University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Investigating and Prioritizing Leadership Substitutes in Qazvin University of Medical Sciences with a view to Organizational Missions Investigating and Prioritizing Leadership Substitutes in Qazvin University of Medical Sciences with a view to Organizational Missions 5 30 6835 10.22111/jmr.2021.34745.5152 FA Akhtar Khoshnavaz Ph.D. Candidate, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran. Gholamreza Memarzadeh Tehran Associate Professor, Department of Public Administration, University of scientific research, Tehran, Iran. Seed Medi Alvani Professor, Department of Public Administration, Qazvin Branch, Islamic Azad University, Qazvin, Iran. Naser Hamidi Professor, Department of Industrial management, Qazvin Branch, Islamic Azad University, Qazvin, Iran. Journal Article 2020 07 31 Abstract The aim of this study was to investigate and prioritize leadership Substitutes in Qazvin University of Medical Sciences with a view to organizational mission. Leadership successors have questioned the need for leadership in some situations. In such a way that some of the conditions can be considered as a substitute for leadership.The method of this research is quantitative in terms of the nature of the data; In terms of purpose, it is practical. Introduction The role of leadership in fundamental change in the organization today is more important than ever. New theories of organizational leadership open up new horizons every day in how organizations are managed and move in the direction of growth and development, and give managers and leaders the knowledge they need to cope with environmental change.Today, due to changes in human resources in organizations, and with the specialization and knowledge of human resources, the type of leadership in the organization will undoubtedly change and the need for a leader in the organization to perform tasks other than further leadership is felt. Case study The University of Medical Sciences, as an important focus in the field of health and wellness of the country, is no exception. The University of Medical Sciences, as an important hub in the field of health and wellness of the country, is no exception. As the University of Medical Sciences has a variety of missions in the fields of treatment, health and medical education, it requires specific leadership styles. To be able to use the capabilities, expertise and experience of its staff, who are professional employees with a high level of knowledge and skills, to be more and more successful in carrying out their missions and be able to retain their employees in the competitive world of organizations. Theoretical framework The theory of leadership successors was first proposed by Kerr and Jermir in 1978, and suggests that the need for leadership is questionable in some contexts.This theory has been called the theory of leadership successors and claims that some conditions can be considered as a substitute for leadership and make the leadership task unnecessary, as an example of indifference to organizational rewards or the existence of cohesive working groups are among the factors. According to this theory, they can question the need for leadership (Alwani, 2016: 153). Substitutes for leadership are a wide range of individual, work, and organizational characteristics that affect the relationship between leader behavior and the satisfaction, morale, and performance of subordinates (Kerr and Jermir, 1978: 388). Methodology The statistical population consisted of 37 senior staff members, of which 33 were selected by convenience sampling method using Krejcie and Morgan table and also 7 organizational experts of Qazvin University of Medical Sciences were selected by judgmental sampling method. The validity of the questionnaire was assessed by face and content validity methods.Cronbach's alpha method was used to evaluate the reliability of the questionnaire in this study. Since the calculated alpha value for all components is higher than 0.85, it can be concluded that the research questionnaire is sufficiently reliable.One-sample t-test was used to analyze the data in the quantitative part and also Mikhailov fuzzy hierarchical analysis method and Lango software were used to rank the leadership substitutes. Discussion and Results The results of the analysis of research data indicate that in Qazvin University of Medical Sciences, missions to provide specialized and efficient manpower required by the country and to provide, efficient production and distribution of financial resources can not be done without a leader, because none of the characteristics Job, organization, individual and value can not replace the leader to carry out these missions.In contrast, participatory missions in providing, maintaining, and promoting community health and providing health services can be performed entirely without a leader, as all four occupational, organizational, personal, and value characteristics can replace the leader in carrying out these missions. Also, in science and technology production missions in the fields of health care and medical education and the production, provision and dissemination of health knowledge at the global level, job, personal and value characteristics can replace the existence of a leader to do it.In the mission of sponsoring and providing health services at the regional, national and provincial levels, individual characteristics can replace the leader in carrying out this mission. Conclusion Thus, the results of this research in Qazvin University of Medical Sciences showed Mission and provision missions, providing health services at regional, national and provincial levels and producing science and technology in the fields of health and medical education and participation in providing and maintaining and promoting community health and providing health services and production, supply, dissemination of health knowledge At the global level, it can be done with leadership Substitutes. Missions to provide the specialized and efficient manpower required by the country and to provide, produce and distribute financial resources efficiently with leadership Substitutes cannot be done. Among the variables that make up leadership Substitutes, personal characteristics have the highest priority, value characteristics, job characteristics in the second and third ranks, and the last priority related to organizational characteristics. Abstract The aim of this study was to investigate and prioritize leadership Substitutes in Qazvin University of Medical Sciences with a view to organizational mission. Leadership successors have questioned the need for leadership in some situations. In such a way that some of the conditions can be considered as a substitute for leadership.The method of this research is quantitative in terms of the nature of the data; In terms of purpose, it is practical. Introduction The role of leadership in fundamental change in the organization today is more important than ever. New theories of organizational leadership open up new horizons every day in how organizations are managed and move in the direction of growth and development, and give managers and leaders the knowledge they need to cope with environmental change.Today, due to changes in human resources in organizations, and with the specialization and knowledge of human resources, the type of leadership in the organization will undoubtedly change and the need for a leader in the organization to perform tasks other than further leadership is felt. Case study The University of Medical Sciences, as an important focus in the field of health and wellness of the country, is no exception. The University of Medical Sciences, as an important hub in the field of health and wellness of the country, is no exception. As the University of Medical Sciences has a variety of missions in the fields of treatment, health and medical education, it requires specific leadership styles. To be able to use the capabilities, expertise and experience of its staff, who are professional employees with a high level of knowledge and skills, to be more and more successful in carrying out their missions and be able to retain their employees in the competitive world of organizations. Theoretical framework The theory of leadership successors was first proposed by Kerr and Jermir in 1978, and suggests that the need for leadership is questionable in some contexts.This theory has been called the theory of leadership successors and claims that some conditions can be considered as a substitute for leadership and make the leadership task unnecessary, as an example of indifference to organizational rewards or the existence of cohesive working groups are among the factors. According to this theory, they can question the need for leadership (Alwani, 2016: 153). Substitutes for leadership are a wide range of individual, work, and organizational characteristics that affect the relationship between leader behavior and the satisfaction, morale, and performance of subordinates (Kerr and Jermir, 1978: 388). Methodology The statistical population consisted of 37 senior staff members, of which 33 were selected by convenience sampling method using Krejcie and Morgan table and also 7 organizational experts of Qazvin University of Medical Sciences were selected by judgmental sampling method. The validity of the questionnaire was assessed by face and content validity methods.Cronbach's alpha method was used to evaluate the reliability of the questionnaire in this study. Since the calculated alpha value for all components is higher than 0.85, it can be concluded that the research questionnaire is sufficiently reliable.One-sample t-test was used to analyze the data in the quantitative part and also Mikhailov fuzzy hierarchical analysis method and Lango software were used to rank the leadership substitutes. Discussion and Results The results of the analysis of research data indicate that in Qazvin University of Medical Sciences, missions to provide specialized and efficient manpower required by the country and to provide, efficient production and distribution of financial resources can not be done without a leader, because none of the characteristics Job, organization, individual and value can not replace the leader to carry out these missions.In contrast, participatory missions in providing, maintaining, and promoting community health and providing health services can be performed entirely without a leader, as all four occupational, organizational, personal, and value characteristics can replace the leader in carrying out these missions. Also, in science and technology production missions in the fields of health care and medical education and the production, provision and dissemination of health knowledge at the global level, job, personal and value characteristics can replace the existence of a leader to do it.In the mission of sponsoring and providing health services at the regional, national and provincial levels, individual characteristics can replace the leader in carrying out this mission. Conclusion Thus, the results of this research in Qazvin University of Medical Sciences showed Mission and provision missions, providing health services at regional, national and provincial levels and producing science and technology in the fields of health and medical education and participation in providing and maintaining and promoting community health and providing health services and production, supply, dissemination of health knowledge At the global level, it can be done with leadership Substitutes. Missions to provide the specialized and efficient manpower required by the country and to provide, produce and distribute financial resources efficiently with leadership Substitutes cannot be done. Among the variables that make up leadership Substitutes, personal characteristics have the highest priority, value characteristics, job characteristics in the second and third ranks, and the last priority related to organizational characteristics.

