نوآوری سازمانی

Today, innovation is recognized as the primary key to gaining a competitive advantage and achieving long-term success in competitive markets. Organizations with high innovation capacity can respond more rapidly and effectively to environmental challenges. The significance of this issue in the current competitive landscape has led to numerous studies on the prerequisites and outcomes of innovation. To gain a more comprehensive understanding of this field, the present research has reviewed and categorized the results and findings of these studies.

This research is practical in its purpose and was conducted using a qualitative approach and a systematic literature review method. The information sources for the study were articles published on the topic in reputable domestic scientific databases within the selected time period. These articles were chosen based on the inclusion criteria for the systematic review process. The data were analyzed using qualitative content analysis.

Reexamining and categorizing the factors that promote and enhance innovation within organizations revealed several key prerequisites: environmental prerequisites (environmental pressures and supports), organizational prerequisites (organizational capabilities, intelligence, resource management, intangible assets, organizational orientations, and removing obstacles), human prerequisites (learning ability, creativity, effective communication, motivation, and trust), cultural and leadership prerequisites (cultural characteristics and directive leadership styles), human resource management requirements (human resource capabilities, empowerment, job and organizational fit, human resource management practices), and infrastructure prerequisites (flexible structures and technologies that facilitate interactions). Additionally, the outcomes of innovation are classified into two categories: individual outcomes (creativity, empowerment, and job performance) and organizational outcomes (organizational reputation, productivity, entrepreneurial capability, product quality, customer capital, value addition, knowledge management, learning, and organizational performance).

To thrive in today's competitive markets, organizations must continuously pursue innovation. For successful implementation, they must address critical issues such as the prerequisites and outcomes of innovation. The findings of this research provide a comprehensive understanding of the various prerequisites and requirements for organizations that aim to adopt innovation as a core strategy. Meeting these requirements can create a platform that facilitates and accelerates innovation. This effort necessitates alignment and convergence among the organization's structural, human, cultural, and technological elements, with human resources management playing a key role. The organization's capable and motivated human resources, founded on trust and complementary relationships among leaders, must be fostered by human resources management through its various functions. Additionally, leaders who support innovation and individuals who strive to embed innovation into the organization's direction and culture are essential. Furthermore, top management should ensure structural and technological alignment with the innovation strategy. The presence of flexible and dynamic structures, along with information and communication technologies that facilitate interactions, can foster a continuous cycle of organizational innovations.

Knowledge-based entrepreneurial leadership, as a key driver of innovation, holds significant importance in academic domains. This study aimed to analyze the mediating role of knowledge management processes and infrastructures in the relationship between knowledge-based entrepreneurial leadership and academic innovative performance among university managers in Chaharmahal and Bakhtiari province, Iran. This research is applied and descriptive-correlational in nature. The statistical population consisted of 410 personnel of universities in Chaharmahal and Bakhtiari province, from which 205 were selected using stratified random sampling with proportional allocation. The research instruments were standard questionnaires on knowledge-based entrepreneurial leadership, innovative performance, and knowledge management. The face and content validity of the questionnaires were confirmed by an expert panel, and their construct validity was confirmed through confirmatory factor analysis. The reliability of the questionnaires was assessed and confirmed using Cronbach's alpha coefficient. The data were analyzed using structural equation modeling. The results indicated that knowledge-based entrepreneurial leadership positively and significantly affects knowledge management infrastructures and processes, and directly enhances academic innovative performance. Furthermore, knowledge management infrastructures and processes also directly influence innovation. Mediation analysis revealed that these two variables significantly mediate the relationship between entrepreneurial leadership and innovation. These findings underscore the pivotal importance of knowledge management in linking entrepreneurial leadership to academic innovation and are consistent with previous research. It is recommended that university managers enhance innovation by improving technological infrastructures and strengthening knowledge-sharing processes. Additionally, future research should explore moderating variables.

The present study was conducted with the aim of investigating the extent of entrepreneurial orientation on marketing performance with the mediating role of marketing capabilities and organizational innovation in the science and technology park of Fars province, which is applied in terms of purpose and descriptivesurvey in terms of the nature and form of implementation. The statistical population of this research includes the employees of Fars Science and Technology Park, from which a sample of 801 people was selected using Morgan's table. In this study,standard standardized questionnaires were used to collect information to test hypotheses.Structural equation modeling technique and Smart Pls software were used to test the hypotheses.The results of this analysis showed that entrepreneurial tendencies have an effect on marketing performance.Entrepreneurial tendencies have an effect on marketing capabilities.Marketing capabilities affect marketing performance.Innovation affects marketing performance.

