مجله مدیریت فرهنگ سازمانی
پیاپی 68 (تابستان 1402)

Cultural leadership refers to the practice of leading in the cultural sector and has gained significant attention in recent years, particularly in England. Therefore, the objective of this study is to identify the factors influencing cultural leadership in universities. The research is applied in terms of purpose and descriptive in terms of data collection. The statistical population of the study includes experts knowledgeable about the research topic, such as officials, deputies, and managers of the representative body of the Supreme Leader in universities. A judgmental sampling method was employed, and a total of twenty-one individuals were selected based on the criterion of theoretical data saturation. Semi-structured interviews were conducted as the research instrument, and content analysis was utilized to analyze the interview data. Through the interviews and data analysis, fourteen components were identified, categorized into three main dimensions. Individual factors encompass personality competencies, moral and behavioral competencies, and specialized skill competencies. Organizational factors involve appropriate organizational structure, specialized skill training, evaluation and feedback provision, recruitment of capable human resources, conducive organizational culture, headquarters support, and coordination. Environmental factors encompass legal and political factors, socio-cultural factors, financial-economic factors, and technological factors.

The risk-taking culture plays a crucial role in shaping managers' behavior and decision-making orientation when facing organizational threats and risks. When this type of culture aligns with organizational requirements, it becomes a valuable cultural capital. This research aims to utilize a valid risk culture model to determine the optimal state of the risk-taking culture within each branch of the I.R.I Army.

The current research is an applied, quantitative, inductive, and descriptive-survey study. The statistical population consists of commanders, strategic managers, and middle managers from selected Army organizations. Data were collected through a survey method using a questionnaire tool and analyzed based on the implementation process of the desired model.

Differences exist in the suitable condition of the risk culture components (risk orientation, decision-making style, focal point, and formalism) among the subordinate forces of the army, leading to the recognition of specific desirable risk-taking cultures for each branch. Hierarchical type, protect type, venture type, and strategic type have been identified as appropriate risk cultures for the ground force, air defense force, air force, and Navy of the army, respectively.

The unique content factors of organizations necessitate the adoption of different types of risk-taking culture. The results of this research provide a foundation for improving and managing risk culture within this organization.

Despite the significance of mobile payments, research in this domain is still in its early stages. The objective of this study is to develop a framework for implementing mobile payment in Iran, using a behavioral approach. This qualitative research employed grounded theory methodology. Data was collected through interviews with 19 experts from the first mobile company in Tehran. The validity and reliability of the data collection tool (interview protocol) were assessed using formal and content validity approaches, as well as inter-coder agreement evaluation. Data analysis followed the procedures of grounded theory, including open, axial, and selective coding stages. The study results not only identify the stakeholders of the payment system but also provide a clearer conceptualization and outline various strategic aspects for its establishment. Moreover, the study identifies functions and subsequent consequences of implementing a mobile payment system within the macro environment, suggesting activities such as cultural context development, enhancing user experience, improving revenue models (fees), and personalizing services to strengthen the deployment framework. Overall, these findings offer researchers a basis for investigating more detailed and specific models within a macro and dispersed framework. Furthermore, it enables market participants to consider the diverse steps involved in establishing such systems in their respective fields and estimate potential outcomes.

The purpose of this research is to design a model of factors influencing the organizational vitality of employees using a meta-synthesis method. The study employed a systematic review and qualitative meta-synthesis approach to analyze the results and findings of previous researchers. The conceptual model of factors affecting organizational vitality of employees was developed through the implementation of the seven steps of the Sandelowski and Barroso method. The validity of the articles was assessed using the Critical Assessment Skills Program (CASP). This research is considered practical in terms of its purpose, as the researcher synthesized and combined relevant articles. Out of numerous articles identified in the databases, 16 articles were selected as the statistical population. After thorough examination and evaluation, the findings revealed that research has been conducted on 3 dimensions, 10 components, and 79 indicators related to the factors influencing the organizational vitality of employees. Subsequently, a conceptual model was presented based on several stages of analysis. The main dimensions of organizational vitality of employees encompass individual, organizational, and social aspects, as outlined in the developed conceptual model.

The present study was conducted with the aim of investigating the effect of learned helplessness syndrome on stagnation of the career path with the mediating role of emotional burnout of human resources. This applied research is descriptive survey and in terms of philosophy, it is a comparative research. The statistical population of the research was made up of the employees of the government organizations of Lorestan province, and considering that the size of the statistical population in this research was limited and specific, Cochran's sample calculation formula was used to determine the sample size, and based on that, the sample size was at a confidence level of 95. 0.0 equal to 384 people were determined and selected by available sampling method. The tool of data collection in this research was a standard questionnaire, and to measure its validity and reliability, three types of instrument validity were used: content validity, convergent validity, and divergent validity, and to determine the reliability of the questionnaire, two criteria, Cronbach's alpha and composite reliability coefficient, were used. .SPSS and smart pls2 software were used to test the research hypotheses. After analyzing the data, it was found that the learned helplessness syndrome causes stagnancy in the career path both directly and through the increase of emotional burnout in the organization. Therefore, as a general conclusion, it should be said that the employees of government organizations, when they get caught in the mental trap and the learned helplessness schema, they refrain from trying to perform better due to the lack of motivation and emotional and emotional burnout, and therefore they become stagnant. They become a career path.

The multi-dimensional nature of free zone organizations and their main objective of attracting foreign investment, as a crucial requirement for the country's economic development, necessitate the utilization of capable, dynamic, and stable human resources. However, to date, there has been a lack of specific human resource management models tailored for free zone organizations. Among the various factors contributing to the failure of free zone organizations in achieving their defined goals, human resource policies, which often emulate traditional organizational practices, have been overlooked. Therefore, the aim of this study is to provide a human resource management framework specifically designed for free zone organizations.

This applied research follows a mixed (qualitative-quantitative) approach and employs meta-synthesis technique. The research methodology consists of two phases. In the first phase, a qualitative meta-synthesis approach is used to identify the categories, concepts, and codes of the human resource management model. After ensuring its validity and reliability, an initial conceptual model is developed. A total of 10,500 relevant research materials from the years 1970 to 2020, including articles, books, conference papers, and reputable scientific databases, are collected. Out of these, 10,372 items are excluded, and 128 items are analyzed. In the second phase, a survey method and a questionnaire tool are employed to determine the human resource management model of free zone organizations. The study population for this phase is comprised of human resource experts from free zone organizations and university professors familiar with the subject matter. The Aras Free Zone Organization serves as the case study.

Based on the meta-synthesis findings, the research model consists of 5 dimensions, 13 components, and 84 indicators. The results from the quantitative method confirm the five dimensions of the model while introducing modifications to the concepts and codes obtained from the meta-synthesis. The second phase explores the requirements and consequences within each dimension based on relevant data collected through interviews and observations from human resource managers in the Aras Free Zone Organization. Ultimately, the study identifies five dimensions: human resource needs planning, recruitment and selection, employment, development and improvement, and maintenance, which form the framework for human resource management in free zone organizations.

The results of this study provide recommendations for human resource management in free zone organizations and suggest avenues for future research. By employing this framework, free zone organizations can effectively and professionally manage their human resources, thereby reaping its benefits.