https://jmr.usb.ac.ir/article_6835_eea91ab85b12e9d825a716ebfaa857fe.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Designing and testing a model of individual- contextual antecedents of proactive behaviors with mediating role of cognitive-motivational states in Automotive parts industry (Khorasan Razavi) Designing and testing a model of individual- contextual antecedents of proactive behaviors with mediating role of cognitive-motivational states in Automotive parts industry (Khorasan Razavi) 31 60 6836 10.22111/jmr.2022.35841.5216 FA Sara Kahrobaei Ph.D. Student, Behavioral management, Ferdowsi University of Mashhad, Mashhad, Iran. Saeed Mortazavi Professor, Department of Management, Ferdowsi University of Mashhad, Mashhad, Iran. Ali Shirazi Associate Professor, Department of Management, Ferdowsi University of Mashhad, Mashhad, Iran. Alireza Khorakian Associate Professor, Department of Management, Ferdowsi University of Mashhad, Mashhad, Iran. Journal Article 2020 09 21 Abstract New features of today's organizations have led to the emergence of a new organizational structure called proactive behavior and to be considered as one of the organizational behavior. Proactive behavior can be a high-impact concept that plays an important role in enhancing individual, team, and organizational effectiveness in managing and operating an economic of organization. We provide an integrative search on presentation and testing a model of individual(Proactive personality) contextual antecedents(Initiative Climate, job autonomy, Transformational Leadership) of proactive behaviors with mediating role of cognitive-motivational states in Automotive parts industry in Khorasan Razavi province. Introduction One of the most significant ways of maintaining industry and overcoming critical situations, technological sanctions and intense competition with foreign competitors is to concentrate on workforce, which is a valuable asset of every organization. Therefore, development, reinforcement and modification of behavior can result continuous and effective changes in industries. The emergence of proactive behavior in the organization can be the basis for increasing the productivity of human resources in the industry. Therefore, identifying this behavior and analyzing the causes of its occurrence, in order to strengthen and create this behavior in organizations, can lead to fundamental changes in the industries of the country. In addition, it can help with accelerating organizational changes, reducing costs, being aligned with customer needs, increasing profitability, and ultimately improving industry performance. Consequently, the purpose of this study is to investigate the antecedents and mediating factors of proactive behavior and its impact on the occurrence of such behavior in the automotive parts industry of Khorasan Razavi Province. Case study The statistical population of this study is all personnel of the in Automotive parts industry in Khorasan Razavi. The total number of employees was 5268 and 392 were selected by simple stratified sampling. Theoretical framework The model we test proposes that individual differences and work environment variables affect proactive cognitive-motivational states, which, in turn, lead to proactive behavior. This model concurs with Frese and Fay(2001), who, drawing on Kanfer(1992), proposed individual and contextual variables as distal causes of proactive behavior that have an effect via more proximal variables such as role breadth self-efficacy. The hypothesized role of such cognitive-motivational states is consistent with social– cognitive theory, which proposes that humans are reflective, self-regulating agents who are not only products but also producers of their environment (Bandura, 1982). It is also consistent with job design theory, which proposes that job characteristics affect outcomes via critical psychological states(Hackman & Oldham, 1976). In a contrasting theoretical model of proactive behavior, Crant(2000) proposed that motivational states and contextual factors affect proactive behaviors directly. Methodology and Methods This study is an applied research in terms of its objective and is of survey type in terms of its data collection and method.the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used. Discussion and Results In this paper, 13 main hypotheses were investigated, and confirmed. The results are in line with many other studies conducted in different fields. The results indicate that individual and contextual antecedents independently and through motivational-cognitive states, cause the emergence of proactive behavior Conclusion Based on the outcomes, first of all, active managers in this field are recommended to identify the factors affecting the creation of initiative climate, and make arrangements to expand transformational leadership. Moreover, effective human resource units in training and employment are advised to plan on improving staff competencies and using valid tests to recognize people with proactive personality. Abstract New features of today's organizations have led to the emergence of a new organizational structure called proactive behavior and to be considered as one of the organizational behavior. Proactive behavior can be a high-impact concept that plays an important role in enhancing individual, team, and organizational effectiveness in managing and operating an economic of organization. We provide an integrative search on presentation and testing a model of individual(Proactive personality) contextual antecedents(Initiative Climate, job autonomy, Transformational Leadership) of proactive behaviors with mediating role of cognitive-motivational states in Automotive parts industry in Khorasan Razavi province. Introduction One of the most significant ways of maintaining industry and overcoming critical situations, technological sanctions and intense competition with foreign competitors is to concentrate on workforce, which is a valuable asset of every organization. Therefore, development, reinforcement and modification of behavior can result continuous and effective changes in industries. The emergence of proactive behavior in the organization can be the basis for increasing the productivity of human resources in the industry. Therefore, identifying this behavior and analyzing the causes of its occurrence, in order to strengthen and create this behavior in organizations, can lead to fundamental changes in the industries of the country. In addition, it can help with accelerating organizational changes, reducing costs, being aligned with customer needs, increasing profitability, and ultimately improving industry performance. Consequently, the purpose of this study is to investigate the antecedents and mediating factors of proactive behavior and its impact on the occurrence of such behavior in the automotive parts industry of Khorasan Razavi Province. Case study The statistical population of this study is all personnel of the in Automotive parts industry in Khorasan Razavi. The total number of employees was 5268 and 392 were selected by simple stratified sampling. Theoretical framework The model we test proposes that individual differences and work environment variables affect proactive cognitive-motivational states, which, in turn, lead to proactive behavior. This model concurs with Frese and Fay(2001), who, drawing on Kanfer(1992), proposed individual and contextual variables as distal causes of proactive behavior that have an effect via more proximal variables such as role breadth self-efficacy. The hypothesized role of such cognitive-motivational states is consistent with social– cognitive theory, which proposes that humans are reflective, self-regulating agents who are not only products but also producers of their environment (Bandura, 1982). It is also consistent with job design theory, which proposes that job characteristics affect outcomes via critical psychological states(Hackman & Oldham, 1976). In a contrasting theoretical model of proactive behavior, Crant(2000) proposed that motivational states and contextual factors affect proactive behaviors directly. Methodology and Methods This study is an applied research in terms of its objective and is of survey type in terms of its data collection and method.the required information was collected using questionnaires. To test the research hypotheses, structural equation modeling has been used. Discussion and Results In this paper, 13 main hypotheses were investigated, and confirmed. The results are in line with many other studies conducted in different fields. The results indicate that individual and contextual antecedents independently and through motivational-cognitive states, cause the emergence of proactive behavior Conclusion Based on the outcomes, first of all, active managers in this field are recommended to identify the factors affecting the creation of initiative climate, and make arrangements to expand transformational leadership. Moreover, effective human resource units in training and employment are advised to plan on improving staff competencies and using valid tests to recognize people with proactive personality.

https://jmr.usb.ac.ir/article_6836_06c992e7e7aecd75911e17f8d37afce3.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Identifying and Prioritizing Key Success Factors Of Business Model Identifying and Prioritizing Key Success Factors Of Business Model 61 84 6837 10.22111/jmr.2021.37610.5392 FA Amir Mohammad Colabi Assistant Professor, Faculty of Management and Economics, Tarbiat Modares University, Tehran, Iran. Jahangir Yadollahi Farsi Associate Professor, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran. Maryam Azizi Ph.D. of Entrepreneurship, University of Tehran, Tehran, Iran. Journal Article 2021 02 13 Abstract Research results show that the business model, which has received much attention in recent years, has a decisive role in the success of businesses. The purpose of this study is to identify and prioritize critical factors for business model success. The present study was conducted by the mixed method. The study's statistical population is entrepreneurs, investors, and experts in the information and communication technology industry. Qualitative data were collected using semi-structured interviews with 15 ICT experts. In the quantitative section, 142 questionnaires were collected. An open and axial coding method has been used to analyze the qualitative data. Confirmatory factor analysis with structural equation modeling approach using AMOS software is used in the quantitative part. The results of the quantitative section show that among the factors affecting business model success are dynamics, clear vision and mission, unique value proposition and effective customer relationship, the internal fit of business model elements, difficulty in imitation of business model, and the effective use of resources are essential, respectively. Introduction Businesses face a challenging and rapidly changing environment in today's world. A literature review shows that companies with innovative goods and services have failed. All these failures are due to failure to attract customers and inability to compete. Indicates that a good product, service, or advanced technology does not guarantee success (Teece, 2010: 173). Numerous and valuable studies have been done on why entrepreneurs fail. One of the possible reasons for them is the inability of the business to create a competitive advantage and their failure to design a business model (Morris, Schindehutte & Allen, 2005: 727). A business model is an operational path or method used by a company to provide value to customers. New business models can change the industry's rules by introducing new ways and linking strategy to entrepreneurship (Colabi & Karimirad, 2020: 259). However, despite many studies in the field of business model, a business model is a concept that is not well developed