This study aims to investigate the role of knowledge absorption in fostering innovation, organizational resilience, and agility in the Islamic Republic of Iran Broadcasting (IRIB) through a qualitative approach. The research employed a qualitative exploratory design, utilizing semi-structured interviews to collect data. The participants included 26 managers and senior experts from IRIB in Tehran, selected using purposive sampling until theoretical saturation was achieved. Data were analyzed using qualitative content analysis and NVivo software, focusing on identifying themes and subthemes related to knowledge absorption, innovation, and agility. The findings highlighted three main themes: innovation, resilience, and agility, each influenced by the organization’s capacity to absorb and utilize knowledge. Subthemes of innovation included streamlining work processes, fostering creativity, and developing new products and services. Resilience was linked to effective change management, adaptability to environmentalneeds, and crisis resistance. Agility was found to depend on quick execution, structural flexibility, and continuous learning. Knowledge absorption emerged as a central enabler, facilitating the integration of new ideas, enhancing adaptability, and driving innovative initiatives. Challenges such as bureaucratic hurdles, inconsistent communication, and limited incentives were identified as barriers to achieving these outcomes. The study underscores the critical role of knowledge absorption in enhancing innovation, resilience, and agility in media organizations like IRIB. By addressing structural, cultural, and managerial barriers, the organization can better adapt to environmental changes and maintain its competitive edge. The results provide actionable insights for fostering a learning-oriented culture and adopting flexible, innovation-driven practices.

In today's dynamic environment, organizations, particularly within the healthcare sector, must adapt to changing circumstances and nurture an innovative culture. Entrepreneurial leadership and innovative behavior are essential for success in complex settings and play a critical role in enhancing organizational performance. This study examines the impact of entrepreneurial leadership on the innovative behavior of nurses at Shahid Beheshti Hospital in Abadan, with innovation climate and cognitive agility serving as mediating variables. Employing a descriptive-correlational methodology, the research focuses on a statistical population of 163 nurses from the hospital in 2022. The sample size, calculated using Cochran's formula, comprised 115 participants selected through simple random sampling. Data were gathered through a 41-item questionnaire divided into four sections: entrepreneurial leadership, innovative behavior, innovation climate, and cognitive agility. Analysis was conducted utilizing structural equation modeling (SEM) with Smart PLS version 3 software. Results indicated that entrepreneurial leadership significantly and positively influenced the innovation climate (path coefficient = 0.759, T = 19.755). The innovation climate positively affected cognitive agility (path coefficient = 0.451, T = 4.911). Furthermore, cognitive agility had a positive impact on innovative behavior (path coefficient = 0.331, T = 3.561). Entrepreneurial leadership also exhibited a significant positive effect on innovative behavior (path coefficient = 0.348, T = 3.120). Additionally, Sobel's test confirmed that both cognitive agility and innovation climate significantly mediated the relationship between entrepreneurial leadership and innovative behavior. It is recommended that entrepreneurial leadership fosters a supportive innovation climate, thus creating an environment conducive to employee participation and the application of innovative ideas to enhance innovative behavior and improve the performance of nurses in hospitals.

The purpose of this research is to investigate the effect of ambidextrous leadership on organizational innovation in the banking industry of Iran. This research is applied and quantitative in terms of its purpose, and in terms of the nature of the method and data collection, it is descriptive-survey. The statistical population of this research is Iran's banking industry and its sample is 28 public, private and Qarz-ul-Hasneh banks in Tehran. The findings of this research show that ambidextrous leadership has a positive and significant effect on knowledge seeking and organizational innovation. Also, knowledge seeking has a positive and significant effect on organizational innovation, and this variable plays a mediating role in the relationship between ambidextrous leadership and organizational innovation. However, strategic flexibility does not have a moderating role in the relationship between knowledge seeking and organizational innovation. Finally, it was suggested to the managers of this industry to develop their awareness and capabilities, to develop the ability to apply both open and closed leadership behaviors to improve organizational innovation, to expand internal and external knowledge bases, and to develop the ability to absorb knowledge in the organization, pay attention to the development of innovation centers, facilitate the participation of employees in decision-making and idea generation in order to improve the innovation of the organization, and establish an innovative culture in their organization.

