یادگیری سازمانی

 In modern organizations, where survival and growth depend heavily on agility and the ability to respond to rapid changes in the external environment, facilitating an efficient learning process and integrating it into the daily operations of employees has emerged as one of the primary challenges for leaders. Traditional formal training processes, which once formed the backbone of organizational learning, have proven to be inadequate in addressing the dynamic and fast-paced nature of contemporary business environments. As such, there has been a growing emphasis on fostering informal learning environments where social interactions among employees play a pivotal role in facilitating knowledge sharing and skill development. This shift has underscored the need for more innovative and flexible approaches to organizational learning. This research aims to explore the structure of the organizational learning network and identify the factors that influence its formation, specifically within the context of the Khorasan Regional Electric Company. The study seeks to provide a comprehensive understanding of how the company’s organizational learning network operates, who the key players are, and what factors contribute to the creation and evolution of this network.

 To achieve this, the research adopts a quantitative approach, utilizing social network analysis (SNA) as the primary methodological tool. Social network analysis is an effective way to map and examine the relationships and interactions within a group or organization, allowing for a detailed understanding of how knowledge flows and how learning occurs within a network of individuals. The structure of the organizational learning network was analyzed using descriptive social network analysis indicators. These indicators provided valuable insights into the overall connectivity within the network and helped in identifying the positions of different individuals within the system. The research focused on a sample of 327 employees from the Khorasan Regional Electric Company, including both experts and managers, as the study’s population. To collect data on the relational aspects of the organizational learning network, a specialized social network analysis questionnaire was developed. The data collected through this questionnaire provided a rich source of information for understanding the nature and scope of the organizational learning network. For data analysis, VOSviewer software was employed, which enabled the visualization of the network structure and the identification of key nodes and relationships. In addition, a broad range of statistical indicators specific to social network analysis were used to assess the strength, density, and cohesion of the learning network

 The results of the analysis revealed several key findings regarding the organizational learning network of the Khorasan Regional Electric Company. Firstly, the overall structure of the learning network was found to be fragmented, with a notable lack of cohesion. This suggests that the network is not well-integrated and that many employees are operating in relative isolation, without strong ties to other members of the organization. A significant proportion of the actors within the network were positioned on the periphery, meaning they are not actively contributing to the knowledge exchange but instead are primarily consumers of the knowledge that is shared within the organization. This could indicate that many employees are not fully engaged in collaborative learning processes or that there are barriers preventing them from actively participating in knowledge-sharing activities. Secondly, the analysis of the factors influencing the formation of the organizational learning network revealed several important variables. It was found that similarities in terms of assistantship, gender, education, and work experience played a significant role in determining the structure of the learning network. These factors appear to influence the likelihood of individuals forming connections and engaging in knowledge-sharing activities with one another. For instance, employees with similar educational backgrounds or professional experiences may be more inclined to collaborate and share knowledge, thereby reinforcing the cohesion of the network. Gender and assistantship (or hierarchical status) also seemed to affect the formation of connections within the network, suggesting that social and organizational dynamics are important factors in shaping the learning environment. However, one of the more surprising findings of the study was that organizational training, particularly the traditional and formal methods that have been commonly used, did not have a significant impact on the formation of the organizational learning network. This suggests that formal training programs may not be the most effective way to foster a learning-oriented culture within the organization. Instead, it highlights the importance of informal learning mechanisms, such as social interactions and collaborative work, in shaping the organizational learning network.

Research limitations/implications:

 Sample Size and Generalizability: The study was conducted within a single organization (the Regional Electric Company of Khorasan) with a sample of 327 employees. This may limit the generalizability of the findings to other organizations or industries with different structures, cultures, or sizes.

Methodological Constraints: 

While the study used social network analysis (SNA) and software like VOSviewer to analyze relational data, this method might not capture all the nuances of informal learning processes or the complexity of human interactions. Other qualitative approaches, such as interviews or case studies, could complement the findings and provide deeper insights into individual behaviors and motivations.

Cross-sectional Nature:

 The research was cross-sectional, meaning it captures a snapshot of the network at a single point in time. Longitudinal studies would help in understanding how the network evolves over time and how learning dynamics change with organizational development.

Exclusion of Informal Learning: 

Although the study focuses on formal structures, informal learning interactions, which are often crucial in organizational knowledge exchange, were not explored in detail. Future research could look at how informal, non-structured interactions contribute to the overall learning network.

