Management and Educational Perspective

Abstract Abstract The present study aims to design a model of organizational happiness antecedents with a hybrid approach. The method of this research is a fundamental and applicable research in terms of purpose and an exploratory research in terms of purpose, of the type of hybrid research. This research was conducted using bibliometric network analysis of existing research literature published between 1969 and 2022 and the meta-synthesis strategy. A comprehensive review of 204 articles helped to identify the performance of scientific actors such as the most appropriate authors and the most appropriate sources. In addition, co-authorship and co-occurrence analysis using VOSviewer software suggested a conceptual and rational network. In the meta-synthesis method, domestic and foreign articles were first collected by determining keywords related to happiness. After reviewing the articles for relevance, 72 articles were selected from 120 articles for review. The factors that constitute organizational happiness and the factors that affect organizational happiness that were introduced in these articles were extracted. Based on the extracted results, the most important dimensions that constitute organizational happiness include physical, psychological, spiritual, and mental dimensions. The common factors were categorized into categories, and finally, the pattern of antecedents of organizational happiness was drawn. Introduction Today, healthy organizations are organizations that pay attention to the mental and physical health of employees as much as they pay attention to work and productivity (Fani et al., 2013). The most important factor in mental health is happiness. Paying attention to the happiness of employees in the organization and providing conditions for employee happiness is an effective and reliable way to achieve employee mental health (Malekzadeh & Rahnama, 2016). Dutton & Edmund (2007) showed in their research that happiness in an organization is created when employees use their abilities and talents to achieve their job goals (Andersson, 2008). In their study, they showed that happiness, on the one hand, promotes positive emotions of employees and on the other hand, leads to a decrease in negative emotions, and as a result, leads to improved productivity. Happiness at work causes a positive attitude towards the organization and in this regard leads to organizational efficiency and effectiveness (Tosten et al., 2018). Happy employees work with power, produce value with higher quality, attract greater satisfaction from their supervisors, and have less burnout, absenteeism, and turnover than their other colleagues with lower levels of happiness. Therefore, happy employees are more productive employees and contribute to organizational success (Layous, 2019). Happy employees are also more flexible and easily digest challenges and work skills, and have greater self-efficacy (Kawalya et al., 2019). Identifying the determinants of happiness in the workplace is of great importance for increasing the level of happiness in the organization. Researchers consider happiness as a psychological well-being as a set of the presence of positive emotional experience and the absence of emotional experience and life satisfaction (Wu, 2020). The present study helps improve employee happiness by providing a systematic and detailed approach to identify research gaps that bridge practical and research efforts in the field of organizational happiness. The main purpose of this study is analyze the bibliometrics of articles indexed in the Scopus database on the concepts under study at first, and then present a model of organizational happiness antecedents. Therefore, the present study seeks to answer the following questions: What is the model of organizational happiness antecedents with a hybrid approach? Theoretical Framework Organizational Happiness Happiness has occupied the minds of thinkers for thousands of years. However, in recent years, there have been attempts to systematize its measurement and study methods (Okulicz-Kozaryn, 2016). Happiness is an attitude that helps people to be resilient in the face of difficult events in the face of indifference, hopelessness, and depression (Ali, 2014). The idea of ​​organizational happiness is derived from psychological and economic studies. It is often considered synonymous with "well-being" and is defined as a state characterized by a high level of life satisfaction, a high level of positive emotions, and fewer negative emotions (Fitriana et al. 2022(. Anderson & Kim (2025) in a study titled "The Relationship Between Environmental Sustainability Practices and Organizational Happiness" examined 78 multinational companies. The results of this study showed that organizations with a strong commitment to environmental sustainability report 33% higher organizational happiness. The study also showed that this relationship is stronger among Generation Z and Millennial employees. The researchers found that a sense of purpose and alignment of personal values ​​with organizational values ​​are important mediating variables in this relationship. Santos & Martinez (2025) examined the two-way relationship between organizational happiness and innovation in 54 technology startups in a study titled “The Bidirectional Relationship between Organizational Happiness and Innovation in 54 Technology Startups.” The study found that organizational happiness was associated with innovation indicators (number of new ideas, speed of implementation, and success of new products) with a correlation coefficient of 0.72. The researchers also found that this relationship is bidirectional: more innovative organizations report more happiness, and organizations with higher happiness are more innovative. This study emphasizes the importance of creating a culture that encourages both happiness and innovation.  