پژوهش نامه مدیریت تحول
سال سیزدهم شماره 2 (پیاپی 26، پاییز و زمستان 1400)

Despite the increase of empirical studies on the organizational ambiguity phenomenon, which is the discovery of new opportunities while exploiting existing competencies, in entrepreneurship and management literatures, there is little knowledge about the factors affecting the formation of ambidextrous behaviors of employees in organisaions. The present study examines the relationship between individual entrepreneurial orientation and ethical behavior and contextual ambidexterity. This research is applied in terms of purpose and descriptive in terms of data collection method. Based on the questionnaire, the data were collected from 203 employees of food industry businesses in Tehran and analyzed with SmartPLS software. The research results show that entrepreneurial and ethical orientations increase individual ambidexterity, yet the moderating effect of ethics on the relationship between entrepreneurial orientation and individual ambidexterity has not been confirmed. These results suggest that exploratory behaviors, while performing daily tasks, can be expected from the employees who are more entrepreneurial and ethical.

The purpose of this study is to investigate the generational differences in the level of procrastination of employees in banking industry services. In this study, a quantitative method was used. After distributing the questionnaires among 410 employees of private banks in Tehran, analysis of variance and Bonferroni post hoc test were used to examine intergenerational differences. The results showed that the rate of procrastination and its three components are significantly different among the three generations. Thus, there is a significant difference between the generations in the lack of energy, distraction and lack of emotional perseverance, and in general, there is a significant difference between the generations in the level of procrastination. The post hoc test also showed that the 3th generation (born in the 60s and 70s) is more procrastinating compared to the other two generations. This can lead to valuable management applications for managers in the bank (in particular) and other organizations (in general).

One of the most important aspects of people's lives in the organization is career path. In this path, different mental, physical and social states can be imagined for employees, each of these states is affected by employees' job interactions, one of the most important interactions that often Human resource researchers have also remained silent about the phenomenon of job demotion.Therefore, the purpose of this study is to explain the causes, dimensions and consequences of employee job demotion. In line with this goal, this research has been done using a hyper-combined qualitative method. The data collection tool in the present study is past documents in this field, which generally includes 32 articles. This phenomenon can include various dimensions and have causes and consequences in the organization. The most important factors of its emergence are individual, organizational, intermediate factors (individual and organization) and environmental factors. This phenomenon manifests itself in various forms and dimensions in the organization, which are: reduction of organizational hierarchy, reduction of organizational authority, Undermining the content of the job, getting out of the job path and undermining the compensation of services, as well as the consequences of this phenomenon at the separate level of the individual and the organization can be positive or negative

The purpose of this study was to investigate the effect of functional conflict on marketing capabilities with the mediating role of knowledge sharing and moderation of relationship quality in a five-star Dervish hotel in Mashhad. The method of the present research is applied, and its purpose is descriptive-survey. The population of this study is 335 employees of the luxury Dervish Hotel in Mashhad, out of which, 179 individuals were sampled using Morgan table. To collect data, relevant questionaires were distributed. The validity of the research instrument was assessed by content validity, convergent and divergent methods as well as confirmatory factor analysis. The reliability of the instrument was confirmed by Cronbach's alpha coefficient and combined reliability. In order to test the hypotheses, the structural equation method and Smart-PLS software have been used. Findings showed that functional conflict affects knowledge sharing as well as knowledge sharing on innovation and accountability capabilities. Communication quality also modulates the impact of knowledge sharing on innovation and responsiveness .

A significant competitive advantage for organizations is the ability to recognize and capture the tacit knowledge of experts in the conventional practice of environmental scanning. The purpose of this study is to provide a framework that can be used with the help of expert tacit knowledge to identify organizational opportunities and threats. Therefore, the present study is based on the content analysis and interpretive approach to this issue. For this purpose, in-depth interviews with experts are conducted until the theoretical saturation is reached to identify SWOT defects. Therefore, 21 codes were obtained as SWOT defects using interview analysis, which is categorized with an open approach and then with a pivotal method (content analysis). Then, in-depth interviews are conducted with experts to provide solutions and tools to eliminate and prevent the identified shortcoming of current models, finally, with interpretive analysis of the interviews, a framework for acquiring the tacit knowledge of experts is provided. The actions in this framework consist of three stages: pre-interview, interview and post-interview. The proposed framework introduces solutions and tools to realize the expert tacit knowledge and identify the external environment at each phase. Therefore, the tacit knowledge of experts can be achieved to identify opportunities and threats by appliying the proposed framework. The proposed framework of the present study can be considered by organizational planners to provide better scanning of the environment.

Therefore, the purpose of this study was to design a conceptual model of the center for evaluating and developing the competencies of managers with the approach of achieving the desired system of organizational performance improvement by Delphi method using the opinion of 25 experts. Evaluation and development of managers' competencies, including: organizational value (6 components), insight and attitude (5 components), personality traits (6 components), personal communication (3 components), interpersonal communication (6 components), leadership (5 components), professional credibility (3 components) ), Technology knowledge (3 components), self management (4 components), others management (4 components), business management (7 components), emotional ability (3 components), mental ability (3 components), empirical ability (3 components), academic ability (4 components) ), Is the physical ability (3 components) and personal characteristics, personality and skills of the evaluators (11 components). Also, the effective dimensions and components of the system to improve the organizational performance include: human resources (4 components), knowledge management (4 components), external factors (6 components), internal factors (4 components) and organizational management (7 components).

In today's complex and turbulent environment, the main goal of every business is to achieve superior competitive advantage and improve the performance of the organization. The most important sources that can make a sustainable competitive advantage for an organization are human capital and social capital. Therefore, the present study investigates the impact of social capital and human capital on the employee’s operational performance of Shahid Chamran University considering the mediating role of social entrepreneurship. In this descriptive-correlational study, the required data were collected through a questionnaire consisting of 390 employees and active experts from The Shahid Chamran University of Ahwaz. The content validity of the questionnaire was reviewed and approved by a team of experts. The reliability of the questionnaire was confirmed by Cronbach's alpha coefficient. Data were analyzed using descriptive and comparative tests in SPSS software and structural equation test in Smart PLS3 software. The results showed that social capital and human capital have a significant positive effect on social entrepreneurship and employee’s operational performance. Also, the results of the intermediate test showed that social entrepreneurship has a defective mediator role in the relationship between social capital and human capital on employee’s operational performance.

The effectiveness of managers mainly depends on their competence, skills, level of knowledge, insight and abilities, and because of the importance of these factors in the success of managers, continuous search and continuous effort to find and train people who have this type of competence, ability and skill. Turn them into effective managers and useful leaders.

In this research, Thematic analysis has been used. First, 25 professors, managers and experts of Mashhad Municipality were interviewed. The collected data were then analyzed using NVivo software. Then, based on the identified pattern, a questionnaire was developed and collected and distributed to the members of the expert group for prioritization. In this section, Friedman test is used.

the result showed that meritocracy model of Mashhad municipal managers has 122 nods; which were classified into 15 central codes and 4 selected codes. The results of prioritization showed that in individual competence; Axial code of conduct, in managerial competence; The central code of leadership ability, in job competence; The skill-based code is the most important competency required by Mashhad municipal managers. It should be noted that in value competency, no difference was observed between the two central codes (organizational and ethical).

In order to establish meritocracy in Mashhad Municipality, it seems necessary to pay attention to four main categories (personal, managerial, professional and value).