Limited Factors Analyzed: 

The study identified certain variables like gender, education, and work experience as significant factors influencing the learning network. However, there may be other factors (e.g., leadership style, organizational culture, and external influences) that were not included but could play a role in shaping the learning environment.

Implications for Practice:

 Despite the limitations, the findings suggest that organizations need to focus on fostering interdepartmental communication, knowledge-sharing cultures, and communities of practice to enhance organizational learning. These steps could address the fragmentation observed in the learning network and promote more effective knowledge dissemination.

Impact of Training Programs: 

The lack of significant impact from traditional training programs suggests a need for more innovative, informal, and social-based learning interventions. Organizations might consider shifting from formal training to more collaborative, peer-driven learning initiatives that align better with the networked structure of modern work environments.

Practical implications:

 Based on the findings, the study recommends several strategies for enhancing the organizational learning network and improving knowledge-sharing practices within the Khorasan Regional Electric Company. One key recommendation is that organizational leaders should focus on strengthening interdepartmental communications. By encouraging collaboration between different departments and fostering cross-functional relationships, the organization can create a more cohesive and integrated learning network. Additionally, promoting a culture of knowledge sharing is essential for ensuring that employees feel comfortable sharing their expertise and learning from one another.The creation and development of professional working communities, such as committees and specialized working groups, is another critical step in enhancing the organizational learning network. These communities can serve as platforms for knowledge exchange, allowing employees with similar interests or expertise to collaborate on projects and share best practices. Furthermore, it is important to establish connections between learning facilitators and other actors within the organization. Learning facilitators, who play a central role in guiding and supporting the learning process, should be positioned as key connectors within the network to help bridge gaps and promote collaboration among employees. Ultimately, fostering a more dynamic and interconnected organizational learning network requires a shift away from traditional, formal training methods and towards more flexible and interactive learning processes. By prioritizing social interactions, encouraging knowledge sharing, and creating supportive learning environments, organizations can enhance their capacity for continuous learning and adaptation, which is essential for thriving in an increasingly complex and competitive business landscape. In conclusion, the findings of this research underline the importance of adopting innovative approaches to organizational learning that go beyond formal training. By focusing on the social fabric of the organization and supporting collaborative learning, organizations can build more resilient and agile teams capable of navigating the challenges of the modern business environment. The results suggest that the key to fostering a more effective organizational learning network lies in promoting social interactions, knowledge exchange, and professional collaboration, which can ultimately lead to improved performance and growth.

Originality/value: 

This research is highly original as it analyzes the organizational learning network within a specific company (Khorasan Regional Electric Company) and addresses the challenges and opportunities of learning in modern work environments, which are influenced by rapid changes and the need for agility. By utilizing Social Network Analysis (SNA) and specialized software like VOSviewer, the study provides a deep understanding of the structure and dynamics of organizational learning and identifies the factors influencing the formation of this network. The value of this study lies in its demonstration of the importance of informal learning through social interactions among employees, highlighting that formal training alone cannot create a dynamic and integrated learning environment. The findings suggest that organizational leaders should focus on strengthening interdepartmental communications, fostering a culture of knowledge sharing, and creating professional working communities to enhance organizational learning and team adaptability. These insights provide practical recommendations for organizations looking to enhance their learning capabilities and adaptability, making the study highly valuable for organizations aiming to improve their learning processes.

Smart information technologies are an important strategic asset for organizations that can be used to improve organizational performance and strategic competition. However, the adoption and dissemination of smart information technologies are complex processes that are influenced by several factors. The purpose of this research is to provide a model to investigate the role of information technology importer strategy on the communication chain of intelligent information technology and organizational learning.

The method of this research is applied in terms of purpose and survey in terms of data collection. The tool of data collection in this research was a questionnaire. For this purpose, 450 questionnaires were distributed among the employees of Zob Ahan Isfahan Company, of which 420 were returned. Structural equation modeling approach based on partial least squares has been used for data analysis.

The findings showed that the strategy of introducing information technology directly leads to the strengthening of organizational learning and enables organizations to adapt to environmental changes and emerging technologies. However, the moderating role of media literacy in this process was not significant, which may be due to other factors such as the high level of media literacy of users or the greater influence of organizational and cultural variables.