Research Methodology This research is fundamental and applicable in terms of purpose, and an exploratory research in terms of purpose, of the type of mixed research. It was conducted using bibliometric network analysis of existing research literature published between 1969 and 2022 and a meta-synthesis strategy. A comprehensive review of 204 articles helped to identify the performance of scientific actors such as the most appropriate authors and the most appropriate sources.  Research findings Co-authorship and co-occurrence analysis using VOSviewer software suggested a conceptual and rational network. In the meta-synthesis method, domestic and foreign articles were first collected by determining keywords related to happiness. After reviewing the articles for relevance, 72 articles were selected from 120 articles for review. The factors that constitute organizational happiness and the factors affecting organizational happiness that were introduced in these articles were extracted. Based on the extracted results, the most important dimensions of organizational happiness include physical, psychological, spiritual and mental dimensions. The common factors were categorized into categories and finally a model of organizational happiness antecedents was drawn.  Conclusion The present study aimed to design a model of organizational happiness antecedents with a mixed approach. These findings are consistent with the results of Singh & Banerjee (2022), Pol et al. (2019), Gyeltshen & Beri (2019), Srivastavas et al. (2022), Kumar & Dhiman (2020), Ferreira et al. (2018), Sheikhi Fini & Ambal (2017), and Amelia et al. (2015). In comparison to recent research, Morales & Johnson (2024) also emphasized the importance of organizational factors, but they focused on the role of new technologies such as artificial intelligence in shaping organizational factors affecting happiness, which is not addressed in the present model. Also, Chen et al. (2023) showed that organizational flexibility in hybrid work environments can have a significant impact on organizational happiness, which is consistent with the importance of flexibility in the present model. According to the results of the study, the following suggestions were made: Improving employee morale and creating mental happiness using positive psychology: This suggestion directly refers to the “mental” dimension of organizational happiness and ways to improve it. Encouraging and appreciating the organization’s efforts to improve the organization’s physical environment: This suggestion is related to the “physical” dimension of organizational happiness and the need to improve the physical conditions of the workplace.

Abstract Abstract
The purpose of this research is to analyze the dimensions and components of the developed model of successor training based on competence in education-oriented organizations with a meta-composite approach. This research is applicable in terms of purpose, qualitative in terms of the method of data collection, and with a meta-composite approach in terms of the research implementation method. The statistical population of the research includes all studies conducted in the period of time for Latin research from 1990 to 2022, and for Persian research from 2005 to 2022. In this regard, 282 researches were evaluated in the field of the subject and ultimately 41 articles were selected purposefully. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis. To analyze the data, the meta-composite method was used, and then through open, axial, and selective coding; and MAXQDA 2020 software was used. The results showed that 7 codes, 53 concepts, and 24 categories were determined and identified, which codes include key competences and abilities, determination of successor training policy, value foundation, organizational support, strategic planning in the field of successor training, identification of talents and forming a fund of talents, training and improvement of talents.
Extended abstract
Introduction
Today, all organizations compete with each other to attract qualified human resources, and as soon as these people feel that their merits are not recognized and appreciated in an organization, they choose another organization to work; therefore, identifying, recruiting, cultivating, promoting and maintaining competent human resources with the aim of optimizing the organization's ability to face new changes is undoubtedly the main concern of today's organizations (Aref & Moradi Shirazi, 2017). Successor training as a system in the field of human resources management creates the confidence in the organization that the circulation of human resources does not have an erosive and destructive effect on the organization. In simpler terms, succession management and planning assures the organization that it will have the right and competent employees to take on the jobs they deserve and at the right time. Also, successor training planning can be seen as an attempt to design a plan for an appropriate and competent number of managers and employees with key skills in such a way that they will be suitable successors at the time of retirement, death, illness, and promotion of other employees and even new positions that are created in the future plan of the organization (Azar & Khorrami, 2020). Therefore, considering the importance of competencies in formulating the successor training system, the aim of this research is to identify the dimensions and components of the developed model of successor training based on competence in education-oriented organizations in the field of human resources management, which can cause mutual reinforcement between each of the human resource management sub-systems of education-oriented organizations based on merit, which will improve the performance of the organization and establish succession management. Therefore, according to the issues raised, the current research intends to answer the question: what are the dimensions and components of the developed model of competency-based successor training in education-oriented organizations with a meta-composite approach?
