organizational culture

This study aims to develop a corporate governance model with a commercialization approach for airports in Iran, focusing on enhancing operational efficiency and financial performance. A qualitative research design was employed, utilizing semi-structured interviews with 14 experts, including organizational specialists and university professors with extensive experience in corporate governance and airport operations. Data was collected through snowball sampling, where initial participants were selected based on their expertise, and subsequent participants were referred by them. Thematic analysis was used to analyze the interview data, identifying key themes and categories related to governance structures, accountability, organizational culture, and the commercialization of airports. The study identified several critical dimensions for the corporate governance model of airport commercialization, including the design of effective governance structures, the importance of accountability and transparency, the role of organizational culture in enhancing team collaboration, and the necessity of robust financial and technical infrastructures. The findings highlighted that clear reporting structures, independent auditing committees, and a focus on social responsibility were essential for the successful commercialization of airports. Furthermore, fostering a culture of collaboration and enhancing investor confidence through transparent financial practices were key elements for sustainable development in the aviation sector. The research concludes that a well-structured corporate governance framework, tailored to the specific needs of airport commercialization, is crucial for improving operational efficiency and attracting investment. A focus on clear roles, responsibility structures, and effective financial oversight is necessary to ensure the long-term success and sustainability of commercialized airports.

This study aimed to examine the role of corporate governance in fostering a culture of transparency and organizational accountability in organizations based in Tehran. This research employed a qualitative methodology with a phenomenological approach. Data were collected through semi-structured interviews with 22 managers and experts from organizations in Tehran and continued until theoretical saturation was reached. Data were analyzed using NVivo software and the qualitative content analysis method. The results identified three main categories: transparency in decision-making, organizational accountability, and organizational culture. Key factors enhancing transparency included access to information, internal control mechanisms, and transparency in appointments. Additionally, managerial commitment to accountability, the reward and punishment system, and external oversight emerged as significant components of organizational accountability. Furthermore, strengthening ethical values, establishing transparency-oriented structures, and embracing a feedback culture played crucial roles in the effective implementation of corporate governance fostering transparency and accountability. The findings indicate that effective implementation of corporate governance principles, improving transparency-oriented policies, and establishing both internal and external oversight mechanisms play a crucial role in enhancing organizational transparency and accountability. Strengthening managerial accountability systems, promoting ethical training, and advancing technological oversight mechanisms are among the key strategies to improve organizational culture and reduce corruption.

The main objective of this study is to design a behavioral equivalence model based on organizational culture. This research is classified as an applied-developmental study in terms of its purpose, descriptive in terms of data collection method, and mixed (quantitative and qualitative) in terms of data nature. The study consists of two parts: qualitative and quantitative. The statistical population of the qualitative section included 15 experts and specialists, while the quantitative section consisted of experts from the General Directorate of Education in Kerman City. The quantitative sample (N = 317) was estimated using the simple random sampling formula based on the Krejcie-Morgan table. The data collection tools included two components: a review of the research literature, semi-structured interviews, and a researcher-made questionnaire for the field study. Upon completion of the qualitative phase, the process of coding and textual analysis of the interviews was carried out using the MAXQDA qualitative data analysis software. The findings indicated that the behavioral equivalence model based on organizational culture, using the grounded theory approach, comprises causal factors (organizational structure, internal communication, training, and leadership), contextual factors (individual personality, experience, education and literacy, and cultural intelligence), intervening conditions (motivation, organizational climate, and workplace relationships), strategies (communication, trust, and social learning), and consequences (socialization, promotion of participatory culture, and promotion of extra-role behavior culture). In the next phase, the researcher-made questionnaire derived from the qualitative section was distributed among the quantitative sample. After collecting the statistical data, the model fit was assessed using the Partial Least Squares (PLS) method. The results revealed that the model had a desirable level of fit and strong adequacy.

This study aimed to examine conflict management strategies and the role of interpersonal capability development in reducing organizational tensions and improving workplace interactions. This qualitative study was conducted using semi-structured interviews. The participants included 23 employees and managers from various organizations in Tehran, selected through purposive sampling. Data collection continued until theoretical saturation was reached, and thematic analysis was performed using NVivo software. The results indicated that various conflict management strategies were employed in the workplace, including negotiation and problem-solving, mediation, conflict avoidance, and adaptation. Additionally, findings revealed that developing communication skills, enhancing emotional intelligence, and fostering a participatory organizational culture significantly contribute to reducing conflicts and improving interpersonal interactions. Effective conflict management leads to increased productivity, stronger teamwork, and enhanced workplace innovation. Proper conflict management and the development of interpersonal capabilities can reduce organizational tensions, improve employee performance, and enhance job satisfaction. It is recommended that organizations implement training programs on communication skills and emotional intelligence while fostering a collaborative and constructive organizational culture.