due to the youth of this field of research and its extraction from various fields and the lack of consensus on what it is (Amit & Zott, 2015: 332). A literature review shows an insufficient understanding of the business model (Dasilva & Trkman, 2014: 381). The business model is a vague concept that needs more transparency to develop (Ritter & Lettl, 2018: 2). As a result, there is a need to examine essential variables in business model design to guide managers to improve their business model design (Zott et al., 2011: 1028). However, because the factors influencing the success of the business model have not been explicitly examined by researchers, identifying the key factors influencing the success of the business model will be an essential achievement for the business model literature. As a result, this research question is what are the key factors influencing the business model's success? Case study The statistical population of this research is entrepreneurs, investors, and experts in Information and Communication Technology in Iran. Theoretical framework The business model can define the activities necessary to produce the product and provide an appropriate framework for managers to make decisions (Ladd, 2018: 59). A literature review shows that different researchers have offered various definitions for the business model. Osterwalder (2005) defines the business model as the architecture of the company and the network of partners to create, market, and create value and capital relationships with one or more segments of customers to create profitable and sustainable revenue streams. Entrepreneurs use the business model to describe the company's logic, how it does business, and create value for stakeholders (Aspara, Lamberg, Laukia & Tikkanen, 2013: 461). To maximize the potential of a business model, businesses must be customer-centric, and a business model must be developed to meet customers' specific needs (Liu & Bell, 2019: 517). Methodology This study aims to identify and prioritize the key factors affecting the business model's success. The research method is mixed, and the statistical population of this research is entrepreneurs, investors, and experts in the field of Information and Communication Technology in Iran. Data in the qualitative section has been gathered using a semi-structured interview with 15 experts and entrepreneurs of the ICT industry. In the quantitative area, the views of 142 experts and entrepreneurs of the information and communication technology industry have been gathered using a questionnaire. For analyzing qualitative data, open and axial coding method has been used. In the quantitative part, confirmatory factor analysis was performed by structural equation modeling approach using AMOS version 23 software. Discussion and Results The results of the quantitative section show that among the factors affecting business model success are dynamics, clear vision and mission, unique value proposition and effective customer relationship, the internal fit of business model elements, difficulty in imitation of business model, and the effective use of resources are important, respectively. Conclusion In this study, the factors affecting the success of business model design are investigated. However, it should be noted that there is no such thing as a good business model. Each situation is different and requires another solution, and the design of a business model depends on the situation (Alt & Zimmermann, 2014: 244). Analysis of qualitative research data shows that success factors can be divided into internal fit, clear vision and mission, dynamism, effective use of resources, incredible difficulty, effective customer relations, and unique value proposition. Therefore, the most significant contribution of this research is the introduction of variables to design a successful business model. Abstract Research results show that the business model, which has received much attention in recent years, has a decisive role in the success of businesses. The purpose of this study is to identify and prioritize critical factors for business model success. The present study was conducted by the mixed method. The study's statistical population is entrepreneurs, investors, and experts in the information and communication technology industry. Qualitative data were collected using semi-structured interviews with 15 ICT experts. In the quantitative section, 142 questionnaires were collected. An open and axial coding method has been used to analyze the qualitative data. Confirmatory factor analysis with structural equation modeling approach using AMOS software is used in the quantitative part. The results of the quantitative section show that among the factors affecting business model success are dynamics, clear vision and mission, unique value proposition and effective customer relationship, the internal fit of business model elements, difficulty in imitation of business model, and the effective use of resources are essential, respectively. Introduction Businesses face a challenging and rapidly changing environment in today's world. A literature review shows that companies with innovative goods and services have failed. All these failures are due to failure to attract customers and inability to compete. Indicates that a good product, service, or advanced technology does not guarantee success (Teece, 2010: 173). Numerous and valuable studies have been done on why entrepreneurs fail. One of the possible reasons for them is the inability of the business to create a competitive advantage and their failure to design a business model (Morris, Schindehutte & Allen, 2005: 727). A business model is an operational path or method used by a company to provide value to customers. New business models can change the industry's rules by introducing new ways and linking strategy to entrepreneurship (Colabi & Karimirad, 2020: 259). However, despite many studies in the field of business model, a business model is a concept that is not well developed due to the youth of this field of research and its extraction from various fields and the lack of consensus on what it is (Amit & Zott, 2015: 332). A literature review shows an insufficient understanding of the business model (Dasilva & Trkman, 2014: 381). The business model is a vague concept that needs more transparency to develop (Ritter & Lettl, 2018: 2). As a result, there is a need to examine essential variables in business model design to guide managers to improve their business model design (Zott et al., 2011: 1028). However, because the factors influencing the success of the business model have not been explicitly examined by researchers, identifying the key factors influencing the success of the business model will be an essential achievement for the business model literature. As a result, this research question is what are the key factors influencing the business model's success? Case study The statistical population of this research is entrepreneurs, investors, and experts in Information and Communication Technology in Iran. Theoretical framework The business model can define the activities necessary to produce the product and provide an appropriate framework for managers to make decisions (Ladd, 2018: 59). A literature review shows that different researchers have offered various definitions for the business model. Osterwalder (2005) defines the business model as the architecture of the company and the network of partners to create, market, and create value and capital relationships with one or more segments of customers to create profitable and sustainable revenue streams. Entrepreneurs use the business model to describe the company's logic, how it does business, and create value for stakeholders (Aspara, Lamberg, Laukia & Tikkanen, 2013: 461). To maximize the potential of a business model, businesses must be customer-centric, and a business model must be developed to meet customers' specific needs (Liu & Bell, 2019: 517). Methodology This study aims to identify and prioritize the key factors affecting the business model's success. The research method is mixed, and the statistical population of this research is entrepreneurs, investors, and experts in the field of Information and Communication Technology in Iran. Data in the qualitative section has been gathered using a semi-structured interview with 15 experts and entrepreneurs of the ICT industry. In the quantitative area, the views of 142 experts and entrepreneurs of the information and communication technology industry have been gathered using a questionnaire. For analyzing qualitative data, open and axial coding method has been used. In the quantitative part, confirmatory factor analysis was performed by structural equation modeling approach using AMOS version 23 software. Discussion and Results The results of the quantitative section show that among the factors affecting business model success are dynamics, clear vision and mission, unique value proposition and effective customer relationship, the internal fit of business model elements, difficulty in imitation of business model, and the effective use of resources are important, respectively. Conclusion In this study, the factors affecting the success of business model design are investigated. However, it should be noted that there is no such thing as a good business model. Each situation is different and requires another solution, and the design of a business model depends on the situation (Alt & Zimmermann, 2014: 244). Analysis of qualitative research data shows that success factors can be divided into internal fit, clear vision and mission, dynamism, effective use of resources, incredible difficulty, effective customer relations, and unique value proposition. Therefore, the most significant contribution of this research is the introduction of variables to design a successful business model.

https://jmr.usb.ac.ir/article_6837_1cdf1a1cf036882852567ae2d9529fd0.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Identifying And Prioritizing Public Participation Strategies In Policy-Making Using Community-Based Approach (Case‌ Study: Talouqan Municipality, Takhar Province, Afghanistan) Identifying And Prioritizing Public Participation Strategies In Policy-Making Using Community-Based Approach (Case‌ Study: Talouqan Municipality, Takhar Province, Afghanistan) 85 113 6838 10.22111/jmr.2022.40854.5673 FA Elyasuddin Farahmand Student in Public Administration University of Sistan and Baluchistan, Zahedan, Iran. Abdolmajid Imani Assistant professor, Department of Public Administration, Faculty of Management and Economics, University of Sistan and Baluchestan, Zahedan, Iran. Journal Article 2021 12 08 AbstractIn this study, strategies to promote public participation in policy in Talouqan Municipality of Takhar Province, Afghanistan with the theme of social community has been studied. The present research is an applied research and in terms of method it can be considered a descriptive-survey research. The study population in the present study includes 240 employees and managers of Talouqan Municipality in Takhar Province, Afghanistan and 15 university professors in Takhar Province, Afghanistan.Cochran's formula was used to determine the sample size and the sample size was calculated to be 152 people. Then online questionnaires were distributed and the data were collected through this method. The results of the tests showed that the respondents believe that the mass media index has the greatest impact on promoting public participation and ranks first among the indicators. In addition, the indicators of social cohesion, services and facilities, promotion of social trust, elimination of gender discrimination, promotion of political awareness and fair distribution of power are ranked second to sixth, respectively. Accordingly, it is proposed that the new regime in Afghanistan use the capacity of the media and civil society and women to