 Theoretical Framework
Succession
Successor training is not a secret strategy to quickly replace people in specific positions; it is a systematic process whereby professional and personal development is aligned with the strategic plan to ensure that there are people, with the skills and the right attitudes at the right time, ready to fill any vacant position. Organizational successor training means the transfer of an organization due to the owner's desire to retire or leave the organization for numerous reasons. Succession can include the transfer of position to family members, employees, or outside buyers. Successor training is a flexible, long-term and growing approach in future recruitment. Organizational successor training planning is a type of planning that regularly nurtures both leadership successors and the next generation (Amini Dehaghi et al, 2023).
Amini Dehaghi et al, (2023) conducted a research with the aim of analyzing the phenomenon of managerial successor training in women's championship sports. The model obtained in total included 16 components as the phenomenon of managerial successor training in women's championship sports in two stages of interactionism and structuralism. Therefore, in order to institutionalize successor training in women's sports management, the interests and mindset of women towards managerial positions should be evaluated, the managerial activities of women in sports should be monitored, people inclined to managerial positions should be identified, and finally the performance mrthod of women in managerial positions to provide positive feedback and strengthen positive image of women's management should be reviewed and reflected.
Rahimi & Sadeqiarani (2023) conducted a research with the aim of designing and explaining the successor training management system in Kashan water and sewage industry. The type of research was applicable in terms of purpose, and qualitative-quantitative in terms of measurement. This research was done in several phases; the first two of which were qualitative, and the rest were quantitative. The first phase included the identification of competencies from university scientific sources as well as water and sewage company resources, and eighty competencies were identified in this phase. In the second phase, the identified indicators were evaluated by the managers and elites of the water and sewage company, and the competency model of the managers of the water and sewage company was designed by using the Delphi research method; with 33 competency indicators, which includes individual, managerial and occupational. In the third phase, according to forty management positions in the company, the competencies identified for prioritization were polled, and prioritization was done for each position by using the TOPSIS multi-criteria technique. Also, the general situation of Kashan Abfa Company based on individual competencies and management-organizational competencies shows that Kashan Abfa has the highest score in the competencies of belonging and organizational loyalty, moral intelligence, and work commitment; and the lowest score in the competency of successor training and people management, performance management and project management.
Research Methodology
This research is applicable in terms of purpose, qualitative in terms of the method of data collection, and with a meta-composite approach in terms of the research implementation method. The statistical population of the research includes all studies conducted in the period of time for Latin research from 1990 to 2022, and for Persian research from 2005 to 2022. In this regard, 282 researches were evaluated in the field of the subject and ultimately 41 articles were selected purposefully. Extraction of components and indicators was obtained from background investigation and theoretical foundations, and then coding was used for analysis.
 
Research findings
To analyze the data, the meta-composite method was used, and then through open, axial, and selective coding; and MAXQDA 2020 software was used. The results showed that 7 codes, 53 concepts, and 24 categories were determined and identified, which codes include key competences and abilities, determination of successor training policy, value foundation, organizational support, strategic planning in the field of successor training, identification of talents and forming a fund of talents, training and improvement of talents.
Conclusion
The present research was conducted with the aim of analyzing the dimensions and components of the developed model of competency-based successor training in education-oriented organizations with a meta-composite approach. According to the obtained results, the present research is aligned with the results of Amini Dehaghi et al, (2023), Rahimi & Sadeqiarani (2023), Ismailzadeh et al, (2023), Mohammadi Dayani et al, (2022), Milaninejad & Jalalundi (2023), Janahmadigol et al, (2022), Teimouri et al, (2022), Bano et al, (2022), Ghazali et al, (2021), and Dahlan Gunawan et al, (2021). Ghazali et al, (2021) showed that the cultivation of talent along with competence in higher education institution is an important part of successor training planning. Even if an institution has a well-organized plan, successor training planning will not progress smoothly unless the institution has a willing, able, and fully prepared successor. Competency-based successor training planning models provide a blueprint for building the necessary competencies now and in the future, as well as a benchmark for assessing academic leadership requirements.
