marjan fayyazi

In the last decade, we have seen strong growth in published scholarly and practitioner-focused research on work–life balance initiatives which are implemented in organizations to assist employee to managing their work and non-work demands. This study aim is identifying the dimensions and components of sustainable work-life balance model in petroleum industry. For this purpose multi grounded theory has been used. For acheving this goal, we examine the theoretical background among 411 primary articles, and 54 articles have been selected for analysis. and at the same time by conducting interviews with the experts of the petroleum industry, codes and concepts have been extracted And finally, the codes, concepts and sub-categories are presented in the three main categories of social, economic and environmental sustainability of work-life balance.

Organizational resilience is one of the new and popular concepts in organizational studies, which refers to the ability of businesses to recover and return to their initial conditions during crises and in the face of multiple internal and external risks.

The present research is applied-developmental in terms of its purpose and is considered as a mixed exploratory research. In order to design the research model, the grounded theory method was used, and for this purpose, an in-depth interview was conducted with 22 experts who were selected purposefully. Also, the designed model was validated by structural equation modeling method using Smart PLS Software. The statistical population of this stage included managers of knowledge-based companies in Tehran and Alborz Science and Technology Parks, who were asked for their opinions through a questionnaire designed by the researcher. The sample size calculated by Cochran's method was 110 people and the sampling method was simple random.

A paradigmatic model was designed with 6 variable categories of causal factors, central phenomenon, strategies, intervening factors, background factors and consequences. Based on the findings, 10 categories and 21 concepts as well as 5 categories of strategies were identified for the variable of resilience in knowledge-based companies. Findings of fit with structural equation modeling also showed that the structure and variables of the model are approved.

Taking advantage of organizational resilience in knowledge-based companies has the necessary effectiveness and can have a great effect on maintaining the survival and movement in the path of growth and development of these companies.

Considering the high rate of failure among startups and the atmosphere of the Iranian startup ecosystem, as well as the economic-political crisis in recent years, lots of entrepreneurs starting their business face failure or serious crisis. Thus, investigating the dimensions of entrepreneurs' resilience and its nature among Iranian entrepreneurs is vital. Hence, the objective of this research is to identify the dimensions of the personal resilience of startup founders.

This research has a descriptive-exploratory orientation, inductive approach, and phenomenological strategy. Conducting in-depth interviews with 13 Iranian startup founders and carrying out thematic analysis, five main themes, 16 subsidiary themes, and 454 codes were extracted.

Based on the achieved results, the formation of personal resilience among entrepreneurs consists of five main themes: (1) Entrepreneur's characteristics: including personal characteristics and psychological capabilities, values and beliefs, entrepreneurial motivation, and skills and readiness for facing business adversities, (2) External support: including psychologically empowering factors and providing needed facilities by different sources of support for instance from a spouse, family, friends, co-founders, employees, investors, mentors, therapist, customers, and society, (3) Characteristics of failure: including costs of failure and causes of failure, (4) The process of forming resilience: including initial actions for improving mood, initial reactions, mental approaches and actions, person-related proceedings and work-related proceedings, and (5) After-failure growth: including psychological growth, attitudinal growth, work-related behavioral growth, and non-work-related behavioral growth.

This study presented a model of resilience formation from failure to shaping resilience, to after-failure growth. This model clarifies the dimensions of entrepreneurs' personal resilience in more detail by putting dimensions in three relatively distinct time intervals. It also discussed several factors in entrepreneurs' personal resilience in more detail, adding to the existing literature. The dual role of self-confidence is notable in this regard. Self-confidence and efficacy can strengthen one's resilience; however, if not realistic, such self-confidence can amplify the negative consequences of failure, as entrepreneurs cannot act as expected by themselves in the face of adversity. Another dual factor in personal resiliency is the bond between an entrepreneur and a business, which is usually referred to as parental love. Although this passion and love for the business advance them to persist in the business, it may blind the entrepreneur's unbiased analysis of the problems and challenges both in the internal and external environment, which may lead them to more business crises. The current study also emphasizes the high similarity between entrepreneurs' characteristics that strengthen one's resiliency, and the reported growth as a result of resilient coping with failure, in different aspects such as psychological capabilities, values and beliefs, attitudes, and behavioral improvements. It suggests that facing adversity and showing resilience toward failure, is, by itself, an important source of even more resilience. Finally, based on the findings, applicable suggestions on increasing the personal resiliency of entrepreneurs are presented, including the development of psychological capabilities, skills, and work/family/friends network and their means; learning mental and behavioral approaches toward business failure such as acceptance, mourning over the loss of failure, and avoiding denial; cultural attempts toward a better atmosphere in Iranian startup ecosystem by investors and other players in Iran's startup ecosystem such as looking at using psychotherapy counseling as a personal development attempt; and supports and infrastructures needed to improve resilience.

