فرهنگ سازمانی

The aim of this study is to investigate the factors affecting the digital resilience of employees of government organizations in the National Company for the Southern Oil Fields. The research approach is also qualitative. Data was collected using interviews with experts from the National Company for the Southern Oil Fields, and using the content analysis method, overarching, organizing, and basic themes were identified. Then, using the opinions of the focus group, the final dimensions, components, and indicators of the research were screened and presented. After the initial coding of the interviews, 116 initial codes were identified, which were adjusted to 70 basic concepts after removing repetitive and synonymous concepts. With the opinion of the researcher and 4 PhDs in management, the themes were categorized into 70 basic themes, 25 organizing themes, and 8 comprehensive themes. According to the results, the final dimensions and components of the research are: organizational rejuvenation (generation change, changing employee attitudes and understanding, growth and prosperity of human capital, governance of digital technologies (securing and applying artificial intelligence technology, developing modern digital equipment and technologies, developing digital infrastructure against threats); scientificization of employees (research teachings, applying skills, improving education); adaptation and compatibility (adaptability, self-efficacy, flexibility); individual-psychological factors (tolerance of ambiguity, anger and stress); support and participation (responsibility, participation, accountability, support and assistance, employee well-being); challenges and capacity of human resources (using capacities, individual capabilities, creativity and innovation, attracting capable talents; evolution and strategy of hearing voices (support and transformation of the media, hearing the voices of employees).

The present research aims to investigate the impact of auditors' workload and audit quality on organizational whistleblowing, with organizational culture playing a mediating role.

The research method is applied and descriptive-correlational in nature, conducted in 2023. The statistical population consists of 95 auditors employed in audit firms in Khuzestan province, selected through simple random sampling. Data was collected using four questionnaires. Their validity and reliability were confirmed, and structural equation modeling (PLS) software was employed for data analysis and hypothesis testing.

The findings indicate that auditors' workload impacts their whistleblowing behavior. Additionally, audit quality affects organizational whistleblowing. However, auditors' workload does not affect their whistleblowing behavior through organizational culture. Audit quality, on the other hand, impacts auditors' whistleblowing through organizational culture.

According to the research results, proper management of workload, improvement of audit quality, and fostering a supportive organizational culture for whistleblowing are key factors in increasing the likelihood of auditors reporting misconduct. The research findings can assist experienced auditors in better understanding the factors influencing whistleblowing and in adopting appropriate approaches and policies to increase the likelihood of reporting misconduct.

The aim of this research is to present a behavioral equivalence model based on organizational culture with a data-based approach. The present study is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with organizational behavior issues. Sampling in this research was snowball type. Based on the subject of the desired data, semi-structured interviews were collected and sampling continued until theoretical sufficiency and saturation were reached. The information obtained was analyzed with MAXQDA2020 software. The results showed that the behavioral equivalence model based on organizational culture with a data-based approach has causal conditions including internal communications, organizational structure, training and leadership; contextual conditions including personality of individuals, experience, education and literacy, and cultural intelligence; intervening conditions including motivation, organizational climate and organizational work relations; strategies including communication, trust and social learning; consequences including sociability, promoting a culture of social participation and promoting a culture of extra-role behavior.

Organizational culture in government organizations is like the spirit that is breathed into the body of these organizations and shapes their identity, performance and interactions and plays a vital role in the success of government organizations. The purpose of this article is to analyze the category of organizational culture in executive bodies. In this article, by reviewing the literature and theoretical foundations of organizational culture and its place in the administrative system, an initial list of issues in the field of organizational culture was calculated. Further, by interviewing 17 relevant experts and using the network content analysis method, the issues of organizational culture were finalized. Considering that solving these issues in executive bodies should be done based on prioritization; We used the hierarchical analysis process method to prioritize these issues. The output of the theme analysis method is placed as the input of the AHP method. The designed hierarchical model consists of three levels. In the first level, the goal of the problem, in the second level, the main criteria, and in the third level, the options.

