فصلنامه مطالعات مدیریت (بهبود و تحول)
پیاپی 107 (بهار 1402)

In today’s society, important human interactions takes place through information technology, and this requires a reconstruction of leadership concept. The purpose of this study is to provide a model for virtual leadership. This study is fundamental in terms of purpose and descriptive in terms of data collection. In order to conduct this research, the multi-grounded theory method has been used, which is a combination of grounded theory and meta-synthesis. Based on set criteria, 32 researches were selected and the relevant codes were identified. In addition, 15 academic scholars in the field of leadership and communication were interviewed. These scholars were selected by theoretical sampling method and data analyzed in the form of grounded theory. As a result, the following concepts and categories were extracted: emotional intelligence, cultural intelligence, continuous learning, resilience, electronic charisma, empathy and originality (personal traits); Adaptability, openness to experience, risk-taking, social and criticism (personality traits); Digital writing skills, digital literacy, audience recognition, persuasion, personal branding and social networking (communication skills); and Electronic trust building, change management, remote penetration, cognitive ,empowerment and interpersonal skills were identified as behavioral skills. The findings of this study can help guide people in cyberspace who interact with their followers through electronic media.IntroductionThe new virtual environment and communications due to technologies bring new meaning to leadership. Revising some aspects of leadership in a virtual environment is necessary. In this context, virtual leadership is a new kind where leaders mediate human interaction through information and communication technology (Freeman,2017:1-2). Similar to leadership in face-to-face contexts, virtual leadership can be transmitted via traits, behaviors, cognitions, and affect. Each of these mechanisms provides unique ways for leadership influence to be transmitted and received by others and offers implications for virtual leadership theory. Keep in mind that virtual leadership is part of the broader domain of science and practice of leadership, which must be examined coherently (Torre & sarti,2020:5).It should be noted that research on virtual leadership is at an early stage. Regarding Reichers and Scheider’s three-stage concept development model, which includes introduction/elaboration, evaluation/augmentation, and consolidation/accommodation, the study of virtual leadership is at the introduction/elaboration stage. In addition, the concept of virtual leadership often examines the dominant concepts in leadership by focusing on the existing theories of leadership. Although leadership goals have not changed, virtual leaders pursue the achievement of goals through people and in a virtual environment, which in turn has changed the traditional leader-follower relationship. Considering the above explanations and existing research gaps, we intend to investigate the characteristics and skills of virtual leaders.Materials and MethodsAlmost half of the research conducted in this field is based on the content analysis of articles, and the existing literature in the field of virtual leadership that specifically introduces virtual leadership through empirical studies is relatively rare. In this article, by using the method of multi-grounded theory and using the opinions of experts, the characteristics and skills of virtual leadership have been investigated. For this purpose, articles, books, reliable foreign and domestic websites were reviewed. Finally, 175 researches and texts related to the topic were identified. In the second step, documents were qualitatively reviewed. After considering the filters, 32 studies were finally selected to enter the meta synthesis stage. The retrieved articles were evaluated in terms of content quality. The third step in meta synthesis is the analysis and integration of qualitative findings. In this step, the extracted codes have been converted into concepts, and concepts into categories. The basis of the classification of these codes is built on the similarity of different codes with each other. In the next step, extracted concepts and categories are included in the interview. At this stage, in order to collect data, interviews were conducted with academic experts and researchers in the field of leadership and communication, especially in the virtual field, who were selected by theoretical sampling method. After completing the first interview, the analysis process began and finally the virtual leadership pattern was designed.Discussion and ResultsA detailed review of the selected studies led to the extraction of 47 codes and the review of the interviewees' opinions led to the identification of 67 codes. After combining the codes obtained from the meta synthesis stage and the grounded theory, different categories were linked to each other and to the central variable. Finally, based on the analysis, 4 main categories, 24 concepts and 73 signs were obtained. The following concepts and categories were extracted in the  Emotional intelligence, cultural intelligence, continuous learning, resilience, electronic charisma, digital empathy and originality as categories related to personal traits; Adaptability, openness to experience, risk-taking, social and criticism as categories related to personality traits; Digital writing skills, digital literacy, audience recognition, persuasion, personal branding and social networking as categories related to communication skills; and Electronic trust building, electronic change management, remote penetration, cognitive,empowerment and interpersonal skills were identified as categories related to behavioral skills ConclusionsThe pervasive features of information and communication technology have penetrated more strongly in the relationship between leaders and followers in the recent decades.one of the questions raised is that when relationships are formed based on network interactions, how does leadership change? In this regard, leaders, researchers and management theorists have concentrated on the “How” and the “What” but have neglected the “Who”. On the other hand, the studies have focused on some general competencies of virtual leaders and so far a comprehensive classification of the traits and skills required for virtual leadership has not been provided. The main goal of this research is to identify the characteristics and skills of virtual leadership, and for this purpose, Multi-Grounded Theory have been used. The focus of this theory is related to its various sources of knowledge and information. This type of information is both for the creation of the theory and a guarantee for its validity.The research results show that although there is still a belief in the importance of traditional leadership qualities, there is a recognition that amplification of various elements is needed as technology is integrated into the context.