The purpose of this study was to review and examine the literature– including the existing definitions, models, and frameworks – related to the organizational socialization arena in order to provide a comprehensive and systematic model. To this end, the study at hand was carried out using meta-synthesis method, and a mixture of qualitative and quantitative methods were used for data analysis. The information and data was collected through library research method based on the exploration of existing documents and evidences. The research population included all articles and theses published in relation to the research topic. After designing the questions, searching the databases, and running the CASP analysis, 107 research reports from among the articles published from 1976 to 2020 were allowed into the analysis phase. According to research results, the main concept forming the socializing capabilities of individuals was divided into fundamental and task-based capabilities. Moreover, the stages of organizational socialization were found to be preparing, welcoming, informing and familiarizing, guiding, and creating long-term relationships. The balance and relationship are the concepts that form the concept of socialization systems, and the organizational socialization results include primary and secondary outcomes. The attainment of a comprehensive model in the organizational socialization realm through meta-synthesis is among the innovations of this study.

Job flexibility is mentioned as one of the motivational and effective ways to do things quickly and cost-effectively for the employee and the organization. This issue has become more and more important among thinkers and senior government officials, especially in the context of the spread of coronary heart disease in Iran and the world. Increasing attention to the health of employees and the emphasis on family affairs and the need to employ capable employees in flexible jobs, has made telecommuting a necessity and inevitable. Therefore, the aim of this study was to provide a model of life-work integration with emphasis on flexible work of working mothers. A grounded theoretical qualitative approach was used to conduct the research. The study population consisted of all mothers working in the General Department of Labor Cooperation and Social Welfare of Tehran province who had the experience of doing flexible work during their service period. 32 of them were interviewed using snowball targeted sampling method. The research tool was a semi-structured interview. Open, axial and selective coding methods were used to analyze the qualitative findings. Participatory feedback method was used to validate the data. The results showed that "family cohesion" as a central category, "commitment to work and life, work-life balance, flexibility and work teams" as causal conditions, "family education, organizational structure, strengthening Succession, job and personality appropriateness and social capital as strategies, categories of "organizational budget, human resource development, family conditions and organizational culture" as context and "social constraints - legal shortcomings, barriers Environmental weakness, software structure weakness, and job stress have been cited as intervening conditions, and living-life integration with emphasis on flexible working mothers can have consequences for "strengthening the family foundation, reducing layoffs, and physical and mental health." Be.

Human resource management is always the main concern for organizations. Since the banking sector has a pivotal role in the economic development of countries, the better management of the workforce in this sector has attracted great attention for decades. The phenomenon of overqualification might stem from a mismatch between person and job and is a situation in which employees have qualifications beyond their job demands. Today, the existence of overqualified employees is a concern for managers and organizations. Perceived overqualification could directly or indirectly lead to various attitudinal and behavioral consequences and impact organizational performance. Despite huge empirical studies regarding overqualification, to the best of the researcher’s knowledge, any empirical study has been conducted in Iran’s academia. Hence, the present research can be regarded as the first empirical study in the country. The banking sector has always been appealing to job seekers for its fringe benefits. This study was to examine the effect of perceived overqualification on various job attitudes including job satisfaction, organizational commitment, and turnover intention.

 THEORETICAL FRAMEWORK:

One of the main concerns of HR managers is to employ people who have the required capabilities to perform their job successfully. Overqualification is defined as possessing qualifications beyond job demands. Perceived overqualification might influence employees’ attitudes such as job satisfaction, organizational commitment, and turnover intention. According to the literature on organizational behavior, job satisfaction is considered a multidimensional variable affected by a set of intrinsic and extrinsic factors. Job satisfaction can be seen as the quality of people’s feelings about their jobs. Organizational commitment implies a sense of obligation to stay in the organization. Based on the three-dimensional model proposed by Allen and Meyer (1990), affective, continuance, and normative commitment are three dimensions of this attitude. Turnover intention indicates employees’ tendency to quit the organization. In such a situation, people probably change their jobs or leave the organization. In other words, the turnover intention might pave the way for actual organization abandonment.