The purpose of this research was to investigate the effect of servant leadership measures on the retention of employees of educational organizations with the mediating role of ethical organizational culture. The research method was descriptive-survey with emphasis on structural equation modeling. The statistical population of the research consisted of all managers and employees of Fars Education Organization (289 people). To determine the sample size, Cochran's formula was used and 165 people were selected as samples, which were selected using the probability sampling method and specifically the available sampling method. The data collection tool was a questionnaire. Data analysis was done with SPSS 22 and LISREL 8 software. The findings of this research showed that the actions of servant leadership have a significant effect on the retention of employees of educational organizations with the mediating role of ethical organizational culture. The results of this research showed that servant leadership has a significant effect on the retention of employees in educational organizations through the promotion of service, humility, trust and kindness with the mediation of an ethical organizational culture.

Considering the importance of education in comprehensive development, one of the factors that is somehow related to the efficiency of the educational system and can affect it is the professional ethics of teachers and organizational culture and their impact on teachers' educational performance. The present study was conducted with the aim of investigating the mediating role of organizational culture in the effect of professional ethics on teachers' educational performance. Its statistical population consists of all elementary school teachers in Ardabil city. The sample size was 355 samples selected based on the Hooman method, of which 320 samples were analyzed using the online sampling method. A standard questionnaire was used to collect data. Also, the path analysis method of the structural equation model was used to analyze the research hypotheses. The results of the study showed that organizational culture is directly, significantly and positively affected by professional ethics (β = 0.223), and educational performance is also directly, significantly and positively affected by organizational culture (β = 0.192), and finally educational performance is directly, significantly and positively affected by professional ethics (β = 0.441). The findings of the study also showed that organizational culture plays a mediating role in the effect of professional ethics on teachers' educational performance.

The culture of an organization affects the behavior and performance of employees. The development of cultural knowledge is related to the values, beliefs, and behavior of its members. From a memetic perspective, culture consists of repeatable units that guide behaviors. By applying Dawkins's indicators (loyalty, stability, and survival) in memetics, organizations can understand the formation and modification of their culture and facilitate the effective communication of desired traits. Therefore, the present study has developed a memetic-based organizational culture model in Iranian government organizations.

The present study is based on qualitative research and a thematic analysis approach. The research participants are university professors and managers of government organizations, experts who were fully aware of the Human Resources and memetic and were familiar with the research topic, 15 of whom were purposefully selected. In the present study, a semi-structured interview was used to collect information. To determine the appropriateness of the responses of individuals regarding the memetic-based organizational culture model in Iranian government organizations, interviews were conducted with three groups of managers, including managers working in government organizations and having books, articles, or teaching experience; senior and middle managers of government organizations who are familiar with management fields, especially organizational behavior and human resources, sociology, or even psychology; and managers of middle-level organizations who play the role of liaison between ministries and county organizations. These interviews continued until the researcher felt that the data had become repetitive and had reached saturation. In this interview, the conditions for selecting individuals to conduct interviews were to have at least a master's degree in management-related fields and to have at least ten years of scientific and research or fieldwork experience on the issue of organizational management. To reach the saturation point, the field study should continue until no new evidence or proof is obtained from the data. In other words, a complete data check was carried out. In this study, various initial codes were extracted from the interview texts until the eleventh interview. However, theoretical saturation was achieved in the twelfth interview regarding the extracted codes. However, interviews were continued with three experts to ensure certainty. Using theme analysis according to Creswell's 6 steps, the main themes and sub-themes were coded. Considering that the carriers of cultural characteristics in government organizations that were repeated in all interviews were common, old, and survived, existed in the Iranian national culture in society, and were reproduced in the organization with the same meaning from generation to generation and were not manipulated, (in other words, based on the level of stability, level of loyalty, and level of reproduction in Iranian government organizations), they have been shown as sub-themes and main themes of memetic-based organizational culture. Then, by categorizing the sub-themes based on the Robbins-Judge Attitude Elements Model, the final model was calculated. To examine the validity and reliability of data in qualitative research, Cresswell lists eight strategies for theme analysis to examine the accuracy of findings in qualitative research, and his method was also used in this study.

The findings of the qualitative part of the study led to the identification of, 3 main themes, and 22 sub-themes were identified in the culture memes of government organizations. The results of the memetic-based organizational culture model in Iranian government organizations include 3 basic dimensions (final memes) that were categorized in the form of memes of the culture of government organizations under the names of behavioral memes, emotional memes, and cognitive memes. Behavioral memes: This category of memes refers to a specific type of practical action that is common in Iranian government organizations, and public sector employees typically describe this practical action with the phrases identified in this study. Emotional memes: This meme refers to the shared experience and evoked feeling resulting from the interaction between government employees with each other or between employees and external stakeholders. Cognitive memes: This category of memes refers to the perception that government employees and stakeholders have formed in their minds about the entirety of government organizations due to historical events.

