مجله پژوهش های مدیریت عمومی
پیاپی 48 (تابستان 1399)

  In order to compile the history of "management knowledge" in Iran, this research has used the qualitative research strategy of the Grounded Theory. Courses in Management Knowledge Evolution in Iran were explained by analyzing data obtained from interviews with a number of veteran professors of Iranian Management Knowledge and with the help of additional data collected from written sources. Oral sources have been management professors in the years before and after the revolution, which have provided narratives of the history of management knowledge in Iran. Data from oral and written sources were collected, coded, and analyzed based on a systematic model of the Strauss and Corbin's Grounded theory. This study classified management knowledge in Iran into 4 periods. The first period of "Management Emergence" begins with the establishment of the School of Political Science in 1278. The establishment of the Institute of Administrative Sciences in 1333 marks the end of the first period and the beginning of the second period of the "Management flourishing period". The social developments of 1357 are the beginning of the third period and with the Cultural Revolution, the "period of management neglect" continues for many years to come. Finally, the fourth period began with the construction period in 1368 and the Increasing growth of higher education institutions providing different orientations in the field of management, and "Management Revival Course" in Iran extends to the contemporary period.

The purpose of this study is to explain the history of management in Iran. There is no comprehensive study on the history of management knowledge in Iran. This scientific need and research interest caused the main problem of the research to be "there are no sources and texts that have studied the emergence and evolution of management knowledge in Iran as the main goal and in a methodical and coherent way.”According to the main issue, the main question of the research is "What courses has management knowledge gone through in Iran, and what have been the different conditions affecting each course, its characteristics, and the consequences of those courses?”.

This article is the result of collecting oral data from professors familiar with the process of historical developments and written sources containing information about historical events that their analysis led to a theory based on the evolution of management knowledge in Iran.

The study of the history and evolution of management knowledge in the West, especially the United States, is much broader than the study of the history and evolution of management knowledge in Iran. The scientific literature of management considers this knowledge or science as the product of the efforts of the twentieth century industrialized countries, which has a short lifespan. However, management in Iran is the product of the creation of modern educational structures that have been formed and developed in the form of imports and transfers. Management knowledge in Iran requires a comprehensive historical study that achieves a theory based on the evolution of management knowledge courses in Iran as a guiding approach for other indigenous studies.

The research strategy of this study is the data research method of the Grounded theory using the systematic approach of Strauss and Corbin. The population of this research consists of experts who are aware of the evolution of management science in Iran who are aware of the evolution of this field or have been influential in its evolution. A library study has been used to collect written resource data. The method of selecting interview samples is theoretical sampling. Data analysis was performed in three stages of open coding, axial coding and selective coding.

The findings of this study have classified the evolution of management knowledge in Iran into 4 main periods. In explaining these courses, macro systems including educational system, administrative system, political system, economic system, and social system and their influential components such as effective structures, effective experts, effective writings, and effective events have been studied and analyzed.

The evolution of management knowledge in Iran was studied in 4 periods by studying the structures of management education in the main systems. Therefore, it can be concluded that the need to learn management knowledge with a correct understanding of the political system in the first period, with the establishment of educational structures in the second period from the United States to Iran, growth and stagnation, with emotional reactions of the third period stagnated, and with a correct understanding of the need to learn this knowledge was revived in the fourth period.

In the past few decades, environmental concerns about the industries’ activity have made green management popular among different companies and led these companies towards gaining a competitive advantage. In order to decrease costs and increase their distinctness, companies seek for valuable and unique green resources and capabilities which help them to achieve a higher performance and also create an environmental responsibility attitude. This research investigates the companies’ response to green management pressures by integrating dynamic capability approach and institutional theory. This research is an applied one conducted by descriptive survey method and using a questionnaire. The research population includes all the metallurgy industry companies attending the 14th international metallurgy exhibition in 2017. 140 companies were selected as the sample by random sampling. Data analysis was done based on variance-based structural equations modeling by using partial least squares in SPSS and PLS. The research reliability and validity were evaluated by Cronbach’s alpha, combined reliability, convergent and divergent validity. The results suggest that strategic flexibility has a positive effect on adoption of green management activities. Meanwhile, organizational legitimacy plays a mediating role in the relationship between adoption of green management practices and competitiveness.

Nowadays, companies try to perform green management practices in accordance with business ethics and Corporate Social Responsibility (CSR) (Luchs et al, 2010). On the other hand, international studies have mostly approved the positive effects of green management on competitiveness. Nevertheless, from classic economy viewpoint, companies avoid investing on environmental protection; because it provides no benefit for them and also prevents their future development by decreasing their strategic resources (Hart, 1995). Therefore, this issue should be investigated more carefully. Since business ethics are usually determined by cultural and institutional factors, green issues can be interpreted in the context of cultures or institutions in a different manner. However, most of the previous studies have investigated the effects of Green Management (GM) on developed economies (Tan and Wang, 2011). So, the factors facilitating or inhibiting the adoption of Green Management Practices (GMP) and their results in companies of developing economies such as Iran have not been recognized. This research seeks three goals. First, the effects of strategic flexibility on adoption of green management practices in the company are investigated by a dynamic capability approach. Second, a specific condition is considered in the framework of the moderating variable in order to determine the changed effect of strategic flexibility on adoption on green management practices under that condition. Also, it is investigated whether adoption of green management practices improves the company competitiveness by its mediating role or not. Furthermore, the ways in which green management affects the company competitiveness are also discussed.

This research is an applied one conducted by descriptive survey method. The research population includes all the metallurgy industry companies attending the 14th international metallurgy exhibition in December 2017. Based on Morgan table, 140 companies were selected by random sampling. Either the company’s managing director or the senior expert has been selected out of every company. The main data collection tool is a standard questionnaire measuring strategic flexibility based on six indicators included in the research performed by Sanchez (1995) and Zhou & Wu (2010). Institutional support was measured by seven indicators based on the studies conducted by Li and Atuahene-Gima (2001) and Lin and Ho (2011). Six indicators were used for measuring adoption of green management practices based on the studies performed by Marcus and Fremeth (2009) and Lin and Ho (2011). Organizational legitimacy was measured by seven indicators based on Elsbach’s study (1994). Company competitiveness was measured by five indicators based on the research conducted by Wu (2008) and Wu et al (2008). In this research, the hypotheses and the research model have been tested by variance-based structural equations by using partial least squares in SPSS and PLS.