This research aims to investigate the effect of social capital on organizational innovation with the mediating role of job motivation in rural cooperatives of Mazandaran province. This research is in the field of applied research in terms of its purpose. The statistical population of this research includes all employees of rural cooperatives of Mazandaran province. The sample size was determined according to the Krejci and Morgan table of 246 and the research sampling method was simple random. Standard questionnaires related to social capital, organizational innovation, and job attitude were used to collect data. The results of the research show that there is a significant relationship between social capital and organizational innovation and its impact coefficient is 0.382. Social capital has an impact on job motivation and its impact coefficient is 0.489 and job motivation has a positive and significant effect on organizational innovation in cooperative organizations and its coefficient is 0.397. Also, the Sobel test was used to measure the effect of the mediating role of the job motivation variable and the results indicate the mediating role of job motivation.

This study investigates the impact of entrepreneurial orientation and supply chain resilience on the development of international businesses, specifically focusing on the mediating role of absorptive capacity in Digikala Company. While entrepreneurial orientation is recognized as crucial for organizational success, empirical studies often yield inconsistent results regarding its correlation with performance.A quantitative research design was employed, utilizing a survey-correlation approach. Data were collected from 168 employees of Digikala Company through online questionnaires. The responses were analyzed using SmartPLS software to determine the relationships among the variables of interest.The analysis revealed no significant positive effects of entrepreneurial orientation on absorptive capacity or supply chain resilience. Additionally, organizational innovation did not moderate the relationship between organizational resilience and the development of international businesses. However, significant positive relationships were found between entrepreneurial orientation, supply chain resilience, absorptive capacity, and organizational innovation, particularly in their collective impact on the development of international businesses.The findings suggest that while entrepreneurial orientation and supply chain resilience are critical factors, their direct influence on absorptive capacity and organizational resilience is not significant in the context of international business development at Digikala. Nonetheless, the interplay of these factors highlights the importance of organizational innovation as a mediator in fostering international business growth.

In the era of rapid educational changes, organizational innovation in schools is recognized as a key factor in improving the quality of education. This research was conducted with the aim of investigating the effect of managers' transformational leadership style on organizational innovation in secondary schools and the mediating role of organizational learning culture and teachers' job commitment. In a cross-sectional study, 320 teachers and 80 principals from 80 secondary schools in Tabriz province were selected using stratified random sampling. Data were collected using standard questionnaires of Bass and Avolio transformational leadership, organizational innovation, organizational learning culture and job commitment. Data analysis using structural equation modeling showed that the transformational leadership style of managers has a positive and significant effect on organizational innovation in schools (β = 0.42, p < .001). Also, organizational learning culture (indirect effect: β = 0.18, 95% CI [0.12, 0.25]) and teachers' job commitment (indirect effect: β = 0.15, 95% CI [0.09, 0.22]) play a significant mediating role in this relationship. they do Multigroup analysis showed that these relationships are not significantly different in public and private schools. The findings emphasize the importance of developing transformational leadership skills in school principals, strengthening organizational learning culture, and increasing teachers' job commitment to promote innovation in schools. Practical suggestions are provided for educational policy makers, school administrators, and professional development programs.

One of the most important prerequisites for economic development and increasing income is export performance which is considered an important source for the overall development of countries' economies. The main purpose of this research was to investigate the factors affecting the non-oil export performance of manufacturing companies in Guilan province. In this regard, on the one hand, providing a model leads to an increase in domestic income, and on the other hand, it will create a favorable environment for the growth of private and small businesses. In developing countries, including Iran, that export oil has always been the axis of economic development and foreign exchange earnings. Therefore, today, the growth of non-oil exports and the increase of the country's share in world trade and international markets in order to reduce the heavy dependence of the economy on oil revenues is considered one of the important economic goals. From this point of view, this research has investigated the drivers of non-oil export development of manufacturing companies in Gilan province and intends to answer this important question; what are the most important drivers of non-oil export development of manufacturing companies in Gilan province?

