فصلنامه فرایند مدیریت و توسعه
سال بیست و ششم شماره 4 (پیاپی 86، زمستان 1392)

Nowadays this is undoubtedly recognized that economic performance for each country over time depends on a great extent to its political، institutional and legal environment. In fact، these institutions and policies determine governance quality and play an important role in development and poverty reduction in developing countries. In this study by using Panel Data method، the impact of good governance indicators on corruption level for a sample of 24 medium developing countries (including Iran) for 1996-2008 periods are estimated. Results indicate that for countries with HDI (Human Development Index) between 0. 7 & 0. 8 the rule of law indicator has the most influence on corruption level، so that the negative effect is highly significant. In the case of countries with HDI between 0. 6 and 0. 7، voice & accountability، government effectiveness، control of corruption and regulatory quality indicators have not significant impact and political stability and rule of law have negative and significant effect on corruption.

Strategic Entrepreneurship (SE) works as a stimulus to meet competitive advantage requirements in both developing and developed countries since entrepreneurship considers identifying opportunities and strategic management acts as a factor to change opportunities into competitive advantage. According to previous studies، SE enjoys various dimensions that may lead to entrepreneurial opportunities and competitive advantage. The purpose of this paper is to examine the relationship between SE dimensions and competitive advantage. Hence، a structural model is formulated to represent the relationships between SE dimensions and competitive advantage. To hit the goals of the study، documentary studies were supplemented by field studies on the institutions in charge of construction industry in Iran through a questionnaire. The questionnaire validity was checked and confirmed through content validity test and factor analysis. Cronbach''s Alpha test proved 95 percent reliability. Having categorized the indicators by factor analysis، the structural relationships of the model were tested through structural equation modeling and AMOS software. Findings illustrated the model fitness indicator as appropriate، and only one out of five hypotheses was rejected to show significant influence of SE dimensions on competitive advantage. The results of the study recommend SE to top managers both to facilitate the way to achieve more competitive advantage and to identify and exploit potential opportunities.

Organizational change is difficult، complex، ambiguous and، at the same time، unavoidable. Studies have shown that planning، directing، and maintaining organizational change is difficult and brings about little chance of success. Enjoying an integrated model of change management may help simplify complicated occurrences، inherently imbedded in any change، by identifying relationships among critical elements، especially if the institutional factors and cultural context of the organization that undergoes changes are considered in this model. This، in turn، would be very advisable due to the noticeable differences between Iranian organizations and those of the western countries، where the change theories have been introduced and developed. In this study، the researchers interviewed 21 managers and change agents who had generated successful changes in organizations with various types of ownership، size and industry. The interview results and organizational documents later underwent content analysis before the codified validation was analyzed by Shannon Entropy. The findings recommend the necessity of considering all aspects of change including content، context and process. It also recommends that in each step of the change process، from the moment the idea is developed until it is stabilized in the organization، the interaction of particular factors relative to others must be taken into consideration.

The main purpose of this study is to analyze the impact of emotional intelligence and organizational citizenship behavior on organizational conflict in Razi University of Kermanshah Province، Iran. The statistical population of this study was 950 employees of Razi University، out of whom the sample size of 274 were selected by simple random sampling method and Morgan Table in the first half of 2012. This study is a descriptive–survey research and uses correlational analysis. Weistinger’s Emotional Intelligence Questionnaire (2000)، Podsakoff et al’s Organizational Citizenship Behavior Questionnaire (1990) and Dubrin’s Organizational Conflicts Questionnaire (1985) were used to gather data. Validity (content، convergent، and divergent) and reliability (factor loading، composite، and Cronbach''s alpha) of the questionnaires indicated that the instruments were fairly valid and reliable. The results of hypothesis testing with the application of SMART-PLS software، T-test statistics and Path Coefficients (β) indicate that Razi University employees’ emotional intelligence has strong، direct and significant impact on their organizational citizenship behavior، yet organizational citizenship behavior negatively، directly and significantly affects organizational conflict، and emotional intelligence has direct، negative and significant effects on organizational conflict. The organizational citizenship behavior، on the one hand، can play the moderator role in relationship between emotional intelligence and organizational conflict. On the other hand، emotional intelligence can work as a moderating variable to promote the negative effects of organizational citizenship behavior on organizational conflict.

Human life has recently undergone surprising changes. Organizations، as human achievements، have to adapt themselves to such great developments in order to survive and improve. One of the basic approaches to enhancing organizational «retention coefficient» and improving managerial capabilities is to allocate a central role to human resources of organizations. Human resources empowerment can promote the ultimate capability of the organization and that is why managers attempt to put strategic empowerment into use. This article discusses human resources psychological empowerment and tries to elaborate on the results obtained from a research undertaken to determine effective factors of human resources psychological empowerment in Tehran Province Industrial Parks Company. Methodologically، the research is descriptive-correlational، having employed Pearson’s correlation coefficient and multivariate regression to analyze the collected data by means of SPSS software. The findings indicate a significant relationship between employees'' psychological empowerment and organizational factors، managerial strategies and self-efficacy resources. Meanwhile، managerial strategies proved to be the most effective of all factors.