It can be claimed that the findings have helped the completion of business ethics and green management literature in different ways and investigated more aspects of the relationship between strategic flexibility and green management. The results suggest that strategic flexibility has significant positive effects on adoption of green management practices in developing economies such as Iran. This finding is consistent with the results of the studies performed by Yung et al (2015), Dyer (2009), Ragman and Warbeck (1998). Furthermore, regarding the suggested positive effect of flexibility in business ethics and economy, the findings enrich the strategic flexibility literature. For a more effective confrontation with uncertainty of the result and minimizing the resource deficiency, strategic flexibility can help these companies in dynamic and quick response to changes in business environments caused by green issues. In other words, companies with higher strategic flexibility can easily match their use of resources with new applications and increase the use of green management practices in this way. Findings suggest that in spite of the approved positive moderating role of institutional support in studies conducted by Peng and Leo (2000), Wright et al (2005), and Yung et al (2015) who claim that institutional support is considered as a critical institutional factor affecting the corporate behavior, this research has not approved this moderating role and the results are consistent with the studies performed by Perry et al (1998). Furthermore, there is a positive relationship between adoption of green management practices and company competitiveness; this finding is consistent with the results of the research performed by Reteb et al (2009). The other issue is providing a deeper understanding of the role and nature of organizational legitimacy. The findings suggest that there is a more complex relationship between green management and company competitiveness that has been proposed organizational legitimacy as a strengthening mechanism. The obtained result is a reflection of the expectation of Mangousa et al (2010) about the strengthening role of legitimacy in the relationship between adoption of green management practices and economic outcomes.

Studies suggest that there are rare research works in the country investigating the role of green management and the effects of green management practices on competitiveness. Also, the studied population and the statistical techniques are considered as the innovations of this study. In this research, internal (dynamic capabilities) and external (institutional theory) approaches have been integrated respectively for explaining the factors affecting the changes in adoption of green management and the effects of green management practice on competitiveness. Particularly, based on mediating and moderating methods, some hypotheses were raised for explaining the reason for the difference between the extents of green management adoption in two companies with similar capabilities that achieve different extents of competitiveness improvement by adopting similar green strategies. The experimental results approve the business ethics approach suggesting that green management improves not only the company competitiveness, but also the corporate social responsibility. According to the results, strategic flexibility has had a positive effect on adoption of green management practices. Meanwhile, organizational legitimacy plays a mediating role in the relationship between adoption of green management practices and competitiveness.

 Iran has competency in the most important factors in steel production. According to the country's steel strategy plan, all the value chain of this industry shall develope in balance; so that the country can be self-sufficient on the supply of raw material and middle products. The methodology used in this paper is value chain analysis, which has combined material flow analysis with the economic dimension of value chain analysis during the years 1393-1396. First, the current value chain of iron and steel in Iran is mapped. Next, through using statistics on the annual production and sales in each loop of the value chain, the import and export statistics of various chain products, the flow of materials in the steel industry value chain is analyzed. Then, by economic analysis of the value chain, value added share of different stages and operating and overhead costs in each chain were identified. According to the findings, there is a significant inequality and inefficiency throughout the chain. And in all three years, the pelletizing was the bottleneck of chain balances. In addition, due to the difference between nominal capacity and actual production of pellets in 1393, about 400 billion rials, in the year 1394 about 1,000 billion rials, and in 1395 about 8,000 billion rials of added value that could have been created in the course of the value chain were lost.

Steel industry as one of the basic industries of the country plays a significant role in value creation. Steel manufacturing in the world is mainly done in two ways: Blast furnace technology and scrap or DRI smelting in electric arc furnaces. The value chain of the Iran steel industry is unbalanced. This problem is raised in the supply of raw materials to factories. At the industry level, to reach effective policymaking and sustainable resource management, accurate information on material flow in different nodes of a chain is critical. Value chain analysis, in parallel, provides an opportunity to relate these flows to economic variables, so that concepts such as resource productivity and economic productivity can be described clearer. Case study The case study is Iran steel industry; In 2016, Iran, with a production of 17.9 million tons of crude steel by both blast furnace and direct reduction method, was ranked 14th in the world production of crude steel. 87.8% of the country's production is provided by direct reduction method and the rest by blast furnaces.  Iran has competency in the most important factors in steel production. Materials and Methods Iran's steel industry regarding the share of the use of arc technology in steel production is unique. According to the Iran industrial policy, all the nodes in the steel value chain must be developed in a balanced way; this policy is also unique. Previous researchs have been done with the aim of increasing energy efficiency and reducing carbon dioxide production or modeling the amount of steel waste. We cannot refer to a detailed research on the subject of material flow analysis in the steel industry. The use of multiple sources of information on the flow of materials, accounting reports of various factories over the last three years, and the simultaneous use of material flow analysis and economic analysis of the value chain, is done for the first time.

Material Flow Analysis (MFA) is a tool for analyzing the inputs and the outputs of material in an area defined by boundaries; whereas the boundaries can be set as a nation, an area or a company depending on what is to be analyzed. Value chain analysis (VCA) is a method for accounting and presenting the value that is created in a product or service as it is transformed from raw input to a final product consumed by end users. Research findings In order to analyze the flow of materials, World Steel Association report in 2014-2016, the import and export of various nodes in the value chain (based on the customs statistics of the Islamic Republic of Iran in the years 2014 to 2016), and Iran steel industry master plan report were used. Also, in value chain analysis, audited financial statements of Chadormeloo Co., GolGohar Co., South Kish Steel Co., Khorasan Steel Co. and Khuzestan Steel Co. have been analyzed. Based on the results of the research, the flow of metal of the steel production value chain was drawn during the years 2014 to 2016. In addition, the deviation of the actual production from the nominal capacity in the last three years was plotted in three graphs. (Collection of information and drawing of all diagrams have been done by the authors).

According to the findings, there is a significant inequality and inefficiency throughout the chain. Moreover, in all three years, the pelletizing was the bottleneck of chain balances. In addition, due to the difference between nominal capacity and actual production of pellets in 1393, about 400 billion rials, in the year 1394 about 1,000 billion rials, and in 1395 about 8,000 billion rials of added value that could have been created in the course of the value chain were lost.

