مجله پژوهش های مدیریت عمومی
پیاپی 56 (تابستان 1401)

Abstract
The prominent and outstanding role of faculty members is not hidden from anyone in the education of students, the dynamism and prosperity of the university, and development and excellence of society. To playing these roles, they require to have enough work engagement. In this qualitative-applied research, university faculty members’ work engagement is considered, posing the question: what are the characteristics of engaged faculty members of public universities in Iran? The participants were 26 faculty members of public Universities in Tehran, who were selected by snowball sampling method and were interviewed with semi-structured questions until theoretical saturation was obtained. The participants’ responses were coded after each interview, and the concepts and themes were extracted from them using the thematic analysis method. Finally, the characteristics of engaged faculty members were categorized into 4 main themes: try to other flourishing, interest in self-flourishing, Commitment to professional ethics and engaged personality. Furthermore,16 sub-themes were identified and discussed.
New organizations expect their employees to be creative and dynamic, take the initiative, work collaboratively, try to develop their job skills, and be committed to high performance standards. Therefore, modern organizations need a lot of engaged staff for success. Universities and centers of higher education play an important role in the development and excellence of human societies. One of the factors that help to improve the current status of universities is enjoying faculty members with enough work engagement. Due to the effect of faculty members’ work engagement on their performance qualitatively and quantitatively, it seems that in order to improve the status of universities, faculty members with work engagement, as major actors in the university should be recruited. Due to the reliance of achieving higher education goals and comprehensive development of the country on the existence of faculty members who are engaged in teaching, researching, advising and leading students, the present study seeks to answer the question: what are the characteristics of engaged faculty members of public universities in Iran? Thus, this study was conducted with the aim of identifying the characteristics of engaged faculty members, as one of the most important components of the country's higher education system. It is hoped this study can assist relevant authorities in identifying the characteristics of engaged faculty members, modifying performance evaluation criteria and promoting faculty members.
Case study
In this research, faculty members of public universities in Iran constitute the case study.
Due to the nature of the subject, the research is conducted in a qualitative manner and is based on the interpretation philosophy. Data collection is conducted through interview with 26 faculty members from public universities in Tehran. data collection was conducted through snowball sampling. The method of data analysis is thematic analysis.
Discussion and After analyzing the data, the characteristics of engaged faculty members were categorized into 4 main themes: try to other flourishing, interest in self-flourishing, commitment to professional ethics and engaged personality. Furthermore, 16 sub-themes were identified and discussed.
Although the main question of our research was about the characteristics of engaged faculty members, the characteristics expressed by the interviewees were mostly about the faculty members’ engagement for teaching and rather than about the engagement for researching. The characteristics identified with most to least frequency were about: the engagement for teaching, the engagement for communicating with the community, and the engagement for researching; it indicates the importance of spending time and energy of the teacher in educating students.

Abstract
The present research was carried out with the aim of identifying and prioritizing indicators of positive organizational behavior based on the positive human resources architectural model in Qazvin University of Medical Sciences. In the positivist human resources architecture model, the organization categorizes employees using the three main dimensions of strategic value, unique value, and positive behavior value, and selects the appropriate strategy for each group. Positive human resources architecture is the process of determining and combining the elements of human resources management and positive organizational behavior in order to create and present an image of the organization's human resources, in which the harmony between the behavior of employees, the human resources system, human resources activities, the missions and goals of the organization is evident and be noticeable.
The structural nature of medical universities is different from other organizations due to their special tasks. Risk of environmental changes affecting this organization due to the breadth and diversity of duties and the special role it plays in the health of society and also the importance of duties, diversity of manpower in terms of knowledge, attitude and skills and expertise, the geographical extent of service and direct interaction with All sections of society, rapid change of technology, rapid change of social needs, etc. have both parameters of high Frequency and Severity. As a result of these changes, the human resources of this organization will be no exception to the impact of changes. With this view, paying attention to the characteristics and occupational and psychological differences of the staff can help the university in advancing the goals, providing services tailored to social needs, as well as flexibility in the face of environmental factors.
Case study
Qazvin University of Medical Sciences has taken important and extensive measures to protect and retain staff. But the competition in recruiting and employing human resources in human resource management and the different needs of employees has caused attention to psychological aspects in this sector to become more and more important. Since the University of Medical Sciences has an important role in maintaining health, the efficiency of health services and mental peace of citizens in need of medical services, Is necessary and essential the presence of human resources that have psychological characteristics appropriate to the type of job and have the necessary capabilities to do things.
Extensive studies in the field of human resources have been done in the University of Medical Sciences, but according to the scope of the researcher's studies, lack of attention to the priority of positive behavior dimensions and the importance and distinction of these dimensions in each occupational groups of human resources architecture model by adding positive behavior dimension to the HR architectural model, Developed the Positive-Behavior Based Human Resource Architecture Model, ​were identified as research gaps. In order to fill the existing gap and show more precisely the dimensional differentiation, the prioritization of the positive behavior dimensions in the occupational groups of the human resources architecture model was examined as a basic model to identify and priority the position of each dimension. With this approach, human resource strategy can be designed in any of the Occopation groups and by focusing on grroups with higher positive-behavior value that have been identified and introduced in the positive-behavior based human resource architecture model, the waste of organizational resources can be avoided (Iravani, Alvani & Hamidi, 2021).
Conceptual framework
The Positive-Behavior Based Human Resource Architecture Model is a combination of HR functions, topics and tools that are geared towards creating and delivering value to customers, employees and stakeholders as well as the community. By combining the three indicators of strategic value, unique value and positive-behavior value, positive-behavior based human resource architecture model provides an integrated configuration of the strategic characteristics of human resources, employment modes, employment relationships and psychological state. the Positive-Behavior Based Human Resource Architecture Model consists of three elements: the task or function of human resources, human resource chapters, and human resource tools. These elements are used in the definition of the Positive-Behavior Based Human Resource Architecture Model. Positive Organizational Behavior: Develop and study the strengths of a positive human resource and psychological capacity that can be measured and effectively used to improve performance in today's management work environment. In positivist organizational behavior based on the positivist psychological capital model, four indicators of hope, resilience, self-effecacy, and optimism have been used (Luthans, 20111, p44).
 Statistical population: The study population was senior managers and middle managers of Qazvin University of Medical Sciences that 15 people were selected by judgmental sampling method to answer the questionnaire and their opinions were received. The standard questionnaire of psychological capital (Lutans and Avi, 2014) was used to collect data and the priority of the positivity index was identified in the four groups of the positivist human resource architecture model. Due to the use of the standard psychological capital questionnaire, the validity and reliability of this questionnaire has been measured and confirmed by its authors (Lutans, Ave, 2014). The chi-square ratio of this test is 24.6 and the CFI and RMSEA statistics in this model are 0.97 and 0.08, respectively. According to the data type, gray theory was used to convert qualitative data into quantitative and quantitative model testing. Gray numbers are uncertain and usually qualitative. Due to the status of the output numbers, the scores are "indistinguishable" in gray. Due to the inseparability of the data, triangular fuzzy numbers were used to increase the measurement accuracy. Thus, each variable declared by the experts will be equal to a triangular fuzzy value with three numbers lower limit L, medium limit M and upper limit U. The shape of a triangular fuzzy number is displayed as M = (L, M, U). Experts' opinion was transformed into triangular fuzzy numbers using the fuzzy geometric mean method. Therefore, after applying the triangular fuzzy mean to the six sets of questions, the opinion of each expert became 4 fuzzy numbers. Next, the decentralization of the center of gravity method was performed. The numbers were bleached using this method and the research was continued quantitatively. Positiveness criterion ranking was performed using qualitative data that became quantitative data in each occupational group.
Discussion and By entering the data obtained from the basic models of human resource architecture and the model of psychological capital into the model of positivist human resources architecture, the order of priority of the dimensions of positivism in the occupational groups is identified as follows:In knowledge-based employment, the priority of positivity indicators are: the first priority is self-efficacy, the second priority is optimism, the third priority is hope and the fourth priority is resilience.
In  job-based employment, the priority of positivity indicators are: the first priority is hope, the second priority is self-efficacy, the third priority is resilience and the fourth priority is optimism.
In contractual employment, the priority of positivity indicators are: the first priority is optimism, the second priority is hope, the third priority is self-efficacy and the fourth priority is resilience.
Among the partnership arrangement, the priority indicators of positivity are: the first priority is resilience, the second priority is self-efficacy, the third priority is optimism and the fourth priority is hope.
According to the priorities obtained from the method of gray theory and fuzzy triangular, positive behavior priorities were identified and priorities in each of the job groups. The priority of the positive behavior index in Qazvin University of Medical Sciences is in the contractual employment related to the self-efficacy index, in the knowledge-based employment related to the optimism index, in the partnership arrangement related to the resilience index and in the job-based employment related to the hope index.