The present study was conducted to investigate the effect of transformational leadership on work engagement with the mediating role of structural empowerment. 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 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 transformational leadership provided by Rafferty & Griffin (2004) and questionnaire of structural empowerment provided by Jáimez Román & Bretones (2013) and questionnaire of work engagement provided by Schaufeli et al. (2006). Data analysis was performed with Structural Equation Modeling approach (SEM) with partial least squares method through Smart-PLS3 software. The findings of this study showed that proposed research model is validated and based on it; transformational leadership has led to structural empowerment and this has an impact on work engagement. Also, structural empowerment variable plays an intermediary role in the relationship between transformational leadership and work engagement.IntroductionThe present study investigated the effect of transformational leadership on work engagement with the mediating role of structural empowerment.Materials and MethodsThe study, in terms of purpose, is practical, and in terms of data collection methods is a survey from a group of descriptive researchers. The statistical population is staff employed as deputies for management development and resources of the Ministry of Economic Affairs and Finance 200 persons, the number of the sample is 80 persons. The tool of data collection is the questionnaire on transformational leadership provided by Rafferty & Griffin (2004), and questionnaire on structural empowerment provided by Jáimez Román & Bretones (2013), and the questionnaire on work engagement provided by Schaufeli et al. (2006). Data analysis was performed using the Structural Equation Modeling approach (SEM) with the partial least squares method through Smart-PLS3 software.  Discussion and ResultsThe findings of this study showed that the proposed research model is validated, and based on it, transformational leadership has led to structural empowerment, which impacts work engagement. Also, the structural empowerment variable is an intermediary in the relationship between transformational leadership and work engagement.ConclusionsThese findings can help managers use the interaction between these constructs to develop training programs that increase work engagement. On the other hand, the effect of improving transformational leadership abilities among leaders not only increases employee engagement but also increases their performance, which is considered a bonus for the organization.