Due to the difference between nominal capacity and actual production of pellets, an added value that could have been created in the course of the value chain was lost.  In other words, despite the fact that the increase of production capacities was the main approach to the development of this industry in Iran, the country has not succeeded in implementing this strategy (quantitative development). The analysis of the value chain of the country's steel industry from the perspective of economic analysis of the value chain and the flow of materials provide an opportunity for policymakers to better understand the steel industry and the dynamic changes of different loops in the chain. By recognizing the bottlenecks of production and consequently, the roots of the inefficiency of the chain, the policymaker can design appropriate policies and interventions to upgrade the value chain.

 Having Visionary leadership is one of the essential requirements of the educational system. The purpose of this study is to determine the effect of Visionary Leadership on the principals' performance of high schools in Isfahan city. This research is descriptive-correlation and modeling based on structural equations. The statistical population of the study included high school principals in Isfahan city during the 2015-2016 academic year; the number of managers is equal to 3766 people. The statistical sample and the method of sampling were selected by stratified random sampling, and the Morgan table was used to determine the sample size. The sample size was 368 people. To collect the data, two researcher-made questionnaires were used. Their content validity was confirmed by educational specialists and their reliability was calculated using the Cronbach's alpha coefficient equal to 0.925 and 0.935. Statistical analysis of spss23 and AMOS was used to analyze the data. The results of this study showed that Visionary Leadership with path coefficient (0.78) on the performance of managers and with path coefficient (0.78) on educational component, and with path coefficient (0.72) on the cultivar component and with path coefficient (0.65) has been affecting the executive and financial performance of managers; and all components of the variable of Visionary Leadership on performance of managers have been statistically significant.  

In the last two decades, management experts have divided leadership studies into two parts, traditional and modern studies which that the Visionary Leadership theory is the field of modern studies. According to the studies, the "Vision or Insight" means "The imagination or imagination shaped by its masters, the desirable, realistic, predictive and appealing future of an organizational situation which formulation and transmission will lead to the sustainability of the followers. This vision is called strategic insight or correct insight (Banis, 1995). According to this definition, researchers recently examined the subject of the insight and vision of the leader as "Visionary Leadership Theory". Visionary Leadership is a theory that is highly pay attention to great principals and managers, it is an optimistic, applied, and change-oriented approach, a distinction between principal and leader, a new and modern perspective on leadership, the need for insight into its followers is obvious. It is the interactive process, the characteristics and skills developed in it are different from the traditional approach, and it is important to note the many factors that influence the formation of the style and the behavior of the leader. The relationship between the father of the son of Visionary Leader and his followers and their empowerment is evident in this theory (Nanos, 1998). Based on the study of resources and scientific books, the visionary leaders are those who primarily enjoy the power of visualization, visionary, and imagination. They have such intelligence that can develop a true, realistic and inspiring perspective for their organization according to economic, political, cultural and technological aspects of the environment (Mintzberg, 2004). Sashkin (2003) describes it as follows: Visionary Leadership refers to the ability of the leader to define and express a clear idea of ​​the vision future for the organization, transferring it to followers, and helping them to realize it. Also, in the other definition of visionary leadership, the following is stated: The leader's ability to create, operate and guide a long-term vision for an organization that derives from the changing environmental needs. This action is accompanied by a clear statement of insight with a long-term vision, coaching management style, participatory change, employee empowerment, and the planning and implementation of organizational change (Anderson et al. 1994).

Study in Isfahan Educational Organization.

This research is descriptive-correlation and modeling based on structural equations. The statistical population of the study included high school principals in Isfahan city in the 2015-2016 academic year. The number of high school principals in Isfahan city is 3766. The statistical sample and the sampling method were selected by stratified random sampling, and the Morgan table was used to determine the sample size. The sample size was estimated to be 368 people. Two researcher-made questionnaires were used to collect data. 1-The Visionary Leadership Questionnaire was developed based on the study of the theoretical resources available for Visionary leadership and interviews with school principals and specialists, which included 45 questions and four components (personality, behavior, value, and motivation). 2-The questionnaire of school principals was developed based on the study of the theoretical sources contained in the regulations of executive duties, which included 63 questions and three components (educational, educational, executive and financial). The face and content validity of Visionary Leadership Inventory and the performance of managers were confirmed by supervisors and consultants and management experts. The reliability of the questionnaires was used by Cronbach's alpha coefficient. The reliability coefficient of Visionary Leadership Questionnaire was 0.925 and the reliability coefficient of managers' performance questionnaire was 0.935 It was obtained that indicates the high reliability of measuring instruments.

The data were analyzed by using SPSS and AMOS software at inferential level; and assumptions of statistical tests were used to model structural equations...To answer the research question that the structural model of the relation between Visionary leadership components and the components of the principals' performance of school is used, a structural equation model has been used. Indicators for the evaluation of the generality of the modified structural equation model with respect to the optimal range of these indices in the aggregate indicates that the assumed model is supported by the research data and all indicators indicate the desirability of the structural equation model.

After reviewing various researches, the results of this study are in part aligned with the researches of Movahedzadeh and partner (2012), Nadali and Iybaghi ​​Esfahani (2012), Shabani Sarouei (2016), also with the results of researches by Brasson, Shimir, Avilio and Popper (2001), Sinar and Chaban (2012), Moore Whitehurst (2013) (Katse and Flood, 2017), Salim (2015); therefore, it can be concluded that among the components Visionary Leadership, which is component, personality, behavioral, value, and motivational, and the principals' performance of high school, which includes educational, executive, and financial duties, is related to the fact that the higher the leading leadership in education is more powerful and high, as well as the ability of managers and their performance. There is a direct relationship between Visionary Leadership and principals' performance of high school. The level of presence of insightful leaders in the education and training of high school administrators will grow and it is certain that human resource empowerment will also affect the productivity and effectiveness of the organization and in fact will increase productivity in education, facilitate and accelerate the achievement of organizational goals and missions. Therefore, in explaining the results, we can say that the personality characteristics of Visionary Leadership which include: relatively stable spirits in the appearance of certain behaviors such as goodness, decisiveness, humility, patience, trust, prosperity, tolerance of dissent, high intelligence, counseling, trust To others, it can be right to focus on the principals' educational tasks of high school, including supervising teachers and educational groups, finding appropriate solutions to educational problems, continuous assessment of staff and student activities, communication with student parents, provision and provision of equipment and logistics, and educational, stimulating sensation.