The present research is an applied study in terms of purpose, and in terms of data collection method, it is a cross-sectional study. The researchers used standard questionnaires to collect primary data. Structural equation modeling was used to test the research hypotheses.

Research results confirmed the significance of negative effects of perceived overqualification on job satisfaction and affective organizational commitment as well as the positive effect of perceived overqualification on turnover intention. Hence, overqualification might lead to negative job attitudes. In line with previous research (e.g., Wasserman et al., 2018; Alfes et al., 2016), the current study found that there is a negative association between overqualification and job satisfaction. In line with previous research (e.g., Loben et al. 2015), results indicated that people who perceive they are overqualified might lack a sense of belongingness and are less affectively attached to their organization. In line with studies of Erdogan and Bauer (2009) and Maynard and Parfyonova (2013), the poor level of job satisfaction and affective commitment in overqualified employees leads to more intention to quit the organization.

 CONCLUSIONS & SUGGESTIONS:

The current study was implemented with the aim of exploring the job attitudes in overqualified employees. To reach this goal, data were collected from ten private and public banks by distributing standard questionnaires. The results of structural equation modeling for data analysis showed that perceived overqualification might affect job attitudes including job satisfaction, organizational commitment, and turnover intention. With due attention to the negative job attitudes born out of perceived overqualification, managers and HR practitioners are highly recommended to make sure that job applicants are fitted with their jobs. Moreover, future studies are suggested to consider the role of moderators including organizational support.

The omnipresent objective of the present investigation was to examine the organizational behavior of those employees who possess qualifications beyond their job demands. More precisely, in the present research, the association between Perceived Overqualification (POQ) and Job Crafting was examined. In terms of research objective, it was applied and in terms of data collection, the study was descriptive (cross-sectional). The participants were randomly chosen from National Iranian Oil Company (NIOC). To measure POQ, Self-efficacy, and Job Crafting, inquirers used Maynard et al. (2006), Schwarzer and Jerusalem (1995), and Tims et al. (2012) respectively. In order to test the conceptual model, researchers used Structural Equation Modeling via SPSS and AMOS. According to AMOS output, path coefficient of -0.013 and t = -0.500 indicated that Perceived Overqualification was not directly related to job crafting, . However, the two constructs were indirectly and positively associated regarding the mediating role of Self-efficacy.

Organizations consider the participation of their stakeholder as a way to strengthen the resilience of their institutions. Financial institutions and banks are also paying attention to these strategies in today's turbulent world. But there is still no consensus on the structures and processes on which it created such a climate. This research provides a model for the implementation of the think tank as one of the important types of these structures and processes in the banking industry.

The study is descriptive-exploratory in terms of methods and fundamental in terms of purpose. The research approach is qualitative and used interviews to collect data. The study participants were managers and experts in the banking industry who were selected by purposive sampling. The interviews were continued until the analysis of the interviews and the model reached the theoretical saturation. Saturation was created after 12 interviews. Data analysis was performed using the Glaser grounded theory in three stages of open, axial and selective coding.

A total of 169 signs of open source interviews were categorized into 20 main concepts that, considering the 6C framework in 6 main categories including organizational capacities , idea flow, organizational barriers actions, structure and development.

The successful formation and establishment of think tanks using the proposed model can help financial institutions and banks to repair their decision-making system, which in the current situation has caused a lot of damage due to dependence on organizational bureaucracy.

The purpose of this study was to identify the effect of Perceived Over qualification (POQ) on Organizational Citizenship Behaviors (OCB). In this regard, the role of Self-efficacy was also considered. In terms of research objective, it was applied and in terms of data collection, the study was cross-sectional. The participants were chosen from National Iranian Oil Company (NIOC). Based on simple random sampling, data were collected from 331 employees. To measure POQ, OCB and Self-efficacy, we used standard questionnaires from Maynard et al. (2006), Padsakoff et al. (1990), Schwarzer and Jerusalem (1995) respectively. In order to test the conceptual model, Structural Equation Modeling via SPSS and AMOS has been used. Results showed that Perceived Over qualification was negatively and indirectly associated with Organizational Citizenship Behaviors. Likewise, the mediating role of self-efficacy has been confirmed.