Abstract
States are willing to provide services that increase citizens' satisfaction. To do so, they need to increase the public services quality provided by the government organizational staffs. Today only the organizations that are able to attract and motivate the highly effective forces will succeed. Given this, the quality of human resource management is more important these days. This research aimed at studying the human resource management’s role in the organizational commitment, organizational identification and intent to leave job inside public organizations in Iran. In order to create a measure used mix method .This measure has been created based on interviewed with 30 public organizations employees in Iran  and a good governance framework in the Iran’s governmental organizations and the major administrative system of the Islamic Republic of Iran, and then it has been validated by the factor analysis method and as the next step the relationship between human resource management quality questionnaire organizational commitments - organizational identification and intent to leave job was evaluated on 384 public organizations employees. The results show the relationship between human resources management quality and organizational commitment and organizational identification has significant positive and significant negative relationship with intent to leave  job.
Human resource management quality has an extensive impact on employees attitudes, behaviors and their organizational performance.
Case study
Iran’s public sector  
This research is based on exploratory mixed methods.By analyzing literatures and the qualitative data collected from interviews,  and also using the roadmap of  Iran administration system correction and good governance in the public sector model, we are able to prepare a conceptual and operational framework which is validated by factor analysis and correlation of three criteria.
Discussion and The result of this research is a tool for measuring human resource management quality in Iran’s public sector.
The result of this research, is a validate tool for measuring human resource management quality in Iran’s public sector.