 Despite advances in the capabilities of data mining algorithms, the knowledge extracted by these algorithms require a great deal of refinement to become actionable for business executives. The main objective of this research is to identify common business problems of customer support domain that can be solved with the help of data mining techniques and to formulate an ontology of business understanding. Hence, customer support business problems are first identified through interviews with the domain experts, and then, with the review of related literature, the ontology of customer support problems is developed. As results of the research, the business objectives of the customer support domain that lead to value creation and profitability are identified along with key activities and outputs of each activity and the analytical steps required based on data mining techniques to achieve each business objective. Finally, based on CRISP-DM data mining model, the ontology of business understanding is introduced.

Customer support is the establishment of a set of processes and systems aimed at achieving customer satisfaction and loyalty and ultimately creating a profitable and lasting business relationship. Customer-related data and information technology tools are the foundation of a successful customer support strategy. Today, the rapid growth of information technologies and the Internet have opened up new opportunities to create profitable and successful customer relationship through data mining. Business decision makers expect the output of the data mining process to be easily interpreted and applied. Therefore, data mining techniques should provide actionable knowledge to these people. The lack of focus on business understanding in formulating the data mining problem and the lack of knowledge of the business domain is the root of this problem (Cao, 2017. Li, 2014). So far, data mining has been seen as a data-driven process that has little focus on the context and knowledge of the business domain. The main purpose of this article is to model key customer support business problems, goals, and activities that can be solved by data mining techniques. In this regard, ontology is used as a tool for structuring and displaying knowledge of customer support. The ontology is a detailed and transparent explanation of a common conceptualization (Gruber, 1993). Cao argues that if the ontology integration between the framework and the methodology of data mining and organization/business can be established, the actionability of data mining output can be assured.

This study presents a model and method that facilitates business understanding of customer support for data mining problem and actioable knowledge discovery. To this end, first by interviewing software support experts in the software industry, the key concepts that are essentially business problems addressed by data mining algorithms are identified and presented in the form of basic artifacts. In the next step, related literature has been reviewed to generalize the basic artifact to the field of consumer support domain. The final artifact has been reconciled with the help of experts. Accordingly, the interview questions were formulated by experts. 1-What are the key activities in the area of ​​customer support? 2- What are the main goals in customer support? 3-What kind of data is stored in customer support? The purpose of the above questions is to identify the leading business goals in the area of ​​customer support first. Then, to reach each goal, data analysis steps must be made on specific data, and finally the outputs of the steps identified. The following five queries were searched through Google Scholar for literature review. The reason for choosing Google Scholar is to index all the databases in the world by the search engine's search algorithm. The last ten years date range, between 2009 and 2019, was considered as the search time limit. - Customer relationship + Literature review - Customer support + Literature review - Customer service + Literature review - Customer experience + Literature review - Customer journey + Literature review The reason for the literature search query in the search query is that identifying relevant concepts in the domain of customer support and building the ontology of understanding customer support business as the research goal is pursued.

Customer support business objectives were identified. Each goal has analytical steps that must be applied to specific customer support data. For example, two analytical steps have been identified for the purpose of optimizing revenue from existing customers, including finding the relationship between features and needs and matching the service portfolio to customer needs. These analytical steps are meant to classify customers based on similar features and assign customers to the product based on similar features. For this purpose, background data and client transaction databases should be used. The formulated artifact of the research acts like this.

Most efforts to improve the data mining process have so far focused on improving data mining modeling, processes, and algorithms. There is a profound semantic gap between what a knowledge engineer deduces from data mining algorithms and what a business user pursues for profitability and business metrics. There are two major limitations to an approach that overcomes knowledge engineering: first, business requirements are not considered correctly, and second, the business user does not have the technical and statistical knowledge needed to perform the data mining process himself. Current ontologies of data mining are generally focused on the modeling and technical evaluation of data mining outputs. There is no evidence of a business-centric system modeling and architecture review among data mining ontologies. The artifact of this research has not only provided understanding of customer support business problems to begin the data mining process but also provided the basis for producing architectures for recording and sharing the extracted knowledge and production of a learning system. Future research should focus on the prototype production of a learning system that also characterizes the data mining process modeling step associated with any problem identified in the research artifact. In other words, data mining ontologies first need to be scrutinized, and then the mapping or integration between data mining ontologies and ontology business support ontologies defined in which the user identifies the problem and other stages of the data mining process can be proposed.

The aim of this study was to investigate the effect of consumer relations with the brand on brand loyalty in the context of social trade, taking into account the moderating role of features related to parasocial interaction. The statistical population of the study includes people active in the Instagram social network who have ever intended to buy (purchased or not) from Digi Kala site and information about their intention to buy or purchase in this network. They have published a social post. In this study, based on the Cochran's formula for 1100 statistical population, a sample size of 248 people was obtained. The present research questionnaire is a combination of Giovanis and Athanasopoulou questionnaires in 2018 and Zehir in 2012. The results showed that consumer relations with the brand and its dimensions (customer satisfaction, customer trust, customer commitment and brand experience) have a positive effect on brand loyalty in the context of social business. Also, the characteristics related to parasocial interaction in the relationship between consumer relations with the brand and brand loyalty play a moderating role.

Social business provides a good platform for long-term consumer relationships with the brand. Social business has emerged from the integration of different fields. The main emphasis of social business is on combining social activities with online marketing and sales. (Turban et al, 2011). Social marketing includes scientific and practical areas of business. Thus, social business can be considered as a subset of social marketing that deals with online shopping. The other roots of social commerce are communication and collaboration theories, virtual societies and the virtual world, and finally, the main roots are e-commerce (or e-business) with different business models (Borden and Mahamane, 2020). No previous research has found that consumer relationships with brand and brand loyalty have been studied in Digi Kala, and the information gap is palpable. Therefore, this study seeks to answer the question that the impact of consumer relations with the brand and its dimensions (customer satisfaction, customer trust, customer commitment and brand experience) on brand loyalty in the context of social business considering the moderating role of features. How is it related to quasi-social interaction?

The statistical population of this study is people who have been active in the social network Instagram, they have ever intended to buy from the Digi Kala website, and have published information about their intention to buy on this social network. Materials and Methods Samples selected in this study from the participants in Digi Kala's "Listen Contest" who answered the questions of this contest based on the information about the goods introduced on Instagram of Digi Kala, and through this to their account Access was available, selected, the statistical population was 1,100 people, and the number of samples was calculated based on the Cochran's formula, calculation, and sample size was 284. A standard questionnaire was used to collect information in this study.