The purpose of this study was to design a model of competency of schools managers for use in the assessment center. In this cross-sectional study, the qualitative components of the exploratory study were tested using structural equations. The research community in Delphi, all the experts, professors and senior managers of human resources in education, was interviewed using a targeted snowball sampling with 25 experts. The statistical population was in the quantitative phase of all educational managers of Tehran city. 462 people were selected as sample using cluster sampling. The research tool was a researcher-made questionnaire. To analyze the findings of the Delphi method, a second order confirmatory factor analysis method was used. The results showed that the dimensions and components of the model of competency of the education managers for use in the assessment center are: knowledge competence (general knowledge of management, incident knowledge in the field of educational management, knowledge in the field of education and teaching, environmental knowledge, knowledge of related laws and Knowledge of information technology), professionalism (good ethics, commitment to values, honesty and truthfulness, flexibility, chastity and kindness, customer orientation and conflict management), personality traits (pattern, accountability, commitment, participatory, learning, Perfectionism, self-improvement, self-management and self-confidence (executive) (information management, risk-taking Resource management, timely feedback, operational planning and decision-making skills (leadership) (motivation, empowerment and empowerment, teamwork and team building, penetration and impact, talent management, success and inspiration) communication (skills) Hearing, ethics and good behavior, ability to communicate with employees, understanding and understanding of others 'perspectives, ability to communicate clearly and clearly, ability to communicate with school principals and ability to interact with students' parents (cognitive) (creativity, innovation, rational thinking and insight).

Education is a very complex and sensitive issue that the sustainability of a community is largely dependent on the efficiency and effectiveness of the educational system. As the educational system can properly carry out its mission and mission of individual and social development, it is also a prerequisite for cultural, economic, political and social development in society. It goes without saying that a huge part of the complexity and sensitivity of the educational system goes back to the verb or behavior of school administrators and school administrators. One of the challenges of HRM in organizations, especially in education and training, is the way of selecting and enhancing managers. In this regard, the evaluation center process is used as a guide for evaluating and developing competencies in a work-like environment. Therefore, the present study was designed with the aim of developing a model of competency of education managers for use in the center of evaluation and development. Qualitative approach was used for research. The research community was all experts, professors and senior managers of human resources in education, interviewed with 17 experts using a targeted snowball sampling. The research tool was a semi-structured interview. In the current study, the re-test reliability and the intra-subject agreement method were used to calculate the reliability of the interviews. In the current study, for the purpose of calculating the reliability of the retest, three interviews were selected from among the interviews, each of which was coded by the researcher twice in a 15-day interval. In order to calculate the reliability of the interview with the interdisciplinary agreement of two coders, one of the experts in the field of research was asked to participate as a secondary coder in the research. The researcher together with the research fellow encoded three interrogations and the percentage of agreement Inside the subject, the calculation and reliability were confirmed. For data analysis, open and axial coding was used. The results of this study showed that the main components of the model of competency model of education managers for use in the assessment center are: knowledge competence, professional competence, personality competency, executive competence, leadership competence and guidance, communication competence and perceptional competence. Each of these components includes sub-components and indicators that are common to most school administrators, mid-level and higher education, and are also distinct in some of the indicators: School administrators: Knowledge (general knowledge of management, knowledge in the field of educational management, knowledge in the field of education and teaching, environmental knowledge, knowledge of relevant executive laws and knowledge of information technology); professionalism (good ethics, commitment to community values, honesty and truthfulness); , Flexibility, courtesy, customer orientation and conflict management); personality (responsibility, commitment, partnership, learning, perfection, self-improvement, self-management and self-esteem); executive (information management, risk management, resource management , Timely feedback, operational planning and decision-making skills); leadership and guidance (motivation, successor) , Talent management, influence and influence, teamwork and team building, individual development and empowerment, inspiration, pattern); communication (listening skills, ability to express sympathy and express feelings, ability to communicate with staff, understanding and understanding perspectives Others, the ability to communicate clearly and clearly, the ability to communicate with school principals and the ability to interact with the parents of students; perceptual (creativity, innovation, rational thinking, insight). Intermediate managers: Knowledge (general knowledge of management, knowledge in the field of educational management, knowledge in the field of learning, teaching and learning, recognition of upstream documents, recognition of relevant laws related to political awareness); professional (commitment to community values, honesty and truthfulness, flexibility Capability, global thinking and native action, management of diversity, respect for differences and cultural values, financial health and political awareness); personality (responsibility, commitment, partnership, learning, perfectionism, self-improvement, self-management and self-confidence ); Executive (Operational Control, Risk Management, Project Management, Resource Management, Crisis Management, and Problem Solving); Leadership and leadership (motivation, succession, talent management, influence and influence, teamwork and team building, individual development and empowerment, inspiration, pattern), communication (ethics and good behavior, ability to communicate with employees, understanding and Understanding the views of others, the ability to communicate clearly, negotiating skills, the ability to communicate with school administrators, the knowledge and ability to interact and communicate with the external organization; perceptual (creativity, innovation, system thinking, conceptual thinking, comprehension). Senior Managers: Knowledge (General Management Knowledge, Understanding the Philosophy of Education, Legal Knowledge and Understanding Related Laws and Upstream Documents, Specialized Knowledge in Education and Training Management, Political Consciousness, Economic Knowledge); Professional (Commitment to the Value of Society , Honesty and truthfulness, decisiveness, universal thinking and native action, ideal goal, respect for differences and cultural values, global thinking and native action, financial health, transnational mentality, change management); personality (pattern, accountability , Commitment, partnership, learning, perfectionism, self-improvement, self-management, self-esteem); executive (manager Change, Risk, Strategic Management, Strategic Supervision, Crisis Management, Complexity Management); Leadership and Leadership (motivation, succession, talent management, penetration and impact, teamwork and team building, individuals development and empowerment, inspiration , Modeling); communication (ethics and good behavior, ability to communicate with employees, understanding and understanding of others' perspectives, ability to create a coalition, bargaining power for elimination of conflicts, negotiation skills, ability to interact and communicate with the external organization; Creativity, Innovation, System Thinking, Strategic Decision Making, Strategic Thinking). Applying the model of competence of the education managers to use in the center of evaluation with its dimensions, its components and indicators in appointing and selecting managers, education and schools enable the country to assess its scientific fever in terms of selecting and appointing appropriate managers. And as a compass, they clarify their scientific movement from day to day planning to change their direction and move toward quality improvement. This research could provide the basis for future research to develop a deeper and more accurate assessment center and improve meritocracy and excellence in education. It is also necessary to discuss the difference in talent management practices and human resource management practices more precisely and comprehensively. The establishment of assessment centers in the education organization, which are selected, appointed, and promoted by the principals' merits of managers, are among the requirements of the educational system of the country. Management, change and modification in educational systems should be made according to the changes and such a change is made using the assessment center that helps the education and training to meet the needs of the community.