Abstract
The mission of universities in the context of time, in line with global developments and transformations and in line with the goal of responding to the contingent needs of societies is moving towards participation in the entrepreneurial Paradigm. according to this The main purpose of the research was to design and explain a Strategic model of the entrepreneurial university with Futures Studies approach. This study was conducted using a combination of qualitative and quantitative methods. In this study, Meta-synthesismethods, fuzzy Delphi were used for data analysis. In the first step, a Meta-synthesisapproach was used to analyze the research literature on entrepreneurial university and its related models. The dimensions and codes related to entrepreneurial university were extracted. Also, in a separate section, the dimensions and codes related to the key factors of future studies in higher education were extracted. In the second step, the fuzzy Delphi questionnaire was designed in two separate questionnaires to identify the components related to the "entrepreneurial university " and "Factors shaping the ideal future of the university" and distributed in two rounds among experts in that field. In this section, experts in the field of management, entrepreneurship, and futures studies in higher education participated in the Delphi Fuzzy panel. The members of the fuzzy Delphi panel were determined by the judging and snowballing sampling method. Then, the last components of the research were extracted, the output of the entrepreneurial university section included 16 main categories, 51 concepts and in the future key factors' future studies in higher education section included 4 main categories, 8 concepts. Finally, the strategic model of the futuristic entrepreneurial university was designed.
Once education and research were themissions of universities. But today, university gradually moves away from its traditional role and participates in socioeconomic development to take on a new mission and roledue to the developments and also based on its mission and commitment to society as well as its survival and growth. Universities that have been able to adapt to the new conditions are known as third-generation universities (entrepreneurial universities), which are the evolvedversion of first- and second-generation universities. According to Clark, the entrepreneurial university means one in which all the activities of its members, such as education, research, etc., are managed and executed in such a way that the university is considered as an economic institution or quasi-corporation.That is, these activities are directed to gain profit and competitive economic advantages. Most of our universities are in the first generation and a limited number of them are in the second generation. The third generation of universities has not been seriously raisedin Iran. Most of the researches conducted in the field of Futures Studies and screenwriting in Iran are focused on technology and then policy-making, and this has reduced the use of Futures Studies methods specific to higher education in Iran. However, despite the great importance of the application of concepts related to Futures Studies in higher education, this science is considered nascent in the field of higher education and needs special and deep attention from higher education practitioners. Researches done in the field of entrepreneurial university lack the comprehensiveness of the present research model and each has addressed the issue in a specific way. Presenting all the effective internal and external components together in a strategic and futuristic perspective is one of the salient features of this research that can be one of the distinctive aspects of this research. This study triesto design a comprehensive and futuristic model of the entrepreneurial university, which helps the universities in their future challenges. However, the main question of the present study is what strategic model the entrepreneurial university with a Futures Studies approach in higher educationhas.
Case study
For basic information, articles, dissertations and books during 2000-2020 were analyzed in domestic and Futures Studies sources. After extracting the sources, the articles were analyzed by a meta-synthesis qualitative method. Out of a total of 3,856 extracted sources, 114 were used for analysis in this research. Then the fuzzy Delphi method was selected to proceed the work and its output was analyzed by experts. Non-probabilistic sampling methods including judgmental and snowball sampling methods were used to select samples and form a panel of experts. A total of 17 experts in the field of management and entrepreneurship were selected. Also, the key factors of Futures Studies in higher education were separately extracted by document and content analysis methods and were examined and analyzed by fuzzy Delphi panel method. In this section, 14 Futures Studies experts in the field of higher education were selected.
The present study is both fundamental and applied in terms of purpose. It is a descriptive research in terms of data collectionthat has been carried out in two parts of model design (survey research by meta-synthesisand Delphi method). The methodology of the present study is pluralism in the research method, which is a combination of quantitative and qualitative methods.The following tools have been used to collect data: a) desk studies, b) meta-synthesis, c) content analysis, d) fuzzy Delphi (panel of experts).
Discussion and In this research, a systemic model has been used to design the model. That is, it is designed based on input, process and output. The strategic model of entrepreneurial university in this research includes 16 main categories and 51 concepts. The main categories include: 1) Entrepreneurial organizational structure; 2) Entrepreneurial management; 3) Entrepreneurial vision and mission; 4) Entrepreneurial educational system; 5) Entrepreneurial research system; 6) Entrepreneurial human resource management; 7) Entrepreneurial financial resource management; 8) Culture of entrepreneurship and sustainability; 9) New ICT; 10) Role models and reward systems; 11) Entrepreneurship centers; 12) Government support; 13) Economic factors; 14) Socio-cultural factors; 15) Committed relationship of industry and university; 16) Internationalization. As mentioned earlier, in this study, in order to complete the discussion of foresight, in addition to gathering the factors affecting the entrepreneurial university, the factors that shape the favorable future of the university were separately collected and discussed. In order to build a futuristic entrepreneurial university, in addition to the factors affecting the entrepreneurial university, the factors affecting the future university must also be considered. Given this in mind, the concepts of foresight institutionalization and strategic thinking should be applied in all university activities, especially in the vision and mission of the university. In the process section, in order to build a foresight entrepreneurial university, foresight planning factors, discovery of internal and external trends, bedrock and structural reforms in the educational and research system, organizational structure, organizational culture, role models and reward system, information and communication technologies should be considered. In the output section, in order to build a futuristic entrepreneurial university, the factors of entrepreneurial university scenarios, science and technology foresight should also be highly considered.

Abstract
Social innovation as a new paradigm in the field of innovation creates social value, promotes greater welfare and develops capacities and capabilities and solves social challenges and social organizations are one of the most effective actors in creating social innovation. The main purpose of this study is to present the model of creating social innovation and its antecedents and consequences in the Imam Khomeini Relief Foundation as an innovative social organization. The present research is developmental-applied in term of purpose and its strategy is classical grounded theory. In this research, by snowball sampling method, 16 semi-structured interviews with experienced and expert individuals in the plans and processes of Imam Khomeini Relief Foundation were conducted. Data analysis was performed in the form of open coding, selective coding and theoretical coding with about 150 primary codes in qualitative data analysis software, Atlas.ti 8. Finally, the model of creating social innovation in Imam Khomeini Relief Foundation was identified with three major categories such as environmental facilitators of social innovation, creation of social innovation and social development and with the focus on the category of social innovation creation.

The concept of social innovation is a new paradigm that has emerged in the field of innovation and although it has attracted the attention of many researchers, but its conceptualization has not yet reached maturity and theorizing continues in this field. Due to the importance of this concept in solving social problems and issues, valuable research (Mobini & Keshtkar, 2015, 2016; keshtkar, 2017, 2018; Keshtkar & Dehghan, 2018; Sadabadi, Pourezzat,  Ghaneeirad, Mokhtarzadeh, & Elyasi., 2016; Roohollahi,  Tabatabaeiyan, Manteghi, & Bamdad Sufi., 2018; keshtkar & Pourmazaheri, 2019; Chitsazian & Sadeghikia,  2019; Jandaghi, Zareimatin, Tahmasebi, & afrouznia., 2020; Sadabadi & Rahimi, 2020; Sadabadi, Aramipour, & Fartash., 2021)has been done in Iran, which requires more attention from interested researchers in this field. The Imam Khomeini Relief Foundation as a social organization that has carried out innovative and valuable activities in the field of deprivation relief and poverty alleviation, according to the definitions from Social innovation of Mulgan (2006: 146) and Phills, Deiglmeier and Miller (39: 2008) can be considered an innovative social organization. Therefore, in this research, on the one hand, using the innovative experiences of Imam Khomeini Relief foundation, a model is presented for creating social innovation and its antecedents and consequences in a social organization, and on the other hand, according to the research model, Suggestions provided for promoting social innovation in the Imam Khomeini Relief foundation.
Theoretical framework
Research on social innovation has grown over the past forty years, but studies of social innovation have not matured, and the understanding of social innovation is ambiguous and its conceptualization continues (Voorberg, Bekkers, Tummer, 2015, p. 1333; CajaibaSantana, 2014, p. 45; Pol & Ville, 2009, p.878).
In this study, social innovation refers to innovative activities and services that are motivated to respond to a social need and are disseminated through organizations whose primary goals are social (Mulgan, 2006, p. 146) or a new solution to a social problem that is more effective and efficient than existing solutions, and the value created belongs primarily to society as a whole, rather than to specific individuals. Social innovation can either emerge as a product, a production process, or a technology, and it can be a source, an idea, a rule of law, a social movement, or a social intervention, or a combination of these (Phills et al., 2008, p. 39 ).

