فهرست مطالب hamid raminmehr

Knowledge sharing between individuals to utilize key competencies and achieve competitive advantage in the competitive 21st century is a vital order. Since knowledge sharing is voluntary and not compulsory, thus it is dependent upon soft strategies. In this research, therefore, we are to examine the impact of team climate and empowering leadership on knowledge sharing behavior. Based on that, we presented a model on the basis of previous studies on knowledge management and gathered information from 285 individuals from Tehran University’s faculties’ sports teams. In order to test the model, we used structural equations and PLS. Our findings show that team climate and empowering leadership influenced individuals’ knowledge sharing behavior by way of the mediating attitude and in the same fashion team climate directly affects individuals’ knowledge sharing behavior.

The purpose of this paper is to assess the current situation and the strategic pattern of teleworking in governmental agencies. In order to collect the required data، 110 questionnaires concerning factors which influence adoption of teleworking collected and analyzed. The data collection was being done in the Ministry of Commerce headquarters in Tehran. Based on the research model، factors affecting the adoption of teleworking are being investigated in seven categories using correlation and regression analysis: The attitude of the staff، teleworking infrastructures، nature of work، organizational design، social and environmental concerns، increasing capacity of employing the labor force، and staff awareness of the benefits of teleworking. The results showed that The attitude of the staff، teleworking infrastructures، social and environmental concerns، increasing capacity of employing the labor force، and staff awareness of the benefits of teleworking has a significant positive impact on the adoption of teleworking، although the nature of work and organizational design has no significant effect on the adoption of teleworking.

This study aims to investigate the mediating role of organizational learning capability in relationship between intellectual capital and organizational performance. The importance of studying organizational performance has been admitted and investigated in many researches. Therefore, this study aims to improve performance of Saderat Bank considering intellectual capital and organizational learning variables. Statistical population of this research consists of chairmen and managers of branches of Saderat Bank in Tehran. A questionnaire consisting of 31 questions with Lickert’s 5 scale spectrum was used. The questionnaire was distributed among 250 managers. Findings showed that learning capabilities mediates the effect of intellectual capital on organizational performance and ultimately some suggestions to improve organizational performance have been offered.

The rapid and amazing development of information and communication technologies and the public trend toward Knowledge Management have caused the collective knowledge and social learning to be determined as a sustainable competitive advantage in a competitive business environment. Therefore, only the organizations that are able to successfully acquire, retain, develop and implement the knowledge in the current changing and complex century, would be prosperous. Thus, the main purpose of this article is to identify success factors and provide a model for successful implementation of knowledge management by deploying a exploratory and confirmatory factor analysis in Saderat Bank of Iran. The findings showed that the success factors of Knowledge Management are respectively based on the strategic direction and development of knowledge innovation culture and also the tendency towards the development, support and transfer of knowledge and competency management.

The completely altered situations dominating organizations, the ever increasing competition among organizations, and their necessity to be as effective as possible in those situations, has revealed the organizations’ needs to a valuable and worthy generation of employees more than ever before, a generation mostly regarded as ‘Organizational Soldiers’. these employees mark the difference between effective and ineffective organizations, for, with no expectancy, they work extra hours and spare no effort in fulfilling their duties. Nowadays, these efforts, made in a voluntarily and beneficial fashion, are called ‘Organizational Citizenship Behavior’. Most managers also favor the employment of these organizational soldiers. In the present paper, the OCB will be analyzed by using a factor analysis technique, and all the facets of this phenomenon will be categorized into two main components of organizational dependency and personal characteristics each component will be further subcategorized into three dimensions, all consisting of Graham and Podsakoff models. The data was gathered through an administration of a self-devised questionnaire by the researcher and was later analyzed through a structural equation model, the ‘Factor Analysis Technique’. The results of the study indicated that organizational obedience, unlike other aspects of OCB, is not a necessary factor in stabilizing organizational citizenship behavior and those components of organizational dependency and personal characteristics are considered to be determining factors in the establishment of OCB.

Organizational citizenship behavior can be defined as voluntary and spontaneous behaviors that extend beyond employee's normal job duties. Employee's perception of justice in compensation programs, organizational procedures and interpersonal behaviors can have a key role in developing and encouraging OCB. In order to study the relationship between organizational justice perception and OCB, factor analysis technique has been used to test the validity of related questions and by using path analysis (structural equation modeling) this relationship has been examined as well. The research findings indicate that there is a meaningful relationship between organizational justice perception and OCB, and among three dimensions of justice, interactional justice has the highest correlation with OCB in compare with distributive and procedural justice. The results also show that there is relationship among three dimensions of justice.

In the present-day world, a combination of organizational entrepreneurship and individual entrepreneurship will result in the competitive advantages. Survival in a very competitive environment will trigger organizations to focus on creativity, innovation, risk-taking and pioneering by employees as well as in structure and trends. This paper studies the employee's entrepreneurial attitude (at organizational level) as a dependent variable and emotional intelligence as an independent variable with an interrelated assumption. The case study in this paper covers the employees of the organizations which are affiliated to the National Iranian Oil Company. The emotional intelligence of 60 employees is measured by using the questionnaire of Sherring EI Model which contains the important factors like self-consciousness, self-regulation, self-motivation, empathy and social relationship. Their entrepreneurial orientation is probed via a questionnaire on entrepreneurship which contains the three major elements of risk-taking, innovation and pioneering. The survey was completed by using the statistical methods of Friedman variance and Spearman's Correlation Matrix as well as the step-by-step Regression method and the results achieved are indicative of a positive and strong relationship between the two variables of emotional intelligence and entrepreneurial attitude.