The results show that the adoption of intelligent information technology as a key factor in improving organizational performance is influenced by variables such as perceived usefulness and perceived ease of use. User acceptance as a fundamental variable plays an important role in the success of IT strategies.

This study aimed to investigate the mediating role of organizational learning in the relationship between knowledge sharing and teachers' job motivation. The research employed a descriptive-correlational design using structural equation modeling (SEM). The population consisted of all secondary school teachers in Tabriz. A sample of 330 teachers was selected through multi-stage cluster sampling based on Morgan's table. Data were collected using standardized questionnaires, including Neefe's (2001) Organizational Learning, Van den Hooff and Van Weenen's (2004) Knowledge Sharing, and Lodahl and Kejner's (2004) Job Motivation scales. Data analysis was conducted using Pearson's correlation coefficient, one-sample T-tests, and SEM through SPSS 26 and AMOS software. The correlation matrix indicated a direct and significant relationship between knowledge sharing, organizational learning, and teachers' job motivation. Confirmatory factor analysis demonstrated an acceptable fit for the measurement models. Standardized path coefficients revealed significant direct effects of organizational learning on job motivation (β = 0.37), knowledge sharing on organizational learning (β = 0.59), and knowledge sharing on job motivation (β = 0.16). Furthermore, knowledge sharing, mediated by organizational learning, positively influenced teachers' job motivation. The findings highlight the critical role of knowledge sharing in enhancing teachers' motivation and underscore the importance of fostering a culture of organizational learning within schools. It is recommended to implement initiatives that encourage knowledge sharing and emphasize professional development to improve both organizational learning and teachers' motivation.

In today's changing and dynamic world, organizations need to use their internal and external resources and capacities for survival and sustainable growth. One of the most important internal resources that has a significant impact on the performance and effectiveness of organizations is social capital. On the other hand, organizational learning as a continuous and dynamic process in which organizations take advantage of their past experiences and others to improve their performance, helps organizations to adapt to challenges and environmental changes. Therefore, the aim is to present a synergistic model of social capital and organizational learning in National Iranian Oil Company. The current research was conducted with a qualitative approach and in terms of purpose, it is among applied researches and using thematic analysis method. The experts included professors and senior managers, as well as the interviewees included 15 people who were selected by purposeful sampling until reaching the theoretical saturation level. Data were collected using semi-structured interviews. To ensure validity and reliability, the findings were approved by the interviewees. In order to analyze the data, Brown and Clark's method was used with Max Quda qualitative data analysis software. The findings of the interview analysis included 1 overarching theme, 5 organized themes, 10 basic themes and 73 primary codes were identified. The results of this the research can help managers and policy makers of National Iranian Oil Company to improve the performance of the organization and create a learning environment.

Today, in the dynamic environment of global competition, despite rapid global changes, in order to survive and achieve competitive success, organizations are increasingly committed to performing knowledge-based activities. predict the changes in the future and be able to direct these changes in the direction of creating the desired performance to build a better future.

In terms of practical purpose, in terms of nature and method, the present research is a descriptive-survey type of research and a correlational type of research. The statistical population of this research is the managers of the second level of police headquarters of West Azarbaijan province, and in order to measure the quality of the conceptual model of research and testing research hypotheses, questionnaires; transformational leadership with 20 questions, (multifactorial leadership (M LQ)), knowledge management with 19 questions, organizational learning with 16 questions, job satisfaction consisting of 13 questions, organizational performance and knowledge creation process including 8 distribution questions It was found that the validity (Krobach's alpha coefficient) was 0.93 and the reliability was 0.94 of the statistics questionnaire and the research questionnaires were distributed. In order to measure the quality of the conceptual model of the research and test the research hypotheses, structural equation modeling and the partial least squares approach were used using Smart PLS software in version 3.

Transformational leadership has a positive effect on organizational performance, knowledge management, knowledge creation process, organizational learning, job satisfaction, and organizational performance, and the knowledge creation process has a positive and significant effect on organizational performance, organizational learning on organizational performance, and job satisfaction on organizational performance. And finally, the mediating role of knowledge management, knowledge creation process, organizational learning and job satisfaction is confirmed at the 99% confidence level and they mediate the relationship between transformational leadership and organizational performance..