This study examines the impact of knowledge co-creation between managers and employees on the sustainability of organizational transformations. This research employed a qualitative phenomenological approach. Data were collected through semi-structured interviews with 27 managers and employees from organizations based in Tehran. A purposive sampling method was used, and interviews continued until theoretical saturation was achieved. Data analysis was conducted using a three-stage coding process (open, axial, and selective) with NVivo software. The results indicated that knowledge co-creation among managers and employees enhances organizational innovation, strengthens agility, improves employee performance, and reduces knowledge gaps within the organization. Furthermore, a knowledge-supportive organizational culture fosters trust and empathy, facilitating the implementation of transformations. Conversely, challenges such as conservative attitudes, lack of motivation for knowledge sharing, and cultural barriers hinder the knowledge co-creation process. The findings emphasize that organizations should foster knowledge-driven interactions, develop incentive structures, and leverage digital technologies to strengthen knowledge co-creation, thereby ensuring the sustainability of organizational transformations.

This study aims to identify the components of servant leadership in improving organizational performance through employee development. This study employed a qualitative approach using semi-structured interviews. The participants included 26 managers and employees from various organizations in Tehran, selected through purposive sampling. Data collection continued until theoretical saturation was reached, and the data were analyzed using NVivo software. The data analysis process followed an inductive content analysis approach, including initial coding, theme identification, and conceptual pattern extraction. The results revealed that servant leadership influences organizational performance through three main categories: servant leaders’ personal characteristics, employee development, and organizational performance improvement. In terms of personal characteristics, humility, honesty, empathy, and commitment to employee growth were key elements. In employee development, career planning, employee empowerment, and soft skills enhancement played crucial roles. Finally, servant leadership contributed to increased organizational commitment, optimized work processes, and improved service and product quality. The findings indicate that servant leadership not only fosters employee growth and development but also has a direct impact on improving organizational performance. Therefore, organizations can enhance their productivity, employee commitment, and service quality by strengthening servant leadership.

This study aims to identify the components of servant leadership in improving organizational performance through employee development. This study employed a qualitative approach using semi-structured interviews. The participants included 26 managers and employees from various organizations in Tehran, selected through purposive sampling. Data collection continued until theoretical saturation was reached, and the data were analyzed using NVivo software. The data analysis process followed an inductive content analysis approach, including initial coding, theme identification, and conceptual pattern extraction. The results revealed that servant leadership influences organizational performance through three main categories: servant leaders’ personal characteristics, employee development, and organizational performance improvement. In terms of personal characteristics, humility, honesty, empathy, and commitment to employee growth were key elements. In employee development, career planning, employee empowerment, and soft skills enhancement played crucial roles. Finally, servant leadership contributed to increased organizational commitment, optimized work processes, and improved service and product quality. The findings indicate that servant leadership not only fosters employee growth and development but also has a direct impact on improving organizational performance. Therefore, organizations can enhance their productivity, employee commitment, and service quality by strengthening servant leadership.

Organizational culture as a set of shared beliefs and values affects the behavior and thinking of organization members and can be considered as a starting point for movement and dynamism or an obstacle in the way of progress. The main goal of the current research is to design and explain the organizational culture model of defense organizations with an Iranian-Islamic perspective. This research is practical from the point of view of purpose because it seeks to develop practical knowledge in the field of organizational culture in defense organizations. This research was done with quantitative-qualitative or mixed method. In the qualitative part of the research, 30 news items were used in a targeted manner, and in the quantitative part, 384 samples were used in a stratified random manner. In the first stage, the fuzzy Delphi method was used to screen and identify the final indicators. At this stage of the qualitative analysis coding program, a total of 41 codes (indices) were identified. In the next step, the structural-interpretive modeling method has been used to design the organizational culture model of defense organizations. The studied structures to present models are: Iranian-Islamic organizational culture, participation and cooperation in the organization, responsibility and accountability, support and management support, tasks and missions of the organization, evaluation and control, human resource development, application of innovation and creativity, feeling belonging Organization, policy and policy making, organizational management.