The present study is developmental-applied in terms of purpose and research strategy is classic Grounded Theory (Glaser& Strauss, 1967). In this study, has been done 16 semi-structured interviews with experts on the Imam Khomeini Relief Foundation's plans and processes by the method of snowball sampling, along with related documents were reviewed. Data analysis was performed with more than 150 initial codes in "Atlas.ti 8" software.
 
Discussion and

The main category in the research model is the creation of social innovation that can be emerged with two factors: unmet needs and the presence of social innovators with special characteristics. Creating social innovation by social organizations such as the Imam Khomeini Relief Foundation in society can help improve the quality of life, increase social security, promote social justice and gain public trust and increase social capital, and ultimately lead to the promotion of social development. On the one hand, social development strengthens the environmental facilitators of social innovation, and on the other hand, the environmental facilitators of social innovation provide the grounds for the emergence of social innovation in society and social organizations. Because human needs never end and new needs and challenges constantly arise in the evolution of needs, and consequently, social development is also promoted and never reaches its end, the cycle of creating social innovation is a dynamic process and is always ongoing.

Social organization is one of the most important social actors for creating social innovation that can play an effective role in solving social challenges. In this research, the model of creating social innovation and its precedents and consequences were presented in the Imam Khomeini Relief Foundation as an innovative social organization and Based on the classic grounded theory, three major categories of research model were identified, which are the creation of social innovation, environmental facilitators of social innovation and social development.

Abstract
The present study was conducted to design an employee behavioral ambidexterity model in knowledge-based companies. It used a qualitative research method based on the systematic Grounded Theory. The sampling was done theoretically and using purposive and snowball techniques, based on which semi-structured interviews were conducted with the experienced managers and senior experts of knowledge-based companies and academic elites in the field of health. To ensure the reliability and validity of the interviews, the researchers reviewed the previous studies, took advantage of the opinions of experts in all stages and processes of this study, and used three strategies developed by Creswell and Miller. The results of the analysis of the data obtained from the interviews during the open, axial and selective coding process led to the development of the Grounded Theory in the field of employee behavioral ambidexterity for knowledge-based companies.

Employees have the most important role in knowledge-based development. According to researchers, it is the employees of the organization who make it possible to apply ambidexterity at the organization level through their ambidextrous behavior. Employee ambidexterity is thus defined as a behavioral approach in employees that is performed by combining activities related to exploitation and exploration in a certain period of time.
Recent studies have shown that simultaneous exploration and exploitation in a business unit is also a prerequisite for its success, especially in high-tech companies such as knowledge-based companies, which strongly rely on innovation as a competitive source. In the field of health, these companies encounter the dual demands of exploring new products/processes while simultaneously exploiting the existing products/processes. Therefore, through their employees, companies should simultaneously exploit the existing competitive advantage and explore new projects with equal skills.
Case study
The statistical population of the present study consisted of experts (including managers and experienced senior experts) and academic elites (including experienced professors of management) in the knowledge-based companies of the field of health in Tehran province.
Theoretical framework
Employee ambidexterity is defined as the behavioral orientation of employees to combine exploration and exploitation activities in a certain period of time. Exploration is defined as experiment-related behaviors, looking for alternative ways of doing something, and learning from mistakes, while exploitation is defined as "relying on previous experiences, carrying out everything, and gradually improving the learned actions".
To pursue both strategies (exploration and exploitation), ambidextrous organizations need employees who are capable of implementing both in the organization. Ambidextrous individuals can effectively use the opportunities available to them and simultaneously use all their available power and capacity to perform current affairs and overcome the existing challenges. Therefore, organizational ambidexterity requires having human resources capable of ambidextrous behaviors. In theory, researchers have argued that in order to have an appropriate level of ambidexterity, employees must be able to perform exploration and exploitation simultaneously. Schnellbächer & Heidenreich (2020) investigated the role of individual ambidexterity for organizational performance and found that ambidextrous knowledge offering leads to higher performance effects in environments characterized by the pursuit of radical innovations, while ambidextrous knowledge seeking is rather suited for environments with a focus on innovating incrementally.

The dominant paradigm of the present study is the interpretive paradigm and the strategy used in it is the Grounded Theory based on the systematic design of Strauss and Corbin (1990). Semi-structured interviews were conducted with 21 experienced managers and senior experts and academic elites in knowledge-based companies in the field of health. Each interview lasted from 45 minutes to one hour. From the 18th interview onwards, the data analysis did not lead to discovering new concepts and categories. However, three more interviews were conducted to ensure theoretical saturation.
Discussion and

After conducting and implementing the interviews, the interviewed texts were analyzed using the Grounded Theory strategy in three stages of open, axial and selective coding. Based on the analysis of the interviews, 19 categories and 60 concepts were identified and extracted from the coding process. Finally, based on the systematic approach in the Grounded Theory, the identified codes were divided in six categories, including causal conditions, ground conditions, intervening conditions, strategies and consequences around the axial category of "competence of exploration and exploitation". The four categories of spirit strengthening, internal motivation, attitude/behavior/perception, and skills were identified as the causal conditions of behavioral ambidexterity of employees in the studied organization. Development of the organization’s nature of work, legal-ethical requirements, learning and development, leadership requirements and external motivation were identified as the underlying factors, while psychological security and environmental security were identified as the intervening factors. Enhancing the culture of empowerment, accepting the culture of knowledge sharing, integration and coherence, and managing the flow of knowledge and information were identified as effective strategies which can lead to innovative behavior and performance and high job satisfaction (positive outcomes) and stressors (negative consequences).

Various studies on ambidexterity show that organizations that become ambidextrous, i.e. successful in exploitation and exploration capabilities, will perform better in dynamic environments and achieve the highest level of performance, competitiveness and long-term survival. This study was conducted using the Grounded Theory research method with the help of open, selective and axial coding. The data analysis process led to the creation of a theoretical model that includes causal conditions, contextual conditions, intervening conditions, strategies and consequences that explain the main phenomenon, namely, "competency of exploration and exploitation".