Considering the positive impact of transformational leadership on organizational learning, it has increased the level of organizational learning and directly and indirectly on organizational performance through knowledge creation and finally, knowledge management mediates the relationship between transformational leadership and organizational performance, comparing the characteristics of transactional leadership and transformational leadership, and it can be determined that transformational leadership has a greater impact on organizational performance than transactional leadership. Lays.

The research’s aim is to investigate the effects of the success of strategic alliances on the strategic learning ability of member companies in the Iranian Electricity Industry Syndicate in 1402, emphasizing the important role of strategic foresight. In the school of learning strategy, strategy is an activity that is learned by the members of the organization and also emerges from the heart of learning processes, and on this basis, it has attracted the attention of many organizations and companies. In other words, organizations with a learning attitude to strategy design can improve their speed of action and effectiveness to face environmental changes and the future of the organization.

The research’s problems achieved by finding answers to the three main questions about the influence of strategic alliance on strategic learning and strategic foresight finally about the nature of strategic alliance. The research is descriptive correlational research based on the structural equation modeling method in terms of the practical purpose and the method of data collection, which has been carried out cross-sectionally. The data of this research was collected through a questionnaire survey method. This sample was produced by searching in the organizational database of the Iranian Electricity Syndicate in the spring of 1402. which included 609 companies and according to the survey of senior managers, a statistical population of 609 people was produced, which was used by simple random sampling method. In recent studies, Cohen's formula is used to determine the sample size based on the effect size and power of the test. Another advantage of this method is that the number of main variables and questionnaire questions is also involved in the calculation of the sample size. Based on Cohen's formula, the sample size was considered equal to 106. The questionnaire included 55 items. Strategic foresight consists of three sub-components – environmental scanning, strategic choice, and integration capabilities – and was measured using a total of 31 items developed by Polianite and Passa (2014) [51]. To measure the strategic success of the alliance, we used five items taken from the evaluation criteria established by Robertson and Gatignon (1998). These measures can be used to determine the success of strategic alliances in innovation and new product development and to identify whether a company's profit and sales have been positively affected by strategic alliances or not [56]. Also, to measure strategic learning, a four-item scale proposed by Charlotte Siren (2012) and using 19 items is used [72]. To achieve content and face validity, the questionnaire was reviewed by experts, and according to their opinions and making necessary corrections in the parameters, the validity of the questionnaire was confirmed and then the questionnaires were distributed. To measure reliability, Cronbach's alpha and composite reliability were calculated. This study uses SmartPLS4 to verify the research framework and hypotheses.

The results of the research data analysis showed that strategic alliance on strategic learning and strategic foresight; Also, strategic foresight has a positive and significant effect on strategic learning. Finally, strategic foresight mediates the relationship between strategic alliance and strategic learning. This research empirically proves the positive effect of strategic alliances on foresight as well as on strategic learning. As a result, this issue is useful for company managers to start tending to strategies based on cooperation and forming strategic alliances. This research showed that the more investment in strategic alliances, the better the future-oriented competencies. Furthermore, the better the foresight performance, the greater the strategic learning. In a business environment characterized by continuous and often disruptive change [81], companies face increasing pressure to identify future opportunities that enable them to create new products, services, and markets and maintain their ability to compete in the future. Therefore, a growing number of companies see foresight as an important tool to prepare for the future [67]. However, conducting foresight with an exclusive focus on internal knowledge and capabilities may prevent companies from finding new and important ideas [27]. Corporate foresight research thus far integrates networks as a means of capturing external data, often at the unit level [61]. The ability to extract knowledge and skills through alliances may become critical to survival [34].

Learning is becoming a central tool for future competition in strategic relationships [52]. Foresight activity promotes collective forms of learning that rely heavily on the cognitive virtues of a foresight attitude [18]. Strategic learning refers to learning that affects the identification and implementation of information and strategic initiatives to provide future capacity for organizational growth and survival [2]. Company managers must plan for the future to stay ahead of threats and be aware of growth opportunities. Our proposal is a systemic approach to close relationships with customers and suppliers the creation of diverse networks in the business environment and the development of strategic foresight capabilities: environmental scanning, strategic choice and, integration capabilities to create a learning organization, especially in the field of dynamizing the process of redesigning, implementing and controlling strategy to achieve strategic agility. To achieve this goal, researchers must be in close contact with the marketing team, who often understand the expectations of customers and suppliers. Managers must also learn to consider both short-term and long-term costs simultaneously. By considering the cost of missing out on new product opportunities or early warnings of future threats, managers can understand the importance of foresight. As a manager, they must also learn to evaluate costs but also consider returns. As a result, it is better to consider the additional cost and risks caused by resource sharing and the creation of foresight systems as strategic investments, which enable the achievement of dynamic competitive advantages by changing the strategic direction of the organization and providing information and resources for these changes.

