Journal of Innovation Management and Organizational Behavior
Volume:1 Issue: 4, 2021

Background and It seems that identifying the dimensions and actions of knowledge management and cultural intelligence in agile organizations on the one hand and examining their relationship with the actions and dimensions of agility on the other hand, is an undeniable necessity in the organization; Therefore, the present research was conducted with the aim of investigating the relationship between cultural intelligence and knowledge management with organizational agility in the Imam Khomeini Relief Committee of Tehran province. The current research was a correlational descriptive study. The statistical population was all employees of the Imam Khomeini Relief Committee of Tehran province. Simple random sampling was done by preparing a list of 200 sample employees, and cultural intelligence questionnaires by Erli and Ang (2004), Newman and Konrad (2000) knowledge management, and Chabaki Sharifi and Zhang (2004) organizational questionnaires were implemented. The results showed that there is a significant relationship between cultural intelligence and knowledge management with organizational agility. Also, a significant relationship was found between knowledge (cognition), motivational and behavioral components and organizational agility, and among the dimensions of knowledge management, the two dimensions of knowledge preservation and knowledge creation have a significant relationship with organizational agility. The results of this research showed that cultural intelligence and dimensions of knowledge (cognition), motivational and behavioral as well as knowledge management and the two dimensions of knowledge preservation and knowledge creation could predict organizational agility.

Background and Considering the importance of maintaining the medical force and keeping this group healthy as people who protect the health and well-being of other members of society, it is necessary to investigate the level of their anxiety and psychological pressure as well as the relative factors so that based on the results, steps can be taken to maintain and improve their mental health. Therefore, the present study aimed to predict vulnerability to stress based on psychological capital and personality traits in the treatment staff of Corona. The research method was a correlation-descriptive type. The statistical population of the present study included all the treatment staff of the hospitals dealing with Corona in Tehran in 2020, and 228 people were selected as a statistical sample using the convenience sampling method. The data collection tool included the short-form Neo McCree and Costa (1985) personality questionnaire, the Luthans et al. (2007) psychological capital questionnaire, and the Seyed Khorasani and Sediqani (2008) stress syndrome measurement scale. Pearson's correlation coefficient and regression analysis showed that personality traits and psychological capital have a correlation coefficient of 0.62 with the vulnerability to the stress of corona treatment staff. This means that 39% of the total variance of the stress vulnerability of the Corona treatment staff is explained by personality traits and psychological capital (P<0.05). The results showed that among the personality traits, neuroticism, openness to experience, agreeableness, and conscientiousness, and among the psychological capitals, self-efficacy and optimism could predict the vulnerability to stress of the corona treatment staff.

Background and Today's organizations face wide challenges in the field of behavior and ethics among their members, and attention and solving them is considered an outstanding advantage for an organization. Toxic leaders (selfish people who do not care about the peace of their subordinates) can affect other behavioral variables of employees and their desire to express their opinions and beliefs or their moral courage. This research was conducted to determine the mediating role of organizational fairness in the relationship between toxic leadership and organizational trauma in employees of the Ministry of Education. The design of the research was descriptive and structural equations type. All managers and official and unofficial employees of the Ministry of Education in 1401 formed the statistical population of the research. Among the statistical population, 260 people were selected and studied by simple random sampling. To collect data, the toxic leadership questionnaires of Schmidt (2000), and the Niehoff and Moorman organizational fairness questionnaire (1993). After collecting and extracting the data, the participants' scores were analyzed using Pearson correlation and path analysis and statistical analysis software (SPSS). The results showed a significant positive correlation between toxic leadership and organizational trauma and its subscales (0.01). There is a negative correlation between moral courage and organizational trauma (0.01). The results showed that organizational moral courage plays a significant mediating role in the relationship between toxic leadership and organizational trauma in the Ministry of Sports and Youth employees.