The research method is mixed research. The statistical population in the qualitative section includes university professors in the field of international trade, executive managers and successful and expert managers in the field of non-oil exports, and in the quantitative section, managers of all companies that export non-oil products in Gilan province. Using the purposeful sampling method, 17 quality department experts and 311 senior managers who had effective responsibility in the manufacturing companies of Gilan province were randomly selected. To measure the validity, two criteria of convergent and divergent validity were used, and in order to check the reliability, two criteria of Cronbach's alpha coefficient and composite reliability were used. The research questionnaires included entrepreneurship, market orientation, organizational learning, organizational innovation, competitive advantage and export performance. In this research, in order to investigate research hypotheses and test direct and indirect paths, structural equation modeling was used using Amos software version 24.

The results showed entrepreneurial orientation (Beta coefficient: 0.288), market orientation (Beta coefficient: 0.181), organizational learning (Beta coefficient: 0.125), organizational innovation (Beta coefficient: 0.232) and competitive advantage (Beta coefficient: 0.234) have a significant effect on the export performance of Guilan companies. Also, entrepreneurial orientation (Beta coefficient: 0.262), market orientation (Beta coefficient: 0.146), organizational learning (Beta coefficient: 0.137) and organizational innovation (Beta coefficient: 0.36) have a significant effect on competitive advantage of Guilan companies. In the other dimension, entrepreneurial orientation (Beta coefficient: 0.387), market orientation (Beta coefficient: 0.275) and organizational learning (Beta coefficient: 0.203) have a significant effect on the organizational innovation of Guilan companies. Finally, entrepreneurial orientation (Beta coefficient: 0.171) and market orientation (Beta coefficient: 0.198) have a significant effect on the organizational learning of these companies.

The results show that entrepreneurial orientation, market orientation, organizational learning and organizational innovation have direct and indirect effects on export performance. Having an entrepreneurial orientation has enabled manufacturing companies to obtain valuable information from the market in the field of non-oil products as well as the market gap in this field, and the organization can better identify market opportunities. The result of such an attitude is organizational learning, higher innovation and successful export performance. Also, the adoption of a market-oriented approach will cause the manufacturing companies of Guilan province to adopt the best response to environmental changes, changes in customers' tastes, as well as unforeseen events, and this preparation and complete study of market trends will create the basis for better performance and gaining a competitive position. It is noteworthy that organizational learning, while acquiring extra-organizational and exploratory knowledge and analyzing this knowledge in order to solve the company's problems (exploitative learning), facilitates the opportunity to create a competitive advantage and, subsequently, continuous export performance. Also, innovation facilitates the creation of a competitive advantage and subsequent higher export performance by focusing on areas such as the development of innovative products in accordance with market needs, technological processes for the production of innovative products, designing new marketing strategies, as well as adapting to unexpected opportunities. Finally, competitive advantage, in turn, is directly related to the availability of resources and core competencies and cost leadership and distinctive strategic strategies. From this point of view, when manufacturing companies are successful in the field of differentiation strategies and cost leadership, on the one hand, they inject products and services that are special and different from their competitors to the target market, and on the other hand, by reducing the costs of producing products, they offer highly competitive prices that leads to a favorable export performance.

The purpose of this paper was to investigate the relationship between market orientation, organizational innovation and performance of small and medium enterprises. For this purpose, the research hypotheses were formulated with exploratory approach and comprehensive literature review, and indicators were identified for measuring each of these variables. Then, by establishing theoretical relations between the main research structures, the conceptual model of the research was designed and presented. The data needed to test the hypotheses were collected by a questionnaire and a sample of 170 individuals from the small and medium enterprises of the East Azerbaijan province. According to the findings, direct and significant relationship between market orientation and business performance and the positive and significant relationship between organizational innovation and performance were confirmed. Also, the impact of market orientation on performance has been confirmed through its impact on innovation. The values of the coefficient of paths in the final model showed that market orientation is explaining directly 23.3% of the variation of performance variable, and it is indirectly 21% through the mediator of organizational innovation. The simultaneous analysis of the factors studied on the performance by structural equation method, as well as the calculation and analysis of fit indices and quality criteria of measurement models and structural model with PLS software, confirms the conformance of conceptual model and empirical background to reality.