The results showed that consumer relations with the brand and its dimensions (customer satisfaction, customer trust, customer commitment and brand experience) have a positive and significant effect on brand loyalty in the social trading platform. Therefore, the first main hypothesis and the first to fourth sub-hypotheses were confirmed. Also, the characteristics related to parasocial interaction have a positive and significant effect on the relationship between consumer relations with the brand and brand loyalty.

The results of this study were examined in the form of two main hypotheses. The results obtained from the first main hypothesis showed that consumer relations with the brand have a positive and significant effect on brand loyalty. In a competitive market, companies seek to gain and develop a competitive advantage by differentiating their brand from other competitors. The second main hypothesis in this study examined the role of moderating the characteristics associated with parasocial interaction in the relationship between consumer relationship with brand and brand loyalty. Increasing parasocial interaction in the context of social commerce can facilitate the consumer-brand relationship and create the ground for the formation of sustainable brand loyalty in consumers.

 Psychopath management, as a form of ineffective leadership, can have a negative impact on reputation and its organizational antecedents. There fore the purpose of this paper is to examine how Psychopath management indirectly through the manifestation of abusive supervision and the decline of social responsibility undermine corporates reputation. The research is applied in terms of purpose and in terms of data collection is descriptive correlational. To collect the research data, standard questionnaires of Corporate psychopathy of Mathieu etal (2014), abusive supervision of Tepper (2000), social responsibility of Lii & Lee (2012) and organizational reputation  of Welch & Beatty (2009) were used. The statistical population of the study consisted of all employees of the companies operating in the metal industries of Kerman, whom 350 of them were selected by simple random sampling. Cronbach's alpha and composite reliability were used to confirm the reliability of the questionnaires, which was higher than 0.7 for all four questionnaires. The values ​​obtained for convergent validity also indicated the validity of the questionnaires. Data were analyzed using structural equation modeling using PLS software. The findings indicate that with the presence of psychopath managers, the rate of abusive supervisory behaviors increases and the level of employees perceived social responsibility decreases. Also, Although there was no direct relationship between Psychopath management and organizational reputation, there is evidence to suggest that Psychopath management indirectly affects corporate reputation through the manifestation of abusive supervision and a decrease in the level of social responsibility.

Corporate reputation is defined as the overall evaluation of stakeholders from images created through the activities, communications, and symbolic behavior of the company over time (Gotsi & Wilson, 2001).Corporate reputation is a unique resource that can create positive financial performance and provide a competitive advantage (Weng & Chen, 2017). In this regard, it is important to note that although the company's reputation has grown over the years, it can in the very short term be destroyed by ineffective management and in addition to direct costs, it may also lead to a decline in the market value of stocks (Linthicum etal. ., 2010). In other words, resolving disputes over the cost of accepting social responsibility, safety, and care, despite their impact on improving company reputation (Aksak etal., 2016), may be unilaterally resolved individually by tyrannical, cruel, and immoral managers such as psychopaths who are likely to be in high positions Compared to front-line managers (Boddy, 2012). Therefore, this study aimed to focus on the relationship between the behavior of business leaders with the psychological characteristics of psychopath individuals. While the behavior and policies of individuals and in particular psychopath managers may seem to be in line with organizational aspirations for success, but at the expense of ethical and spiritual issues, they may also have undesirable consequences, such as the decline of reputation and social responsibility of the organization (Gudmundsson & Southey, 2011). Therefore, the present study attempted to investigate the potential consequences of the presence of psychopath managers on corporate reputation through abusive supervisory behaviors and corporate social irresponsibility. In the following, the literature review of research and development of hypotheses are presented.

The statistical population of the study consisted of all employees of the companies operating in the metal industries of Kerman, whom 350 of them were selected by simple random sampling. Materials and Methods The present study is applied in term of purpose and is descriptive-correlational in terms of data collection. Participants rated their supervisors' psychotic attributes with the corporate psychopath scale proposed by Mathieu et al., 2014.Also for measuring other research constructs, abusive leadership questionnaire (Tepper, 2000), social responsibility questionnaire (Lii & Lee, 2012) and organizational reputation questionnaire (Walsh & Beaty, 2009) were used. Content validity and construct validity were used to assess the validity of the questionnaire. Also, for each construct, two indices of average variance extracted (AVE) and composite reliability (CR) were calculated respectively to measure construct validity and reliability. Finally, data were analyzed by SPSS 19 software as well as PLS 2 and LISREL 8.8 soft wares.

Based on the evidence, it can be concluded that the direct relationship between all variables of research, except the relationship between psychopath management with organizational reputation is significant. Also, the evidence suggests that the absolute value of the Sobel test, respectively, to explain the mediating role of abusive supervision in the relationship between psychopath attributes of management with organizational reputation and the mediating role of corporate social responsibility between psychopath management with organizational reputation It is greater than 1.96 (equal to 2.48 and 3.16).  Thus, it can be argued that the presence of psychopath management is gradually eroding the company's reputation foundations through the manifestation of abusive supervisory behaviors and the decline in perception of corporate social responsibility by employees.

The results of present study showed that there is a significant relationship between the psychotic properties of management and abusive supervision. The results of the data obtained from the respondents confirm that fear, abuse and bullying can be mentioned as obvious traits of psychopath managers in the present study. Evidence also shows that with the presence of psychopath management, all components of social responsibility construct have shown a significant turn in the negative direction. Further, the results showed that abusive supervision was associated with decline in organizational reputation. Finally, the results indicate that although the psychotic properties of management did not directly influence organizational reputation decline, But the evidence confirms the influence of psychotic characteristics of management on organizational reputation through the mediating variables abusive supervision and corporate social responsibility.

The purpose of this study is to model the critical factors affecting the formation of leadership capital in academic environments using fuzzy dematel technique. The present research is an exploratory blended research. In this research, theoretical discussions and possible factors and effective components influencing the capital of leadership in universities extracted through library study, referring to Persian and Latin papers and interviews with experts, including top university executives and decision makers in the field of higher education. The main instruments for collecting information in this research, are interview and questionnaire. To investigate the factors influencing leadership capital in universities, the dematel method has been used.The sampling method was purposeful in this research and the sampling continued to reach the adequacy of the data. The sample size in this study was 48. The results of the research show that the components of leadership capital in universities, based on the rate of impact, respectively are: Networking Skills, System Thinking, Strategic and Futuristic Thinking, Academic Excellence, Fame, Management Capability, Stakeholders, braveness in Decision, Orbital oriented, Organizational ambitions, Management experience, Discipline and law-order, Learner character and Leadership.