Small, medium and high-yield industries in the direction of strengthening production and employment, especially to maintain and strengthen the country's economic strength in difficult economic conditions; they play a very important role. Green Human Resource Management (GHRM) is a topic for small and medium industries in developing economies. In this regard, the research focuses on the backgrounds that support the implementation of GHRM practices in small and medium industries. In this study, an extensive literature review was organized to provide background for the implementation of GHRM practices. Interpretive Structural Modeling (ISM) examines the interactions between identified components. In addition, cross-matrix analysis (MICMAC) was performed to determine the driving power of each component. By reviewing previous research, related texts and experts' opinions, 19 effective components related to green human resource management in relation to small and medium industries in Tehran province were identified. The statistical population of this article was the experts and craftsmen who dominated the research topic, and finally 15 experts and industrial experts collaborated to identify and analyze the factors. The results of structural and interpretive modeling show that the trade union is considered as one of the main stakeholders in environmental management and the main foundation of the model and has high leadership power and low intensity of dependence that must be used for green human resource management. Be emphasized first. The other 18 components, which are in the category of connected components, also have high conductivity and dependence and can affect other components. This model helps managers understand the impact of each component on each other before implementing GHRM practices in small and medium-sized industries.IntroductionIn order to maintain environmental sustainability, the recent trend of companies has been to focus on greening their businesses; for this reason, the philosophy of green human resources has been added to the mission statement of organizations as another critical responsibility of human resource management. Although green human resources are still in their infancy, the increasing awareness of organizations about the importance of green issues has forced them to adopt environmentally friendly human resource practices with a particular focus on waste management, recycling, carbon footprint reduction, and the use and production of green products. It is clear that most employees feel more responsible towards the environment and show more commitment and job satisfaction towards an organization that is always ready to be "green". The effects of HRM practices are multifaceted and require continuous monitoring to discern their potential impact on HRM issues. For this reason, the current research was conducted to identify and evaluate the effective factors of green human resource management in small and medium industries of Tehran province by applying the combined ISM approach. Environmental issues of small and medium industries are considered essential factors for the development of these industries. On the other hand, their activities can lead to environmental problems such as; Gas, liquid, and solid waste pollution.Materials and MethodsThe present study is applied in terms of its purpose and descriptive survey in terms of its nature and method. Regarding collecting research data, the factors and components affecting green human resources management were first identified and extracted by an in-depth literature review and study. The experts of small and medium industries of Tehran form the statistical population of this part of the research. The selection criteria of experts are theoretical mastery, practical experience, willingness and ability to participate in research and access, and 15 of these people with at least a master's degree having at least ten years of management experience in the field of human resources, having enough time to be justified about The nature of research and questionnaire completion techniques; They were chosen by judgment. Experts' opinions regarding verifying factors and components affecting green human resources management have been obtained through the Delphi method. The second data analysis stage is based on the ISM technique to examine and analyze the relationships between the green human resource management indicators confirmed in the previous stage.Discussion and ResultsAccording to the ISM model, the green human resources model consists of 6 levels. The first level and the 6th level are the most effective levels. As one of the main beneficiaries of environmental management, the index of the trade union took the first level position, and the index of strengthening the green empowerment of people took the sixth level position (both of these components are related to the dimension of green participation). According to the results of MICMAC analysis, the index of recognizing the joint role in environmental management between employees, management, and labor unions and the index of the labor union as one of the primary beneficiaries of environmental management are independent variables, with low dependence and high direction. The index of strengthening people's green empowerment is also a dependent variable with strong dependence and weak guidance. This variable has a strong influence and little influence on the system. The main characteristics of these variables are the rest of the indicators of interface type, high dependence, and high guiding power.ConclusionsThe results indicated that the trade union and strengthening the green ability of employees have a prominent role in greening human resource management; the development of valuable environmental programs depends on the amount of response that employees receive about a specific environmental issue. People's participation in organizational green projects leads to better environmental management, efficient use of resources, and reduced waste in the organization. Therefore, it is suggested that Tehran's small and medium industries participate as much as possible in the trade unions in strategic decisions related to environmental activities and benefit from their valuable suggestions. Because trade unions, relying on the role of leadership in directing the behavior of employees, can encourage them to internalize organizational values and use these values to guide their behavior in the workplace. Discovering talents and skills in the employees of a company is an important beginning to strengthening their abilities. Moreover, one of the ways to implement this issue is to involve employees in decisions related to Design, production, packaging, distribution, and support appropriate to the environment.