According to the obtained results, the following suggestions are provided:

Clarity and transparency of the organization's strategy regarding the successor training plan in such a way that the capabilities, skills and competence of the managers who must realize the goals of the programs can be extracted and determined, which of course requires a positive and optimistic view and understanding by the senior managers of the organization about this matter.
Using the positive and successful records and experiences of other organizations in implementing new ideas and techniques of successor training management in recent years, such as the proposal system of Kaizen problem solving teams and the appointment of middle and senior managers within the organization.

Abstract Abstract
This research was conducted with the aim of identifying and validating occupational stress factors among the employees of the electricity distribution company of Ilam province. The research is applicable in terms of purpose, and exploratory in terms of its mixed nature (qualitative-quantitative); which used thematic analysis strategy in the qualitative stage and descriptive-survey research in the quantitative stage. The statistical population in the qualitative section consists of the organization's experts, which was conducted with a targeted sampling of 16 in-depth interviews until reaching theoretical saturation. The statistical population in the quantitative part consists of the managers and employees of the electricity distribution company of Ilam province; using Morgan's table, 212 people were selected as a sample in a simple random way. The research tool has appropriate validity and reliability. In order to analyze quantitative data, factor analysis was used by means of Lisrel software. 7 overarching themes and 22 main themes were identified from the findings of the research. These themes include: individual factors (role burden, lack of experience, and personal expectations), group and interpersonal factors (intragroup conflict, utilitarianism, and group norm), job factors (job autonomy, job nature, and job facilitators), managerial factors (interaction method of managers, characteristics of managers, and behavioral style of managers), administrative and structural factors (service compensation, human resources planning, space and equipment, administrative issues, and control regulations), cultural factors and organizational climate (organizational climate, and organizational culture), and environmental factors (social and political factors, unexpected events, and economic factors).
Extended abstract
Introduction
Occupational stress is a physical and psychological response to the environmental stimuli (Ghaib Elahi & Adel, 2021). Job stress occurs when the job requirements do not match the capabilities and needs of the individual, (Tongchaiprasit, 2016). Considering the importance of the issue, it is necessary to identify sources of job stress to prevent the development of mental illnesses and reduce the job performance of employees (Mardani Hamooleh, et al, 2018).
The human resources and specialists of the electricity distribution company of Ilam province, who mostly have acceptable scientific knowledge and abilities and should have a good quality and quantity of work due to the nature of work; need to overcome these factors by the management of their organization if facing job stressors. Considering the scientific gap in the field of the effect of occupational stress on the employees of workshop environments and electric companies, it is necessary to investigate and analyze the factors of the occupational stress of employees, and more researches are needed to have a correct, deep, and comprehensive understanding of the factors. Get a stressful job; researches based on the context of each organization and each region, and according to which, operational solutions can finally be achieved to reduce the level of occupational stress. With this approach, the aim of the current research was to identify and validate the occupational stress factors of the employees of the electricity distribution company of Ilam province, and the following questions were raised and investigated:
-What are the job stressors of the employees of Ilam Electricity Company?
-How is the validation of the occupational stressors model of the employees of Ilam Electricity Company?
Theoretical framework
Occupational stress is a tension in which the interaction between the working conditions and the individual characteristics of the employee occurs; so that the demands of the work environment and as a result the pressures related to it are more than a person can handle (Hasanvand, Azad & Eskandari, 2022). Various factors affect the formation of occupational stress; from the perspective of Semmer (2003), the sources of occupational stress include intrinsic job stressors, role in the organization, workplace relationships, organizational structure, culture, and organizational atmosphere. In the following, some job stressors are presented based on research literature.