Memes in Iranian government organizations carry Iranian cultural characteristics in those organizations, based on which the individual unconsciously thinks, feels, and acts. It can be assumed that memes attract attention by evoking specific emotions in individuals, or by having an understanding of values ​​and beliefs that stem from a successful story (mindset towards the government and employees), or by observing the actions and behavior of managers and employees, and are remembered by repeated repetition. The specific, common, and common meaning at the level of Iranian government institutions and organizations becomes prevalent in the culture of the aforementioned organizations from generation to generation. Organizational cultures, like the belt-fastening culture, have the potential to become norms or behaviors with the help of cultural memes.

The aim of this study was to propose a model for the conceptual expansion of organizational culture with a digital transformation approach using the meta-synthesis method. This research is a systematic review, utilizing Noblit and Hare’s (1998) meta-synthesis guidelines to integrate and synthesize findings from previous studies. The statistical population included all qualitative studies (articles and dissertations) published in the last ten years on organizational culture and digital transformation. Through the search process, 18 final studies were selected for in-depth analysis. A structured and detailed checklist was used for data collection from primary research, and reflective thematic analysis was applied to analyze the data. From the analysis of 18 studies, 284 initial codes were identified, which were refined and consolidated into 110 final codes, ultimately resulting in 29 themes. The findings indicated that key characteristics and elements of organizational culture in the digital transformation process include innovation culture, agile-oriented culture, reference-based culture, risk-taking culture, alignment and coordination culture, and adaptability culture. Additionally, transformational leadership, organizational professional needs, change management, technological advancements, and digital needs were identified as key factors driving cultural change in digital transformation. Moreover, the study identified several outcomes of expanding organizational culture in digital transformation, including reconstructing shared beliefs and perceptions, transitioning to a participatory culture, reducing male dominance in organizations, fostering borderless work and communication, decreasing power distance, and shifting the organization’s orientation toward short-term goals. These findings suggest that digital transformation not only reshapes organizational structures but also leads to profound changes in organizational culture, which can enhance performance and facilitate adaptation to future challenges.

In many organizations, the reason for weak performance is the inappropriate culture and lack of positive psychology issues. The purpose of this study is to identify the possible factors that affect the reduction of positive organizational psychology in the Isfahan Gas Company. In this research the thematic analysis method was used. Data was collected through semi-structured interviews. The interviews lasted from 60 to 90 minutes. The research population consisted of employees of the Isfahan Gas Company, who were selected by a purposive sampling method. After interviewing 24 people, theoretical data saturation was achieved; however, interviews were continued with 5 other people to ensure certainty. Based on this, a total of 29 people were interviewed. Based on the results of the research, four main themes were identified, including factors related to employees; factors related to managers; factors related to the organization and factors related to external to the organization. During the analysis of the results, 46 subthemes were also identified.

This study aims to explore the implications and essentials of Mahdaviat culture in schools. Using a qualitative research methodology with a deductive and conceptual development approach, the study employed implication analysis. Initially, the theoretical foundations of school culture were examined, and Hatch's model was selected as the framework for the analysis. Based on the four cultural elements of Hatch's model (assumptions, values, artifacts, and symbols) and an examination of Islamic sources, the implications of Mahdaviat culture in schools were analyzed. The findings highlight several implications across the four levels of Mahdaviat culture: - Assumptions: Utopian ideals, universality, religious orientation. - Values: God-centeredness, governance of Islamic laws, social justice. - Artifacts: Establishing a Mahdaviat educational council, creating Mahdi-supporter groups, organizing "Morning of Anticipation" assemblies. - Symbols: Days, places, and supplications associated with Imam Mahdi (AJ). Based on the proposed framework, the implications and essentials of Mahdaviat belief and anticipation manifest through the dynamic and interactive processes of enactment, interpretation, institutionalization, and symbolization. These processes influence the assumptions and beliefs of school administrators, teachers, and students and become reflected in the school’s physical structure, artifacts, and symbols. Such cultural processes contribute both to reinforcing the assumptions and values of Mahdaviat culture and to regenerating its artifacts and symbols within the educational environment. 