promote participation in the policy-making process. IntroductionParticipation as an effective mechanism in public programs and risk reduction in the future is to strengthen the effect of national programs in the future. In addition, participation is a catalyst for social change (Evans et al., 2019: 2). From the UN perspective, participation is the presence of people in the decision-making process and for the growth of social awareness and meeting their needs in the intervention process (Darabi & Abdi et al., 2009: 73). The importance and importance of participation in decision-making is such that much research has been done in different countries. In research, participation is defined as a process by which people can organize themselves and comment on the country's development activities (kuldi, 2003: 3). The concept of policy is defined as "a set of actions or inactions that one or more actors take on a problem or concern" (Smith & Larimer, 2009: 3).In light of the above; the question now arises as to what are the ways to promote public participation in community-oriented policy-making in Talouqan Municipality, Takhar Province, Afghanistan?Case StudyThe population size in the study is 250 employees and managers of Talouqan Municipality in Takhar-Afghanistan province, to determine the sample size of Cochran's formula at a confidence level of 0.95 and p = q = 0.5 and the error value is 0.05 Was used. In this study, the sample size was calculated for 152 people and the data were collected through an online questionnaire and available.Theoretical FrameworkIn fact, participation is a process that includes a variety of individual and group actions in order to intervene in determining one's own destiny and society and to influence decisions about public affairs (Basri, 2009: 81). According to thinkers, if a political revolution is taking place around the world, that revolution is nothing but an explosion of participation. In all the developing and modern countries of the world, people believe that ordinary people should be involved in politics and that people should be involved in politics. Has become commonplace (Millbrae & Gobil, 2007: 1996). Participation means to contribute to something and to benefit from it, or to participate in a group and therefore to cooperate with it. For this reason, from a sociological point of view, a distinction must be made between participation as a state or condition (the matter of participation) and participation as an action and commitment (the act of participation). Participation in the first sense signifies belonging to a particular group and having a share in its existence and in the second sense conveys active participation in the group (Toile, 2003: 66-67). From a global perspective, participation is a process in which stakeholders intervene to oversee development initiatives, decisions, and resources that have an impact on life (World Bank, 2015).Methodologyhe statistical population of this study is the staff and managers of Talouqan Municipality in Takhar-Afghanistan province and considering the importance of the issue, knowledgeable experts, university professors and senior managers will be considered. The population size in the study is 240 employees and managers of Talouqan Municipality and 15 university professors in Takhar's province Afghanistan. To determine the sample size of Cochran's formula at a confidence level of 0.95 and p = q = 0.5 and the error value is 0.05 Was used. In this study, the sample size was calculated for 152 people and the data were collected through an online questionnaire and available.Discussion and Result The result has shown in all of the above cases, a significance level of less than 0.05 has been reported, which indicates that all indicators extracted are factors in promoting public participation in policy-making. In addition to the significance level of T-index was more than 1.96, which is another reason to confirm the impact of indicators on promoting public participation in policy-making. The test results show that the respondents believe that the "mass media index" with an average of 3.80 has the greatest impact on promoting public participation and ranks first among the indicators. In addition, indicators of social cohesion (average 3.51), services and facilities (average 3.43), promotion of social trust (average 3.40), elimination of gender discrimination (average 3.33), promotion of political awareness (average 3, 32) and fair distribution of power (with an average of 3.31) are ranked second to sixth, respectively. ConclusionFirst hypothesis of research shows that respondents believe strategies based on political capacity have been effective in promoting public participation in policy-making with a community-based approach. On the second hypothesis respondents believe that social capacity-based strategies have been effective in promoting public participation in policy-making with a community-based approach. On third hypothesis based on respondent responses, sometimes strategies based on cultural capacities have been effective in promoting public participation in policy-making with a community-based approach. On the last hypothesis Respondents believe that solutions based on technology capabilities have been effective in promoting public participation in policy-making with a community-based approach. AbstractIn this study, strategies to promote public participation in policy in Talouqan Municipality of Takhar Province, Afghanistan with the theme of social community has been studied. The present research is an applied research and in terms of method it can be considered a descriptive-survey research. The study population in the present study includes 240 employees and managers of Talouqan Municipality in Takhar Province, Afghanistan and 15 university professors in Takhar Province, Afghanistan.Cochran's formula was used to determine the sample size and the sample size was calculated to be 152 people. Then online questionnaires were distributed and the data were collected through this method. The results of the tests showed that the respondents believe that the mass media index has the greatest impact on promoting public participation and ranks first among the indicators. In addition, the indicators of social cohesion, services and facilities, promotion of social trust, elimination of gender discrimination, promotion of political awareness and fair distribution of power are ranked second to sixth, respectively. Accordingly, it is proposed that the new regime in Afghanistan use the capacity of the media and civil society and women to promote participation in the policy-making process. IntroductionParticipation as an effective mechanism in public programs and risk reduction in the future is to strengthen the effect of national programs in the future. In addition, participation is a catalyst for social change (Evans et al., 2019: 2). From the UN perspective, participation is the presence of people in the decision-making process and for the growth of social awareness and meeting their needs in the intervention process (Darabi & Abdi et al., 2009: 73). The importance and importance of participation in decision-making is such that much research has been done in different countries. In research, participation is defined as a process by which people can organize themselves and comment on the country's development activities (kuldi, 2003: 3). The concept of policy is defined as "a set of actions or inactions that one or more actors take on a problem or concern" (Smith & Larimer, 2009: 3).In light of the above; the question now arises as to what are the ways to promote public participation in community-oriented policy-making in Talouqan Municipality, Takhar Province, Afghanistan?Case StudyThe population size in the study is 250 employees and managers of Talouqan Municipality in Takhar-Afghanistan province, to determine the sample size of Cochran's formula at a confidence level of 0.95 and p = q = 0.5 and the error value is 0.05 Was used. In this study, the sample size was calculated for 152 people and the data were collected through an online questionnaire and available.Theoretical FrameworkIn fact, participation is a process that includes a variety of individual and group actions in order to intervene in determining one's own destiny and society and to influence decisions about public affairs (Basri, 2009: 81). According to thinkers, if a political revolution is taking place around the world, that revolution is nothing but an explosion of participation. In all the developing and modern countries of the world, people believe that ordinary people should be involved in politics and that people should be involved in politics. Has become commonplace (Millbrae & Gobil, 2007: 1996). Participation means to contribute to something and to benefit from it, or to participate in a group and therefore to cooperate with it. For this reason, from a sociological point of view, a distinction must be made between participation as a state or condition (the matter of participation) and participation as an action and commitment (the act of participation). Participation in the first sense signifies belonging to a particular group and having a share in its existence and in the second sense conveys active participation in the group (Toile, 2003: 66-67). From a global perspective, participation is a process in which stakeholders intervene to oversee development initiatives, decisions, and resources that have an impact on life (World Bank, 2015).Methodologyhe statistical population of this study is the staff and managers of Talouqan Municipality in Takhar-Afghanistan province and considering the importance of the issue, knowledgeable experts, university professors and senior managers will be considered. The population size in the study is 240 employees and managers of Talouqan Municipality and 15 university professors in Takhar's province Afghanistan. To determine the sample size of Cochran's formula at a confidence level of 0.95 and p = q = 0.5 and the error value is 0.05 Was used. In this study, the sample size was calculated for 152 people and the data were collected through an online questionnaire and available.Discussion and Result The result has shown in all of the above cases, a significance level of less than 0.05 has been reported, which indicates that all indicators extracted are factors in promoting public participation in policy-making. In addition to the significance level of T-index was more than 1.96, which is another reason to confirm the impact of indicators on promoting public participation in policy-making. The test results show that the respondents believe that the "mass media index" with an average of 3.80 has the greatest impact on promoting public participation and ranks first among the indicators. In addition, indicators of social cohesion (average 3.51), services and facilities (average 3.43), promotion of social trust (average 3.40), elimination of gender discrimination (average 3.33), promotion of political awareness (average 3, 32) and fair distribution of power (with an average of 3.31) are ranked second to sixth, respectively. ConclusionFirst hypothesis of research shows that respondents believe strategies based on political capacity have been effective in promoting public participation in policy-making with a community-based approach. On the second hypothesis respondents believe that social capacity-based strategies have been effective in promoting public participation in policy-making with a community-based approach. On third hypothesis based on respondent responses, sometimes strategies based on cultural capacities have been effective in promoting public participation in policy-making with a community-based approach. On the last hypothesis Respondents believe that solutions based on technology capabilities have been effective in promoting public participation in policy-making with a community-based approach.