Learning from failures and errors is a sustainable source of knowledge for organizations, leading to an increase in employees' absorptive capacity. High ability and motivation, which are crucial factors in employees' absorptive capacity, facilitate knowledge transfer within the organization and improve organizational innovation. The main objective of this research is to examine the impact of learning from errors and organizational failures on the innovative performance of the organization, as well as to investigate the mediating role of knowledge absorptive capacity.

This study is applied in terms of its objective and descriptive-correlational in terms of data collection. The statistical population of the research includes the employees of cooperative companies in the city of Ahvaz, from which 348 individuals were selected as a non-probability accessible sample and examined. To collect the research data, standard questionnaires by Wang and Ellinger [1], Minbaeva et al. [2], Raibowick et al. [3], and Van Dyck et al. [4] were used. The validity and reliability of these questionnaires were confirmed using content validity and Cronbach's alpha (above 0.7).

The results of the structural equation modeling test using SmartPLS-3 software indicated that although learning from organizational errors has a direct and significant impact on innovative performance, it also leads to a greater increase in innovative performance through employees' absorptive capacity. In other words, employees' absorptive capacity plays a facilitating and mediating role in the relationship between learning from organizational errors and innovative performance in the organization. Additionally, the results confirmed the positive and significant impact of learning from organizational errors on absorptive capacity, and absorptive capacity on innovative performance.

Originality/Value: 

The positive impact of learning from errors on innovative performance, both directly and through absorptive capacity, showed that the company can further enhance its performance by improving absorptive capacity and gaining experience from the errors that occur within the company.

In the current research, the main purpose of this research is to determine the mediating role of knowledge management in the relationship between transformational leadership and performance with 13 hypotheses.

In terms of practical purpose, in terms of nature and method, the present research is a descriptive-survey type of research and a correlational research type, and the statistical population of this research is the managers of the second level of the police headquarters of West Azarbaijan province, and in order to measure the quality of the conceptual model of the research. and the test of research hypotheses, questionnaires; transformational leadership with 20 questions, (multifactorial leadership (M LQ)), knowledge management with 19 questions, organizational learning with 16 questions, job satisfaction consisting of 13 questions, organizational performance and knowledge creation process including 8 The question was distributed.

All 13 research hypotheses based on Smart PLS modeling of structural equations and the partial least squares approach of the software, have been confirmed that the validity of the variables with convergent validity (Fresnel and Larker test) and divergent validity (with cross-sectional load and Fornel tests) - Larker) and the reliability of the variables (with factor loading coefficients, Cronbach's alpha coefficient and combined reliability) were also checked and confirmed.

transformational leadership on organizational organizational performance, transformational leadership on knowledge management, transformational leadership on knowledge creation process, transformational leadership on organizational learning, transformational leadership on job satisfaction, knowledge management on organizational performance, knowledge creation process on organizational performance , organizational learning has a positive and significant effect on organizational performance and job satisfaction on organizational performance, and finally, the mediating role of knowledge management, knowledge creation process, organizational learning and job satisfaction is confirmed at the 99% confidence level, and the relationship between transformational leadership and They mediate organizational performance.

Emotions are the main driver of all human behavior and play a very important role in shaping people's thoughts, behaviors and relationships in life and work environment. Everyone's responses and reactions to various internal and external stimuli, mainly showing emotions, are completely different and complex. Recognition of emotions in organizational behavior is of particular importance. The purpose of this research is to investigate the effect of organizational empathy on the control of employees' emotions with regard to the mediating role of organizational learning in Ahvaz Islamic Azad University and Suleiman Mosque.The method of this research is descriptive and correlational, the statistical population of the research included all the employees of the Islamic Azad University of Ahvaz and Suleiman Mosque, who were selected as a statistical sample by stratified random sampling. The main tool of this research was a questionnaire. In order to analyze the data, Pearson's correlation coefficient and regression analysis were used using SPSS and Amos statistical software.The findings showed that organizational empathy has a significant effect on the control of employees' emotions, considering the mediating role of organizational learning in Ahvaz Islamic Azad University and Suleiman Mosque. Also, organizational empathy has a significant impact on emotional control and organizational learning.The obtained results show that the creation of organizational empathy among university staff and faculty will have an impact on the process of controlling employees' emotions in different perspectives.