Background and Examining challenges and solutions to improve productivity in hospitals and medical centers and using various resources for effective production and supply of goods and services requires knowledge and the use of economic and social legalities and tools. Today, the role of productivity in development programs is considered one of the development indicators. If we consider the goal of applying economics to be the optimal allocation of resources, we can safely say that productivity is one of the most important evaluation indicators in order to achieve this goal. The current research is a review. Using the terms productivity, hospital management, stress, cost, productivity and effectiveness in Proquest, Pubmed, Database, (SID) Scientific Information, Ovid, Google Scholar, Science direct, Iranmedex, Springer and Scopus databases, articles that were published in English or Farsi about productivity were collected. The review of articles showed that efficiency and effectiveness are two important and effective factors in productivity. Improving productivity should be considered as a result of various factors, including a suitable organizational structure, efficient implementation methods, healthy work tools and equipment, a balanced work environment, and, most importantly, qualified and competent human resources. In this regard, it is necessary to conduct investigations in the hospital to identify effective factors and determine solutions to improve productivity.

Background and

In municipalities, due to the large scale and volume of human resources, which are the most skilled and specialized forces. Managers need to use all kinds of strategies and political skills to maximize the use of these resources to improve the organization's performance, which is considered its main capital. Therefore, this research aims to present the model of intra-organizational and extra-organizational political behaviors of public sector managers with the approach of political intelligence in the municipalities of Razavi Khorasan province.

The current research is a developmental-applied, hybrid, and mixed exploratory research, combining qualitative and quantitative methods. In the qualitative part, the statistical population includes all professors of the management group and senior managers of the municipalities of Razavi Khorasan province in 2017. Twenty qualified people were included in the statistical population framework of the qualitative section, and finally, the information of 17 people was analyzed. In the quantitative part, the statistical population includes all the senior managers of the municipalities of Razavi Khorasan Province, and according to the statistics and information received from the municipalities of Razavi Khorasan Province, in 2016, 366 managers were working in 73 cities of Razavi Khorasan Province. They were. According to Cochran's formula, the required sample size is approximately equal to 191 municipal managers of Razavi Khorasan province. In the qualitative part, the dimensions and components of intra-organizational and extra-organizational political behaviors and political intelligence were determined by reviewing and reviewing second-hand sources (articles and books). In the qualitative part, we examined the research questions. The data were analyzed by structural equations and with the help of AMOS software.

According to the results of the research, the dimensions of intra-organizational and extra-organizational political behaviors and political intelligence were investigated, and the components were identified, and finally, the results showed that political intelligence has an effect of 0.84 on the political behavior of managers. In this way, by improving the political intelligence of managers, it is possible to predict their political behavior to the extent of 0.84.

In order to improve the ambiguous attitude of the managers of Khorasan Razavi province, it is suggested that the managers clarify the employment conditions for newcomers and that contracts are concluded transparently.

Background and Paying attention to the public issues of society and taking measures to solve them is one of the duties of the governments, which distinguishes them from the private sector. From the point of view of management science, the policy-making process has multi-stage cycles. It includes the preparation of the agenda, the formation of the policy, the implementation of the policy, the evaluation of the policy, the change of the policy, and finally the end of the policy. One of the issues countries face today is the general policy born of coalitions, bargaining, and persuasion. The end is countless. A good policy is a policy that includes the acceptance criteria of the beneficiaries of that policy, which will increase the effectiveness and efficiency of the policy and ultimately lead to solving the problem. In this research, a model has been presented for the target community's acceptance of public policies in the field of personnel. In this research, based on the research literature, 114 sub-criteria and 22 main criteria have been identified, which were provided to the experts in two rounds of Delphi. Finally, 96 final sub-criteria were identified. The main criteria include time, interaction and communication, expertise, experience and skill, implementation tools, transparency, accountability, barriers, innovation, headquarters, control and evaluation, costs, support, targeting, documentation, organization, hierarchy, culture, interference and dependency, implementation methods, legitimacy, environment, concentration. According to the research results, it is necessary to give proper training to the employees before and after formulating the organization's policies and to update the executives' knowledge. Moreover, during the process of implementing the policies, try to improve implementers' knowledge and skills level. Therefore, it is suggested that by providing sufficient information, the characteristics and implementation dimensions of the policy should be clearly defined for the employees, and the employees should implement the policies without any ambiguity.