The role of organizational culture in the success of mergers and acquisitions is crucial, but its complexity makes it a challenging task to integrate among merged or acquired organizations. Unfortunately, there is a lack of comprehensive knowledge on the factors that should be considered and how to effectively integrate organizational culture after a merger. This gap in understanding can greatly impact the effectiveness and efficiency of the significant investments made in this area. To reduce this gap and improve the existing theoretical and practical knowledge in this field, the current research seeks to answer these questions: 1) what are the factors that must be taken into account during the integration of organizational culture? 2) what are the causal and order relationships between these factors? 3) what stages does the process of integrating organizational culture include after the merger? Such knowledge can help top managers of organizations undergoing mergers and acquisitions to manage this aspect of the organization more effectively, and it will also improve the existing theoretical knowledge in the field of organizational culture management.

THEORETICAL FRAMEWORK:

The majority of studies have only examined the importance of culture or organizational culture management in mergers and acquisitions. Despite being an integral part of M&A, culture has been a low priority in M&A situations. In addition, acculturation strategies, including cultural integration, have received less attention in studies. Articles related to organizational culture in mergers and acquisitions were divided into three general categories. The first category is articles that address the importance of culture and cultural management. The second group has addressed the role and impact of cultural integration in mergers and acquisitions, and their efforts have led to the identification of some factors for creating cultural integration. The third group of articles specifically addresses the identification of factors or a framework for creating cultural integration after mergers and acquisitions.

This qualitative research utilized an inductive approach and the studied method. The goal was to identify the elements of cultural integration through empirical evidence within a real-life context. Data for the study was gathered through semi-structured interviews and document review and analyzed using trend analysis. In this research, the reliability of the data was assessed using the double coding method, also known as the reproducibility index. The results showed a subject agreement percentage of 74%, indicating acceptable reliability. To ensure the validity of the interview, the entire research process was carefully examined. This included studying the interview questions and having them confirmed by experts, as well as ensuring the questions were clear and easy for the interviewees to understand. Additionally, the speech and fluency of the questions were corrected, and the interviewees' voices were recorded. Finally, the results were reviewed and approved by experts in the field.

The process of integrating organizational culture after a merger or acquisition has been presented in two models: a preferential model and a stepwise model. The stepwise model consists of six important steps for integrating the organizational culture, they include: 1) identifying causal conditions (to identify and implement the components contributing to cultural development, 2) developing a desired culture (to identify existing cultural differences and establish a new, shared culture for the integrated organization), 3) creating the necessary platforms (to implement the new culture and make the necessary reforms based on the required platforms), 4) counting the intervenors (to remove obstacles and create facilitators to accelerate necessary cultural integration), 4) learning and promoting culture (to spread culture, and 6) integrating the organizational culture (to promote employee behaviors following the new common culture.

 CONCLUSIONS & SUGGESTIONS:

This research has provided a comprehensive understanding of the various dimensions and components of cultural integration and its stages after merger and acquisition. Paying attention to these dimensions and applying the identified stages in merger and acquisition plans, organizations can effectively create and improve the cultural prerequisites necessary for a successful transformation.

This study aims to conduct a comprehensive qualitative meta-synthesis of knowledge management implementation in higher education institutions, focusing on identifying critical success factors, challenges, and implementation strategies. The research seeks to develop an integrated framework that captures the multifaceted nature of knowledge management in academic settings while providing practical guidelines for successful implementation.

The study employs a systematic qualitative meta-synthesis methodology following Sandelowski and Barroso's (2006) seven-step approach. From an initial pool of 80 articles published between 2018 and 2023, nine high-quality studies were selected through rigorous inclusion criteria. The research utilized systematic database searches across Web of Science, Scopus, and Google Scholar. The selected studies were analyzed using qualitative content analysis to identify recurring themes, patterns, and relationships. The Critical Appraisal Skills Programme (CASP) was employed to ensure methodological rigor, and peer review was used to enhance the reliability of the findings.