Abstract
Progress and success belong to organizations that equip their human resources with innovation, skills and entrepreneurship by creating the necessary conditions. Using these valuable capabilities, organizations direct other organizational resources to create new values in line with the needs of society. To achieve this, it will be important to attract and retain skilled and quality employee. Maintaining and building commitment in organizations is through the lens of organizational dynamism and innovation so that employees feel engagement and apply their skills; The present study aims to assess the role of creating shared value on organizational commitment and examine the position of corporate social responsibility, organizational culture and organizational innovation on creating organizational commitment. In addition, the role of organizational culture in the relationship between organizational innovation and organizational commitment has been examined. The present study is applied in terms of purpose and descriptive correlational in terms of data collection and analysis. Its statistical population consists of government managers of government organizations in Tehran province. Among them, 357 people were selected by available sampling method as a statistical sample. SPSS and Smart PLS software, in the form of Structural Equation Modeling (SEM), were used to analyze the research data. Creating shared value and organizational innovation is directly related to organizational commitment. Corporate social responsibility also directly and indirectly improves organizational commitment. Organizational culture also moderates the relationship between organizational innovation and organizational commitment.
Competition has increased in all contexts of the organization. To succeed in such an environment, the organization must hire the best workforce and keep them satisfied and committed to the organization. The success of government agencies depends on the ability of managers who are committed to creating value and employing committed human resources. Creating organizational commitment, which is considered as the desire to try and stay in the organization, is one of the issues that have been considered by managers of organizations (Kaplan & Kaplan, 2018:47). Organizational commitment determines how dependent employees are on the organization, how involved they are in the organization, and whether they are prepared to leave the organization (Gopinat, 2020:1859). Commitment activities of employees are very important in building trust and positive behaviors; Because it makes employees feel part of the organization they work for. In most organizations, employee commitment depends on the amount of shared value created. Paying attention to community issues and trying to solve problems leads to increasing employee trust and creating organizational commitment (George & Edward, 2020:256). Creating shared value is a kind of social goodwill for both society and employees, which will lead to organizational commitment by implementing social responsibility; Therefore, the majority of employees should be aware of the company's social responsibility to create the necessary motivation to create shared value in the organization (Amarsaikhan, 2014). An organization that fails to retain its skilled manpower will soon be defeated by other organizations that have the power to employ organizational innovation and have committed employees (Lambert and Hogan, 2010:162). In government organizations, employees have higher expectations of financial resources and fair behavior that organizational culture can provide. This study seeks to examine all these variables in one model; Therefore, the main purpose of this study is to provide an answer to the question of whether the creation of shared value is effective in promoting organizational commitment? How will corporate social responsibility and organizational innovation variables affect this relationship? And can the variable of organizational culture have a moderating role in the relationship between organizational innovation and organizational commitment or not?
The research method is applied in terms of purpose and in terms of collecting descriptive-correlation information (based on structural equation model). To examine the theoretical foundations, the library method was used through authoritative books and articles. The statistical population of the study is government managers in Tehran province. The data collection tool is a questionnaire whose scales were first extracted from theoretical foundations and then designed based on a range of five Likert options. The face validity and content of the questionnaire were reviewed and confirmed by academic experts and the construct validity was confirmed using factor analysis. The average variance extracted index was used to achieve convergent validity. Existence of values higher than 0.5 for the average variance extracted is a necessary condition for convergent validity and a reliability value higher than 0.7 is a necessary condition for appropriate reliability. To analyze the demographic data, SPSS software has been used and to study the research model, structural equation modeling and Smart-PLS have been used.
Discussion and Today, professionals will be most effective in creating organizational innovation and gaining value for society. These people in government organizations due to low importance to them and low commitment lead to lack of organizational values. One of the features of an organization's superiority over another organization is having a loyal human resource and creating organizational commitment helps managers in progress and success. Organizational commitment is an important factor in the relationship between individuals and the organization; Organizational innovation also plays an important role in improving organizational productivity by creating shared value.
Given the important role of organizational innovation, providing the desired environment in the organization and providing the necessary training for employees to flourish creativity and create shared value in order to create organizational commitment is essential. Given that organizational structure and organizational culture in some way affect the level of innovation and level of commitment in the organization, so government organizations should gradually move away from mechanical structures to provide a basis for creating shared value and increasing organizational commitment. Managers of the organization should refrain from exercising any direct control and emphasis on the implementation of formal regulations, and by aligning personal and organizational goals to provide the basis for organizational innovation and entrepreneurship.

Abstract 
Recent approaches in crisis management are usually reactive, incidental, and unstable. There is no practical model as a comprehensive guide in crisis management. On the other hand, some of the components in the crisis management process are not specific to one stage and may be vital in others. The purpose of this paper is to provide a comprehensive model with an overlapping attitude of the organizational crisis management process.
Introduction 
Organizations require a comprehensive model to be more agile in managing the crisis. In reality, the overlapping happens in crisis management, which means that some components are vital in two or more stages of the process. This issue has not been seen in studies so far. Therefore, this paper aims to design a comprehensive model with an overlapping approach. In the end, prioritizing the components was done using the importance-performance analytical procedure in Isfahan Oil Refining Company. Research questions are as follows:
What factors and elements are in the organizational crisis management model with an overlapping approach?
What are the priority components in Isfahan Oil Refining Company?

Case study 
To model fitting and prioritizing the components, the statistical population of Isfahan Oil Refining Company has been used. The issue of crisis management in this organization is very vital due to the type of activity. Therefore, surveying this article in this organization will be a suitable practical framework for others in crisis management.
Theoretical framework
A review of studies showed that crisis management models were designed in three main stages: pre-crisis, in-crisis and post-crisis. By emphasizing the overlapping approach, the conceptual model in this paper included seven factors consisting of three main stages and the four overlapped ones. These factors are "pre-crisis", "in-crisis, post-crisis", "pre and in-crisis", "in and post-crisis", "post and pre-crisis", "pre and in and post-crisis".