The purpose of the present study was to consider the effect of perceived overqualification on creativity at workplace. Likewise, the role of self-efficacy was considered in this association.

The present study was applied in terms of objective and was cross-sectional in terms of data collection. The participants were chosen from National Iranian Oil Company (NIOC). Based on simple random sampling, data were collected from 331 employees. To measure POQ, Self-efficacy, and Creativity in workplace, investigators used standard questionnaires from Maynard et al. (2006), Schwarzer and Jerusalem (1995), Tierney, Farmer and Graen (1999) respectively. Data Analysis was conducted based on Structural Equation Modeling (SEM) through softwares including SPSS and AMOS.

Results showed that Perceived Overqualification was significantly and positively associated with Creativity at workplace. Likewise, the mediating role of self-efficacy has been confirmed.

Education is a very complex and sensitive issue, and the sustainability of a society depends largely on the efficiency and effectiveness of the education system. If the education system can properly fulfill its mission of individual and social development, it will also provide a favorable environment for cultural, economic, political and social development in society. It goes without saying that a great deal of the complexity and sensitivity of the education system goes back to the competencies of senior education managers. One of the challenges of HRM in organizations, especially in education, is how to select and promote managers. In this regard, the evaluation process process is used as a guideline for evaluating and effectively developing competencies in workplace-like conditions. Therefore, the present study was designed to identify the competencies of higher education managers and to present managers' competency models for use in evaluation centers. Mixed research approach was used to conduct the study. The research population in the qualitative section was all experts, professors and senior managers in the field of education, who were interviewed with 17 experts using snowball based sampling and the statistical population was all of the education managers in Tehran. 462 individuals were selected using cluster sampling method. The research instrument was a researcher-made questionnaire in the quantitative phase. Its validity was confirmed by experts and its reliability was confirmed by Cronbach's alpha test. Semi-structured interviews were used in the qualitative part. In the second step, quantitative method was used in descriptive-analytical method. Based on this, competencies of education managers for use in evaluation center were identified and then the model of competency of higher education managers for use in evaluation center was presented. To estimate the validity of the proposed model, second-order confirmatory factor analysis and structural equation modeling with partial least squares method were used. The results showed that the components of the model of education managers competency for use in the evaluation center are: knowledge competence, professional competence, personality competence, executive performance competence, leadership and guidance competence, communication competence and perceptual competence.