The meta-synthesis revealed five critical success factors for knowledge management implementation in higher education:1. Supportive organizational culture emerged as the most crucial factor, emphasizing the need for trust, transparency, and continuous learning values.2. Information technology infrastructure was identified as essential for facilitating knowledge storage, retrieval, and sharing.3. Senior management support was found to be vital for resource allocation and strategic alignment.4. Reward and motivation systems were recognized as crucial for encouraging knowledge-sharing behaviors.5. Flexible organizational structure was determined to be necessary for facilitating cross-departmental collaboration and knowledge flow.The study also identified significant challenges, including:- Resistance to change among academic staff- Lack of knowledge-sharing culture- Resource constraints (both financial and human)- Bureaucratic organizational structures- Limited understanding of knowledge management benefitsImplementation strategies were categorized into three main areas:1. Cultural interventions (fostering trust, promoting collaboration)2. Structural modifications (creating knowledge management roles, establishing communities of practice)3. Technological solutions (implementing knowledge management systems, developing digital repositories)The research culminated in developing a comprehensive conceptual model that illustrates the interrelationships between success factors, challenges, and implementation strategies in academic knowledge management.Research limitations: Several limitations should be considered:- The relatively small sample size of nine studies may not capture all relevant perspectives- Geographic concentration of studies in specific regions may limit global generalizability- Lack of access to raw data from primary studies restricted certain types of analysis- Temporal limitations of selected studies may not reflect the most recent developments- Methodological variations across studies complicated direct comparisonsThese limitations suggest opportunities for future research, including:- Longitudinal studies examining long-term impacts of knowledge management initiatives- Cross-cultural comparative studies of knowledge management implementation- Investigation of emerging technologies' impact on academic knowledge management- Studies focusing on knowledge management's role in achieving sustainable development goals- Research on the relationship between knowledge management and intellectual capital in universitiesPractical implications: The study provides several actionable recommendations for higher education institutions:1. Develop comprehensive knowledge management strategies aligned with institutional objectives2. Implement targeted training programs to enhance awareness and skills3. Design appropriate incentive systems to encourage knowledge sharing4. Review and modify organizational structures to facilitate knowledge flow5. Invest in suitable information technology infrastructure6. Create specialized knowledge management roles and teams7. Establish regular knowledge-sharing sessions across departments8. Develop knowledge repositories and information banks9. Implement mentoring programs for tacit knowledge transfer10. Regular assessment of knowledge management effectivenessThe findings emphasize the need for a holistic approach that addresses cultural, structural, and technological dimensions simultaneously. The study provides practical guidelines for academic leaders and administrators implementing knowledge management initiatives.

This meta-synthesis offers several unique contributions to the field:1. Provides a comprehensive and integrated perspective on knowledge management in higher education by synthesizing recent qualitative research2. Develops a novel conceptual framework that captures the dynamic relationships between success factors, challenges, and implementation strategies3. Offers practical, evidence-based recommendations for academic institutions4. Identifies gaps in current understanding and suggests directions for future research5. Addresses the complex interplay between organizational culture, technology, and human factors in academic knowledge management6. Contributes to the theoretical understanding of knowledge management in educational contexts7. Presents a systematic analysis of implementation challenges and corresponding solutionsThe study's value lies in its synthesis of diverse perspectives and experiences, providing a robust foundation for both theoretical advancement and practical application in higher education knowledge management. It serves as a valuable resource for academic leaders, administrators, and researchers working to enhance knowledge management practices in higher education institutions.The findings underscore the importance of adopting a systemic, long-term approach to knowledge management implementation, recognizing that success requires careful attention to cultural, structural, and technological factors. This research contributes to both the theoretical understanding of knowledge management in academic settings and provides practical guidance for its implementation.