The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied in terms of purpose, which has been done with a qualitative method based on content analysis and using interview tools. The statistical population of the study includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a masterchr('39')s degree in human resources management and organizational behavior and have at least 5 years of experience in this organization. To select the sample, the method of judgmental sampling and snowball was used, which was interviewed with 19 people. After analyzing the data obtained from the interview, organizational, personal, managerial and environmental factors were identified as preconditions for dual-power human resource management. The components of human resource management were identified. Fuzzy AHP and ARAS techniques are used to prioritize the antecedents and components of human resource management.The results of the calculations showed that the factors of support and support of management, commitment of managers and management styles were ranked first to third, respectively, the most important factors affecting the duality of human resource management. Adaptive education, encouragement of self-study and sharing of learnings from the sub-components of education and development of the two powers were the highest.Introduction In dynamic environments, Organizations must take advantage of processes that produce both efficiency and creativity (and therefore innovation) (ambidextrous capabilities). Therefore, companies must simultaneously learn different methods and create balance and integration between heterogeneous learning streams. Ambidexterity refers to the ability to perform two activities simultaneously: exploration and exploitation, efficiency and flexibility, and alignment and compatibility. Ambidexterity deals with organizations simultaneously pursuing conflicting goals such as exploration and exploitation, efficiency and flexibility, or service and sales. Human resource management systems significantly help to meet these heterogeneous demands and effectively apply the human resource system that balances efficiency and innovation. Lack of human resource management ambidexterity may lead to problems in development initiatives. Past research shows the necessity of ambidextrous human resource management to manage innovation initiatives and ongoing manufacturing processes successfully. The Ambidexterity of human resource management refers to human resource management's ability to explore and exploit talented employees. An ambidextrous human resource management connects innovative and traditional HRM practices and principles, and it is critical to ensure the sustainable coexistence of exploration and exploitation and is necessary to cross crisis boundaries and resolve tensions between the two.Materials and MethodsThe research uses a qualitative method based on thematic analysis and using interview tools. In addition, in terms of the research design, it is of mixed exploratory type. The qualitative approach is based on thematic analysis using interview tools. The study population includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a Master's degree in human resources management and organizational behavior and have at least five years of experience in this organization—the method of judgmental sampling and snowball used to select the sample. After collecting the data, the researchers coded the notes and produced classes or concepts in three stages to understand the antecedents and components of ambidextrous human resource management. Key concepts are classified into three formats: basic themes, organizing themes, and global themes. In the following, to prioritize the factors affecting the ambidextrous human resources management and the ambidextrous human resources management components identified in the previous stage, fuzzy AHP and fuzzy ARAS techniques were used.Discussion and ResultsAfter analyzing the data obtained from the interview with the thematic analysis method, the antecedents and components of ambidextrous human resources management are placed in four categories. The analysis results of the precursors of ambidextrous human resources management were 21 Basic themes, five organizing themes, and one global theme, and the components of ambidextrous human resources management included 28 basic themes, four organizing themes, and one global theme. Organizational, managerial, individual, and environmental factors are the organizing themes of ambidextrous human resources management antecedents. In addition, the organizing themes of ambidextrous human resources management’s components include ambidextrous hiring and Recruitment, ambidextrous Training and development, ambidextrous performance evaluation, and ambidextrous Compensation.ConclusionsThe results of pairwise comparison among the main factors of ambidextrous human resources management’s antecedents showed that managerial aspects have the most weight in the ambidexterity of human resources management and organizational, environmental, and individual elements are in the following ranks in terms of the importance of impact on the human resources management ambidexterity. Among the sub-criteria of factors affecting the ambidexterity of human resources management, the most critical factors include management support, the commitment of managers, and management styles.The results showed that among the main components of ambidextrous human resource management, the training and development of human resources has the most weight and is the most crucial component in human resource management ambidexterity. Among the sub-criteria of ambidextrous human resource management components, Adaptive training, encouraging self-study, and sharing knowledge and flexibility of the compensation system received the highest ranks, respectively.