Leading complex social constructs and binding to socio-economical goals are two major imperatives in social science research and practice. Even though complexity leadership and social enterprise are perceived innovative approaches to address these environmental requisites, shortcomings of either construct inhibited meeting the intended objectives. Shared theoretical grounds and unique characteristics of either construct however, allows combination of elements and generation of further innovation and complexity to address some limitations of each construct. This research investigates the complexity leadership phenomena in the context of educational social enterprises deficient of sufficient financial resources, from interpretive phenomenology standpoint. Findings underline the prominence of practical reasoning and normative morality in enabling complexity leadership and development of environmentally stable states in the relevant social enterprises.

Seeking fitness in highly connected and complex context of the "Knowledge Era" demands elevated complexity of social constructs to the level of the environment. So, the same as complexity has come to be an "overarching theoretical paradigm in the natural sciences", it is paving the way for a "paradigm shift in the social sciences, particularly in leadership and organizational studies" (Hazy and Uhl-Bien,2013). Complexity leadership and social enterprise are considered complex social phenomena, built on the basic complexity assumptions. Complexity leadership enables "both organizational change and organizational stability" to "absorb perturbations, thus fostering a state of changing network stability" (Marion et al., 2016). Likewise, a more complex conceptualization of the social entrepreneurship processes, builds on the circular change-stability causality (Schwandt et al., 2009). Even though social enterprise and complexity leadership are perceived novel approaches to tackle some complexities in organizational studies and leadership domains, each construct poses limitations. In one way, bringing social and economic essentials to a common space, namely in social enterprises, requires managing internal tensions between different organizational forms and external tension with broader compartmentalized institutional logics (Battilana and Lee, 2014). This implies that the leadership of social enterprises "poses a particularly complex leadership challenge" (Battilana and Lee, 2014). In the other way, the recent economic crisis well exhibited the requisite of infusing "humanitarian and social principles into modern capitalism", giving raise to reclamation of social enterprises (Battilana et al., 2012). Since survival and success of social enterprises, like all complex social evolutions, requires leadership (Battilana et al., 2012), complexity leadership can best serve the needs of the social enterprise. Alternatively, as a complex response to tackle some of the "many challenges that face the world in the coming decades" (Hazy and Uhl-Bien, 2013), social enterprise is gaining momentum (Battilana and Lee, 2014). Hence, common theoretical grounds besides unique qualities of each construct facilitate generation of further social innovation (Mulgan, 2006), using recombinatory operations (Goldstein et al., 2010).

Undertaking qualitative research in the field of network studies advances understanding of the content of network relationships (Jack, 2010). Interpretive phenomenological analysis (Smith, 1996) proves appropriate if capturing the essence of a complex phenomena (Creswell, 2009), namely investigating complexity leadership phenomenon (Johnson, 2015) is intended. In line with Mulgan's (2006) recommendation for "drawing on experiences from organizations like the School" for developing leaders and leadership, we chose educational social enterprises as the context of the study. Three educational social enterprises categorized as non-governmental schools in Iran's capital, comprise the settings wherein the phenomenon under investigation is taking place. Besides the complexity of educational environment (Marion et al., 2016) and social enterprise (Battilana et al., 2012), non-governmental schools under study are particularly deficient of financial resources that are core to their functioning (Battilana and Lee, 2014). Despite diverse internal and external tensions experienced, these schools have developed environmentally stable states (Marion et al., 2016) and are perceived as reputable organizations. Given the prominent influence of individual agents, "particularly those in positions of authority", on complex adaptive systems' dynamics and functions (Uhl-Bien et al., 2007) and their capacity to enable interaction in their “aggregates, meta-aggregates, and meta-meta-aggregates” (Marion and Uhl-Bien, 2001), this study primarily focuses on interaction of micro and meso levels of social system, as the exchange of information and influence between formal leaders and their collectives, within the confines of the social enterprise. Selection of the participants is based on purposive sampling methods, to provide information-rich samples from limited participants (Patton, 2002).