Occupational stressors
Individual factors are personal and individual characteristics in a job role, including role burden, job demand, role ambiguity, and role conflict. Role burden is the origin of many organizational problems, including job stress (Abbasi, 2015). Among the group factors that cause psychological pressure in the members of the group, we can mention the behavioral style of the managers, the lack of group cohesion, the conflict within the group, and the lack of respect for the dignity of the people in the group. Two of the most important job factors affecting job stress are job demand and job characteristics. Job demand is a psychological source of stress (shao et al, 2022). From the perspective of Armstrong & Taylor (2014), jobs are different in terms of variety of tasks, work autonomy, interaction with other jobs, responsibility, knowledge, and required skills. At the organizational level, various factors such as organizational culture, organizational atmosphere, and organizational structure are the cause of job stress in employees. Culture is defined as shared orientations that provide unity and give a certain identity (Ghalavandi, 2023), organizational culture is the shared views and values of employees, and organizational climate is a relatively stable feature that governs the organization's atmosphere (Ashkanasy et al, 2011). And extra-organizational factors are factors that are outside the organization's environment and affect the behavior of employees and create stress in employees. The most important of these factors are: family issues, social status, economic status, and environmental changes (Shiri, 2015).
Research methodology
The current research is applicable in terms of purpose, and mixed type (qualitative-quantitative) in terms of method. To achieve this goal, thematic analysis method was used. Structural equation approach was used to validate the research model. The statistical population of this research in the qualitative part includes senior managers, vice presidents, heads and experts; and the statistical population in the quantitative part includes the employees of the Electricity Distribution Company of Ilam Province, numbering 500 people. The number of samples by random sampling was 212 people. The qualitative data collection tool was a semi-structured interview with 16 experts in a targeted way and up to the theoretical saturation stage. In order to check the reliability and validity of the research, first, all the interviews were recorded by the researcher and a fellow interviewer. Finally, the intra-subject agreement of the codes was checked, all of which were above 60%. Structural equation method was used to validate the quantitative model, and the data were analyzed through a researcher-made questionnaire using Lisrel software. The reliability of the questionnaire was calculated using Cronbach's alpha coefficient (0.94).
Research findings
The findings of the qualitative section with the theme analysis approach led to the extraction of 56 basic themes, 22 main themes (components), and 7 overarching themes (dimensions). The themes of individual factors, group and interpersonal factors, occupational factors, managerial factors, structural and administrative factors of the organization, cultural factors and organizational atmosphere, and environmental factors were identified as the main dimensions of occupational stress factors of employees. The confirmatory factor analysis method was used to validate the stress factors model of the career of employees. The fit index of the model is the chi square ratio to the degree of freedom of 1.81; and the GFI, AGFI, NFI, and IFI indices are estimated at 0.99, 0.85, 0.97, and 0.98, respectively; and the index RMSEA was also 0.05, which confirms the appropriate fit of the estimated model. In addition, all factor loadings are higher than 0.5 and significant, and show that the measurement model designed for the occupational stress factors of the employees of Ilam Electricity Distribution Company has a good fit, and all its components have desirable and meaningful effect in the model.
 
Discussion
The research was conducted with the aim of identifying and validating the stress factors of the employees of Ilam Electricity Distribution Company using a mixed method (qualitative-quantitative). The final research model was confirmed with 7 main dimensions.
In the dimension of individual factors, the results showed that employees are under psychological pressure at work in terms of the role burden, lack of experience, and the expectation of activities outside the job description, which corresponds with the research of Hosseinzadeh and Salimi (2023) and Flanagan &Flanagan (2023), In the context of group and interpersonal factors, research results confirm the effect of intragroup conflict, utilitarianism of individuals in the group, and intragroup norms on employee stress. The findings of this research are consistent with the findings of Soori et al, (2018) and Rezaian (2023). The results related to job factors, including job independence, job nature, and job facilitators have an effect on employee stress, which is consistent with the findings of Darvishi et al, (2015) and Alborzi & Esmailzadeh (2015). The results of managerial factors include the three components of managers' interactive style, managers' characteristics, and managers' behavioral styles; aligned with the findings of Olivar et al, (2022) and Dodanwala et al, (2023). In the field of structural and administrative factors affecting employees' stress, service compensation components, human resource planning, space and equipment, administrative issues, and control regulations were identified. These items are consistent with the research results of Flanagan & Flanagan (2020) and Abd et al, (2023). In the context of cultural factors and organizational climate, two components of organizational climate and organizational culture were identified on employee stress, which corresponds with the findings of Ashkanasy et al, (2011) and Mirkamali, et al, (2016). Regarding environmental factors; the components of political and social factors, unexpected events, and economic factors were identified as stress factors for employees. This finding is aligned with the research results of Ghaib Elahi & Adel (2021) and Rashidi et al, (2020). According to the research findings, in order to moderate the impact of stressful factors, it is suggested:
- The job qualification conditions must be observed in the appointment of employees.