Business model innovation is a prominent topic in the field of management. The importance of this concept for complex defense product developers is also increasing. This study analyzes the relationships structure of "internal drivers of business model innovation" for developers of complex defense products. After identifying the drivers, with the participation of 12 experts - who were selected through purposive sampling - and using the method of interpretive structural modeling, the framework of relationships "internal drivers of business model innovation" for these organizations, designed. Drivers related to "governance and policies" and "organizational leadership" (at the first level) were identified as the most important drivers in this context, which, affect other drivers by influencing the drivers of "human capital" and "financial resources" (at the second level). At the third level were the drivers related to "Research, Knowledge, Technological and Product Innovations", "Production and Operations", "Supply and CIntroductionThe business model innovation drivers have been introduced as one of the main streams of research in business model innovation. However, not much knowledge has been developed regarding these drivers. The few kinds of research conducted in the field of innovation drivers of business models have mainly investigated the external drivers of business model innovation. Also, the studies conducted in this field often focus on service companies and organizations active in the mass production of consumer products. However, no comprehensive study has been observed in the field of innovation drivers of business models of organizations developing complex products, especially in the defense industry - which has different conditions. The environment of this industry has changed in recent years. The drivers of the strategic environment of the defense industries have made this industry, based on the logic of knowledge-based defense, put a set of transformational programs on its agenda. In order to overcome the challenges caused by the transformations mentioned above, the open innovation strategy has been placed on the agenda of industrial organizations and scientific-research centers affiliated whit the Ministry of Defense. Ignoring the business models of the mentioned organizations will make it challenging to realize the mentioned strategy. Therefore, identifying the drivers of business model innovation and analyzing the structure of relationships between them is essential for organizations, as mentioned earlier. The relevant literature has not yet been clarified for developers of complex products and technology-oriented organizations. Also, there is a gap regarding identifying and comprehensively analyzing business model innovation drivers. The current research aims to comprehensively identify the internal drivers of business model innovation and analyze their relationships with developers of complex defense products.Materials and MethodsThis study is mixed research, and in terms of its purpose, it is applied research. The study data was collected in 1400. The statistical population of the research was experts aware of the opportunities and challenges of developing complex defense products, including senior managers, middle managers, senior experts, and university professors who participated in different stages of the study. For the validity of the research results, qualitative research approaches were used. Using at least three data sources (based on the triangulation approach); long-term involvement of researchers with the research environment; The collaborative nature of the research and receiving the opinions of the participants in the focus groups and reaching a consensus in all stages of the research has achieved the accuracy and scientific validity of the research results. In addition, the validity of the questionnaires was content validity and face validity, and the questionnaires were approved by experts after their design. Also, the parallel method using peer tests was used to check the reliability of the interpretive structural modeling questionnaire. In different steps of the research, in order to collect and analyze the required data, several methods have been used:The first step: the triangulation approach, was used to identify the drivers; In this regard, the following four activities were carried out: The first activity: identifying the drivers by examining the background of the research; In this activity, by reviewing articles published in prestigious international journals, 29 drivers were extracted from 45 selected articles. The second activity: more than ten organizational strategic documents published in the last ten years at the policy level were reviewed. Using the qualitative content analysis method, 41 drivers (having common drivers with the results of the first activity) were identified. The third activity: 8 focus groups were formed with the participation of 81 experts who were purposefully selected, and 41 drivers (having common drivers with the results of the first and second actions) were also included in this activity (using the qualitative content analysis method) was extracted. The fourth activity: the theme analysis method, was used to summarize the results of the three actions and extract the drivers according to the local conditions of the defense industry. Second step: The fuzzy Delphi method was used in two steps to screen and confirm the identified drivers. At this stage, 26 experts were selected purposefully in the policy-making layer of the mentioned industry. Third step: determine the structure of relationships and interactions; the interpretive structural modeling approach was used with the participation of 12 professors and experts