The present research was conducted with the aim of designing an organizational learning model among academic staff members of Lorestan University.

The research method was quantitative and qualitative or mixed. The statistical population in the qualitative stage included 14 experts in the field of educational sciences and educational management, and in the quantitative stage, all the professors of Lorestan University in the number of 834 people (5669 men and 268 women). To determine the sample size, the statistical population of experts and experts using the method of targeted sampling and using the theoretical saturation method and the statistical population of professors of Lorestan University using the Karjesi-Morgan table number of 263 people (179 men and 84 women) as a statistical sample and They were selected by stratified random sampling. Three methods of library studies, interview and Delphi technique were used to design the data collection tool. In the quantitative part, a questionnaire tool was used to fit the model among the determined statistical sample. Kendall's agreement coefficient was used in each stage of the Delphi technique, and in the third stage of the Delphi technique, this coefficient was obtained equal to (0.749), indicated an acceptable agreement among the respondents.

The findings showed that six components of management elements, personality elements, organizational elements, knowledge elements, structural elements, research elements and 56 codes were obtained for model design and data collection tools.

higher education institutions as an organization is one of the most valuable organizations that a country needs for development and success, and organizational learning using the elements introduced in this research can improve the role of faculty in emphasize the development and prosperity of the university.

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.

The purpose of this study was to investigate the relationship between organizational structure and organizational learning with the mediating role of organizational intelligence in employees of the Ports and Maritime organization.

The research applied in terms of purpose and method was descriptive, correlational one. The statistical population of this study included 426 Staff of Amirabad Ports and Maritime organization. The statistical sample was 202 participants that determined by the using Krejcy and Morgan table, and selected by stratified random sampling according to gender. Data were gathered by using three Questionnaires of Robbins' organizational structure (1996),Peter Sange's organizational Learning (2001) and Albrecht's organizational intelligence (2003) is used Questionnaires. Their reliability was calculated to 0.86, 0.83 and 0.89 respectively by the use of Cronbach Alpha. The collected data was used for analyzed by Structural equation modeling using the Amos.

Descriptive statistics, inferential statistics and structural equation modeling methods were used to examine and analyze the data. The results showed that there is a relationship between organizational structure and organizational learning with the mediating role of employees' organizational intelligence.

organizational intelligence plays a mediating role between organizational structure and organizational learning of employees.

The purpose of this research is to provide a model to break the defensive silence of creative employees in government organizations. In terms of purpose, the present research is applicable, and a mixed exploratory research of qualitative-quantitative type. The statistical population in the qualitative part of the research includes 20 experts (university professors and researchers familiar with the research topic) and managers and deputies of government organizations, and the statistical population in the quantitative part includes 345 people of managers and deputies and experts of government organizations in Ilam province. The sampling method in the qualitative part is a purposeful judgment, and in the quantitative part it is a cluster sampling method. The collection tool in the qualitative part is open interviews with experts; and in the quantitative part, a researcher-made questionnaire. For data analysis, theme analysis and fuzzy Delphi technique were used in the qualitative part, and structural equations were used in the quantitative part. A total of 94 sub-themes and 20 main themes were identified. The 20 main themes that have been identified as influencing factors on breaking the defensive silence of creative employees in government organizations are: facilitating policies, motivational factors, job security, collaborative management, governance of meritocracy, leadership style, improvement of individual skills, organizational learning, strengthening professional ethics, quality of relationships, health of relationships, mutual trust, spirituality in the workplace, creative and critical atmosphere, cooperation culture, consulting and positive organizational psychology, reducing psychological pressures, creating attitudinal changes, changing organizational strategies, and strengthening strategic thinking.