https://jmr.usb.ac.ir/article_6838_5a8303e846620672eade883ebe540bd4.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Presenting a Model for Competencies of a University Good Governor: Qualitative Approach Presenting a Model for Competencies of a University Good Governor: Qualitative Approach 115 141 6839 10.22111/jmr.2021.39287.5550 FA Amin Homayeni Damirchi University of PhD Candidate in Educational administration, Faculty of Psychology and Educational Sciences, University of Tehran, Tehran, Iran.Tehran Javad Pourkarimi Assistant Professor, Faculty of Psychology and Educational Sciences, University of Tehran, Tehran, Iran. Abdul Rahim Navehebrahim Professor, Faculty of Psychology and Educational Sciences, Kharazmi University, Tehran, Iran. Mitra Ezati Assistant Professor, Faculty of Psychology and Educational Sciences, University of Tehran, Tehran, Iran. Journal Article 1970 01 01 Abstract In the 21st century, knowledge production institutions, especially universities, have a heavy responsibility and to achieve the missions and functions that society expects from institutions, especially the university, they must be able to use their maximum power and capacity. One of the most important capacities that can be used in the university, which somehow overcomes others, is its managerial and governing capacity and competencies, and the president or governor of the university with the highest executive and scientific responsibility should by playing an excellent governing and managerial role, provided the ground for the realization of the missions and goals of the university. In the present study, to achieve this goal, the qualitative research method was used to provide a model of university good governor competencies. For this purpose, 23 professors and higher education experts who were aware of the subject and with a purposeful sampling strategy were selected and interviewed in a semi-structured manner. Thematic analysis technique (theme) was used to analyze the data. In order to evaluate the quality of the data, the validity (reliability) and reliability (reliability) of the findings were provided. After implementing the content of the interviews and analyzing them, seven main competencies (leadership-managerial competence, organizational competence, professional-technical competence, functional competence, individual-personality competence, spiritual-moral competence and value-creating competence) were identified and discovered for the model of university good governor competencies. The seven main competencies of this qualitative study can be used as one of the appropriate models in the selection and appointment of university governors. Introduction The problems and challenges of the country's universities have accelerated compared to before. Globalization of university goals, widespread competition, inappropriate curricula, parallel work and re-employment at the university, lack of attention to participatory management, excessive attention to evidence-based and quantitative, lack of independence, meritocracy, transparency and accountability in the university, existence External interferences and pressures in the university, rent-seeking and political work in the university and other issues are among these challenges. In such a spatial, the management system and governance of universities must be equipped with new management models and approaches to face the issues ahead. In order to fulfill this great mission, it is necessary for universities to have the necessary capability, independence, dynamism, flexibility and adaptability to the environment, responsibility, rule of law, transparency, accountability and legitimacy by using the model of good university governance. It is not possible to have a good university governor at the university. considering that after the researches and researches, there was no evidence of a comprehensive and appropriate model in the field of competencies of a good university governor, the present study seeks to answer the question: what is the appropriate model of competencies of a good university governor? Case study Since universities and institutes of higher education in Iran have weaknesses and harms in the field of university administration and governance. Therefore, in the present study, an attempt has been made to provide a favorable model for the competencies of a university good governor. Theoretical framework The term "good governance" was first used in 1979 by economist Williamson in the economic literature and later in other scientific studies. Good governance is synonymous with transparency, accountability, justice, participation and the promotion of equality before the law. Researchers examine good governance from different perspectives. In this research, it has been addressed from a managerial perspective. In the managerial approach, management in the university is of special importance. Because most people who take over the presidency of the university are not ready to govern and have a clear understanding of what the profession of university management and governance requires. In the US National Survey, conducted between 1990 and 2000, only 3% of the 2,000 university leaders were trained and educated to hold a university management position. Therefore, it must be said that the traditional model of management can not meet today's conditions, so paying attention to the development of competencies and skills of a good university governor in the field of higher education is an undeniable necessity. Methodology The present research is applied research in terms of purpose and qualitative research in terms of data collection. The statistical population of this study included all higher education experts in Iran who were interviewed in depth using 23 non-probabilistic and purposeful sampling methods. In order to identify the competencies of a university good governor, semi-structured interviews were used and for the analysis of qualitative data (interview texts), the thematic analysis technique (theme) was used. Also, in order to evaluate the quality of the data, the validity (reliability) and reliability (reliability) of the findings were provided. Findings Findings showed that the model of good university governor competencies has 7 dimensions and 24 components including: leadership/managerial competencies dimension (scientific and skill management competencies, partnership and consensus-oriented, self-organization and organization), organizational competencies dimension (goal setting and mission orientation, Legislation and legislature, decentralization and delegation, being a native of the university), specialized/technical competencies dimension (specialized and empirical authority and acceptance, technical and executive competencies), functional competencies dimension (efficient and effective, teamwork, model and coach Academics), individual/personality competencies dimension (creative and entrepreneurial, cognitive ability, desire for agility/dynamism and progress, risk-taking and competitive, communication and social skills, brave and independent), spiritual/moral competencies dimension (believer and committed to performance) Governance is religious and moral, responsible and accountable, healthy and anti-corruption) and then value-creating competencies (meritocracy, professionalism). Conclusion In this study, an attempt was made to identify and examine the competencies of a good university governor from the perspective of Iranian higher education experts. Given that designing a model of a good university governor is the first step in designing and explaining the system of selection and appointment of university governors and administrators. Therefore, it is suggested that managers and officials of the higher education system consider the process of its implementation in universities and higher education institutions of the country. Abstract In the 21st century, knowledge production institutions, especially universities, have a heavy responsibility and to achieve the missions and functions that society expects from institutions, especially the university, they must be able to use their maximum power and capacity. One of the most important capacities that can be used in the university, which somehow overcomes others, is its managerial and governing capacity and competencies, and the president or governor of the university with the highest executive and scientific responsibility should by playing an excellent governing and managerial role, provided the ground for the realization of the missions and goals of the university. In the present study, to achieve this goal, the qualitative research method was used to provide a model of university good governor competencies. For this purpose, 23 professors and higher education experts who were aware of the subject and with a purposeful sampling strategy were selected and interviewed in a semi-structured manner. Thematic analysis technique (theme) was used to analyze the data. In order to evaluate the quality of the data, the validity (reliability) and reliability (reliability) of the findings were provided. After implementing the content of the interviews and analyzing them, seven main competencies (leadership-managerial competence, organizational competence, professional-technical competence, functional competence, individual-personality competence, spiritual-moral competence and value-creating competence) were identified and discovered for the model of university good governor competencies. The seven main competencies of this qualitative study can be used as one of the appropriate models in the selection and appointment of university governors. Introduction The problems and challenges of the country's universities have accelerated compared to before. Globalization of university goals, widespread competition, inappropriate curricula, parallel work and re-employment at the university, lack of attention to participatory management, excessive attention to evidence-based and quantitative, lack of independence, meritocracy, transparency and accountability in the university, existence External interferences and pressures in the university, rent-seeking and political work in the university and other issues are among these challenges. In such a spatial, the management system and governance of universities must be equipped with new management models and approaches to face the issues ahead. In order to fulfill this great mission, it is necessary for universities to have the necessary capability, independence, dynamism, flexibility and adaptability to the environment, responsibility, rule of law, transparency, accountability and legitimacy by using the model of good university governance. It is not possible to have a good university governor at the university. considering that after the researches and researches, there was no evidence of a comprehensive and appropriate model in the field of competencies of a good university governor, the present study seeks to answer the question: what is the appropriate model of competencies of a good university governor? Case study Since universities and institutes of higher education in Iran have weaknesses and harms in the field of university administration and governance. Therefore, in the present study, an attempt has been made to provide a favorable model for the competencies of a university good governor. Theoretical framework The term "good governance" was first used in 1979 by economist Williamson in the economic literature and later in other scientific studies. Good governance is synonymous with transparency, accountability, justice, participation and the promotion of equality before the law. Researchers examine good governance from different perspectives. In this research, it has been addressed from a managerial perspective. In the managerial approach, management in the university is of special importance. Because most people who take over the presidency of the university are not ready to govern and have a clear understanding of what the profession of university management and governance requires. In the US National Survey, conducted between 1990 and 2000, only 3% of the 2,000 university leaders were trained and educated to hold a university management position. Therefore, it must be said that the traditional model of management can not meet today's conditions, so paying attention to the development of competencies and skills of a good university governor in the field of higher education is an undeniable necessity. Methodology The present research is applied research in terms of purpose and qualitative research in terms of data collection. The statistical population of this study included all higher education experts in Iran who were interviewed in depth using 23 non-probabilistic and purposeful sampling methods. In order to identify the competencies of a university good governor, semi-structured interviews were used and for the analysis of qualitative data (interview texts), the thematic analysis technique (theme) was used. Also, in order to evaluate the quality of the data, the validity (reliability) and reliability (reliability) of the findings were provided. Findings Findings showed that the model of good university governor competencies has 7 dimensions and 24 components including: leadership/managerial competencies dimension (scientific and skill management competencies, partnership and consensus-oriented, self-organization and organization), organizational competencies dimension (goal setting and mission orientation, Legislation and legislature, decentralization and delegation, being a native of the university), specialized/technical competencies dimension (specialized and empirical authority and acceptance, technical and executive competencies), functional competencies dimension (efficient and effective, teamwork, model and coach Academics), individual/personality competencies dimension (creative and entrepreneurial, cognitive ability, desire for agility/dynamism and progress, risk-taking and competitive, communication and social skills, brave and independent), spiritual/moral competencies dimension (believer and committed to performance) Governance is religious and moral, responsible and accountable, healthy and anti-corruption) and then value-creating competencies (meritocracy, professionalism). Conclusion In this study, an attempt was made to identify and examine the competencies of a good university governor from the perspective of Iranian higher education experts. Given that designing a model of a good university governor is the first step in designing and explaining the system of selection and appointment of university governors and administrators. Therefore, it is suggested that managers and officials of the higher education system consider the process of its implementation in universities and higher education institutions of the country.