at the policy level. Discussion and ResultsIn the identification section: 54 drivers in 8 main business dimensions of organizations developing complex defense products, including: "governance and policies,"; "organizational leadership,"; "human capital,"; "financial and economic resources,"; "knowledge, research, technological and product innovations"; "production and operations"; "supply network and collaborations" and "market and customer" were identified. In the relationship framework design section, Using the interpretative structural modeling method, the relationship framework of intra-organizational drivers of business model innovation for the mentioned organizations was designed in three levels. The drivers related to "governance and policies" and "organizational leadership" at the first level are the most critical drivers in this framework, which by influencing the drivers of "human capital" and "financial and economic resources" at the second level on other drivers in affect the system. In the third level, there are drivers related to "knowledge, research, technological and product innovations," "production and operations," "supply network and collaborations," and "market and customer." With their activation, more value is created for stakeholders.Even though the identified drivers are distributed in all the main dimensions of the business model of the mentioned organizations, the drivers related to the components of "governance and policies," "knowledge, research, technological and product innovations," as well as "supply network and cooperation" are more prominent in the mentioned organizations compared to other service and mass production organizations.Based on the findings of this research, the policymakers of the organizations mentioned above will be able to make strategic decisions more confidently about the issues and challenges of the business model innovation of the respective organizations. A similar study has not been conducted on complex defense product developers. This limitation makes it difficult to compare the results. However, the findings of this study are consistent with studies conducted in small service organizations, mass production organizations, and some large organizations. It should be noted that most previous studies have investigated the effect of a single driver.ConclusionsIn this research, the internal drivers of business model innovation for developers of complex defense products were comprehensively identified, and the structure of relationships between them was designed. The comprehensiveness, variety, and number of drivers identified, as well as the research context (including developers of complex defense products), distinguish this study from previous studies. In this study, while summarizing the results of previous studies, new drivers (25) have been identified that were not mentioned in previous studies. This research showed that the internal drivers of business model innovation for developers of complex defense products with the ISM approach are placed on three levels. In this leveling, drivers related to "governance and policymaking" and "organizational leadership" were at the lowest level. It means that in the business model innovation process of the mentioned organizations, attention to the relevant drivers is a priority. Addressing other drivers will not be very effective without paying attention to the mentioned drivers. A comprehensive awareness of these drivers and the relationships between them helps policymakers adopt more effective policies and decisions in the business model innovation of the mentioned organizations. Conducting more exploratory studies in organizations developing complex products may lead to identifying new drivers.ooperation Network" and "Market and Customer". These drivers affect the "creation of value for stakeholders" by activating Level 1 and 2 drivers.

The current study aims to present a typology of alignment of the employee mistakes types’ and learning from them with the internal marketing approach. The authors review the literature and in-depth overview of the theoretical foundations in the area of employees' mistakes and how to learn from them with an internal marketing approach in organizations. And then, based on the mutual orientation of the internal marketing matrix and combining it with employee mistakes typologies have achieved an analytical framework. Finally, the Delphi method has been used to inform the opinions of the experts to measure the correctness of the framework. Experts who were human resource experts and scholars were selected by the Purposive sampling method. The findings showed that stretch and sloppy mistakes are in line with transactional marketing methods, in such a way that stretch mistakes with energising and sloppy mistakes are associated with code-breaking. On the other side, the aha-moment and high-stakes mistakes are in line with relational marketing methods, in such a way that there are aha-moment of diffusing and the high-stakes mistakes with authorising. Considering the findings of the consensus of the experts, it can be concluded that there is an alignment between different types of employee mistakes and internal marketing approaches.Introduction Employee mistakes should not be observed as events to be disregarded or unseen but as chances for creative learning. Such a direction is viewed to positively affect learning and act of and inside organizations (Harteis et al., 2008). According to the review of existing literature on people's mistakes and their role in the domestic market, it has been determined. Therefore, in this research, we try to strengthen the literature in this field. The aim of the current research is a typology of mistakes by examining internal issues. In the following, the theoretical literature of the research was carefully described, and the background of the research was made by examining the most up-to-date research and internal research related to the current research topic from reliable databases. Then, the current research methodology is discussed, and the findings and conclusions are presented. The research's main question is: Is there alignment between the types of mistakes of employees and internal stakeholders?  