The purpose of this research is to investigate the effect of creative performance on organizational learning with the role of knowledge management moderator, the statistical population of this research is all employees of the University of Tehran, the sample size was obtained using the Cochran formula equal to 122 people, and the questionnaire of creative performance, learning organization and knowledge management were randomly distributed among the sample size, the reliability of the questionnaire was confirmed by Cronbach's alpha coefficient and the validity was confirmed by the opinion of the professors, the results of the research showed that the creative teacher had an effect on the learning of the organization with a correlation coefficient of 0.90, as well as the effect Its three sub-components, i.e. production, promotion and realization of ideas on organizational learning are positive and meaningful. The effect coefficient of the three components of idea generation, idea promotion and idea realization was equal to 0.79, 0.84 and 0.87. Also, the variable of knowledge management has a significant effect on organizational learning with a correlation coefficient of 0.89. According to the results obtained from the structural equations, creative performance with the moderating role of knowledge management has an effect on organizational learning, which is 0.90. .

Today, organizations need to develop "dynamic capabilities" to survive and succeed in a dynamic and changing environment. Dynamic capabilities enable the organization's ability to continuously renew resources and processes and adapt to environmental changes. Organizations are often interested in developing dynamic capabilities to respond to environmental changes. The main purpose of this paper is to explain the effects of dynamic capabilities (called DC), strategic foresight (called SF), and organizational learning (called OL) through a systematic review and bibliometric analysis that has been investigated. The analysis of "the possibility of integrating strategic foresight and organizational learning in the framework of dynamic capabilities" and deep and academic attention on "dynamic capabilities" is in this way. To strengthen their competitive power, organizations must address these changes by adjusting existing capabilities or acquiring new ones. Meanwhile, "strategic foresight" provides valuable information and insights about future developments or changes in the organization's business environment. After that, "organizational learning" integrates the information gained into the strategic planning process. Since organizations cannot use new information to make new decisions without learning, it seems very important and vital to include the concepts of "strategic foresight" and "organizational learning" in the framework of "dynamic capabilities". This report presents a new approach to linking these concepts and operationalizing the "dynamic capabilities" framework. One of the operational applications of dynamic capabilities is to improve performance and maintain the organization's stability.

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 summary:

In the present century ,recovering function, an activity in organizations requires wealthy staffs. The existence of succession planning programs ,will ensure the existence of human capitals.. Effective learning has an important role of succession planning.In this research, as a matter of learning is about giving a study model based on organizational learning (Educational organization of Qazvin province).

this study is a practical study, performed in a mixed method (quality &quantity). It was used partly built to collect data ,based on the semi -structured interview. Interviews with ten experts,based on non-accidental target-baed untill,it reached to theoretical saturation and analyzing data performed in three stages,extracting basic concepts,organizers and learner.

The research model includs four aspects , Cultural (making correct learning,the cultural of sharing knowledge between colleagues, trust and,confidence atmosphere,learning and teaching culture and empathy atmosphere in organization) Education( system preparation for teaching,presenting training employee and individual growing,setting up research area in organizations ,efficiency and effectiveness teaching ,investing for staff professional development,learning efficient tools and having active teaching groups) Management(feeling permanent management,evaluation performing effective and efficient system,deconcentration,codifying view and strategic planning,sufficiency,succession management in organization,learning management in organization and dominating systematic ideain organization) Innovative(readiness for accepting changes,redesigning processes and procedures,accepting new ideas in organization ,monitoring environmental changes and smarten up teaching and learning).

learning in educational organization needs comprehensive planning all aspects of research model.

The aim of this study is to design a model for effective crisis management in organizations through organizational learning among selected organizations in the Isfahan chamber of crisis management. This study is applied –regarding its purpose, correlative –descriptive – regarding its type, cross- sectional survey- regarding its time of data gathering and it pursues mixed methods (qualitative- quantitative)- regarding the nature of data and research approach. The study’s statistical population in qualitative part includes some organizations in Isfahan chamber of crisis management which were selected by purposive sampling. The statistical population consists of 153 expert people in crisis management were located in the Isfahan chamber of crisis management, who were selected based on snowball technique. In the qualitative part, the interviews were analyzed by thematic method. In the quantitative part, a researcher- made questionnaire was compiled by the results of the qualitative part and this questionnaire was used to collect respondent’s opinions. The content validity was confirmed by subject matter experts' opinions. The questionnaire’s reliability was assessed by Cronbach’s alpha coefficient. Total Cronbach’s alpha coefficient was 0.961. Cronbach's alpha coefficient for the variables of the crisis phase and post-crisis phases was 0.700 and 0.856, respectively. To analyze the data from the quantitative part, the exploratory factor analysis approach using the principal component analysis (PCA) method has been used.