Even though number of scholars underlined the fundamental reciprocity between complexity and social entrepreneurship constructs to "further the development of a more insightful robust theory of social dynamics" (Goldstein et al., 2011), influence of social entrepreneurship on complexity construct is rather understudied. This research aims to investigate the reciprocity between the two domains. Research findings reveal that practical reasoning and normative morality (Stanford encyclopedia of philosophy, Retrived on June 2020) serve as dynamic rules enabling the swirl of change-stability causality (Hazy and Uhl-Bien, 2015) across individual and collective levels of the social entrepreneurship system and major drivers of complexity leadership in social enterprise. Findings further suggest that complexity leadership driven by practical reasoning and normative morality nurtures psychological safety, enables affective trust and social networks (Blackwell, 2014), fosters learning in individual and collective levels, and allows processing numerous organizational and environmental perturbations, thus fostering development of environmentally stable states.

The fundamental condition of any construct architecture is attention to its cornerstone. Because not paying attention to cornerstone causes a faulty structure. In coaching process, antecedents can be regarded as cornerstone, influential factors that must be taken into consideration before doing coaching action. The purpose of this study has been identification of antecedents in coaching process. Research orientation was descriptive-exploratory and its approach is inductive. ethnography research strategy for collecting data and thematic analysis and MAXQDA software and for data analysis were applied. Study population was knowledge-based firms and the field of study for the implementation of ethnography strategy was Asan Pardakht company, as a leading company in payment industry. After data analysis, 198 codes, 12 sub-themes and 3 main themes (Problem finding and context preparing, Planning and Provisioning, informing and empowering) were identified as antecedents of coaching process. Finally, according to the results, some researches with different topics were proposed for future studies.

The fact that manufacturing and service firms are strongly in competition, for survival, there needs to be resources that can surpass new competitors by creating new methods and techniques. Given the importance of talent management and its key role in creating competitive advantage and commitment that have a large impact on firm performance, this study examines the impact of talent management in line with the commitment of its employees. In this regard, the purpose of this study is applied and the type of data collection is descriptive and survey. The questionnaire and a random sampling method and in the case of private banks in the city of Tehran. The results showed that the impact of management's commitment beta is 0.26. In the study hypotheses, talent management and emotional commitment by a factor β 0.26 and a coefficient β 0.30, normative commitment and positive impact associated with the continued commitment by a factor β 0.10.

This study is applied and descriptive and correlational data collection method and is based on structural equation modeling. rate of return of 83%, 314 questionnaires were distributed among bank Maskan staff Tehran Province, were collected. Then the data using software and AMOS22 SPSS16 were analyzed. The results showed that ethical climate have a positive impact on job satisfaction and turnover Brtmayl has an opposite effect. On the other hand, had no significant effect on job burnout of ethical climate. The results showed that the effect on job satisfaction and burnout inversely related to increasing job satisfaction, job burnout are to be reduced. The effect on job burnout and turnover intentions is confirmed.

Knowledge in the economies of the countries is of great importance, and knowledge base enterprises as knowledge producers and commercializes have a strong role in the knowledge economy. The executives of knowledge base enterprises are expert people with technical expertise who do not necessarily have much knowledge about management functions. Human resource management is one of the main functions of management, which predicts the failure and success of these companies.
The purpose of this paper is to investigate the process of human resource management in knowledge base enterprises. The main question is: what processes of human resource management are carried out and prioritized. Also, this paper examines the effect of HR departments and the number of human resources on the performance of human resources management processes.
The sample of this research is about 168 managers and experts of human resource management in knowledge base enterprises.
The results of this study showed that employing functions, recruitment interviews, application schedules, staff structure and payment, contingency and positional payments, and rewards for specific groups are performed in over 90% of these companies. The results showed that the functions of the staff classification and payment structure, employee benefits and retirement plan, bonus management system, employee communication and health and safety, the existence or absence of a unit of HRM affects them.
Since this research explores the functions of HRM in separately, these results are beneficial for researchers as well as for managers of these companies. Also, policymakers use the results of this research to empower these companies in a targeted way.

The aim of present paper is to study the impact of organizational health on organizational citizenship behavior (OCB) through job burnout and organizational commitment. Research population consists of all white-collar full-time forces in Qom Province Telecommunication Company. A questionnaire is used to gather data. To study the reliability of questions, Cronbach’s alpha ratio was computed which 0.79 for all items. Due to utilization of a standard questionnaire, its validity was confirmed. Simple random sampling method as well as Kokaran formulation was used and rate of return was 171 (74%). Collected data was analyzed by structural equation modeling (SEM) in SPSS 16 and AMOS 20 software packages. Path Analyses indicated that organizational health has a reverse and direct significant relationship with job burnout and organizational commitment. Job burnout has a reverse significant impact on OCB while the impact by organizational commitment on OCB is direct and significant.