 This study has a developmental and practical purpose, and its approach is mixed. Surveying all internal and external articles related to professional research between 2009 and 2021 was done in the qualitative section. Then, designing a theoretical model was performed using the overlap approach and three rounds of the Delphi method. In the quantitative part, the experimental model was prepared based on the confirmatory factor analysis approach, and the model fitting did by AMOS software. In the Delphi method, 19 experts were by snowball sampling. In model analysis, 228 people participated from the statistical population of Isfahan Oil Refining Company based on a stratified random sampling method. Finally, prioritizing the components was done using the importance-performance analytical method.
Discussion and

Most studies concentrated on presenting the new elements of organizational crisis management. Some of them examined the relationship between the several components. On the other hand, the models in recent studies showed progress in crisis management from linear to nonlinear approaches. Although this is a development in organizational crisis management studies, an overlapping occurs practically (Pennington-Gray, 2018). It means that some elements in the crisis management process are not specific to a particular stage and maybe are vital in two or more. So, the 47 components were presented in a new model by seven factors focusing on the overlapping approach.
Conclusion 
 Presenting a new comprehensive model of organizational crisis management with an overlapping approach did in this paper in seven factors: "pre-crisis", "in-crisis, post-crisis", "pre and in-crisis", "in and post-crisis", "post and pre-crisis", "pre and in and post-crisis". Based on the overlapping approach, recognizing the type of crisis, identifying the crisis life cycle, understanding the thresholds of turning small events into a large one are in "pre and in-crisis". Controlling the access to information, allocating sufficient authority to decision making with minimal delay, managing destructive emotions are there at "in and post-crisis". Strategic thinking at all levels of the organization, organizational credibility, identifying the strengths and weaknesses are in "post and pre-crisis". Awareness of crisis activities, transparency, coordination, and commitment, and honesty, trust-building and collective efficiency is vital in the whole process of organizational crisis management. Prioritizing the components showed that empowering individuals, allocating sufficient authority to decision making with minimum delay, identifying organizational strengths and weaknesses, communicating based on honesty, making inter-organizational trust and collective efficiency had more priority. Also, the company performance in the post-crisis phase was unfavourable.

Abstract
One of the most basic needs of employees in any organization is to ensure their physical and mental health in the workplace; in such a way that severe physical and psychological stress due to the nature, type or inappropriate state of work can lead to a condition in employees that is known as job burnout. The occurrence of this phenomenon can have negative consequences for individuals and even organizations; therefore, the present study was conducted with the aim of presenting a model of reducing job burnout in human resources in state organizations using a meta-synthesis approach. For this purpose, after searching in databases in the period of 2000 to 2020 and 1380 to 1400, finally 38 studies that were closely related to the subject under study were selected and by analyzing their content, the relevant dimensions and codes were extracted and the importance and priority of each it was determined using Shannon entropy method. Based on the research findings, the factors affecting the reducing job burnout in human resources in state organizations of the country were placed in three categories: "organizational factors", "occupational factors" and "individual factors". Also, among the identified codes, existence of field of education and continuous opportunities in the organization, existence of sincere atmosphere in the organization, independence and freedom of action in the job, existence of opportunities for promotion and career advancement at work, having a sense of effectiveness at work, satisfaction with pay, having emotional stability in different situations and managing yourself in the face of emotional reactions, gained the highest coefficient of importance.
 
 

Presently, researchers have come to the conclusion that human resources are key factor of the continuity, success and achievement of organizational goals; Therefore, their physical and mental health is very important; However, the evidence suggests that in today's organizations due to changes in the internal and external environment of the organization, such as changes in job content, individual and group communication, multiple work plans, etc., manpower is exposed to various physical and psychological pressures that over time these pressures lead to a phenomenon in the workforce called job burnout, which can have detrimental consequences for both employees and the organization, such as impaired work motivation, increased job dissatisfaction, Absence from work, leaving the job, reduced performance, poor productivity, etc. Given what has been said, our country's state organizations are no exception to this phenomenon and always see frequent absences of employees from work, consecutive delays, various psychological complaints, reduced energy to perform activities, conflict and conflict in the workplace and finally, leaving the services. Therefore, the purpose of this study is to provide a model for reduce the job burnout of human resources in state organizations in country to use this model to provide a good basis for minimizing the occurrence of this phenomenon and its adverse consequences in these organizations.
Theoretical framework
Job burnout is a type of mental and physical fatigue that results from high and long-term workload and stress, which includes three dimensions: emotional exhaustion, depersonalization, and a sense of diminished personal success, especially among employees in challenging situations and It is more common among employees who work with other people in challenging situations.

The present study is one of the qualitative researches in which the research data has been collected and analyzed using Meta synthesis method. The statistical population in this study includes all researches in domestic and foreign databases that are closely related to the keywords of the subject under study in this research. To search for published researches, the keywords were examined in the period of 2000 to 2020 and 1380 to 1400. Finally, out of 282 studies related to job burnout of human resources, 38 studies were selected as a statistical sample. Also, in order to evaluate the validity of experts and thinkers in the field of study, the Kappa index was used to assess the reliability.
Discussion and

Based on the analysis performed by content analysis method on 38 final researches selected, overall 3 categories, 18 concepts and 83 codes in this study, 3 categories, 18 concepts and 83 codes for the model of reducing job burnout of human resources in state organizations were discovered and labeled that among these are the codes of existence of field of education and continuous opportunities in the organization, existence of sincere atmosphere in the organization, independence and freedom of action in the job, existence of opportunities for promotion and career advancement at work, having a sense of effectiveness at work, satisfaction with pay, having emotional stability in different situations and managing yourself in the face of emotional reactions are the most important factors and have the highest rank in the whole.

According to the studies conducted in this field and also according to the extraction of 83 codes through the use of Meta synthesis method, it was found that the factors affecting the reduction of job burnout of human resources in state organizations are divided into three categories: organizational factors, occupational factors and individual factors. They believe that the use of these factors in government organizations can provide a good basis for reducing the incidence of occupational degeneration of human resources. Furthermore, the research findings showed that the eight components of organizational structure, leadership and management style, organizational justice, social capital, organizational culture, quality of work life, organizational climate and diversity management in the form of organizational factors; 4 components of job characteristics, job capability, job adaptation and job security in the form of job factors; Finally, 6 components of psychological capital, psychological capability, job satisfaction, organizational commitment, organizational commitment, personality traits and emotional intelligence in the form of individual factors, formed the basis of the model of reducing the job burnout of human resources in state organizations.