https://jmr.usb.ac.ir/article_6839_9de37183a0b75e21e89985070b77b121.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 The Corona Crisis and Development of Teleworking Process in the Iranian Administrative System: Experiences of the National Library and Archives of the Islamic Republic of Iran The Corona Crisis and Development of Teleworking Process in the Iranian Administrative System: Experiences of the National Library and Archives of the Islamic Republic of Iran 143 168 6840 10.22111/jmr.2021.36453.5287 FA Elham Ebrahimi Assistant Prof of human resource management., Department of Management, Institute for Humanities and Cultural Studies, Tehran, Iran. 0000-0002-2276-4453 Babak Zendedel Nobari Ph.D. of industrial management, Director of planning & development department, National Library & Archives of Iran (NLAI), Tehran, Iran. Ali Shoja Ph.D. candidate of business management, Faculty of Management, university of Tehran, Tehran, Iran. Journal Article 2020 11 11 Abstract Teleworking was one of the main actions of organizations and companies around the world during the Covid 19 pandemic, which, of course, used to be done for various reasons, but not to the extent of the pandemic era.The National Library and Archives of the Islamic Republic of Iran, as one of the government agencies, has used telecommuting platform since the beginning of the signification of the telecommunications regulations in 2010 up tonow, due to the nature of its functional and quantitative nature of many of its specialized jobs. But the question is how this organization, despite having a decade of experience in implementing and managing the telecommuting process, has dealt with this issue during the Corona pandemic crisis, and in other words, what new lessons has it achieved from this emerging experience? The aim of this study was to answer this question with inductive approach and qualitative method. The target population of this study was employees and managers with a history of teleworking or decision makers in the teleworking process in the National Library and Archives of Iran. Sampling was unlike probability quota and continued until data saturation. The method of data collection was semi-structured interviews and the method of analysis was thematic analysis. Findings showed that the organization's experiences of telecommuting during the Corona pandemic are divided into five main themes and nineteen sub-themes resulting from them. In other words, to manage telecommuting in times of Corona crisis, proper confrontation was necessary in five main areas: 1. Organizational culture, 2. Organizational systems and infrastructure, 3. Perceptions, attitudes and skills of employees, 4. Adaptation of management styles and 5. Organizational strategies and functions. The requirements of each of these areas are presented in detail in the discussion and conclusion section and can add to the experience of organizations in dealing properly with the telecommuting phenomenon during the Corona pandemic. Introduction Although interest in the idea of telecommuting first emerged with the oil crisis and to avoid the costs imposed in the 1970s, presently in many industries and organizations, telecommuting is even considered a competitive advantage. On the other hand, the nature of work around the world has changed dramatically due to advanced communication tools. Organizations are increasingly turning from an absolute approacha to their physical locations. They are well aware of the importance of adapting to new changes and conditions in order to reduce costs and waste of time and on the other hand increase flexibility and efficiency. Researches related to telecommuting in the world have a history around its age and in Iran, researches on telecommuting has been conducted in the last decade. But in the current context of the world, given the pandamic of the Corona virus and its consequences for organizations, we are witnessing a change in the appearance and substance of telecommuting, both quantitatively and qualitatively. The tangible research gap in this area needs to be explored. The question is, from the point of view of the staff and executors of the telecommuting process in the National Archives and Library of Iran, what are the differences between this process and the telecommuting in the normal state of the organization and how was it? The present study was conducted to answer this question with an inductive approach and a qualitative method. The knowledge-enhancing contribution of the present study is the study of telework experience in one of the major government institutions in the field of culture in the country. Although the issue of telecommuting is not a new issue, so far this issue has been considered as option and has not been addressed in the current era due to the coercion of the Corona pandemic in the country. Case study The National Archives and Library of Iran was identified as suitable for this study; This is because the organization has a long history of telecommuting implementation, and its review of telecommuting management during the current Covid 19 pandemic crisis will bring valuable points. Theoretical framework Telecommuting is used in many terms; these include: work from home, e-work, virtual work, telework, remote work, distance working, work shifting and flexible work. Of course, these different terms have many conceptual overlaps, and all of them refer in some way to the central nature of telecommuting. People use the concept in a variety of ways, extending it to a wide range of forms of work, including mobile work, work in any place other than the usual employer-accepted workplace, shared office centre or hub and home-based working. For example, Morganson, Major, Auburn, Verio, and Heelan (2010) have defined teleworking as working from anywhere, anytime. Also defined by Apgar (1998) telecommuting is doing work electronically wherever the employee chooses. This method of work is "moving the work towards the employee" instead of "moving the employee towards the work" (Ghanbari, 2011). Teleworking in Iran officially began in July 2010 with the announcement of telecommunications regulations by the government of the time to public agencies and has continued to this day. A decade after the official start of telecommuting in Iran, telecommuting is now practiced in many government ministries, organizations and departments. Methodology The present study is an applied research with a qualitative approach that is applied in terms of purpose and exploratory-inductive in terms of data collection. The target population of the present study was three groups of employees. Staff managers who have telecommute employees. Managers who have experience in the life cycle of telecommunicating like office of planning and supervision and general directorate of human resource, and also employees who have at least one six-month period of experience as a telecommuter. Sampling of the mentioned population was done by unlikely quota method until theoretical saturation was reached. The data collection tool in this study was semi-structured interviews and the data analysis method was thematic analysis. Discussion and Results Brown and Clark (2006) stepwise method was used for analysis in this study. During this process, after implementing and getting acquainted with the data and studying the information several times, the initial codes were created. Codes such as "temporary internet outages" and "telecommuting as unemployment". In the third step, the codes were matched to form potential themes, and all data related to each theme was collected. Then, by reviewing the themes and the relationship between them and the relationship between the themes and the code, the categoris were modified. In the next step, the formed themes were defined and named; Topics such as "psychological health and safety" were listed as sub-themes. Finally, 19 sub-themes were enumerated, which led to the formation of five main themes by increasing the degree of abstraction. Conclusion In the current situation where the Crona epidemic disease has caused organizations to show more reception in telecommuting, it is necessary for government organizations to be flexible in policy-making and take appropriate measures to the current situation, while maintaining and improving the level of telecommunications capacity provide for government employees. Abstract Teleworking was one of the main actions of organizations and companies around the world during the Covid 19 pandemic, which, of course, used to be done for various reasons, but not to the extent of the pandemic era.The National Library and Archives of the Islamic Republic of Iran, as one of the government agencies, has used telecommuting platform since the beginning of the signification of the telecommunications regulations in 2010 up tonow, due to the nature of its functional and quantitative nature of many of its specialized jobs. But the question is how this organization, despite having a decade of experience in implementing and managing the telecommuting process, has dealt with this issue during the Corona pandemic crisis, and in other words, what new lessons has it achieved from this emerging experience? The aim of this study was to answer this question with inductive approach and qualitative method. The target population of this study was employees and managers with a history of teleworking or decision makers in the teleworking process in the National Library and Archives of Iran. Sampling was unlike probability quota and continued until data saturation. The method of data collection was semi-structured interviews and the method of analysis was thematic analysis. Findings showed that the organization's experiences of telecommuting during the Corona pandemic are divided into five main themes and nineteen sub-themes resulting from them. In other words, to manage telecommuting in times of Corona crisis, proper confrontation was necessary in five main areas: 1. Organizational culture, 2. Organizational systems and infrastructure, 3. Perceptions, attitudes and skills of employees, 4. Adaptation of management styles and 5. Organizational strategies and functions. The requirements of each of these areas are presented in detail in the discussion and conclusion section and can add to the experience of organizations in dealing properly with the telecommuting phenomenon during the Corona pandemic. Introduction Although interest in the idea of telecommuting first emerged with the oil crisis and to avoid the costs imposed in the 1970s, presently in many industries and organizations, telecommuting is even considered a competitive advantage. On the other hand, the nature of work around the world has changed dramatically due to advanced communication tools. Organizations are increasingly turning from an absolute approacha to their physical locations. They are well aware of the importance of adapting to new changes and conditions in order to reduce costs and waste of time and on the other hand increase flexibility and efficiency. Researches related to telecommuting in the world have a history around its age and in Iran, researches on telecommuting has been conducted in the last decade. But in the current context of the world, given the pandamic of the Corona virus and its consequences for organizations, we are witnessing a change in the appearance and substance of telecommuting, both quantitatively and qualitatively. The tangible research gap in this area needs to be explored. The question is, from the point of view of the staff and executors of the telecommuting process in the National Archives and Library of Iran, what are the differences between this process and the telecommuting in the normal state of the organization and how was it? The present study was conducted to answer this question with an inductive approach and a qualitative method. The knowledge-enhancing contribution of the present study is the study of telework experience in one of the major government institutions in the field of culture in the country. Although the issue of telecommuting is not a new issue, so far this issue has been considered as option and has not been addressed in the current era due to the coercion of the Corona pandemic in the country. Case study The National Archives and Library of Iran was identified as suitable for this study; This is because the organization has a long history of telecommuting implementation, and its review of telecommuting management during the current Covid 19 pandemic crisis will bring valuable points. Theoretical framework Telecommuting is used in many terms; these include: work from home, e-work, virtual work, telework, remote work, distance working, work shifting and flexible work. Of course, these different terms have many conceptual overlaps, and all of them refer in some way to the central nature of telecommuting. People use the concept in a variety of ways, extending it to a wide range of forms of work, including mobile work, work in any place other than the usual employer-accepted workplace, shared office centre or hub and home-based working. For example, Morganson, Major, Auburn, Verio, and Heelan (2010) have defined teleworking as working from anywhere, anytime. Also defined by Apgar (1998) telecommuting is doing work electronically wherever the employee chooses. This method of work is "moving the work towards the employee" instead of "moving the employee towards the work" (Ghanbari, 2011). Teleworking in Iran officially began in July 2010 with the announcement of telecommunications regulations by the government of the time to public agencies and has continued to this day. A decade after the official start of telecommuting in Iran, telecommuting is now practiced in many government ministries, organizations and departments. Methodology The present study is an applied research with a qualitative approach that is applied in terms of purpose and exploratory-inductive in terms of data collection. The target population of the present study was three groups of employees. Staff managers who have telecommute employees. Managers who have experience in the life cycle of telecommunicating like office of planning and supervision and general directorate of human resource, and also employees who have at least one six-month period of experience as a telecommuter. Sampling of the mentioned population was done by unlikely quota method until theoretical saturation was reached. The data collection tool in this study was semi-structured interviews and the data analysis method was thematic analysis. Discussion and Results Brown and Clark (2006) stepwise method was used for analysis in this study. During this process, after implementing and getting acquainted with the data and studying the information several times, the initial codes were created. Codes such as "temporary internet outages" and "telecommuting as unemployment". In the third step, the codes were matched to form potential themes, and all data related to each theme was collected. Then, by reviewing the themes and the relationship between them and the relationship between the themes and the code, the categoris were modified. In the next step, the formed themes were defined and named; Topics such as "psychological health and safety" were listed as sub-themes. Finally, 19 sub-themes were enumerated, which led to the formation of five main themes by increasing the degree of abstraction. Conclusion In the current situation where the Crona epidemic disease has caused organizations to show more reception in telecommuting, it is necessary for government organizations to be flexible in policy-making and take appropriate measures to the current situation, while maintaining and improving the level of telecommunications capacity provide for government employees.