- To provide a necessary platform for participation and free expression in group decision-making meetings.
- The company should act on the granting of work independence by conducting a field survey of the maturity level and ability of the employees.
- Human relations training courses for managers should be held.
- Clarification should be made regarding the service compensation system and the method of payment of benefits.
- It is suggested to use the ideas and opinions of employees.
- Employees should be given material and spiritual support and judicial assistance.
- Courses of: time management, conflict management, psychological stress management at work, and lifestyle improvement for employees should be held.

Abstract Abstract
The aim of this research is to investigate the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students; with the mediating role of critical thinking. The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study. SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking.
Extended abstract
Introduction
One of the most important and central issues in the fields of scientific education is understanding the nature of science. This understanding plays a significant role in understanding the philosophy and goals of scientific education, the content of textbooks, teaching strategies, teacher preparation (with its characteristics), and also evaluating the results of teaching and learning; because understanding the nature of science helps teachers to design appropriate strategies for teaching. For example, the more the teacher's understanding and recognition of the nature of science increases, the more the teacher's method of using effective teaching methods increases. These methods make the student the center of the educational process. This process emphasizes understanding the spirit of science, styles, and methods. Also, if the professor is aware of the nature of science, it has positive effects on the quality of question design and its applications (Hamilton & Hamilton, 2018). Therefore, the most important task and goal of the lesson is to increase the understanding of the teacher and student about the nature of science (Stonebraker & Howard, 2018). Science is not just an accumulated collection of scientific information and facts that are categorized in various disciplines. Rather, it is a physical body of regular scientific knowledge that can be achieved by applying the scientific method. By scientific method, we mean a method that is based on discussion and research in natural phenomena. In other words, the scientific method is an inseparable part of science itself. Also, the understanding of science guides us to determine the concept of science as a process or method that leads us to a scientific knowledge that can reach the concept of the same science (Paloș et al, 2019). Academic progress is one of the most fundamental issues of any educational system; so that the level of academic progress of students is one of the basic indicators of evaluating an educational system and the level of success in its scientific activities. According to the issues raised, this research tries to examine the question of whether there is a significant relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of physics students at Babol University with the mediating role of critical thinking.
Theoretical Framework
Cognitive dissonance
Cognitive dissonance is a psychological model that refers to specific ideologies and mental processes that manifest the fundamental empirical structures of goal reliance and emphasis on balance (Li et al, 2022).
Scientific arguement
A scientific argument is an attempt to prove a fact, which usually includes a claim that may be supported by data, judgments, hypotheses, or descriptors (Saberi, 2018).
 
Systematic thinking
Systemic thinking in the general sense includes a large and countless set of methods, tools and principles, all of which focus on the mutual relationships between forces and seeing them in the heart of a single process (Rahmatollahi, 2020).
Critical Thinking
Critical thinking enables a person to investigate the truth during the confusion of events and information and achieve his goal, which is to reach the most complete understanding possible (Razavi & Nematifar, 2018).
Academic progress
The academic progress of the learners of any educational system indicates the success and efficiency of that system in realizing its goals and plans (Watson et al, 2021).
Sabih Mahdi & Ghalavandi (2024) investigated the effect of learning and motivational strategies on the self-efficacy of physical education and sports science students with the mediating role of academic progress and enthusiasm. The results showed that the effect of learning and motivational strategies, academic achievement goals and academic enthusiasm on students' academic self-efficacy was positive and significant; it was also found that the mediating role of academic achievement goals and academic enthusiasm in the effect of learning and motivational strategies on academic self-efficacy was positive and significant.