The purpose of this study is to answer the following questions: RQ1: What are the factors influencing the formation of leadership capital in academic settings? RQ2: What is the relative importance of these factors? RQ3: What factors have the highest priority in forming leadership capital in academic settings?

In this study, theoretical issues and possible effective factors on the capital leadership in universities through library studies and referring to Persian and Latin articles and interviews with experts, including managers of top universities in Tehran province and decision-making officials in the field of higher education, effective components on leadership capital extracted. Materials and Methodology  The present study is a mixed exploratory research. The main tools for gathering information in this research are interviews and questionnaires. Dimtel's method has been used to investigate the factors influencing leadership capital in universities. The sampling method in this study was targeted and sampling continued until sufficient data were obtained.

 In this study, with a thorough study of leadership literature, a complete set of factors affecting leadership capital in universities was collected. Finally, among the 15 factors influencing the formation of leadership capital in academic environments, 13 effective factors were identified using the experience of experts in the management and leadership of universities.

Factors affecting the formation of leadership capital in this research include: discipline and rule of law, systemic thinking, scientific excellence, fame, decision-making courage, stakeholder management capability, orbital transformation, networking skills, strategic and forward-looking thinking, managerial experience, Organizational ambition, learning personality and leadership desire.

 Leaderships and management, as educational system administrators, are primary factors to facilitate educational goals achievement. The purpose of the present research is to explain the effect of visionary leadership on optimized customer relationship management (CRM) with the mediating role of employee voice in Zabol University. This is an applied study in terms of purpose and a structural equation modeling (SEM) descriptive survey regarding the method. The research statistical population included all 500 staff of Zabol University. 217 samples were selected through simple random sampling method using Cochran's formula. Research data were collected using library and field study through standard questionnaires of Visionary Leadership (Conger-Kanungo-Questionnaire, 1988), Organizational Voice of Employee (Erdogan et al., 2011), and Customer Relationship Management (Moghimi and Ramezan, 2011). Questionnaires' validity was verified through factor analysis and face and content validity, and questionnaire reliability was measured 0.91, 0.87, and 0.90, respectively, through Cronbach's alpha. Research data were analyzed through SPSS 20 and Smart PLS. Research findings show that visionary leadership and its components, along with the organizational voice of employees, influence customer relationship management. Also, corporate voice mediates the relationship between visionary leadership and optimized customer relationship management. Finally, it can be concluded that visionary leadership is of a critical factor in improving the quality of customer relationship management and organizational voice of employees. Therefore, it is recommended that university administrators at various levels are sustainably committed to the organizational vision. The present research can be a new vision to change the general policies of Zabol university officials to revise innovation and transformation plans.

Higher education and its leadership can be considered as one of the critical elements of the educational system around the world, which can play a crucial role in enhancing communities. Leadership is of the essential approaches recently interested by management experts and practitioners. Thus, regarding leadership theories, new models attempt to view the leadership phenomenon from a creative and intelligent point of view (Keikha, 2017). Universities are amongst the most valuable institutions bestowed upon communities for development. Universities, on the one hand, maintain and transmit cultural heritages and values dominating society; they satisfy the social requirement to acquire, promote, and develop knowledge and technology (Keikha, Hovieda &Yaghoubi, 2017). Recently, with the advent of positivist psychology movement, research on leadership positive and emotional dimensions has been increasingly improved. Regarding remarkable individual and organizational results, many scholars have investigated positive leadership styles, including visionary leadership (Danaei Fard, Alvani& Azar, 2014). Visionary leadership mainly focuses on creating a vision, communication, and sharing experiences with followers and their empowerment by the leader to realize and implement this vision. Thus, the study mainly highlights organizational visions (GolAfshani & Salehi, 2019). Today, universities significantly contribute to individual social life. Many employees take customer relationship simple, but because of the increasingly growing of these organizations, customer management and retention is challenging (Zarei Matin, 2016). Therefore, visionary leaders provide positive and attractive images of the future for employees and clients in such a way that individuals find their purposes. The vision leaders seek for is to create energy. They transfer the vision to employees through building positive relationships with employees and helping them realize the vision through followers' empowerment (McLaughlin&Davidson, 2006:25). According to Dodes, customer relationship management is about delivering better services to customers at all organizational levels; customer attraction can be one of the significant goals for universities (Osunde, 2014). The main objective of visionary leadership at universities is customer relationship management, where employees are allowed to express their preferences and concerns by being encouraged to express their opinions and ideas (organizational voice) (Gholampour, Pourshafaei, Ghasemian, 2019). This significantly improves organizational activities and meeting organizational objectives.  Case study Universities require strong and capable leaders to organize and administer organizational operations and to attain the highest level of productivity (keikha &et al, 2017) .  Zabol University with over 10000 students, 110 courses and majors in Ph.D. and professional doctorate, master, bachelor, and associate daytime and evening time courses, and containing eight faculties, a research center of three research units, 360 full-time faculty members, Baghiyatollah 8000-hectare educational-research complex, equipped and state of the art laboratories and an unequaled webpage among national universities is one of key higher education centers in the southeast. Therefore, studying the relationship between research variables and their effects from Zabol University employees' point of view largely contribute to the university and higher education development, and may provide first-hand information to managers and planners to enhance university status in Sistan and Baluchistan. 

This is an applied study in terms of purpose and a descriptive survey through using structural equation modeling. The research statistical population included all 500 employees of Zabol University. Two hundred seventeen individuals have been selected as research samples through simple random sampling method using Cochran's formula. Field data were collected through Conger-Kanungo's (1988) standard visionary leadership questionnaire, Organizational Voice of Employee scale (Erdogan et al., 2011), and Customer Relationship Management questionnaire (Moghimi and Ramezan, 2011) on a 5-point Likert scale. Experts and practitioners verified face and content validity. Construct validity was estimated using factor analysis. And, questionnaire reliability was obtained using Cronbach's alpha test. Research data were descriptively and inferentially (structural equation modeling) analyzed through SPSS 20 and Smart PLS.

