فصلنامه مطالعات منابع انسانی
پیاپی 3 (بهار 1391)

Although there abounds literature in terms of any categories associated with culture and innovation, there are limited number of texts to consider specifically the relation of these two domains. “Innovation” is a complex and multidimensional phenomenon affected by various factors. These factors may exist in the form of an environmental or cultural force in an organization trying to create value and prosperity. From an organizational perspective, “culture” consists of several factors which can serve as a complement for organizational capabilities for innovation. Recently, further studies have been carried out in this regard and even some experts, merging the two concepts culture and innovation, have proposed the phrase “culture of innovation”. In other words, they consider these two as complementing each other and inseparable. Accordingly, cultural typology conducted in this article, cultures such a strong culture, compromising, flexible, team-work, participatory, adhocracy, market, value, scientific cultures are appropriate with innovation atmosphere and encourage it; however, other cultures are not suitable for contexts requiring creativity and innovation. In this paper, using theoretical and empirical models, a holistic and comprehensive framework is designed and presented. The resulted framework includes leadership, vision, national culture, structural, strategic factors and culture-oriented factors which are always dynamic and contented. This article aims at presenting a schematic view of the relation of culture and innovation blended together and their impact on creating a lasting competitive advantage and finally it provides a broad and inclusive framework covering interconnected dimensions which develop the culture of innovation.

In the resource-based theory (RBV), one of the new strategic management theories, human resources competency especially managers competency is very important. A competency model can be used as a human resources tool in selection, education, evaluation and succession planning. In this study, first of all the available competency models found and then common points of these models is derived. The purpose of this study is to rank the dimensions and components. The research method is content analysis and the technique is the Shannon entropy. After studying founded models, a model with forty-one components and seven dimensions was presented.The results showed that among seven dimensions, others- management is the most and self-management is the least important dimensions.Among the 41 components, communication is the most and taking criticism and restraint is the least important components.

With the advent of knowledge era, human resources have turned into the most important factors of success, making its role undeniable in all stages of a knowledge-oriented economy. Many experts speculate that most of the vulnerability of this economy originates from inability of human properties. Accordingly, this article deals with such questions as: what are the educational needs of educators? What strategies are required for accomplishing the trainings? What are the proper techniques for training the educators? The research population consists of all of the experts of department for technology and research affiliated to the National Iranian Company for Distributing Oil Products, using survey-descriptive research method and questionnaire for data collection. The findings showed that all the educational needs, techniques and strategies offered in the research literature were confirmed.

Through empowerment, managers can improve the employee's capability Familiarity with anger and ability in anger management is a controversial issue in this stressful new world. Employees in organizations are required to offer acceptable organizational and professional behaviors and the higher the organizational position the employees get, the more importance it becomes. This article intends to offer a model to empower managers in managing their anger. Accordingly, issues such as different attitudes to anger management, causes of anger in managers and proposing models for these cases have been discussed and finally this article has presented a model in anger management for managers along with practical solutions in two attitudinal and behavioral areas.

Issues such as competition expansion, advances in information technology, the changes to organizational structures and economic unit's attempt to attain to a high rank have made continuous improvement of organizational performance inevitable. An effective factor on organizational performance is an organization's intellectual properties addressed in this article. This research investigates the impact of the variable of "intellectual properties" on "organizational performance" and meanwhile it seems that the variable of "organizational learning" has influenced the relationship between the former two variables and functions as an intermediary variable. The research population includes all the managers and employees of Bank Melli supervising department and its branches in the city of Qom and the data has been collected through questionnaires. To examine the dimensions of the research variables and its construct validity, confirmatory factor analysis has been used and for testing the research hypotheses, structural equation modeling has been employed. The findings suggest that the direct effect of the variable of intellectual property has not been very strong on organizational performance; however, this variable has remarkably influenced over the performance of Bank Melli through the intermediary variable of "organizational learning process". Additionally, the effect of intellectual apital on organizational learning process has been confirmed. Moreover, the findings indicate that organizational learning process has a direct and positive effect on Bank Melli’s performance.

The present study aims at assessing the behavior of female experts’ organizational citizenship. The participants of this research consist of all the female experts working for Tehran University reported to be 762 people. Using simple random sampling, 76 people of the above participants were selected as a sample population for the research. Pudsakov et.al’s standardized questionnaire (1990) was employed for data collection. The findings indicated that the status quo of female experts’ behavior of organizational citizenship and the dimensions of their work ethics, civility, chivalry, and philanthropy in Tehran University were higher than hypothetical mean and this difference was significant as well. However, the dimension of social manners was less than the assumed average and the difference was also meaningful. In comparing the status quo and desirable status of the behavior of organizational citizenship and its dimensions, the findings suggested that there was a significant difference between these variables among the female specialists working the University of Tehran. The results also represented that, in terms of education variable, the experts holding Bachelor’s, Master’s degree and the higher had better behavior of organizational citizenship than those holding lower educational degrees. Finally, benefiting from the ideas of experts, some strategies for improving the behavior of organizational citizenship of the experts of Tehran University were offered dividing into four categories, namely, individual factors, occupational factors, managing factors and organizational factors.

Developing an organizational learning requires appropriate circumstances and context. At the meantime, social-human factors can play a highly determining part in creating a learner organization. Hence employees’ empowerment in an organization can help to create necessary readiness in developing this context. Thus, this research intends to investigate the function of employees’ empowerment in developing a learner organization and also explore the relationship between five main aspects of employees’ empowerment (the sense of job meaningfulness, merit in job, having authority, being effective in job, and trusting the colleagues) with four primary aspects of a learner organization. The research type is descriptive and correlational. The population of the research consists of 574 participants including administrative staff personnel of NIOPDC, using random sampling method, 250 of the participants were selected as statistical population. Using structural equations and correlation test, the research findings indicate that employees’ empowerment directly and highly affects the development of a learner organization and there is a positive correlation between all the dimensions and the learning organization. Therefore, employees’ empowerment can provide an appropriate social-human ground for developing learning organization. Accordingly, some suggestions have been offered for managers and researchers.