 Li & Zhang (2023) investigated the cognitive/emotional dissonance of English language learners in content-based foreign language teaching: an ecological perspective. It was found that the cognitive/emotional inconsistency of English language learners in content-based foreign language education leads to learning decline and academic failure.
Research methodology
The current research is applicable in terms of purpose, and descriptive-correlative in terms of nature. The statistical population of the research includes 249 physics students; due to the limited statistical population, the statistical sample was considered equal to the statistical population, therefore, the census method was used and all the physics students of Babol University have been considered as the statistical sample of this research. As many as 249 questionnaires were distributed among students and consequently 230 questionnaires were returned. Four standard questionnaires of cognitive coordination (Harmon Jones et al., 2007), systemic thinking (Dolansky et al., 2020), scientific reasoning (Golombic et al., 2022), and critical thinking (Watson and Glaser, 2002) were used to collect research data; and, students' GPA was used in order to measure academic progress. The validity of the questionnaire was confirmed by experts in educational sciences and confirmatory factor analysis, and the reliability of the instrument was confirmed using Cronbach's alpha coefficient in a preliminary study.
 
Research findings
SPSS and Lisrel statistical software were used for data analysis. The results showed that there is a negative and significant relationship directly between cognitive dissonance and academic progress, with the mediating role of critical thinking. It was also found that there is a positive and significant relationship directly between systemic thinking and scientific reasoning with academic progress, with the mediating role of critical thinking.
Conclusion
The present study was conducted with the aim of investigating the relationship between cognitive dissonance, scientific reasoning, and systemic thinking with the academic progress of Babol University physics students with the mediating role of critical thinking. The findings are in line with the results of Vashani et al., (2019), Schuessler et al., (2016), Pouratashi & Zamani (2017), Shafiei et al., (2018), Chen & Ji (2021), Vashani et al., (2019), Mohammadi et al., (2016), Schuessler et al., (2016), Zyhier (2023), Yazdanbakhsh (2017), Vashani et al., (2019), and Shafiei et al., (2018). Zyhier (2023) showed that the effect of cognitive retention on critical thinking is positive and significant.
In line with the obtained results, the following suggestions are presented:
1- It is suggested to provide an environment for students to plan their learning activities and have self-direction in learning, as well as to have a flexible learning environment so that students can have cognitive order and to reduce cognitive dissonance.
2- Strengthening inference and analysis skills in order to strengthen the spirit of criticism and questioning among students.

Abstract Abstract The present study was conducted with the aim of identifying the dimensions and components of organizational black holes in the educational system of medical universities in 2024. 20 semi-structured interviews were conducted with faculty members and education managers in medical universities. The purposeful sampling method was used with maximum diversity and continued until data saturation. The interviews lasted between 30 and 90 minutes. The results were analyzed using the qualitative content analysis method and MAXQDA 2020 software. The assessment of the validity and reliability of the information was carried out based on the Lincoln and Guba criteria. From the analysis of the interviews, codes were extracted and 23 initial concepts were formed. By merging concepts with similar meanings, eight main categories of knowledge black holes were created as follows: human resources, non-human resources, management, complex organizational structure, autocratic and unresponsive policymaking, laws and guidelines, and cultural vacuum. The research findings indicate that various black holes are influential in the inefficiency of the educational system of medical universities, and ignoring them has led to the waste of various public resources, both financial and human, and has slowed down the growth and development process in our country. Therefore, identifying them and formulating desirable and efficient policies requires a systematic approach by managers and experts in the field of education. Introduction The mission of medical universities is to train specialized human resources to respond to the needs of society and provide health and medical services to all levels of society (Shakiba & Nadi, 2023). Therefore, continuous evaluation of this valuable and effective system is considered a strategic necessity in order to identify its existing damages and then take action based on a targeted and comprehensive plan to eliminate them. (Farhadi, Moghaddasi, & Nasri, 2022) Some of the damages in the educational system of medical universities can be imagined in the form of black holes, where the manager is unable to see the root cause of the problem, but its destructive effects gradually appear in the organization. Organizational black holes are hidden and chronic challenges that consume the organization's resources inefficiently and require radical interventions and structural changes. Studies indicate the existence of numerous challenges and problems