https://jmr.usb.ac.ir/article_6840_222edee45da05a8e8770cd1a9f6e400e.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Investigating the Effect of Structural Empowerment on Burnout with Mediating the Role of Organizational and the Role of Gender Moderator (Case Study:Faculty Members of Iranian Public Universities) Investigating the Effect of Structural Empowerment on Burnout with Mediating the Role of Organizational and the Role of Gender Moderator (Case Study:Faculty Members of Iranian Public Universities) 169 195 6841 10.22111/jmr.2021.38253.5457 FA Javad Soltani Nejad Ph.D. Candidate, state management, Islamic Azad University, Kerman, Iran Sanjar Salajeghe Associate Professor, Department of Management, Islamic Azad University, Kerman, Iran Ayob Sheikhy Assistant Professor, Department of Mathematics and Computer, Shahid Bahonar University of Kerman, Kerman, Iran. Journal Article 2021 04 19 Abstract This research is considered as correlational in terms of applied purpose and descriptive method. The statistical population of the present study is all faculty members of the Ministry of Science and the Ministry of Health, whose number is 18282 people. The statistical sample size was estimated at 515 people using the Cochran formula and was selected by two-stage random cluster sampling. To collect structural empowerment information from the questionnaire, Effectiveness conditions of work quality, Organizational Citizenship Behavior of the Questionnaire, Lee and Allen Citizenship Behavior of the Questionnaire, Musclech Burnout, Use in addition to content validity, structural validity was used and Cronbach's alpha was used to assess the reliability of the questionnaires. Cronbach's alpha was obtained for structural empowerment equal to 0.88, organizational citizenship behavior equal to 0.89 and burnout equal to 0.90 which indicated the desired level of reliability of the questionnaires. Structural equation modeling and confirmatory factor analysis have been used to analyze the data. The results of this study showed that structural empowerment has a negative effect on burnout. The mediating role of organizational citizenship behavior in relation to structural empowerment and faculty burnout was also confirmed. But the role of gender adjustment in the relationship between structural empowerment and burnout was not confirmed. Introduction Since human resources are one of the most important pillars of organizations and individual employees are involved in the development and progress of organizations. Human resource management is a term used to describe a wide range of activities and refers to the responsibility of managers to equip the organization with capable employees and ensure the desirability of using their talents. Organizations have motivated, hard-working, and satisfied human resources when they provide the conditions for employees to use their abilities and capabilities in the organization properly for organizational goals and consider their job important. Case study This study aims to study the effect of structural empowerment on burnout and to reveal the role that organizational citizenship behavior and gender play as a mediator and moderator in the relationship between these two variables. Materials and Methods In this research, the sample size is 515 people from Iran, a total of 580 questionnaires were distributed among the respondents selected by two-stage randomsized cluster sampling and 520 questionnaires were collected. Measurement tools of this research were three standard questionnaires whose validity and permanence were confirmed in the tests. Discussion and Results The results of structural equation modeling showed that the effect of structural empowerment on burnout is negative and significant. The role of organizational citizenship behavior as a mediator in the relationship between structural empowerment and burnout of male and female faculty members was confirmed. But, the role of gender of faculty members as moderators in the relationship between structural empowerment through organizational citizenship behavior was not confirmed. Conclusion In addition, this research has some practical achievements for Iranian state universities. From an operational point of view, an understanding of the status of research variables and the relationships between them is provided; which can be the basis of planning for state university chancellor to increase the level of structural empowerment of faculty members in Iranian state universities. Based on the findings of this research, in this planning, the organizational citizenship behavior of faculty members and reducing the level of implementation of burnout components by managers should be considered. Abstract This research is considered as correlational in terms of applied purpose and descriptive method. The statistical population of the present study is all faculty members of the Ministry of Science and the Ministry of Health, whose number is 18282 people. The statistical sample size was estimated at 515 people using the Cochran formula and was selected by two-stage random cluster sampling. To collect structural empowerment information from the questionnaire, Effectiveness conditions of work quality, Organizational Citizenship Behavior of the Questionnaire, Lee and Allen Citizenship Behavior of the Questionnaire, Musclech Burnout, Use in addition to content validity, structural validity was used and Cronbach's alpha was used to assess the reliability of the questionnaires. Cronbach's alpha was obtained for structural empowerment equal to 0.88, organizational citizenship behavior equal to 0.89 and burnout equal to 0.90 which indicated the desired level of reliability of the questionnaires. Structural equation modeling and confirmatory factor analysis have been used to analyze the data. The results of this study showed that structural empowerment has a negative effect on burnout. The mediating role of organizational citizenship behavior in relation to structural empowerment and faculty burnout was also confirmed. But the role of gender adjustment in the relationship between structural empowerment and burnout was not confirmed. Introduction Since human resources are one of the most important pillars of organizations and individual employees are involved in the development and progress of organizations. Human resource management is a term used to describe a wide range of activities and refers to the responsibility of managers to equip the organization with capable employees and ensure the desirability of using their talents. Organizations have motivated, hard-working, and satisfied human resources when they provide the conditions for employees to use their abilities and capabilities in the organization properly for organizational goals and consider their job important. Case study This study aims to study the effect of structural empowerment on burnout and to reveal the role that organizational citizenship behavior and gender play as a mediator and moderator in the relationship between these two variables. Materials and Methods In this research, the sample size is 515 people from Iran, a total of 580 questionnaires were distributed among the respondents selected by two-stage randomsized cluster sampling and 520 questionnaires were collected. Measurement tools of this research were three standard questionnaires whose validity and permanence were confirmed in the tests. Discussion and Results The results of structural equation modeling showed that the effect of structural empowerment on burnout is negative and significant. The role of organizational citizenship behavior as a mediator in the relationship between structural empowerment and burnout of male and female faculty members was confirmed. But, the role of gender of faculty members as moderators in the relationship between structural empowerment through organizational citizenship behavior was not confirmed. Conclusion In addition, this research has some practical achievements for Iranian state universities. From an operational point of view, an understanding of the status of research variables and the relationships between them is provided; which can be the basis of planning for state university chancellor to increase the level of structural empowerment of faculty members in Iranian state universities. Based on the findings of this research, in this planning, the organizational citizenship behavior of faculty members and reducing the level of implementation of burnout components by managers should be considered.