This study examines the impact of transformational managerial capabilities on the sustainability of organizational changes. This qualitative study employed semi-structured interviews to collect data. A purposive sampling method was used, and 27 senior and middle managers from organizations based in Tehran participated until theoretical saturation was reached. The data were analyzed using NVivo software and thematic analysis to extract key patterns. The results indicated that transformational managerial capabilities, including employee empowerment, change management, foresight, emotional intelligence, and strategic thinking, play a crucial role in sustaining organizational changes. Moreover, organizational factors such as cultural adaptation, employee participation, senior management support, and interdepartmental coordination were identified as key elements in stabilizing changes. However, challenges such as employee resistance, weak change leadership, resource limitations, and lack of interdepartmental alignment hindered change sustainability. This study highlights that transformational managerial capabilities are essential for stabilizing organizational changes. Through employee empowerment, motivation, supportive systems, and strengthening organizational culture, managers can reduce resistance and enhance the sustainability of changes. The findings offer valuable insights for managers and policymakers in improving change management processes.

The primary objective of this study was to investigate the relationship between management control systems and organizational culture in the General Department of Cooperatives, Labor, and Social Welfare of Bushehr Province.

This research employed a descriptive-correlational method. The statistical population included 200 employees of the General Department of Cooperatives, Labor, and Social Welfare of Bushehr Province, of which 129 individuals were selected as the sample using stratified random sampling. Data were collected using standardized questionnaires for management control systems (Mogimi) and organizational culture (Robbins). The validity of the questionnaires was confirmed based on content validity, and their reliability was calculated using Cronbach's alpha, yielding values of 0.85 and 0.89, respectively. Data were analyzed using SPSS version 21

The results indicated a significant relationship between management control systems and organizational culture. Additionally, various dimensions of management control systems, such as transparency, accountability, and performance evaluation, had a positive impact on different aspects of organizational culture, including commitment, innovation, and teamwork.

Management control systems, as a managerial tool, can play an effective role in improving organizational culture and enhancing organizational efficiency. This study demonstrates that the use of modern and flexible control systems can contribute to the development and strengthening of a strong and dynamic organizational culture.Keywords: Management Control System, Organizational Culture, Employees of Cooperatives, Labor, and Social Welfare

In today's complex environments, organizations are forced to learn and pay attention to knowledge sharing in order to increase productivity in their environment. Organizational culture is one of the important tools for creating a context for strengthening the positive attitude of employees, in order to continuously share knowledge and organizational learning. The present study was conducted with the aim of investigating the effect of organizational culture on social capital with the mediating role of knowledge management among the employees of Dezful university of Medical Sciences in 2021-2022 with a quantitative approach. The design of the current research is correlation through structural equation modeling, which is a multivariate correlation method. The statistical population of the research includes all employees of Dezful university of medical sciences, of which 240 people were selected as a sample through multi-stage cluster sampling. Research tools included Sashakin's organizational culture questionnaire, Van den Hooff & Van Weenen's knowledge management questionnaire and Nahapiet & Ghoshal's social capital questionnaire. Evaluation of the proposed model was done through structural equation modeling and using SPSS and AMOS version 18 software. The results indicated the direct effect of organizational culture on knowledge management and social capital, the direct effect of knowledge management on social capital and the indirect effect of organizational culture on social capital through knowledge management.

The present study was conducted with the aim of investigating the relationship between organizational culture components and psychological empowerment of primary school teachers in Qom province. The method of the current research was descriptive-correlation and applied in terms of purpose. The statistical population of the research included primary school teachers of Qom province, whose number was estimated to be 6378. Sample size was estimated by GPower software and 362 people were selected by simple random method. Two standard questionnaires were used to collect data. The reliability of the questionnaires was evaluated using Cronbach's alpha method, and the value of the alpha statistic of the empowerment questionnaire was 0.77 and the value of the alpha statistic of the organizational culture questionnaire was 0.93, which indicates the appropriate reliability of the tool. Statistical analysis of data was done through Pearson correlation test and multiple regression using SPSS27 software. The findings showed that using simultaneous regression analysis, a significant model was obtained (adjusted R square = 0.622, P < 0.001, F = 60.365). This model justifies 62.2% of the variance. The findings showed that there is no significant relationship between guidance and direction, patterns of communication and relationships, and management support with the empowerment of primary school teachers in Qom province. Also, there was a negative and significant relationship between the two components of reward and identity with teacher empowerment. Positive and significant relationship was seen between other components of organizational culture and teacher empowerment, and the risk-taking component had most significant effect.