In today's business world, organizations face numerous challenges in maintaining and improving human resource performance. One of the critical issues is integrating sustainability principles into strategic human resource management. Given the rapid environmental, economic, and social changes, organizations need innovative and sustainable approaches to manage their human resources. Neglecting the aspects of sustainability can lead to reduced productivity, increased employee turnover, and diminished organizational performance. Therefore, examining the impact of organizational sustainability on strategic human resource management is essential for organizations to enhance productivity and efficiency while improving employee commitment and satisfaction. This research aims to provide practical and documented solutions for incorporating sustainability into human resource management strategies, enabling organizations to remain resilient in the face of emerging challenges and achieve better performance. The findings of this research indicate that attention to organizational sustainability and strategic human resource management can significantly improve organizational performance. Economic, social, and environmental sustainability, along with innovation and technology development, play key roles in enhancing human resource management. Organizations that have focused on these aspects and implemented appropriate policies to preserve and improve them have demonstrated better performance in strategic human resource management. Therefore, it is recommended that organizational leaders concentrate on these factors, foster a culture of innovation, optimize the use of new technologies, and enhance employee skills to achieve substantial improvements in strategic human resource management and overall organizational performance.

The employees of any organization are considered as its most valuable asset and their performance has a great impact on moving towards the goals and fulfilling the mission of the organization. In this regard, human resources management plays a very important role in this field with tasks such as attracting, maintaining, nurturing and promoting capable human forces. The aim of the current research was the effect of human resource management activities on organizational performance with the mediating role of organizational culture, organizational commitment and employee retention in free universities of Fars province. The research method was applied in terms of purpose and questionnaire in terms of data collection. The statistical population of the research included all managers of Azad universities in Fars province, who were selected as the sample size using Morgan's table and stratified random sampling method with proportional allocation of 100 people. Convergent validity, Cronbach's alpha coefficient, and composite reliability methods were used to determine the validity and reliability of the mentioned questionnaire, respectively, and the validity and reliability were confirmed based on this. The results of the structural equation test showed that, from the point of view of managers, the two variables of organizational culture and organizational commitment have a significant mediating effect on the effect between human resource management and organizational performance, but employee retention does not have a mediating effect on the said relationship.

The present study aimed to predict teachers' knowledge creation through the culture of learning organizations, which is descriptive in type and survey method. The statistical population of the study consisted of elementary school teachers in Tabriz District 4, who were selected using convenience sampling method with a sample size of 144 people. The data collection tool is standard questionnaires, and the Kolmogorov-Smirnov test was also used to determine the normality of qualitative data, and the linear regression coefficient was used to examine the effect of the independent variable on the dependent variables. The research findings indicate that the culture of learning organizations has an impact on teachers' knowledge creation, and the culture of learning organizations (continuous learning opportunities, promotion of inquiry and exchange of ideas, encouragement of colleagues and group learning, establishment of systems for achieving and sharing learning, empowerment of individuals towards a collective vision, connection with the environment, and leaders and support for learning) has an impact on the knowledge creation of elementary school teachers in District 4 of Tabriz.

The purpose of this research was to investigate the impact of transformational leadership and ethical leadership on the sustainable performance of government organizations with the mediating role of organizational culture. The research method was descriptive-survey with emphasis on structural equation modeling. The statistical population of the research consisted of managers and employees of government organizations of Asaluye city (305 people). To determine the sample size, Cochran's formula was used and 170 people were selected as a sample, which was selected using the probability sampling method and specifically the convenience sampling method. The data collection tool was a questionnaire. Data analysis was done with the help of SPSS 22 and LISREL 8 software. The findings of this research showed that the actions of transformational leadership and ethical leadership have a significant impact on the sustainable performance of government organizations with the mediating role of organizational culture. The results of this research showed that transformational leadership has a more significant effect than ethical leadership on the sustainable performance of government organizations with the mediating role of organizational culture.

The main goal of this research is to provide a model for improving administrative health according to the organizational structure in the Islamic Azad University, Research Sciences Unit, Tehran. This research deals with determining the current state of administrative health in this university, identifying the most important aspects and components of administrative health promotion and evaluating the appropriateness of the administrative health promotion model.

This research is of mixed and applied type. The statistical population in the qualitative part included heads of faculties, professors and public administration specialists, and in the quantitative part it included faculty members and experts in various faculties of the Islamic Azad University of Tehran Research Sciences Branch. In the qualitative phase, dimensions and components of administrative health were identified through library studies and semi-structured interviews. Then, in the quantitative stage, a questionnaire was designed and implemented on 136 people from the statistical sample in order to validate the resulting model.

