory. The researcher conducted a semi-structured interview with the directors of the scientific-practical centers, marketing experts and students of science-applied science centers with purposeful theoretical saturation to collect data. Afterwards, for the analysis of the data, the extracted propositions were coded, combined and categorized. The results of the research showed that since the choice of scientific-practical university and the decision-making process are important issues that are strongly influenced by the brand's brand identity, The interviewees introduced two categories as the basis of the instruments, which include factors influencing choice and sources of information for decision making.

The purpose of this study was to determine the effect of organizational intelligence and quantum management skills on organizational agility. This descriptive-correlational study was based on structural equations and the statistical population consisted of all principals of selected universities in Isfahan. The sample size was (N=165) people. The data collection tools were made of three Questionnaires Organizational Intelligence (Albrecht), quantum management skills (researcher made), and organizational agility capabilities (Sharifi and Zhang) whose reliability was estimated by Cronbach's alpha coefficient of 0.97, 0.92 and 0.93, respectively, and their content and construct validity and factor analysis respectively (Questionnaires) were approved. For analyzing data, correlation coefficient, regression and structural equation modeling were used. Findings indicated that organizational intelligence has significant positive and direct effect on organizational agility capability (P=0.001). Organizational intelligence has significant positive and direct effect on quantum management skills (P=0.001). Quantum management skills have significant positive and direct effect on organizational agility capability. Organizational intelligence (P=0.001) and Quantum management skills have significant positive and direct effect on organizational agility capability (P=0.001).

The present descriptive Interrelational research set out to examine causal relationship between leadership worldview and organizational innovation with a focus on the mediating role of organizational mindfulness. The research population included 344 administrative staff at University of Isfahan from 2017-2018. A sample of 182 was randomly selected using the proportional stratified sampling procedure. The researcher data were obtained through a researcher-made questionnaire measuring leadership worldview, the organizational innovation questionnaire and organizational mindfulness questionnaire.The instruments were initially validated and their reliability coefficients were estimated through Cronbach Alpha and found to be 0.88, 0.91 and 0.72, respectively. The collected data were analyzed via SPSS software version 23 and Amos.  Results indicated that the revised proposed causal model enjoyed a good fit index and that the research variables could explain 41 and 31 percent of the variance in organizational mindfulness and organizational innovation. Overall, the findings revealed that organizational mindfulness, along with entrepreneurial and network worldviews, had direct significant positive effects on organizational innovation, while the direct effect of communitarian and regulatory worldviews on organizational innovation was found to be insignificant. Moreover, the leadership worldview dimensions were found to have significant positive and direct effect on organizational mindfulness and indirect effect on organizational innovation which is mediated through organizational mindfulness.

This study aimed to construct the synergistic leadership scale in Iranian universities and validate it in Isfahan's University.

From a methodological point of view, this research is a sequential exploratory mixed study.  A purposeful sampling method was used to collect information in the qualitative part. A semi-structured interview was conducted with 14 faculty members with executive experience and expert in management and leadership knowledge in the country's universities. However, an interview was deleted due to a lack of effective information. The interviews stopped with theoretical saturation. In the quantitative section, the statistical population was 650 faculty members of the University of Isfahan. The sample size was determined according to Krejcie and Morgan's table; it was done by stratified random sampling and the designed questionnaire based on the findings of the qualitative section was distributed among them. To determine the validity of the qualitative section, a re-study was used by peers and researchers and the reliability of this section was confirmed by theoretical saturation in the data collection stage and with retest reliability, which becomes 90%. And to determine the validity of the researcher-made questionnaire, content validity, divergent validity, and construct validity were used. Cronbach's alpha (0.951) was used to determine the questionnaire's reliability.

The analysis of the qualitative section was based on the grounded theory approach and the analysis was based on open, axial and selective coding. To test the validity of the questionnaire, exploratory factor analysis and confirmatory factor analysis, including construct validity, convergent validity, and divergent validity, were used, and for reliability, Cronbach's alpha coefficient and combined reliability were used. The results of factor analysis showed the optimal fit of each of the items with the factors. They showed that each of the load-bearing factors is a suitable factor to predict the questionnaire's main dimensions. As a result, the designed scale has high validity and reliability and can measure the realization of synergistic leadership in universities. Finally, as a result, the final form of the questionnaire was set as follows: causal factors through 11 items, coherent phenomena or synergistic leadership components through 8 items, context factor which appropriate for executing synergistic leadership through 12 items, Intervening factors through 7 items, strategies for executing synergistic leadership through 13 items, and The Consequences of implementation of synergistic leadership were measured through 12 items. Quantitative data were analyzed by descriptive and inferential statistics using SPSS and Smart PLS software. Due to the lack of native measurement tools for synergistic leadership, the designed questionnaire seems to be able to address this gap, Therefore, this questionnaire can be used in future researches on synergistic leadership in universities. Finally, the researcher explained the six factors of the paradigmatic pattern of synergistic leadership with their axial codes and provided practical suggestions for the realization of synergistic leadership in universities.