The present study was conducted to investigate the effect of impression management tactics on performance evaluation with the mediating role of political skill. The study in terms of purpose is practical and in terms of methods of data collection is survey from group of descriptive researches. The statistical population is of all staff employed at deputy for management development and resources of Ministry of Economic Affairs and Finance 200 persons, the number of sample is 80 persons. The tool of data collection is questionnaire of impression management provided by Bolino and Turnley (1999) and questionnaire of political skill provided by Ferris et al. (2008) and questionnaire of performance evaluation provided by Harris et al (2007). Data analysis was performed with Structural Equation Modeling approach (SEM) with partial least squares method through Smart-PLS 3 software. The findings of this study showed that proposed research model is validated and based on it; impression management has led to political skill and this has an impact on performance evaluation. Also, the political skill variable plays a mediating role in the relationship between impression management and performance evaluation.

The present study aimed to identify the needs of senior managers in the Iranian telecommunications industry. For this purpose, the mixed research method was used. In this way, in the qualitative part of the research and in order to be aware of the activities of senior managers, semi-structured interviews were conducted with 17 experts, using the coding method, five main activities (leadership, strategic orientation), Future studies, organizational architecture and planning, organization and supervision) and thirty-five sub-activities were identified. In the quantitative part of the research and based on the findings of the qualitative part, a researcher-made questionnaire was designed to identify the needs of senior managers and was performed on a sample of 172 managers who were selected by non-probability sampling method. In order to ensure the validity of the questionnaire, while using the research literature and compiling indicators based on the findings of other researchers and interviewing experts, experts were asked to comment on the content of the questionnaire. Chronbach’s alpha coefficient was used to assess the validity of the questionnaire and its reliability was calculated to be 0.91, which indicated the validity of the questionnaire. The identified needs were analyzed using SPSS 24 software. To identify the appropriate method to meet the identified needs, oneway chi-square test was used. Based on the analysis of the obtained data, all identified methods have been approved to meet the needs of senior managers.

In a global economy, companies with a business model based on network-based interactions have the fastest growth rates. In such a network-centric economy, strategic benefits are increasingly being created in platform-based businesses. The aim of this study was to qualitatively combine the results of studies conducted in the field of orchestration strategy in platform-based businesses. In this study, using a systematic search of studies related to orchestration strategy in reputable international databases were extracted and finally, 43 studies were identified for final reviews. The present study is applied research in terms of purpose, is qualitative in terms of approach, and is Library research in terms of data collection. Then, by adopting a meta-synthesis strategy and content analysis, concepts and patterns were extracted from selected studies. Finally, the pattern of orchestration strategy formation in 3 main dimensions (context, content, and process), 13 components (increasing the share of platform innovation, creating competitive advantage, creating shared value, knowledge dynamics, innovation appropriability, network sustainability, vision development, Stimulating innovation, legitimation, leadership levers, platform boundary management, platform components and rules) and 38 indicators were identified and categorized.

The industrial marketing maturity model is a roadmap designed to identify strengths that can be improved and upgraded from the "initial level" to the "optimal level", so the main concern to go to a higher level will be to eliminate the gaps between these two levels. The purpose of this study is to use organizational change management tools to upgrade from one level of maturity to another and within the framework of the 2022 Prosci change methodology. The present study is applied in terms of purpose and is a quantitative research and is based on field method. For data collection, a questionnaire was used to obtain the opinion of all employees in the field of industrial marketing of Iran Khodro Holding in the years 1399-1400. The findings show that out of 22 value chain companies, three companies are at level one, nine companies are at level two, six companies are at level three, and four companies are at level four, Also, no company is at level five and is far from the ideal level. After determining the level of maturity, strategies to achieve the desired status, such as "Communication", "Training", "Resistance Management", “Sponsorship” and "Coaching/Mentoring" were presented.

The main purpose of this study is to evaluate the effect of different gamification mechanics on the user engagement in mobile applications using objective and subjective data. In this study, we evaluated user engagement in “BESHNO” audiobook application as a case study by comparison between results of objective and subjective data. The research method of this study is descriptive-correlational, causal-comparative and experimental. The sample size of this study is 390 users of the "BESHNO" audio book application (130 users per each gamification mechanic). The results of this study showed that based on the objective and subjective data analysis, using different gamification mechanics has a different effect on the amount and dimensions of user engagement. There is also a significant difference between the findings of objective and subjective data analysis regarding the level of user engagement. However, there is a similar pattern in objective and subjective data analysis when using different gamification mechanics. In addition, the results of this study showed that the "Badge" gamification mechanic is the most effective and the "Reward" gamification mechanic is the least effective mechanics on user engagement.

In recent years, organizations operate in a dynamic, unpredictable and competitive business environment, and therefore the ability to react quickly and adapt to change, in other words, achieve agility, in such an environment has become essential. Agility requires organizations to use knowledge management capabilities in order to gain a sustainable competitive advantage and improve accountability. Accordingly, the purpose of this study is to investigate the effect of knowledge management capabilities on organizational agility by considering the mediating role of strategic flexibility and organizational learning in knowledge-based companies of Bushehr Science and Technology Park. This research is applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of the study was the experts of 142 knowledge-based companies that using the Cochran limited society formula, 208 people were selected based on the judgment-purposeful sampling method. Data were collected using a Likert-based questionnaire. The results of data analysis using the partial least squares approach indicated that knowledge management capabilities have a significant effect on organizational agility through strategic flexibility and organizational learning.

There are various sources for value creation in project-based organizations. These sources can be employees, technology, structure, process, or anything in the project life cycle. In this research, project managers as active social actors in the project environment are a source of value creation that can create value in the minds of employees with their creative interaction. The purpose of this research is to provide components for value creation of project managers using their daily interactions with employees. A semi-structured interview was conducted with 23 managers with more than 10 years of executive experience in project-oriented organizations. The results of the research show that in order to attract employees' cooperation in carrying out priority tasks, it is necessary to consider the categories of interactive recognition. The training of managers and employees, the required facilities, the structure of work, the weakness in communication are the most important background factors and the influencers of the value-creating social interaction of the project managers, Also, 12 categories were presented as strategic components after data collection and analysis.