Literature ReviewEmployee mistakes Palmer et al. (2010) describe a mistake as "actions of oversight or commission by individuals or groups of individuals, performance in their organization functions, that create surprising harmful consequences with an included social cost." Like this, employee mistakes can damage organizational performance (Naveh et al., 2015; Palmer et al., 2010).  2.1.1. Learning from MistakesMistakes are frequently recognized as an annoying side effect of human learning, though they can be a valuable experience resource empowering learning if acknowledged. We cannot learn from mistakes if we do not agree to take them (Kucharska, 2021). 2.1.1.1. Mistake ToleranceWhile organizations take success as confirmation of current organizational knowl-edge, defeats, and errors call it into question (Weinzimmer & Esken, 2017). Internal MarketingTo et al. (2015) described internal marketing as "observing employees as internal clients, seeing jobs as internal goods that satisfy the needs and wants of these clients while dealing with the organization's purposes."  MethodologyThe current research method is one of the survey methods, the Delphi. Delphi is a systematic method or approach in research to collect opinions from a group of experts on a topic or a question.ResultsAccording to the results obtained from the literature review and the consensus of the experts, it was found that stretching and sloppy mistakes are aligned with transactional marketing methods; in this way, stretching mistakes are aligned with energetic learning and sloppy mistakes with decoding learning. On the other hand, it was found that momentary and risky mistakes are aligned with relational marketing methods; In this way, momentary mistakes are aligned with distributed learning, and high-risk mistakes with empowerment-based learning. These cases are summarized in the table below . Discussion A learning-centric culture of mistakes tolerance might not rise in those organizations which induce staff to shirk or even hide errors. In order to finally start a learning procedure, the acting individual has to experience concern for the event. Many events are considered errors (Harteis et al., 2008). Alsinnovativeart learning from errors is one of the important belongings of innovative organizations (Khorakian & Jahangir, 2018). In the present research, the Delphi working group was held in two rounds to reach a consensus. In the first round, the respondents scored the items based on their agreement or disagreement with them, and in the second round, they revised their opinion based on the average of the opinions of the first round. The results of the experts' consensus at the end of the second round are reported below.Conclusion According to the consensus of experts, there is an alignment between different types of employee mistakes and internal marketing. Based on the results, it is suggested that organizations use the internal marketing approach to allow their employees to make mistakes and welcome their mistakes by creating a culture of acceptance of mistakes and by using relational and transactional internal marketing methods (according to the type of mistake) Creating a space to facilitate learning from mistakes.Discussion and Resultswe identified and prioritized the consequences of BD in 7 major Category including: 1-process 2-people 3-product 4-physical evidence 5-promotion 6-place 7-price. And Challenges of BD in 4 Category including: 1- Ethical and privacy issues 2- Management and financial issues 3- Technological, human and organizational challenges 4- Data reliability and data accessConclusionsOn the demand side, there has been a massive transformation in consumer behaviour. Consumers have become more experienced, independent and irrational due to changes in their values, lifestyles and demographic patterns. This has forced the supply side to shift from mass marketing to personalized marketing through the rules of market segmentation. The production process has also become more consumer centric. Furthermore, as a sign of a new era in ICTs, concepts such as big data, IoT and AI have recently gained significant importance in many sectors because the developments in ICTs have accelerated worldwide. Tourism is one of the important fields that use these concepts and will also be influenced to a great extent. Such changes will occur in the “P”s of tourism and hospitality marketing on the supply side and consumer behaviour on the demand side. As for the retransformation of tourism and hospitality marketing, new forms of “P”s can be explained as below: First, tourism products and services will be redesigned with the help of ICTs. Products and services will become more destination-oriented and smart destinations will be the core of tourism products and services. Second, the ability to use information technology and develop more technology-oriented products and services will be an indicator of pricing and value. Third, the place where all purchasing and transactions to be handled will become much more virtual. Finally, the promotion will also be more virtual-centric, where consumer decision-making can be influenced by the experience of other consumer peers and more personalized communication channels will be part of online or virtual marketing.