Organizational culture plays a crucial role in shaping the identity of an organization and, consequently, that of a nation. While society is influenced by various economic, political, industrial, and military factors, a strong and effective culture is essential for establishing a distinct identity. At the core of organizational culture are the mental images individuals uphold, which symbolize a face of authority. In this context, authority is synonymous with efficacy. These mental images affect emotions, assessments, interpretations, communication patterns, choices, and decisions. They serve as cognitive representations that shape and empower behaviors. Understanding these mental images is imperative for guiding organizations towards excellence. Universities can achieve this excellence by appointing the most suitable candidates for each position based on these mental images. This study seeks to analyze concepts within the university education system and align them with the principles of the Holy Quran, facilitating the incorporation of a competence-driven organizational culture in the nation's universities.

This research employed an interpretive paradigm within Glazer's Grounded Theory methodology, involving unstructured interviews with 35 full-time faculty members from public universities in the country. The interviews were purposefully conducted in alignment with relevant verses and traditions, often spanning multiple sessions for in-depth exploration. The participants included three distinguished professors, twelve full professors, fourteen associate professors, and six assistant professors, all possessing more than ten years of professional experience. The interviews generated primary themes identified through an open coding process, resulting in the extraction of categories.

This study aimed to improve a competency-based organizational culture by identifying six components in the enhancement dimension and seven in the return images of this culture within universities.

The general model is approved, which can be used and exploited in the form of circulars and regulations, a theoretical and practical solution for all universities looking for a competence-based organizational culture.

The purpose of the current research was to predict organizational commitment based on professional ethics, organizational culture and job satisfaction of elementary school teachers in Saghez city in the academic year of 1402-1403. The current research was a survey (correlation) type. The research population, according to the inquiry from the Education Department of Saghez city, included 930 primary school teachers. According to Krejcie and Morgan's table and Cochran's formula, the appropriate sample size for this community was 266 people. Cluster random sampling method was used for sampling. In order to collect research data, the organizational commitment, organizational culture, job satisfaction and professional ethics questionnaires were used. In order to analyze the data, descriptive and inferential statistics (linear regression, Pearson correlation and multivariate regression analysis) were used using SPSS version 20 software. The findings of the research showed that organizational culture and job satisfaction have a significant effect on the organizational commitment of primary teachers (P<0.05), but the variable of professional ethics has no significant effect on organizational commitment. In total, the results of the research show that about 40% of the changes in the organizational commitment variable are explained by the independent variables of the article.

The purpose of this research is to analyze the impact of innovation and the mediating role of organizational culture on the organization's strategy, as well as to determine the relationships between these factors, which is descriptive in terms of its practical purpose and method, and of the causal correlation type. The statistical sample of this research was 266 employees and employees of the headquarters department of the Ports and Maritime Organization of the Islamic Republic of Iran, who were selected using a simple random sampling method. The reliability of the questionnaire was determined by Cronbach's alpha (0.95). Data analysis was done through descriptive statistics and inferential statistics. The Structural Equation Model (SEM) was used to examine the relationships between the constructs of this research using Emus software. The ideal goal of this research is to provide suitable solutions to guide managers and planners and designers of organizations, in order to choose the appropriate organizational culture that will provide a suitable environment for the development of talents and creativity of people in the organization. and finally lead to formulating appropriate strategies to achieve the goals of the organization. The findings of the research state: 1 . Organizational culture has a direct effect on organizational innovation. 2. Organizational innovation and organizational culture have a direct impact on the success of the organization's strategy. 3 . Organizational culture affects the success of the organization's strategy. 4 . Hardware and software capacities have an effect on knowledge capital, expertise capital and skill capital. 5 . The aforementioned funds also affect surveillance and lead to service innovation and process innovation. 6. The mentioned components lead to organizational innovation and organizational innovation also affects task performance, human performance, innovative performance and quality performance. 7. Finally, the mentioned components lead to the improvement of organizational performance

Environmental issues are increasingly important to manufacturing industries, and decision-makers are faced with increasing public sensitivity, strict environmental regulations, and growing stakeholder pressure, in addition to other fundamental issues, such as global warming and soil erosion. Therefore, the current research was conducted with the aim of investigating the role of green organizational culture, green innovation strategy, and environmental regulations in predicting green performance and competitive advantage through green innovation in Milad Tile Company of Yazd. For this purpose, using a descriptive-survey research method and available sampling, 118 employees of this company were selected as the statistical sample of the research. The tools for data collection were standard questionnaires, and to measure the variable of green organizational culture, the standard questionnaire of Banerjee et al. (2003) and Fraj et al. (2011) was used; for the green innovation strategy variable, the standard questionnaire of Song and Yu (2018); for the environmental regulation variable, the standard questionnaire of Yang et al. (2017); for the green innovation variable, the standard questionnaires of Chen (2008), Chen et al. (2006), and Roper & Tapinos (2016); for the green performance variable, the standard questionnaire of Yu et al. (2017); and for the competitive advantage variable, the standard questionnaires of Chandler & Hanks (1994) and Zhou et al. (2009) were used. The hypotheses were tested using the structural equation modeling method. The research findings showed that green organizational culture and environmental regulations improve green innovation. Green organizational culture also improves green performance and competitive advantage. Additionally, the results showed that green innovation improves green performance, and that green organizational culture and environmental regulations improve green performance through the mediating variable of green innovation. Environmental regulations also improve competitive advantage through the mediating variable of green innovation. Finally, it was suggested that Milad Tile Company of Yazd should pay more attention to green innovation strategies in its overall strategy, and also that more focus should be placed on environmental considerations in the organizational culture of the company.