Green concept is a new concept in organization management. Green decision-making refers to decisions that are within environmental limits with an emphasis on protecting natural resources for improving the quality of life. The aim of the present research is to present a green management development model in the branches of Tejarat Bank of Iran. The statistical population of the research is 32 experts of branches of Tejarat Bank. Data collection was done through a Delphi questionnaire with standard components. Four main variables and 11 sub-variables of structural modeling were tested and the validity and reliability of the variables were confirmed. In this research, (SLR) technique was used to determine the relationships between variables and the comprehensiveness of the model using PLS software. The findings of the research have shown that the final model of this research has four dimensions and 11 components. The dimension of organizational innovation includes components of (equipment, training, support) and organizational commitment includes components of (affective commitment, normative commitment, continuous commitment), the dimension of organizational leadership (performance, decision-making, and management) and the dimension of organizational strategy include components of (leadership strategy and culture building). And at the end, it is suggested that the branch managers of Tejarat Bank, by applying leadership and timely decisions and managing employees, using innovative ideas and training, and up-to-date equipment, and setting a strategy in accordance with the goals of the organization and increasing the commitment of employees, can take an effective step towards the implementation of green management in Tejarat Bank branches throughout the country

To acquire innovations produced by universities and higher education institutions, organizations can use the strategy of boundary-spanning to meet their needs. The results of the previous research also indicate the effect of boundary spanning on organizational innovation. Based on this, it is possible to develop innovation in the industry by using boundary spanning. On the other hand, from 2015 to 2023, several researches have been conducted and published regarding the positive impact of boundary spanning on organizational innovation in different countries. By analyzing and summarizing the findings of previous studies by making sure of the relationship between the two considered variables and by making sure of the accuracy of the current findings, it is possible to provide solutions to improve the boundary spanning between industry and university as well as to improve the effect of boundary spanning on organizational innovation. Therefore, the primary question of the research is to what extent does the boundary spanning affect organizational innovation?

THEORETICAL FRAMEWORK:

As a description of boundary spanning in the field of organizational innovations, Tashman expanded the communication boundaries that are conceptual and linguistic differences in a laboratory environment, between the laboratory and other parts of the organization, and between different organizations. To increase the level of interaction and participation between industry and university and to take advantage of the innovations created in universities and higher education institutions, there is a need to develop the relationship between industry and university and acquire knowledge resources through the frontier strategy. In bridging and establishing inter-institutional communication and connecting separate groups, these people face boundaries and should cross these boundaries and obstacles and communicate with organizations outside the borders. Accordingly, boundary spanning helps the universities share scientific and technical information, and the industry acquire and understand academic innovations. Generally, boundary spanning is an effective strategy for developing the university-industry relationship to cultivate, share, and apply organizational innovations. Industries and companies are less willing to invest in research and development due to the high cost of complex laboratory equipment, the difficulty of access to international research and development centers, the risks associated with innovation, and the investment limitations. Hence, they are interested in getting the latest innovations in knowledge through higher education institutions. For industry-university collaboration to thrive, companies must learn to operate outside their organizational boundaries and develop their capabilities to interact and collaborate with partners with different characteristics.

In terms of its purpose, the current research is an applied study, and by its meta-analysis method, it is considered a quantitative study. In this research, the investigated community was the research studies published in English about the role of boundary spanning in organizational innovation from 2015 to 2023. In the first stage, 189 studies regarding the relationship between boundary-spanning and organizational innovation were selected from various databases. Then, 33 duplicate articles indexed in different databases were identified and removed. The number of 156 articles was identified for title and abstract review. By examining the titles and abstracts of all identified articles, 129 articles were excluded from the article review process due to lack of relevance to the research topic and lack of inclusion criteria. Therefore, 27 articles were selected for full review. By examining the remaining articles more closely and studying their results, 18 were picked for meta-analysis.

The findings showed that the average effect of boundary-spanning (random mixed effects) on organizational innovation equals 0.347. Considering that this effect size (0.347) is within the confidence range, it should be said that boundary spanning affects innovation. The obtained point estimate (0.347), based on Cohen's criterion, indicates an effect in the upper medium range. In general, boundary-spanning moderately affected organizational innovation.

