فصلنامه مدیریت سازمان های دولتی
سال هشتم شماره 1 (پیاپی 29، زمستان 1398)

Nowadays, competition in various business environments requires confrontation with plenty of opportunities and challenges. It is therefore necessary for the managers to apply some strategic control model for the purpose of predicting, effective strategic guidance of the organization as well as timely control and response to the movements of the rivals and environmental developments. Such a strategic control model should be able to turn the strategic control to a continuous, internal and ongoing stream in addition to guaranteeing the survival of the organization and realization of the organizational goals. The present research is an attempt to explain the pattern of strategic control with a self-control approach using qualitative research method and grounded theory. Data sampling has been made using purposeful and snowball sampling methods. Semi-structured interviews have been used as the tool for gathering data and data analysis has been carried out using grounded theory paradigmatic model. The results confirm that the main category is" implementation of strategic control in the organization with an internal look to strategic control (self-control)" which has been developed by the causal factors and through strategies affected by the set of contextual and intervening factors, it results in the realization of two types of main consequences (individual and organizational consequences).

The reinventing government with the entrepreneurial approach is not a simple rethinking or partial interpretation of management, but a comprehensive change in the role of community management and the relationship between government and citizens that replaces directing leadership. This article evaluates the qualitative meta-analysis researches on an entrepreneurial government and it also represents a specified configurative view regarding the above researches. 68 articles and reports on the Entrepreneurial Government have been searched in four scientific databases of the country over the past 10 years (2008-2018) and in two sections: "Meta-descriptive findings" and "Qualitative evaluation of articles". A meta-analysis of the Entrepreneurial Government papers shows that research in this field is less focused on operational aspects and more focused on theoretical discussions and general concepts. In most of the studies mentioned, the indices concerning the entrepreneurial government theory have not been stated in accordance with the indigenous conditions of Iran. In this study, however, the conceptual model of the entrepreneurial government has been outlined in terms of the Iranian indigenous conditions including the macro policies, good governance, social justice, mission orientation, social-cultural values, decentralization, customer orientation, market orientation and advocacy.

This study aimed to investigate the effect of organizational citizenship behavior, organizational performance of faculty members and staff of Payame Noor University of East Azerbaijan Province. The population of the study consisted of 806 professors and staff of Payame Noor University of East Azerbaijan. Of these, 225 are faculty and 581 are staff. The data collection tool in this study was a questionnaire including the ODS standard questionnaire of organizational citizenship behavior (OCB). Also the standard questionnaire of organizational performance was Hershey and Goldsmith. At the inferential level, for testing the research hypotheses, after determining the distribution of the data related to the research variables based on Kolmogorov-Smirnov test, r-Pearson test and linear regression test. Data were analyzed by SPSS software. The results show that the main and sub-hypotheses of the research are confirmed at 95% confidence level by statistical tests. In other words, it was found that there is a positive significant relationship between all components of organizational citizenship behavior and organizational performance of teachers and staff of Payame Noor University of East Azarbaijan.

Malicious behaviors, which are rapidly increasing in the modern era, will have irreparable negative consequences for organizations, so it has attracted researchers' attention in recent decades. In this regard, the present study was conducted to identify the factors that cause destructive behaviors of staff at Payam Noor University of Karaj. This study is a descriptive survey in terms of purpose and method of data collection. In addition, the present study has been analyzed using a qualitative-quantitative research methodology. In the first stage, to identify the factors causing malicious behaviors, interviewing 10 professors, faculty members and experts in the field of face-to-face behavior. A qualitative content analysis method was used and a questionnaire was designed based on quantitative research. The statistical population of the study consisted of 245 employees of Payam-e-Noor University of Alborz. The sample size was 150 individuals using Cochran formula. The instrument for collecting data was standard questionnaire. The reliability of these questionnaires was confirmed by Cronbach's alpha coefficient of 0.91. Structural equation modeling software was used to analyze the collected data. The results indicate that emotional intelligence and leader-member interaction have the opposite effect on malicious behaviors, and in contrast to injustice, stress, and personality traits include introversion, disagreement, lack of conscientiousness, neuroticism, and inattention. Experience openness has a direct impact on destructive behaviors.

The main purpose of the research is the pathology of the Ministry of Oil intellectual capital. The present study is of applied purpose and of descriptive survey method. The statistical population consists of 900 oil ministry research managers and the sample is estimated to be 269. The tool was a questionnaire and its validity was estimated to be 94%. The results showed that human capital constituents ranked first in order of importance of experience and expertise in the first rank, competence and skills second, staff motivation and satisfaction, teamwork morale, creativity And problem-solving and decision-making innovation ranks third to sixth. The components of Structural Capital are the processes and processes ranked first, organizational structure ranked second, organizational culture ranked third, information systems ranked fourth, organizational knowledge management ranked fifth, human resource management practices ranked sixth, intellectual property ranked Seventh, R&D ranked eighth, and product and process innovation ninth. The constituent components of social capital are ranked first, shared language second, trust, commitment, reciprocity, reciprocal interactions, and interactions ranging from third to seventh. And all three aspects of human capital, structural capital and social capital have a good status in the Ministry of Oil and structural capital is better than the other two dimensions.