The purpose of the present study was to investigate the relationship between the development of competitive advantage with knowledge sharing and organizational innovation with the mediating role of organizational culture among primary school teachers in Do Shahrekord district. The method used in this research was applied in terms of purpose and descriptive-correlation in terms of data collection method. In this research, the statistical population includes all the elementary school teachers of district 2 of Shahrekord city, which are about 1500 people, of which 305 people were considered as the sample size using Morgan's table and stratified random sampling. In order to collect information, four questionnaires were used: Lee et al.'s Competitive Advantage Questionnaire (2006), Hui et al.'s Knowledge Sharing Questionnaire (2010), Prajgo and Sohl's Organizational Innovation Questionnaire (2003), and Hofstede's Organizational Culture Questionnaire (2013). The analysis of the information obtained from the implementation of the questionnaires was done through SPSS 16 software in two descriptive and inferential sections (Kolmogorov-Smirnov test, Pearson correlation test, multiple regression test). The findings of the research showed that there is a significant relationship between the development of competitive advantage with knowledge sharing and organizational innovation with the mediating role of organizational culture among primary school teachers in Do Shahrekord district. Development of competitive advantage, knowledge sharing and organizational innovation are important factors that can play an important role in improving performance and gaining competitive advantage for organizations, including schools and teachers. In this process, organizational culture also plays an important role as a mediating factor in the interaction between knowledge sharing and organizational innovation with teachers' competitive advantage.

The purpose of this research was the intermediate role of ethics in relationship between organizational culture & social responsibility among managers of high schools in Mamasani. Research method was correlational. Participants contained of all managers of high schools in Mamasani in 2023. 246 managers of high schools were selected via simple accessible method. Questionnaires contained ethics, organizational culture & social responsibility scales. All scales had obtimal raliability & validiry. Statistical analyses was done via structural equation with SPSS-26 and AMOS-24. Results showed there was a significant relationship between organizational culture & social responsibility among managers among managers. There was a significant relationship between organizational culture & ethics among managers among managers. There was a significant relationship between social responsibility & ethics among managers among managers. Also ethics had the intermediate role in relationship between organizational culture & social responsibility among managers.Key words: Ethics, organizational culture, social responsibility, managers. students

AbstractThere are many efforts for managers’ training and development, when these efforts did not achieved the goals for various reasons, one of their most crucial is not seeing the cultural context. The aim of this study was to identify the field-based learning development of educational administrators in accordance with the dominant cultural characteristics in schools, by applying a qualitative approach. The research field was the high schools in Tehran and the participants were 20 principals and teachers who considered as main source of findings through in-depth interviews. Data analysis performed based on triple open, axial and selective coding. In whole it was found that cultural characteristics of the field of study were identified in two major bodies: "participatory" (democratic) and hierarchical or "supremacist" (bureaucratic). After analyzing the findings from the field of research based on research, in the field of democratic domination, 20 themes, 46 categories and 102 concepts and in the field of bureaucratic domination, 12 themes, 27 categories and 70 concepts were recognized. The general findings showed that school is in need of a culture or context prone to the development of a democratic view in which partnership with external stakeholders is extremely important but is currently neglected, so that the supposed achievements of it can add unparalleled capacity to the position and practice of educational administration. On the other hand, the prevailing field of bureaucratic view, which was very prevalent in the field of research, has provided a platform for weakening the position of educational administration and has led to a decrease in trust between teachers, administrators and students and each other. The dominance of a democratic or bureaucratic context influence the perception and development plan of educational administrators. The marginal findings of study was formulated in the form of lessons learned from each of two situations in which there was a participatory or supremacist board in the school with an emphasis on the effect it has on the development of educational administrators. Keywords: managers development, organizational culture; democratic/ bureaucratic, educational organizations.