Abstract
The purpose of this study is to provide an appropriate model of human resource management in e-business. In addition, the study of the concept of agility in small and medium-sized electronic businesses and the promotion of agility characteristics through human resource management. The present study is a qualitative research method. This research is based on a multiple case study. The statistical population of this research is small and medium electronic businesses that have between 5 to 250 employees, the sampling method is purposeful and it is one of the seven small and medium electronic businesses. In this study, various data sources such as archival documents, documents, and interviews were used and to analyze the data, a technique called pattern matching and cross-case integration was used. Validity and reliability in this study has been done and confirmed using structural validity, internal validity, external validity and reliability. The general structures and functions of human resource management in this type of business as well as their contribution to eight agility characteristics which are: textual clarity, common goal, appropriate efficiency, flexible organizational structure, continuous learning, independence and responsiveness. As if personal growth and cooperation were analyzed. In addition, three characteristics of workforce agility, which are: activism, adaptability and productivity were also examined. It was concluded that the structures and functions of human resource management in general reveal the characteristics of small and medium-sized businesses. Therefore, this study found that business agility is increasingly growing through human resource management functions. Common goal, good efficiency, continuous learning, collaboration and productivity are the features that are mostly developed through human resource management in small and medium e-businesses.

This study combines the specific features of e-business as well as the features of small and medium-sized businesses, resulting in a diverse and highly sophisticated but responsive organization as Small and medium electronics are named. Due to the rapid expansion of the world and the lack of research in this area, this research was limited to this type of business. It is argued that these types of businesses, because of their characteristics, accept agility and operate mainly in a highly competitive environment.
Case study
Small and medium-sized businesses are defined by the European Commission (2016) as having between 5 and 250 employees. Seven online businesses were selected according to the mentioned features.

In this study, human resource management was structured in each case study, and in the data collection process, the status of human resource management in relation to business agility in each company was examined. Finally, the findings of each case study were compared with the theoretical framework developed through the pattern matching strategy.
Discussion and

Findings show that three of the seven companies surveyed have a separate human resource management department, while the other four companies organize human resource management tasks as additional tasks by one or more employees. The in-house analysis of agility traits is as follows:
Text resolution: Text resolution is integrated in most of the companies surveyed.
Common goal: Human resource management activities about the common goal exist in all companies studied.
Appropriate return: Appropriate return was observed in small and medium e-business due to the limited resources of these companies.
Flexible organizational structures: Only a small number of companies succeed in flexibility through human resource management activities.
Continuing Learning: Only four of the seven companies surveyed have formal structures to enhance continuous learning.
Independence and Accountability: All companies stated that employees have a high level of accountability and independence.
Personal growth: Personal growth is on the agenda of all the companies studied and all of them have activities to cultivate this principle.
Collaboration: Most of the studied companies carry out formal human resource management activities to cultivate this feature.
Activity: Cena has a good ability to measure activity, yet others have said it is difficult to evaluate before someone starts.
Compatibility: The two companies used formal human resource management activities to cultivate this trait.
Productivity: All companies provide training to their employees that is possible with company resources.

Human resource management activities in small and medium-sized e-businesses activate agility, as these activities are used in most case studies, due to the small size of the company and their limited resources. It is surprising. Therefore, we conclude that human resource management activities are an important factor in achieving agility in business and these activities should be developed and integrated into the company's culture and daily affairs.

Abstract
Due to the environmental changes and the resulting uncertainty, the need for a diversification strategy in multi-business corporates is very important. In this study, the effective factors on the formation of homogeneous and heterogeneous diversity (ambidexterity diversity) have been investigated. The statistical population of this study includes multi-business corporates that are in their growth stage. Based on this, all managers and academics who have a history of active presence in such multi-business corporates were selected and 13 of them were selected by the non-probable snowball sampling method. Data collection was also done using semi-structured interviews. After summarizing the interviews, 42 effective indicators were divided into 5 main themes and 2 general categories of the external environment and internal environment. The external environment had three dimensions: economical, political, and cultural, and the internal environment had two individual and systemic dimensions. Based on the frequency of codes obtained, Among individual factors, communication with superiors; Among the political factors are the rules and regulations that facilitate entry into subsidiaries; Among the indicators related to systemic factors, profitability and high capital; Among the indicators related to cultural factors, the perception related to core businesses and among the indicators related to economic factors, the instability of economic indicators were among the most frequent indicators.

Diversity-related strategies have been considered as one of the ways to enter homogeneous and heterogeneous businesses. Many domestic and foreign studies have examined the homogeneous and heterogeneous diversity separately; also there is no comprehensive study about these two phenomena simultaneously. Therefore, this study aims to determine the factors influencing the formation of this specific business which is called ambidexterity and provide a comprehensive model for it.
 
Case study
The statistical population of the study is all multi-business companies that, firstly, have at least 6 subsidiaries that include a combination of homogeneous and heterogeneous businesses, and secondly, the collection of this multi-business company is generally in its growth period. In these companies, experts were selected who have the same master's degree and higher education and have at least 5 years of experience in the selected industry.
Theoretical framework
Studies about business diversity have focused on two main keywords. The first keyword was to take advantage of existing opportunities and approach toward maximizing synergy, and the second keyword was to explore new opportunities and move to unknown business areas. Ambidexterity, as a psychological concept, has emphasized the balance between the two cups of a balance. Borrowing the concept of Ambidextrity from the field of psychology and its application in management has led to the conclusion that a path can be found between two perhaps contradictory tools that are based on the path of moderation. This is also true of diversity. Ambidexterity strives to tailor business growth in a way that satisfies both the desire to take advantage of existing opportunities and the tendency to explore new business opportunities and spaces.

The methodology of this study is a review based on content analysis which was examined by tools such as semi-structured interviews of 13 senior managers in multi-business companies based on a reflective approach. The reflective approach has the following conditions: First: Codes - the product of coding - can evolve throughout the coding process. The two mindsets of the researcher not only validate but also emphasize it as a source of knowledge. Third, coding is an organic, open, iterative process, and the coding product can evolve throughout the encryption process. The validity of the research was evaluated based on the methods of verifiability, applicability, and reliability, and finally, the Cohen coefficient was tested for more validity.
Discussion and

Based on the results of the research, finally, 42 sub-themes were divided into 5 categories. These 5 categories were examined at both internal and external levels. At the internal level, factors related to the individual and the system were divided, and at the external level, the factors were examined in three categories: cultural, economic, and political.