The imbalance between responsibility and authority means not considering one of the most important principles of Authority Delegation. According to the consequences of this issue, the individual and the organization of the present research are trying to identify and explain its various angles by analyzing this phenomenon. . The strategy used is grounded theory research based on the emerging approach. The studied population is the managers of the Gas company of Khorasan Razavi province. Sixteen people were selected through targeted sampling method until reaching the theoretical saturation. The research tool was a semi-structured interview. MAXQDA qualitative analysis software was used to analyze the data. Open, axial and selective coding processes were done in this regard. The analysis carried out by continuous comparisons in the actual and theoretical coding process showed 100 codes, 40 concepts, 8 classes, and 2 categories, which led to the emergence of a final model of research on the axial category, called the imbalance of responsibility and authority. The model refers to the causes and outcomes of the research topic. This research, by explaining the imbalance between responsibility and authority, has provided the ground for identifying it and directing positive outcomes in the organization.

One of the key issues for public agencies is the proper implementation of change strategy and organizational improvement programs, and middle managers, and especially the quality of their relationships, play a key role in implementing the strategy. The present study intends to investigate the impact of organizational justice, senior management support for change and participation in decision making on strategic commitment of middle managers. Data were analyzed using SPSS, AMOS 21 software and regression analysis. Findings show that there is a positive relationship between organizational justice and high quality relationships, and the presence of perceived organizational justice leads to high quality relationships, and commitment to organizational goals increases. Also, according to the results of this study, no specific relationship between senior management management and commitment to change was demonstrated without considering the ongoing role of high quality relationships. Findings can help managers understand the factors affecting commitment to change and assist them to build high quality relationships to achieve organizational goals.

with employing staff try to achieve their goals. Organizational conditions in terms of physical space, workplace and laws, as well as the ethical and behavioral characteristics of employees provide the context for some employees to be absent from work and absent in performance. Investigating the behavioral pattern of invisible employees is the subject of this research which has been done with the foundation data method. The study, which was conducted at cultural organizations and educational centers in Qom, was based on limited theoretical literature and mainly based on interviews with 12 people (snowballed) from professors and experts in the humanities. Theorems obtained from theoretical studies and interviews were formatted as open coding, selective coding, and axial coding. In this study, the causal conditions of invisible staff behavior were categorized into individual, social, and organizational causes, and the central categories were divided into structural, cultural-spiritual, and political-social. The confounders were also divided into personal and cultural ones. The behavioral consequences of invisible employees were categorized into individual, group, family, and organizational.

The main purpose of this research is to conceptualize and implement "altruistic leadership" in the management of government organizations. The method of this research is mixed. The statistical population of this research in the qualitative section was the professors working in the seminaries of East Azerbaijan province, and in quantitative section was the students studying in the seminaries of East Azerbaijan province. For data analysis, hidden content analysis was used in the qualitative part and confirmatory factor analysis was used in the quantitative section. After analyzing the data for this structure, five categories of social norms, taboos, inappropriate social behaviors, human rights and improper individual behaviors along with 24 items were identified based on the relevant verses and hadiths. Re-conceptualizing the structure of altruistic leadership based on the teachings of Islam is an aspect of innovation in this research.

Nowadays, with the formation of complex competitive environments, only organizations can continue to work to enhance their prominent organizational capabilities such as innovation. In this age, one of the ways to enhance innovation is to use quantum management skills. In this study, the relationship between quantum skills and the innovative performance of the staff of the University of Medical Sciences has been addressed. This research is descriptive-applied. To analyze the factors, correlation analysis and regression analysis were used to analyze the relationship between them. The samples were selected using a Morgan table and a stratified random sampling of 92 people. The SEM structural equation modeling and smart pls software were used. The results showed that between quantum skills and innovative performance with path coefficient of 0.212 with a significant level of 6,931 and between quantum skills and knowledge sharing with path coefficient of 0.613 with a significant amount of 20.782 and between knowledge sharing and innovative performance with the coefficient of path is 0.778 with a significant amount of 30.097. Finally, it can be concluded that one of the most important tasks of managers and leaders of Shahid Beheshti University is to identify and strengthen quantum skills among employees and motivate and tend to transfer Knowledge is among the different levels of the staff of the university, in order to enable the innovative performance of the staff of the university The better.