Respecting research hypothesis indicating that visionary leadership can influence optimized customer relationship management with the mediating role of the voice of the employee, research results revealed that visionary leadership and voice of employees could explain 23.5% of customer relationship management variance. It can be concluded that research variables of visionary leadership and the sound of employees can adequately explain CRM variable variance. The indirect effect of visionary leadership on customer relationship management is statically significant (p>0.05). Therefore, it can be stated that the voice of the employee variable mediates ye relationship between visionary leadership and CRM.  Since the indirect effect of visionary leadership on customer relationship management is statistically significant, hence, the voice of employee variable mediation is partial. Finally, respecting the indirect effect coefficient of visionary leadership variable on CRM, the effect is estimated relatively direct and low. As a result, the research hypothesis is maintained. Further, of visionary leadership dimensions, environmental sensitivity, rhetoric articulation, change flexibility, as well as attention to staff requirements may influence customer relationship management. 

A leader's real skill is its ability to positively interact with followers in achieving university missions and meeting a prospering future. Since higher education centers are one of the central authorities of the national educational system, thus it is necessary to have visionary leaders in providing the infrastructures for functional. Organizational Voice of Employee and consequently optimized customer relationship management with students and the community. Therefore, universities and higher education centers as national educational institutions may need a visionary leadership system to contribute to international areas.

Team-building, both in private or public organizations, is very essential nowadays. Team-building is a very significant factor in organization development. Considering this preliminary statement, this paper attempts to present a successful (practical) team-building pattern in the public sector in order to provide a coherent insight/definition into this concept. In this paper that is based on a compound exploratory method, there are two types of statistical population: first the paper reviews a number of papers conducted in this field of study and then each item/category is evaluated according to experts’ opinions. According to the mentioned target, 24 studies and 12 experts are respectively reviewed and selected. The paper takes advantage of Directed Content Analysis to analyze qualitative data and Fuzzy Delphi Method to analyze quantitative data (experts’ opinions), to determine priorities. According to the findings, items like trust-building, mutual support between members, coordination, efficiency, and attending the environment play an important role in this study. It should be mentioned that team-building is a complex process. Therefore, each stage and categories about it should be carefully examined and conducted after that there is successful team building.

Team-building, both in private or public organizations, is very essential nowadays. Team-building is a very significant factor in organization development. Team-building, as a concept, has been defined in numerous ways in different fields of study. In this study a dictionary meaning of the concept is provided. Before providing a definition of team building concept, first it is necessary to define the concept of team. Team refers to a group of interdependent organized individuals who collaborate to achieve a common goal, and who are identified as a team by themselves and observers. Team-building is the process of integrating a group of experts and diverse experienced individuals as well as turning them into a proficient and unified work unit. Many managers in public sector takes advantage of team-building technique in their organizations to ensure success in their activities. Nevertheless, most of them do not have a proper understanding of the team-building process because almost no research has academically and clearly identified where the team-building process begins and where it ends. Helmes et al. (2006) provide a conceptual framework for successful team-building that is used as a conceptual model of research in this study. The main goal of of this study is to present a proper model of team-building in the public sector based on Helmes et al model.

There are two statistical populations in this study: the first statistical population concerns a study of researches performed in this field of study; the second statistical population concerns government experts’ opinion on the validation of categories and patterns. Theoretical framework Team-building, apart from being a cohesive and effective approach, is an attempt to resolve issues such as interpersonal conflict within the group, misuse of resources, role ambiguity, and the incapability of team members to meet the expectations of key stakeholders. In terms of team-building, Ciasullo., et al (2017) propose two approaches: the traditional approach and the hybrid approach. The traditional approach is based on a leader’s choices while the hybrid approach is based on employee engagement. The traditional approach focuses on organizational relationships and customer needs, and selects the leader of the staff, who should possess mental and professional ability, commitment, and attitude. The leader's role in this approach is to reduce intra-personal conflict and improve cooperation. On the other hand, the hybrid approach emphasizes staff relations and the consensus that emerges from such relations. In this study, we try to consider both approaches. As mentioned, for successful and effective team-building, it is necessary to enact the following five stages: formation, conflict, standardization, execution and temporary liquidation.

The mixed research approach (qualitative and quantitative) is an exploratory one. In this approach, first qualitative data and then quantitative data are collected and analyzed. Priority is usually given to the qualitative phase, and insignificant amount of data is used to reinforce the qualitative data. To study the researches performed in this field, the researchers searched the “team-building” and “team” keywords Magiran, Emerald, Elsevier, Science Direct, Taylor & Francis databases, and 24 articles (sample numbers) were selected according to the purpose of the study. The criteria for selecting experts are: 1) 10 years of experience in executive organizations; 2) having a post in executive agencies; 3) being educated in Management. It is worth mentioning that according to the above three criteria, 12 experts were identified and a questionnaire was distributed among them. Since Holmes et al. (2006) model is general, a qualitative study is required to make this model more objective. Therefore, each step is analyzed and analyzed by the researcher. Then the qualitative study categories are approved by experts (Quantitative Study: Fuzzy Delphi).

In this study, we attempted to adopt a model and study the review of related literature and research background to delineate team-building concept. In the first stage, it is very important to create a reliable working atmosphere within the team. Usually, after a very short time, the teams enter their second stage, i.e. disagreements. Researchers and managers know that that the diversity of ideas leads to the emergence of creativity and innovation. In the norm-building phase, members need to be committed to the team’s intended purpose. At the implementation stage, the role of the leader is very clear. Successful leaders do not lose their role within the team, despite the freedom of ideas and action. Usually the expected output of a team is to what extent it has achieved its intended goal.

Because the categories are measured and evaluated by public sector managers, this model and its parameters can best be applied to the public sector, although many of these categories can be useful and important in private sector as well. Many public sector executives confirm the necessity of teamwork in their activities, but do not typically succeed in practice. The reason for this is, probably, that many of them have no sufficient information about team-building and its dimensions. According to the research results, team-building is a complex process (with five stages and twenty categories), and each step and category should be exactly followed up to ensure successful team-building.

