فصلنامه مطالعات مدیریت (بهبود و تحول)
پیاپی 69 (زمستان 1391)

Numerous companies are applying brand extension projects and invest heavily on brand extension strategy. The purpose of this study is to examine the factors that influence consumers’ attitude toward new products that use brand extension. In this research, consumers’ responses on 12 hypothetical new products that used four established brand names are investigated. In this descriptive survey a questionnaire was used to collect the required data. Research finding indicates that consumers’ attitude toward hypothetical new products is positive when: 1) their perceived quality of the main product is high and 2) there is a strong fit between the main and hypothetical product. Research finding also indicates that some of brand associations are transferred from the main brand to new hypothetical products.

The aim of this research was to investigate the impact of organizational intelligence on organizational Emotional, and learning capabilities. In addition, it purpose to explore and test the mediated effect of organizational emotional capability on the relationship between organizational intelligence and organizational learning capability. The research method was descriptive-correlation one. The statistic Population of research is comprised of Telecommunications Infrastructure Company's personnel, that 472 persons of them are participated as statistic sample. The data was collected by using a questionnaire and was analyzed by Pearson correlation test and Structural Equations Modeling. The research results showed that: A) Organizational intelligence have significant, positive and direct impacts on organizational emotional, and learning capabilities. B) Organizational emotional capability has a significant, positive and direct impact on organizational learning capability. C) Organizational emotional capability is partially mediated the relationship between organizational intelligence and organizational learning capability. D) Organizational intelligence has a significant and indirect impact on organizational capability (0/56*0/92=0/51) through organizational emotional capability as well as its significant and direct impact (0/39). In sum, organizational intelligence has a total impact of 0/90 0n organizational learning capability. According of these results, It can argue that the studied organization's managers should manage their employees emotions, develop organizational emotional capability, and as a result, encourage learning in their organization and develop organizational learning capability through developing, explaining and sharing organizational strategic vision, creating shared fate sense, creating appetite for change in employees, supporting from employees materially and spiritually, defining and explaining structures, rules and routines for creating Alignment & congruence in throughout organization, managing knowledge by fostering and developing a culture for creating, sharing and using knowledge in organization, and eventually, defining, explaining and communicating performance standards and committing their employees towards to attain them.

Innovation as a important and vital factor for enterprises to create value and sustainable competitive advantage in today's environment is complex and variable. Organizations with more innovations in response to changing environments and the development of new capabilities that allow them to achieve better performance will be more successful. However, much of the innovation initiatives, is dependent on staff expertise.'s Knowledge is an important asset for organizations in developing its action occurs is important. this reason this study was to investigate the quantitative relationships between knowledge sharing, innovation and performance thereby place to share knowledge on innovation and performance for existing companies or companies that are entering the field of business, be specified. The purpose of this study applied descriptive - survey is based on a structural equation model. The study of the production managers of small and medium enterprises constitute the province. Data analysis was performed using software SPSS18 and AMOS18. Validity and content validity by confirmatory factor analysis and reliability using Cronbach's alpha coefficient equal to 0.83 was approved. Results showed that implicit and explicit knowledge sharing and innovation speed and quality of innovation and in turn affect the performance (financial, customer, internal processes), companies will leave a positive and significant effect. The results indicate that the performance impact of explicit knowledge sharing (financial, customer, and learning and growth) other than the company's internal processes. The sharing of tacit knowledge on all performance criteria but were later confirmed by customer.

The purpose of this study was to examine the effect of Psychological Capital on teleworking adoption. The methodology of this study for purpose is implication and descriptive-survey type. The statistical society of this research was Ministry of Mine, Industry and Business. The data was gathered via standard questionnaires were distributed among teleworkers (n=84) and non-teleworkers (n=266) randomly selected from the society, validity and reliability of those questionnaire was measured by Cronbach's alpha coefficient and confirmatory factor analysis. Data analysis was performed by SPSS and LISREL software packages utilizing statistical tests such as: K-S test and Structural Equations Modeling.The findings showed Psychological Capital effects on teleworking adoption. We also showed that only two dimensions of Psychological Capital (hope and optimism) affected on teleworking adoption.

Failure or error is a fact of life that most organizations cannot escape from it. The importance of understanding and learning from the organizational errors has recently enhanced. Learning from errors provides sustainable source of knowledge for organizations which in turn will increase the absorptive capacity of employees. High ability and motivation in employees are two important factors in absorptive capacity that facilitate knowledge transfer in organizations and improve organizational innovation. The present study investigates the relationship between learning from organizational errors, personnel absorptive capacity and organizational innovation. Managers and supervisors of pharmaceutical companies listed in Tehran Stock Exchange were selected for this survey and according to Cochran's sample size; statistical sampling was estimated at 113 people. Hypotheses were tested by structural equation modeling and regression analysis. Findings prove a positive relationship between variables. Furthermore absorptive capacity of employees plays the role of mediator between learning from organizational errors and innovation

Human resource capitals are considered as one of the most important resources for small enterprises. Considering the nature of these organizations, in the current trade world, social capital is an assuring criterion for organizational success. Due to the low number of employees in small enterprises, the leader has a more dynamic role in organizational processes and can lead the whole organization in to optimized usage of human resource. Moreover, by increasing effective communications, the leader can initiate and increase social capital. The role of transformational leadership style to generate social capital in small enterprises is discussed in this article. The population of this research is knowledge - base organizations in the 6th district of Tehran which are selected randomly. The measurement tool is a questionnaire distributed among 109 employees in 28 enterprises. Descriptive factor analysis is used To examine transformational leadership questionnaire's reliability, and 4 factors including inspiring communication, rational persuasion, supportive leadership- personal recognition and vision are identified. The results of this research which has been done on the individual level show that there is a positive and meaningful relationship between inspiring communication, rational persuasion, supportive leadership - personal recognition with social capital. Spearman relationship test also shows that there is a positive and meaningful relationship between transformational leadership and social capital. Then the discussion and conclusions based on these findings are discussed.

In this age of chaos, a small change can make a big impact. For change management in this chaotic environment, Methods and other traditional paradigm is not appropriate. Thus, the higher education system needs to forms of agility. The aim of this study is to answer the following question: What are the Agility indices in the universities?. The method of the present research is grounded theory. this research defineded Agility indices as follows: agility drivers, agility capabilities, agility providers, agility Outcomes. Therefore, The findings of this research indicates that a agile University to fulfill their responsibilities, must identify agility drivers and To deal with these drivers, acquire this agility competencies (intelligece and masttering change, being a solutions provider, being knowledge - driven, innovation, speed and flexibility) and enablers (organization, technology, agile people, culture, partnering).