https://jmr.usb.ac.ir/article_6841_5e613c35b66766c0f9b6de0394db556d.pdf

University of Sistan and Baluchestan & Iranian Academy of Management Sciences Public Management Researches 2538-3418 14 54 2021 12 22 Investigating the Drivers of Human Resources Civil Disobedience in Government Organizations (Fuzzy Delphi Approach) Investigating the Drivers of Human Resources Civil Disobedience in Government Organizations (Fuzzy Delphi Approach) 197 223 6909 10.22111/jmr.2022.39820.5587 FA Baqer Kord Associate Professor, Department of Management, Faculty of Management and Economics, University of Sistan and Baluchestan, Zahedan, Iran. Management and Economics, Sistan and Baluchestan University, Zahedan, Iran 0000-0003-4897-9863 Alieh Mehdi Nejad Ph.D Candidat of Human Resource Management, Faculty of Management and Economic, University of Sistan and Baluchestan, Zahedan, Iran. Journal Article 2021 09 09 Abstract Despite the widespread use of human resource civil disobedience models, the dimensions and components of its propulsion in Iranian organizations are still not well understood. The purpose of this article is to identify and analyze the drivers of civil disobedience of human resources in government organizations with fuzzy Delphi approach. This research has been done in terms of practical purpose and data collection with a meta-combined approach.The statistical population of the study is experts and specialists in human resource management of government organizations in Tehran in 1400 and a total of 80 researches published in the period of 1975 to 2022. The sample size of the first statistical population was 15 and the second was 32 which were selected by purposive sampling method. The data analysis method is the fuzzy Delphi approach. Their validity and reliability were calculated using CVR index and Kappa Cohen test with coefficients of 0.89 and 0.92, respectively, and content validity was confirmed. The results showed that the drivers of civil disobedience of human resources in the organization can be extracted in three dimensions and 55 components for government organizations in Iran and can be classified into three categories: individual, organizational and environmental. . The impulses of civil disobedience of human resources extracted for government organizations in this study can evaluate the civil disobedience of employees in government organizations and according to the use of different models used, expert opinions and experiences. Successfully present solutions to reduce civil disobedience in the organization. Introduction Despite the widespread use of human resource civil disobedience models, the dimensions and components of its propulsion in Iranian organizations are still not well understood. The purpose of this article is to identify and analyze the drivers of civil disobedience of human resources in government organizations with fuzzy Delphi approach. Case Study This research has been conducted in government organizations in Tehran. Theoretical framework The concept of civil disobedience was first popularized by David Henry Thoreau in 1849 against slavery in the United States, and was later introduced by Gandhi in India in 1966. Civil disobedience is a non-violent approach to protesting government policies. In general, civil disobedience is a form of popular opposition to the government or employers that they are dissatisfied with. As a result, researchers believe that there are a number of important features in the phenomenon of civil disobedience. Disobedience to the law, public disobedience due to dissatisfaction with the government, worthless laws or policies, non-violent acts, and this must be done conscientiously. And on the other hand, people tend to accept the consequences of their actions. Employees who exhibit disobedient behavior in the organization and have experienced civil disobedience believe that although the phenomenon of civil disobedience is painful and dangerous, it is not an unsolvable problem and there is a solution to it. And managers of organizations should think of a plan for this important issue Methodology The present study is an applied research in terms of purpose and is considered as a hybrid qualitative research in terms of data collection. The data analysis method is fuzzy Delphi approach and also the validity and reliability of the research were confirmed using CVR index and Kappa Kohen test and content validity, respectively. The statistical population of this study is fifteen experts and specialists in human resource management of government organizations in Tehran in 1400. By purposive sampling method, 15 of them were selected as participants and the factors extracted from the basics study. Theoretically refined research. In the present study, researchers studied more than 30 books, sources and articles related to civil disobedience, identified 181 components and factors affecting civil disobedience of human resources, with emphasis on the third and fourth generation universities, which due to the large number of these components And the overlap of many of them finally 55 components were identified in the form of three main dimensions. The fuzzy Delphi method has been used to refine and select the components affecting the civil disobedience of human resources in the organization. Discussion and Results The results showed that: 1- Individual drivers of civil disobedience of human resources in the organization are: burnout, intelligence and knowledge, emotional arousal, job satisfaction, motivation, commitment, ability, skill, personality, self-confidence, attachment Security, attitude to work, risk-taking, personal independence, responsibility and expectation; 2. Organizational drivers of civil disobedience of human resources in the organization are: organizational support, managerial support, leadership style, organizational training, organizational learning, payroll, reward, organizational structure, organizational justice, human resource diversity, managerial actions, participation Organizational atmosphere; And 3- The environmental drivers of civil disobedience of human resources in the organization are: union of employees, environmental changes, economic situation, Political Situation, Relationship between Society and Organization, Employee Communication Networks, Human Resource laws and regulations, Change of values And norms, the status of the rights of other organizations, the support of officials, the social status and the cultural status. Conclusion Civil disobedience requires actions taken by specific groups against managers and employers of organizations. This is because there is a specific policy or law in organizations that is considered unfair to the public and leads to behaviors in the form of protests and disobedience by employees. Civil disobedience in Iran is considered as one of the serious issues that so far no significant study has been done in this field, especially in government organizations. Therefore, the present study aims to investigate the drivers of civil disobedience of human resources in government organizations. The present study aimed to investigate the drivers of civil disobedience of human resources in government organizations. By studying more than 30 researches (books and articles) in the field of civil disobedience, 55 components were identified in the form of three main dimensions: individual, organizational and environmental, and then to refine and select the components affecting civil disobedience of human resources in the organization. Fuzzy Delphi method was used. In this regard, the results of the present study are consistent with previous studies such as Moradzadeh and Hadavinejad (1399), NikPey and Madani (1399), Zayn and August Yousef (2017) and other studies. Abstract Despite the widespread use of human resource civil disobedience models, the dimensions and components of its propulsion in Iranian organizations are still not well understood. The purpose of this article is to identify and analyze the drivers of civil disobedience of human resources in government organizations with fuzzy Delphi approach. This research has been done in terms of practical purpose and data collection with a meta-combined approach.The statistical population of the study is experts and specialists in human resource management of government organizations in Tehran in 1400 and a total of 80 researches published in the period of 1975 to 2022. The sample size of the first statistical population was 15 and the second was 32 which were selected by purposive sampling method. The data analysis method is the fuzzy Delphi approach. Their validity and reliability were calculated using CVR index and Kappa Cohen test with coefficients of 0.89 and 0.92, respectively, and content validity was confirmed. The results showed that the drivers of civil disobedience of human resources in the organization can be extracted in three dimensions and 55 components for government organizations in Iran and can be classified into three categories: individual, organizational and environmental. . The impulses of civil disobedience of human resources extracted for government organizations in this study can evaluate the civil disobedience of employees in government organizations and according to the use of different models used, expert opinions and experiences. Successfully present solutions to reduce civil disobedience in the organization. Introduction Despite the widespread use of human resource civil disobedience models, the dimensions and components of its propulsion in Iranian organizations are still not well understood. The purpose of this article is to identify and analyze the drivers of civil disobedience of human resources in government organizations with fuzzy Delphi approach. Case Study This research has been conducted in government organizations in Tehran. Theoretical framework The concept of civil disobedience was first popularized by David Henry Thoreau in 1849 against slavery in the United States, and was later introduced by Gandhi in India in 1966. Civil disobedience is a non-violent approach to protesting government policies. In general, civil disobedience is a form of popular opposition to the government or employers that they are dissatisfied with. As a result, researchers believe that there are a number of important features in the phenomenon of civil disobedience. Disobedience to the law, public disobedience due to dissatisfaction with the government, worthless laws or policies, non-violent acts, and this must be done conscientiously. And on the other hand, people tend to accept the consequences of their actions. Employees who exhibit disobedient behavior in the organization and have experienced civil disobedience believe that although the phenomenon of civil disobedience is painful and dangerous, it is not an unsolvable problem and there is a solution to it. And managers of organizations should think of a plan for this important issue Methodology The present study is an applied research in terms of purpose and is considered as a hybrid qualitative research in terms of data collection. The data analysis method is fuzzy Delphi approach and also the validity and reliability of the research were confirmed using CVR index and Kappa Kohen test and content validity, respectively. The statistical population of this study is fifteen experts and specialists in human resource management of government organizations in Tehran in 1400. By purposive sampling method, 15 of them were selected as participants and the factors extracted from the basics study. Theoretically refined research. In the present study, researchers studied more than 30 books, sources and articles related to civil disobedience, identified 181 components and factors affecting civil disobedience of human resources, with emphasis on the third and fourth generation universities, which due to the large number of these components And the overlap of many of them finally 55 components were identified in the form of three main dimensions. The fuzzy Delphi method has been used to refine and select the components affecting the civil disobedience of human resources in the organization. Discussion and Results The results showed that: 1- Individual drivers of civil disobedience of human resources in the organization are: burnout, intelligence and knowledge, emotional arousal, job satisfaction, motivation, commitment, ability, skill, personality, self-confidence, attachment Security, attitude to work, risk-taking, personal independence, responsibility and expectation; 2. Organizational drivers of civil disobedience of human resources in the organization are: organizational support, managerial support, leadership style, organizational training, organizational learning, payroll, reward, organizational structure, organizational justice, human resource diversity, managerial actions, participation Organizational atmosphere; And 3- The environmental drivers of civil disobedience of human resources in the organization are: union of employees, environmental changes, economic situation, Political Situation, Relationship between Society and Organization, Employee Communication Networks, Human Resource laws and regulations, Change of values And norms, the status of the rights of other organizations, the support of officials, the social status and the cultural status. Conclusion Civil disobedience requires actions taken by specific groups against managers and employers of organizations. This is because there is a specific policy or law in organizations that is considered unfair to the public and leads to behaviors in the form of protests and disobedience by employees. Civil disobedience in Iran is considered as one of the serious issues that so far no significant study has been done in this field, especially in government organizations. Therefore, the present study aims to investigate the drivers of civil disobedience of human resources in government organizations. The present study aimed to investigate the drivers of civil disobedience of human resources in government organizations. By studying more than 30 researches (books and articles) in the field of civil disobedience, 55 components were identified in the form of three main dimensions: individual, organizational and environmental, and then to refine and select the components affecting civil disobedience of human resources in the organization. Fuzzy Delphi method was used. In this regard, the results of the present study are consistent with previous studies such as Moradzadeh and Hadavinejad (1399), NikPey and Madani (1399), Zayn and August Yousef (2017) and other studies.

https://jmr.usb.ac.ir/article_6909_fbaf5226654050f6ead6ed1cec45f8ea.pdf