The results show that the most important factors affecting administrative health in Islamic Azad University, Tehran Research Sciences Unit, respectively, include scientific-research development (β=0.891), organizational culture development (β=0.865), transparency (β=0.771), accountability (β =0.766), ethical orientation (β=0.709), organizational compatibility (β=0.663) and creativity and innovation (β=0.519). Also, the findings show that there is a positive and significant relationship between organizational health and productivity, so that an increase in organizational health leads to an increase in productivity. In addition, a positive relationship was observed between organizational health and managers' creativity.

The results show that the most important factors affecting administrative health in Islamic Azad University, Tehran Research Sciences Unit, respectively, include scientific-research development (β=0.891), organizational culture development (β=0.865), transparency (β=0.771), accountability (β =0.766), ethical orientation (β=0.709), organizational compatibility (β=0.663) and creativity and innovation (β=0.519). Also, the findings show that there is a positive and significant relationship between organizational health and productivity, so that an increase in organizational health leads to an increase in productivity. In addition, a positive relationship was observed between organizational health and managers' creativity.

Human resource management is one of the main concerns of all senior managers of organizations, and for the effective management of human resources, various methods are used to improve the productivity of human resources, but one of the weaknesses of organizations in this field is the lack of an integrated and coherent model for Using these techniques and systems; Therefore, strategic human resource management can be used. Due to the realization of the strategic role of human resources in the growth and development of countries, new perspectives give more importance and value to the role of human resources and work methods. Meanwhile, the strategic management of human resources; As part of their changing roles; The productivity of the labor force follows the increase of creativity and innovation of the labor force, the creation and increase of the commitment of employees, the increase of more suitable services from the customers' point of view, and the increase of the role of the labor force in the formulation and implementation of organizational strategies. Therefore, the purpose of this study is to identify the effective factors in the strategic management of human resources in the oil industry organization and prioritize them. In this study, document analysis method and AHP method with fuzzy approach were used to identify and prioritize effective factors, respectively. The results of document analysis showed that the main influencing factors include 5 main categories of organizational culture, succession planning, career development management, cost reduction and reward management. The results showed that the highest final weight belongs to the criterion of "career development management" and the lowest weight belongs to the criterion of "organizational culture

This Fall 1403 issue of the journal presents six significant articles offering fresh and practical perspectives in strategic management and organizational leadership. The featured topics include the role of organizational culture in advancing strategic management of industrial projects, the effect of conformity on purchase intention and the mediating role of participatory and customer citizenship behavior in influencer marketing, organizational conflict management based on behavioral data analysis, the development of smart leadership in the digital era with a focus on artificial intelligence, the formulation of transformative organizational strategies emphasizing a culture of learning and innovation, and finally, the proposal of a comprehensive open innovation model in knowledge-based organizations. Alongside foundational theories, these studies provide practical, methodical solutions for managers, researchers, and policymakers seeking innovative approaches to optimize organizational processes and performance in today’s dynamic and complex world. It is hoped that this edition of the journal will help broaden the frontiers of knowledge and foster effective collaboration between researchers and business leaders.

This research has been carried out with the aim of designing a culture model of organizational responsibility avoidance in Iran's administrative system. The strategy of this research is qualitative and based on grounded theory. The statistical population of the research is executive managers and expert professors in the field of public administration and human resource management. In this research, targeted and snowball sampling was used to select the sample, which was achieved based on the saturation rule by conducting 19 interviews. Data were analyzed using Strauss and Corbin (1990) coding method and MAXQDA 2020 software. According to the research findings, in this research there are a total of 79 concepts in the form of 17 sub-categories and 6 main categories, including lack of feedback, inappropriate targeting and lack of planning (causal conditions), work avoidance, job loafing and organizational apathy (phenomenon). central), monotony of work and occupation, cultural anomie and incorrect assessment of talent and individual performance (strategies/actions), insufficient attention to organizational socialization and inappropriate system of encouragement and punishment (intervening conditions), non-institutionalization of Islamic work culture and ethics, lack of support from the organization From the employees and the atmosphere of uncertainty and indecisiveness (background conditions) and the weakening of cooperation and organizational cohesion, the weakness in developing coordination and integration tools in the administrative system and the weakening of accountability and learning in the administrative system (consequences) have been obtained. Therefore, the findings of the present research can create a suitable insight in relation to the emergence of the phenomenon of the organizational culture of evasion of responsibility and provide the context to prevent it for the planners and policy makers of the administrative system.