According to the results of the interviews, among the individual indicators, the high relationship between managers and superiors and the motivation of the owners had the highest frequency. Among the systemic factors, the role of high profitability of selected businesses as well as high capital of managers and shareholders to enter more than others. Another thing that can be considered as one of the main points of the interviews is the low operating profit of the main businesses that companies with dual power to be able to justify the low operating profit of their main businesses, try to close this gap by entering high profitability points. Do some research.
Among the political indicators, we can mention the role of the government, which will be more key and crucial, especially in developing countries such as Iran. Among the cultural indicators, there are not enough varied indicators, but some items were extracted from the interviews, which include the following codes: the path of similar competitors, the type of business based on need, silencing the public mind, emerging needs in society, and higher perception of people than companies. It was diversified and these indicators show that the cultural atmosphere of each country can be an important indicator in the formation of dual power diversity. Finally, among the economic indicators, the economic instability of developing countries can be considered as a key indicator. Given the high environmental uncertainty and changes in inflation, interest rates are the main variable. Such companies try to reduce their bankruptcy risk by entering different businesses in various industries.

Abstract
Efforts to improve employees and especially managers motivation in public sector is one of the major concerns in public administration researches. These efforts have led to several theories including public choice theory, agency theory, stewardship theory and public service motivation theory that consider some factors that effect on motivation of public sector managers. This paper based on an interpretive structural approach and using two data collection methods including interview and questionnaire, tries to study effective factors on managers' motivation for serving in public sector. In this regard, using judgmental sampling, 16 top managers from one of provinces with semi-structured approach were interviewed and interviews text was coded into 13 general categories as effective antecedents on manager's public service motivation. Then, a questionnaire based on a Likert scale containing these factors was given to sample members. The results were analyzed using interpretive structural modeling technique, and finally determined the correlation and sequence of antecedents. The results showed that religious and belief foundations and society-oriented attitude constitute the basis of creating, maintaining and improving motivation of managers to serve in public sector.
In public administration literature, various theories have been proposed to explain the motivational factors in the public sector (Ritz, Brewer & Neumann, 2016: 415). Some theories such as public choice theory and agency theory do not differentiate between the motivation of individuals in the public and private sectors and the maintenance and fulfillment of individual interests is the most important motive of individuals for hiring in public organizations, especially in administrative positions (Alvani, 1997: 7). Other theories consider motivation in public and private organizations different (Perry, Hondeghem & Wise, 2010: 682; Homberg, Tabvuma & Heine, 2014: 2; Kim & Kim, 2016: 183).
Perry and Wise (1990) developed the first conceptual definition, and typology of the motivations for public service such as rational, normative and emotional motives (Kim & Vandenabeele, 2010: 703). While, the values associated with the public service motivation are different even in local and regional realms and this causes the factors that cause or strengthen public service motivation are not identical (Vandenabeele et al., 2004: 2). In this research, it has been tried to obtain experts opinions with Interpretive Structural Modeling approach (ISM), to identify and communicate among the effective antecedents on motivation of managers to serve in the public sector.
Case Study
The present study is based on the interpretive structural modeling approach and expert opinions have been developed to identify and communicate among the effective antecedents on the motivation of service in public sector through Delphi technique. Two methods of interview and questionnaire were used to collect data in this research. In the interview section, 16 managers from general offices of one of the country's provinces, who had been in management position in the last five years and had been employed more than 10 years in the public sector, was interviewed.
A protocol was signed before the interview was conducted to ensure ethical considerations. Interviews have been done in semi-structured form and with this question that "what is your most important motive for working in the public sector and this position?". The time of each interview based on participant willingness was from 30 to 60 minutes. All interviews were recorded and scrutinized for several times to extract key points, and for coding.
After studying of 11 interviews, 122 concepts and 13 categories were been emerged. The results of coding the interviews showed repeated concepts and categories. In stage of using questionnaire, a questionnaire was been formulated based on a Likert scale containing antecedents of service motive in the public sector was been drawn from interviews with experts. After coding the interviews, the categories that extracted in the coding process, were exposed to experts' comment in the form of semi-closed questionnaire.
Discussion and As result, the 13 variables are divided into four categories. a) Autonomous variables: including the variables having weak driving and dependence power that are relatively dependent on the system due to poor communication with the system. The political stimulus variables (8), the reduction of bureaucracy (9), and system support from the manager (10) are included in this category. b) Dependent variables: including the variables with low driving power and high dependence power. Client satisfaction (2), low attention to individual economic interests (4), organizational empathy (4), service motivation (6), social position (7), and employee competencies (12) are included in this category. c) Linkage variables: non-static variables that have high driving power and high dependence power that affect any type of change in the system. In this study, none of the factors have been identified in this category. d) Independent variables: including the basic variables in the model that have high driving power and low dependence power. Community-based attitude (1), religious and belief bases (3), individual competencies (11) and meritocracy (13) are in this category. This category acts as the cornerstone of the model and has to be emphasized in the first place to start the model function.
The results of this study indicate that two factors including religious and belief bases and community-oriented attitude are the main motives of managers for serving in the public sector. This means that in order to create, sustain and improve the motivation of managers to serve in the public sector, it must be started from strengthening and reinforcing of managers' faith and belief bases that itself is reinforcing their community-oriented attitude. There are many religious bases in Islam which are encouraging people to serve more and more for public interest. As strengthening of these religious bases, the attitudes of individuals, especially managers, move from individualism and self towards collectivism and society-orientation. As a result of strengthening these two factors, managers emphasize on meritocracy. This climate provides context for actions such as reducing red-tape bureaucracy, different support from managers and employees, increasing organizational empathy, improving staff competencies, improving clients' satisfaction, and these interactions can promote the motivation of managers to serve more in the organization. Therefore, it seems to be a comprehensive planning to improve the motivation of managers in the public sector so that all factors move in harmony with the common purpose.