Commercial and economic transactions are considered as the driving force and engine of development in any society. Such transactions may act as the factors of dynamism and prosperity of border areas while playing an essential role in improving life standards of people، poverty reduction، appropriate and equitable distribution of incomes and population size، as well as expediting better cooperation among border areas. This study tries to analyse the role of commercial transactions in stabilizing the rural population. The statistical population of the research consists of 309 households residing in 13 villages located in the western part of Sardasht Township in Iran''s border with Iraq. Based on Cochran''s formula and simple random sampling method، the sample volume composed of 90 households of 3 villages calculated by cluster sampling method. The data gathered by questionnaires، interviews and documentary studies were analysed through the use of descriptive and inferential statistics. The data were analysed to determine the effects of border markets on the sample rural residents'' income and welfare facilities and their population retention in different times mentioned in different census takings. The results showed that border transactions may lead to rural population retention in the under-studied area، and that by organizing such transactions we can expect the expansion of rural settlements in border areas may end in the development of rural settlements.

One of the most important decisions companies should make in the process of selecting strategies to enter foreign markets is the extent to which they intend to control themselves and the extent of such international activities they choose to leave to other parties. Having comprehensively reviewed the related literature، the following 12 variables explaining the degree of tendency among companies to control their international activities were proposed: uncertainty of target country، uncertainty of the product market، competitive uncertainty، uncertainty of potential partners'' behavior، international know-how experience، marketing skills، total amount of investment، competition intensity in the given industry، nature of the foreign (trade) activity، size of the firm، and finally، business relatedness. To test the research hypotheses، data were gathered from 150 experts in 42 food exporting companies in Mazandaran province. The results of data analysis demonstrated that except for uncertainty of potential partners'' behavior، other variables could appropriately explain the control variable.

This study tries to pinpoint the knowledge elements and present an appropriate knowledge management (KM) application model for ‘Vice-Presidency for Strategic Planning and Supervision’ and ‘Vice-Presidency for Management and Human Capital Development ‘ (the staff body of former Management and Planning Organization) in Iran. The dependent and independent variables of the research were defined according to the theoretical bases and the conceptual model. The dependent variables were knowledge management (KM) cycle elements including knowledge acquisition، creation and development; knowledge sharing and transfer; knowledge storing and application. The independent variables were composed of the factors influencing successful establishment of KM cycle including organizational culture، technology، information communication process، documents transparency، organizational structure، human resources، and training. The research population، consisting of managers and experts of both deputies، was 1200 and the sample size according to Morgan and Krejcei table amounted to 291. The instrument of data gathering was a questionnaire with 88 questions، the reliability of which was calculated to be 0. 88، based on Cronbach''s Alpha test. Finally، 266 questionnaires were collected and subsequently analyzed. Meanwhile، a number of experts were interviewed in order to improve the quality of the research. Structural equations and LISREL software were employed for the statistical method of the research. According to the findings of the study، there was significant difference between the present and desired situations regarding all the four variables of knowledge management cycle. The average scores for the four variables of knowledge management cycle were as follows: knowledge acquisition، creation and development: 3. 04; knowledge sharing and transfer: 2. 66; knowledge storing: 2. 80; and knowledge application 2. 77. These findings indicate that they were not in good condition except for the first item، i. e.، knowledge acquisition، creation and development. From among the independent variables، only human resources (0. 49)، culture (0. 30)، and training (0. 17) had significant impact on knowledge management cycle. At the end of the research، some recommendations were presented for improving the variables of the study.

Organizations may attract human capital to fill pivotal positions in two ways، namely internal attraction and external attraction. Applying internal recruitment، organizations attract idiosyncratic human capital. Idiosyncratic human capital is exclusively unique to the organization and is defined with such criteria as long experience and internship (intra-organizational training). Yet، by external recruitment، organizations attract the required human capital. Not being exclusively specific to any particular organization، required human capital is deemed inter-organizationally transferable. Such human capital is well-educated and has gone through extra-organizational training. On the other hand، the foundation record of the organization can increase knowledge-base and human capital skills، particularly work experience and intra-organizational training. However، this impact is less than that of the recruitment method. The above conclusions are the findings of this research project conducted in high-tech companies. The data gathering methods included questionnaire and documents survey. Data were analyzed for 11 hypotheses applying statistical software and structural equations.