CONCLUSIONS & SUGGESTIONS:

In general, innovation is a competitive advantage for organizations and industries, and innovative organizations can compete with other competitors and maintain the survival of their organization. Companies and organizations will be removed from the competition scene if they cannot achieve innovation to meet the new needs of society and the market. One of the ways to achieve innovation is the interaction of industry and university in the form of boundary-spanning activities. In this way, industries can obtain new academic knowledge innovations to develop new products and services to satisfy the market needs. Boundary-spanning operations can facilitate disseminating the innovation produced in universities for industry use. Therefore, it is suggested that to acquire and develop innovations produced in universities and scientific institutions, organizations and industries should turn to boundary-spanning and use boundary-spanning strategies in developing cooperation with universities.

Transformational leaders have a significant impact on the success or failure of organizations by resorting to organizational innovation and functional readiness. To understand this issue, the current research was conducted with the aim of determining the impact of transformational leadership on financial performance with the mediating role of organizational innovation and functional readiness.

The current research is an applied reserch in terms of usage and is an descriptive-survey research in terms of purpose. The statistical population of the research included 5 software companies in the cities of Karaj and Tehran. A standard questionnaire was used to collect data. Questionnaires were randomly distributed among 317 sample members. The reliability of the measurement tool was confirmed using Cronbach's alpha coefficient and its validity was confirmed through convergent validity. In this research, structural equation modeling and partial least squares method were used for data analysis, research hypothesis testing and model fitting.

Transformational leadership has an effect on functional readiness and organizational innovation. Organizational innovation has an impact on financial performance and functional readiness. Functional readiness also affects financial performance. Also, the mediating role of organizational innovation and functional readiness in the impact of transformational leadership on financial performance was confirmed.

Bosed on research findings, managers realize the importance of transformational leadership and use this style to create transformation and innovation in the organization. Also, organizations implementing a transformational leadership style and creating innovation and competitive advantage of organizations will lead to the development and growth of the organization and help to improve the company's financial performance

One of the prerequisites of organizational innovation as a superior advantage is the presence of leadership that is innovative and supporter of innovation. This research recognized and classified the defensive innovations of Martyr Mansour Sattari in the Air Force of I.R.I.

This applied research was conducted with a qualitative approach and thematic analysis strategy. The information sources of the research include texts and documents registered about Shahid Sattari, which have been purposefully selected and analyzed and analyzed with the help of the theme network tool.

His most important organizational innovations are grouped into four general categories: combat and operational innovations (such as innovative planning of combat operations, networking of air defense systems, air defense agility, air asymmetric warfare planning), infrastructural innovations (such as the establishment of Air University, SAHA and Ouj Nahaja Complex , redesigning the structure of Nahaja), scientific and technological innovations (such as designing and manufacturing war planes, promoting self-sufficiency of Nahaja, and network using industries) and developing innovative human capital (such as promoting a culture of self-sufficiency, management of talents and elites, knowledge and experience management plans).

Shahid Sattari's innovative leadership as the main driver of promoting organizational innovation in IRI Air Force has laid the groundwork for creative and synergistic use of air capabilities during his commanding period and after that in this defensive organization. Knowing these innovations can provide valuable knowledge to promote organizational innovation and provide its facilitating prerequisites.

In the leading organizations and multinational companies, attending to the new approaches of strategic organizational planning is the main concerns regarding the development of human resources. Therefore, the main goal of this study was to identify the strategic planning model based on organizational innovation for the development of human resources. The approach adopted was qualitative and its method was research synthesis. The research corpus included all articles (124 articles) accessible from 2012 to 2023 that were published in specialized and scientific databases about strategic planning based on organizational innovation. The final sample of the research was 31 articles, which have been selected based on thematic monitoring, theoretical saturation of data, and in a purposive way. The research data was collected from the qualitative analysis of the documents under study. By analyzing the data, the components and indicators of the strategic planning model based on organizational innovation were organized in 6 dimensions, 18 axes and 60 categories. The selected axes in this field included six selected components of managerial components, functional components in the organization, strategic evaluation, ethical-cultural components, structural components and identification of organizational challenges and resources. Therefore, considering the results for strategic planning, it is important to pay attention to internal and external indicators.