 Branding in response to globalization and global competition is one of the factors influencing academic centers to compete internationally. The purpose of this study was to investigate the impact of branding on attracting international students with the mediating of satisfaction and loyalty of brand in higher education. The method used in this study was correlational. Statistical population used in this survey faculty of universities of sistan and baluchestan based on a stratified random sample of 177 peopel were selected. The research tool was Four questionnaires, brand reinforcement, brand satisfaction, brand loyalty and and international students' attraction. Reliability and validity of all three tools were reported suitable. Analysis method was structural equation with Using PLS2 software. The results indicated, that influence of brand reinforcement has a directly and indirectly effect on brand satisfaction, brand loyalty and international students attraction. Also, brand satisfaction has a direct and indirect effect on brand loyalty and attracting international students. on the other hand, brand loyalty has a direct effect on attracting international students. It can be said that attention to awareness, attitude and value in promoting brand performance through satisfaction and loyalty has a constructive role in attracting students to higher education institutions.

International higher education is seen as a tool for expanding students' knowledge of world cultures and improving the labor market. The mobility and movement of students outside the national borders of a country are considered to be the most prominent indicators of international higher education. Branding due to changes in the quantity and quality of activities of educational institutions, quality management, growth of study opportunities, organizational image and reputation, cultural and communication diversity, and organizational image and student satisfaction and loyalty, have plays important role in attracting international students with the developing competitive advantage. Sistan and Baluchestan University has attracted international students due to the presence of international students and being located in the border region. In order to compete and attract international students, research in the field of brand is necessary. Therefore, the purpose of the present study was to investigate the effect of brand reinforcement on recruitment of international students through mediating brand loyalty and satisfaction in higher education. Case study The present correlational study was conducted on a sample of 177 faculty members of Sistan and Baluchestan University. Materials and Methods The research instrument consisted of four questionnaires: Brand Strengthening, Brand Loyalty, Brand Satisfaction and International Student Attraction. Data were analyzed using smart PLS software and structural equation modeling.

Satisfaction, loyalty, and brand empowerment have directly and indirectly influenced the attraction of international students. It can be stated that the three dimensions of brand awareness, value and attitude have a constructive role in attracting international students. Customer satisfaction with the university brand, based on educational experiences, plays an important role in attracting international students. Establishing an effective higher education brand can be configured based on the relationship between the institution and the student. On the other hand, brand reinforcement influenced brand satisfaction. The greater the power of an academic brand, That is, familiarity provides more attitude, increases brand satisfaction. And brand satisfaction and reinforcement have directly and indirectly influenced brand loyalty. It can be said that brand loyalty to an institution or university is influenced by each component of the brand. Satisfaction is an introduction to loyalty that leads to increased brand loyalty with increased satisfaction.

Overall, branding and internationalization are two of the key drivers of progress in higher education institutions from a dynamic global perspective. Universities need to increase brand power to enhance awareness and offer courses, to differentiate from competitors and gain market share.

The purpose of the present study is to provide a theoretical framework for the formation influencing factors in heterogeneous multibusiness corporations and the role of each of these factors in different stages of corporate development. The methodology of the present study is a systematic review, which, according to Cooper, consists of seven stages, namely problem formulation, data gathering of studies, qualitative evaluation of studies, analysis and integration, interpretation of documentation, and presentation of results. Accordingly, 39 articles on unrelated diversification strategies and conglomerates were published between 1965 and 2018 on a scientific basis, extracted and analyzed after the filtering process using manual coding. based on the results of selective articles, 28 indices were divided into three contextual, structural and contentual factors. Four indices were identified for content factors, 15 for structural factors and 9 for contextual factors. Among the contextual indicators, the economies of states, government and institutional factors, among the structural factors indices of risk reduction, finaincial synergy, and central business position, and among the managerial and shareholder behavioral factors were the most frequent ones. In the second stage, the role of each of the factors in the development stages of conglomerate corporate was investigated, which in the early stage of contextual factors, and growth stage, structural factors and in the maturity stage, contentual factors had the most influence.

Diversification strategy is one of the ways to enter into heterogeneous businesses. There has been much study and views about the formation of corporate with related businesses, but any comprehensive model for the formation of unrelated multi-business not been put up yet. THIS study attempts to bridge this gap. Given the complex and unstable environment in most developing countries,especially Iran, many companies are approaching toward this type of developement and most of them often fail. On the other hand, the role of these factors in different stages of the development of corporate is not same, so this study seeks to answer this question.  

The statistical population of the study: All articles on unrelated diversity strategies and conglomerates were published in the scientific database between 1965 and 2018. Theoretical framework Since most research on related and unrelated diversification is related to their performance, value, risk, etc., research has not comprehensively examined the cause of the formation of multifaceted and unrelated corporate. According to the theoretical literature, the reasons for the formation of multi-business corporations can be explained in two dimensions: The first is the economics of countries and base developing countries and the second is based on their purpose of diversification, which purpose is Growth.

The methodology of the present study is a systematic review, which, according to Cooper, consists of seven stages, namely problem formulation, data gathering of studies, qualitative evaluation of studies, analysis and integration, interpretation of documentation, and presentation of results. Accordingly, 39 articles on unrelated diversification strategies and conglomerates were published between 1965 and 2018 on a scientific basis, extracted and analyzed after the filtering process using manual coding.

Based on the results of selected articles, 30 indices were divided into three contextual, structural and contentual factors. These indicators include. Intense competition in domestic markets, weak institutional environment, geographic location, legal constraints, support industries, government support, tax incentives, information asymmetry, external alliances, all of which were underlying factors. Owners' philosophy, managerial motivations, strong employee ethics and organizational culture related to behavioral factors and ultimately strong R&D, surplus funds, financial synergy, risk reduction, current business performance, managerial synergy, economies of scale, strategy Current businesses, timing of entry into unrelated businesses, industry-leading advantages, maturity of pivotal businesses, need for high-tech, territory economics, managerial stability, and high transaction costs. In the second stage, the role of each of the factors in the development stages of conglomerate corporate was investigated, which in the early stage of contextual factors, and growth stage, structural factors and in the maturity stage, behavioral factors had the most influence.

Based on the results of the research, one can find the main cause of the formation of multifaceted and unrelated companies in three behavioral, contextual and structural factors. Among these factors, the role of the underlying factors for the formation of multi-business and unrelated corporations is more important than the others, depending on the conditions of the institutional environment of the countries and the stage of development of their economies. On the other hand, when companies are formed, they later show the role of more structural factors, covered by indicators such as financial and managerial synergies, scale and territory efficiency, and finally, the maturity stage for managers and shareholders to enter the internal market. And related and unrelated externalities that are more important in the form of behavioral factors than others.