The purpose of current research is to investigate effect of transformational leadership on organizational citizenship behavior: the role of identification, Work engagement, psychological empowerment and Proactive personality. The statistical population of this research is employees of Agricultural Jihad Organization of Isfahan Province, that With Cochran's formula, a sample of 162 people was selected. research method is descriptive -survey, and the tool for collecting information is the use of the standard questionnaires. Its validity was checked based on factor of confirmatory analysis and its reliability was checked by Cronbach's alpha method and composite reliability. results of the current research show that transformational leadership has a positive and significant effect on organizational identification, Work engagement, and psychological empowerment, therefore, although transformational leadership does not directly have a significant effect on organizational citizenship behavior; However, with the existence of mediating variables of organizational identification, Work engagement and psychological empowerment, this effect becomes significant. Also, the effect of organizational identification, Work engagement and psychological empowerment on organizational citizenship behavior have positive and significant, and proactive personality plays a role in the relationship between transformational leadership on Work engagement and organizational identification and It acts as a moderator and cause of strengthens these two relationshipsIntroduction  Today, the key to the success of organizations is the creation and development of organizational citizenship behavior among employees. The concept of organizational citizenship behavior in the field of organizational behavior emerged two decades ago and continues to develop. This issue is critical and essential for service organizations, such as the Agricultural Jahad Organization, whose activities depend highly on human resources (Sartika et al., 2020). Organizational citizenship behavior is a preferred extra-role and extra-task behavior of employees that promotes the success of organizations (Gammoh et al., 2021). Therefore, considering the importance of organizational citizenship behavior, it is necessary to conduct more research on the mechanisms that influence it; Therefore, the current research has addressed the issue of whether the relationship between transformational leadership and organizational citizenship behavior may be mediated by the concepts of organizational identification, work engagement and psychological empowerment of the employees of the Isfahan Agricultural Jahad Organization and also whether the proactive personality of the employees of the Agricultural Jahad of Isfahan strengthens the effects of transformational leadership on organizational identification and work engagement or not?Materials and MethodsThe statistical population of this research is employees of the Agricultural Jahad Organization of Isfahan Province (280 people). With Cochran's formula, a sample of 162 people was selected. The research method is a descriptive -survey, and the tool for collecting information is standard questionnaires. The data gathering tools in this research are the transformational leadership standard questionnaire of Afsar et al. (2019), the organizational identification standard questionnaire by Su & Swanson (2019), the work engagement standard questionnaire by Schaufeli & Bakker (2004), the employee psychological empowerment's standard questionnaire of Spreitzer (1995); proactive personality's standard questionnaire of Akgunduz et al. (2018); and organizational citizenship behavior's standard questionnaire of Organ (1988). In order to check the validity of the questionnaires, in addition to the content validity, which management professors and experts confirmed, the validity of the questionnaires was also checked from the index of factor loadings. The reliability of the questionnaires was calculated using the two methods of Cronbach's alpha coefficient and composite reliability and confirmed the reliability of the validity of the research instrument. Discussion and ResultsThe findings of the current research show that transformational leadership has a positive and significant effect on organizational identification, work engagement, and psychological empowerment; therefore, although transformational leadership does not directly have a significant effect on organizational citizenship behavior; however, the existence of mediating variables of organizational identification, work engagement, and psychological empowerment, this effect becomes significant. Also, the effect of organizational identification, work engagement, and psychological empowerment on organizational citizenship behavior has positive and significant, and proactive personality plays a role in the relationship between transformational leadership on work engagement and organizational identification. It acts as a moderator and causes of strengthens these two relationships.ConclusionsAccording to the results of this research, it was found that by using the social identity theory, social exchange theory and self-concept theory, the transformational leadership style in the organization increased the employees' perception of the organizational identity and made them feel more attached to their jobs and also the power distance decreased and felt more empowered in his self-concept, and thus these cases increased organizational citizenship behaviors in the employees of the Agricultural Jahad Organization of Isfahan; Therefore, according to the dynamics of the environment, the managers of the agricultural jahad organization should pay attention to the transformational leadership style as one of the best management styles that create and manage changes in the organization and try to manage their employees with this leadership style, and value the development and participation of employees in organizational decision-making and encourage creativity and acceptance of challenges as part of their work so that a sense of purpose is created in people and developed beyond the standards, and as a result, employees also, transfer their ideas and insight to other members.