Transformational and original leadership can transform organizational innovation and play a ‎fundamental role in the maximum use of organizational capabilities, and by identifying human ‎resources and using them in a management process and correct leadership based on knowledge ‎sharing; they can adapt Increase the organization with the environment. In this article, the effect of ‎original and transformative leadership on organizational innovation has been investigated ‎considering the moderating role of knowledge sharing in Iranian insurance branches in Tehran. This ‎research is applied in terms of purpose and descriptive-survey in terms of execution method. The ‎statistical population is all the employees of Iran Insurance Company in Tehran, from among whom ‎a sample size of 300 people was selected by cluster sampling method. The results of investigating ‎research hypotheses through structural equations and path analysis showed that transformational ‎leadership and authentic leadership as well as knowledge sharing have an effect on organizational ‎innovation, but knowledge sharing as a moderating role cannot influence the relationship between ‎transformational and authentic leadership styles. And organizational innovation has an effect.‎

 The purpose of this study was to determine the relationship between knowledge management and organizational innovation in sports and youth administration. The method of the present study is descriptive and was implemented with a correlation design. The statistical population of the present study consisted of managers and employees of the Sports and Youth Department of the cities of Zanjan province, and 56 people were selected and studied through targeted and accessible sampling. Using the standard questionnaire of Hwang's organizational innovation, three dimensions of organizational innovation, i.e. production innovation, administrative innovation and process innovation, and with the standard questionnaire of Salis knowledge management, five dimensions of knowledge management, namely knowledge creation, knowledge acquisition, knowledge storage, knowledge sharing and knowledge application. It was evaluated and recorded. Data analysis was done using descriptive statistics and statistical methods of Pearson's correlation coefficient and linear regression in SPSS version 25 and at a significance level of 0.05. The results of the research indicate the existence of a meaningful relationship between knowledge management and organizational innovation, and knowledge management predicts the dimensions of organizational innovation in sports and youth administration. According to the research findings, it is suggested to pay attention to the knowledge management component in order to achieve organizational innovation in sports and youth departments.

The agility of defense project-oriented organizations in carrying out innovative research projects is necessary in order to increase the level of defense deterrence against the threats caused by various military products in the world. Therefore, the current research was developed with the aim of investigating the effect of using knowledge management on organizational agility with the role of mediating innovation in defense project oriented organizations. This research is of applied type and its method is descriptive correlation type which was done by survey method. The statistical population of the study was made up of 73 defense research units, and an effort was made to collect and analyze data from the entire statistical population. Lawson, Jimenez, and Wang and Sharifi questionnaires were used to measure the variables of knowledge management, organizational innovation, and organizational agility, respectively. In order to check the validity of the research questionnaires, the opinion of 5 experts was obtained and after making the necessary corrections, its formal and content validity was confirmed by them. Also, Cronbach's alpha coefficient calculated as 0.894 confirmed the reliability of the research questionnaires. Structural equation modeling technique and Smart-pls software have been used to confirm the research conceptual model and research hypotheses. The findings of this research showed that the application of knowledge management has a positive and significant effect on the agility of defense project-oriented organizations with a coefficient of 0.498 and also through organizational innovation with an indirect effect and with a coefficient of 0.363, it can improve organizational agility. Therefore, defense project-oriented organizations should focus more on the effective implementation of knowledge management, so that by strengthening innovation and improving the level of organizational agility, they can respond to the rapid changes in the defense environment and create a suitable level of defense deterrence.

Today, the identification of factors influencing organizational innovation is one of the most important priorities of firms so as to creating and sustaining the long-term value of shareholders. Accordingly, the purpose of this study is to investigate the effect of knowledge management on organizational innovation taking into consideration the mediating role of strategic human resource management in Mashhad Municipality. This study is an applied research in terms of purpose and a correlation based on Structural Equation Modeling (SEM) in terms of method. Data collection tool was questionnaire, which its validity and reliability were confirmed using content validity and construct validity methods, and Cronbach's alpha coefficient and composite reliability, respectively. The statistical population of the research consists of managers of Mashhad Municipality that simple random sampling method was used to select samples among them. Data analysis was performed using Structural Equation Modeling (SEM) technique utilizing SmartPLS software. The results of the research indicated that knowledge management has positive and significant effect on organizational innovation, knowledge management has positive and significant effect on strategic human resource management, and strategic human resource management has positive and significant effect on organizational innovation. In addition, the mediating role of strategic human resource management in the relationship between knowledge management and organizational innovation was confirmed. The research findings can help managers of Mashhad Municipality to enhance organizational innovation through implementing knowledge management and strategic human resource management.