Increasing competition in the current era and facing diverse and changing needs and demands of customers and the possibility of change and innovation in the products offered by companies in the service sector, which is due to the flexible nature of these products, make innovation and providing new services very important. It has made it important and necessary. New services can be considered as the core of competitive advantages of companies. Adapting to a turbulent environment requires a constant stream of new product development and delivery. Services are an indispensable part of every economy, and all successful economies, including industrial and commercial economies, owe a high share of their national gross product to the service sector. The increasing growth of this field and the consequent development of competition between companies are among the factors that highlight the importance of developing new services. The truth is that without paying attention to improving services and providing new services, organizations can never experience a sustainable and favorable growth for a long time. Due to many changes (such as the development of markets, globalization, changes in the rules of competition in industries and technological advances) that have affected the service industry, companies have both the opportunity and the need to use their skills and resources in a creative way to use there are potential and unprecedented advantages of this field. The development of new services is a set of activities that lead to partial or total changes and modifications in providing services to different parts of the market. Due to rapid changes in the state of technology and customer preferences, organizations cannot always rely on their existing services. Based on this, in the current research, the impact of competitive strategies, organizational learning and business on the development of new services has been investigated.

The research is an applied one in terms of its purpose, and a descriptive (non-experimental) one in terms of the nature or method of data collection, from the branch of field studies. The data collection tool is a researcher-made questionnaire using the indicators obtained from the research background. The content validity of the questionnaire was confirmed by the opinion of experts and professors, and the reliability of the questionnaire was confirmed through Cronbach's alpha coefficient, which was more than 0/899. The statistical population of this research is the managers of chain stores in Tehran province, including 699 stores from the chain stores of Ofogh Koresh, Shahrvand, Refah, Etka, Fruit and Vegetable Squares, Hyper Star, Najm Middle East, Hypersun, Hyperme, Iran Mall., Shahr Farash, and the number of samples was selected using the available cluster random sampling method and using Cochran's formula, 248 chain stores. Data analysis was done using the structural equation modeling approach.

According to the purpose of this research to investigate the impact of competitive strategies, organizational learning and business on the development of new services in chain stores of Tehran province, the findings of this research show that competitive strategies, organizational learning and business have an effect on the development of new services in chain stores in Tehran province.ConclusionTherefore, these are suggested: 1. Senior managers who have the competence to build culture, be the pioneers of an internal revolution and a new dynamic, the alignment of individual goals and strategic goals will facilitate the strategy implementation process, and the adoption of a suitable strategy requires change whether we like it or not that directing and managing this change requires an adequate understanding of human resources.2. People who have capabilities in their field of work be given the necessary space to grow in the stores because it causes the growth of the store. 3. In the store, employees should be given the necessary training to learn and apply business strategy so that they can improve in their field of work. 4. By improving the quality and suitable human resources, high learning can be achieved, which will lead to the achievement of the focus strategy and can cause the retention and attraction of customers. 5. Personnel should provide services in new ways and benefit from new and updated technology compared to other competitors, and also remove existing old methods and procedures in order to achieve differentiation. 6. Managers should focus their activities in line with the chosen strategy and organize the necessary management decisions and actions. 7. Managers should prepare a comprehensive and coordinated action plan according to the organizational goals in the next 5 years that they are involved in drafting. It is better for these programs to be evaluated and operationally controlled in the expected time according to the allocated budget and the progress of the program.8. The personnel should have a proper way of dealing with the requests of the customers and have a customer-oriented culture and proper attention to the demands of the customers so that the customers buy the things they need. 9. The implementation of appropriate management methods using business strategy leads to the increase of service development, and finally, reducing the price of services increases the competitiveness of stores. 10. Redesigning jobs prevents employees from wasting their time, and also selecting and hiring the most qualified people provides profitable areas and reducing store costs. 11. Increasing the quality of providing technical guidance and how to inform about the store's product and service capabilities. 12. The necessary guidance should be provided transparently to perform requested services through the training of store personnel to increase customer satisfaction and ultimately sales. 13. Increasing the quality of providing services and solving product problems, as well as timely delivery and determining the duration of solving problems and how to inform in the store. 14. Regular handling of customer complaints and differentiation in the warranty period of their products compared to similar products in the store.