Ethical and behavioral code is a set of professional values or disciplinary guidelines in organizations. The purpose of the present research is to develop ethical and behavioral code for the Ghasem Iran company’s salesforce. This research is an applied reseah in terms of results and descriptive in terms of purpose. To achieve the end, 23 interviews were conducted among the Ghasem Iran company’s experts and professionals of distribution Industry. The interviews have been analyzed using content analysis and based on the analysis, ethical and behavioral code were identified. The results indicated that in terms of verbal issues, verbal politeness and openness; in terms of behavior, honesty and integrity, regular visit to the customer, customer recognition and familiarity with the products of competitors; and finally interms of dress, appearanceare are considered very important for the Ghasem Iran company’s salesforce.

The purpose of this study is to recognize the dimensions affecting the management development in SAPCO. This study is an applied research, and was carried out through a survey. The data used in this survey is a combination of qualitative and quantitative data gathered from the managers and the top-level supervisors in this company. Qualitative analysis was performed using content analysis and for quantitative analysis t-test was used. Sample group at the first stage (qualitative phase) consisted of 10 managers at supervisor level in SAPCO (saturation level) and at the second stage (qualitative phase) consisted of 53 participants who were asked to fill out a questionnaire. The results indicated that training, performance appraisal, succession planning, top manager’s support, and strategic orientation is recognized as the effective factors on the management development.

The aim of this study Identify strategies of the empowerment for Iran parliament members. The aim is to answer to this question that: How to improve and promote delegate's abilities? For data collection, deep interviews with 24 members of the experts (9 experienced representative, 11 experienced managing of representative offices in the Parliament and 4 scientific Chartered) have been done. Information obtained from qualitative research methods of data analysis tools. Themes to the results of the analysis process identified three main strategies, including: delegate's Personal empowerment, Structural and organizational empowerment and social empowerment. And for each of the strategies, in terms of analyzing the contents of the interview, has a set of solutions tabloid which can be used as a plan of action to increase the capabilities of delegates.

The aim of this study was to investigate the effect of burnout, job satisfaction and intention to leave the service of the citizen's behavior and provide effective strategies for mediation commitment of organizational citizenship behavior. The population of the research staff of Qom Department of Telecom is using random sampling, sample size of 171 is selected. To collect the study data, a questionnaire was used. To check the reliability of the questionnaire, the questions Cronbach's Alpha was calculated for all the above questions is 7/0. Feel free to leave a significant impact on organizational commitment and a negative, significant and direct effect of organizational commitment on organizational citizenship behavior was confirmed. Job satisfaction and burnout indirectly through the indirect effect of organizational commitment on organizational citizenship behavior in the meantime, the indirect effect of burnout on organizational citizenship behavior is reversed. Also, feel free to leave on organizational citizenship behavior has no effect. The relationship between job satisfaction and organizational commitment can burnout and organizational citizenship behavior is the role of mediator.

Without necessary context prerequisites, HR strategic management would result to nothing more than time waste and costs. To identify affecting factors on HR strategic management success, a paradigm by Stratus and Corbin is used. Finally, a model is provided to identify success factors for HR strategic management success. Data collection instrument is deep and semi-structured interviews are conducted by strategic managers and elites and HR strategic management in automotive industry. Results from analyses indicate that critical factors which lead into HR strategic management success in Iranian automakers include: HR development and empowerment, control system, motivation, advices by experts, intra-organizational coordination and interaction, organizational culture promotion, system dynamism in changing environment (disseminating privatization, creating a competitive market, laws transparency and stability in political climate), and localization HR strategy based on scientific theories and strategic and developmental insight. Finally, recommendations are provided based on research findings.

Evaluation centers are important and effective instruments for selecting and promoting organizations’ human capital, identify strengths and weaknesses of the candidates, and developing their competencies. Despite the advantageous usage of these evaluation centers, the process of their application encounters some problems. Using Delphi method, this research is intended to identify and prioritize the problems affecting evaluation and development centers in order to help organizations make use of these center to achieve proper meritocracy. Having reviewed the literature and having interviewed the experts, the researchers identified 42 problems. Other problems were found out by Delphi panel. Then they were all prioritized. Among the 50 problems, 15 ones were identified to be most important by the experts. They were proposed as the findings of this research. Weak support by the higher manager, meritocracy’s models not being native, disregarding the evaluation center and looking at it as a fashion, no practice of the results in individual development, and particularity of meritocracy model were identified as the five most important problems in evaluation and development centers.