in medical universities, focusing on which leads to the existence of black holes in this educational system. Dissatisfaction of faculty members with salaries and benefits (Mehrabian et al., 2021) and the high tendency of students and professors to emigrate (Haghdoost, 2022) are among the issues that, if ignored, lead to the gradual elimination of faculty members, students, and organizational resources. It is difficult to identify black holes in medical universities, and management often deals with its apparent consequences instead of addressing the root cause of the problem. Some administrators and faculty members also knowingly or unwittingly contribute to the continuation of these black holes by behaviors such as denying the problem. Traditional approaches to identifying organizational problems have been ineffective; therefore, a systematic approach to understanding educational organizations and the ability to identify, locate, prevent, and control such problems in a timely manner is a real opportunity for organizational improvement (Yanez, Uruburu, Moreno, & Lumbreras, 2019), and improving the quality of education. Various studies warn about the existence of black holes in educational environments and their destructive effects. However, no study has been found that comprehensively identifies organizational problems as the first step in comprehensive planning to resolve them. In the present study, the educational system of medical universities is systematically examined, and all groups that play a role in the educational process, decision-making, and improvement of medical universities are considered. In the present study, the researcher seeks to answer the following research question: “What are the dimensions and components of organizational black holes in the educational system of medical universities?” Theoretical framework Organizational black holes are a metaphor transferred from astrophysics to the field of organizational management. In management literature, organizational black holes refer to phenomena that absorb organizational resources without having proper efficiency, cause waste of energy and power of the organization, are difficult to identify, and usually stabilize over time. In medical universities, organizational black holes can manifest themselves in the form of redundant bureaucracies, inefficient educational processes, or disjointed management structures. In the educational system, black holes refer to problems that may arise due to a lack of transparency, poor management, or ineffective management and educational methods, which reduce the quality of student education and learning. Several studies have examined the challenges of the educational system of medical universities, of which a few relevant studies are mentioned below: (Haghdoost et al., 2022) showed in their study that the desire to migrate among students and healthcare professionals is very strong due to socio-economic issues. Ahmadi (2021) also pointed out in their study that medical students have a higher than average desire to migrate. The results of Mehrabian et al. (2021) study showed that faculty members at Gilan University of Medical Sciences are interested in their jobs in terms of their nature, but have moderate satisfaction with their salaries and benefits, psychological conditions, job security, and opportunities for promotion and personal growth. Yaghobi et al., (2017) reported in their study that medical students are very little satisfied with the quality of education provided. Students expect much more from educational services than what is available, and a large gap is observed between the quality of educational services in the current situation and the desired situation. Although these studies indicate the existence of problems in medical universities, there is no research that systematically examines organizational black holes in medical universities. This study uses the metaphor of a black hole to comprehensively analyze the challenges of the educational system. Research Methodology The present study aimed to “identify the dimensions and components of organizational black holes in the educational system of medical universities” through qualitative content analysis method and semi-structured interviews. Participants included 20 faculty members, specialists, and managers in the field of education at universities and medical schools in 2024. In this study, a purposive sampling method with maximum diversity (in terms of age, gender, management experience, and educational experience) was used and continued until data saturation. Inclusion criteria included having teaching, planning, and management experience in the field of education, and exclusion criteria included not cooperating in conducting interviews and providing information. Interviews lasted between 30 and 90 minutes. Data analysis was performed using MAXQDA software version 2020, and with a conventional qualitative content analysis approach (Granheim and Landman) in an inductive manner. The validity and reliability of the information were assessed based on Lincoln and Guba criteria. Research findings In this study, 20 interviews were conducted with experienced managers in the field of education and faculty members. The average work experience of the participants was 11.45 ± 6.04 and their average age was 43.3 ± 8.36. The participants were faculty members of universities/faculties of Iran, Alborz, Ahvaz, Rasht, Gorgan, Mashhad, Neyshabur, Ardabil and Bojnourd medical sciences. After conducting interviews and after implementing and analyzing the information, codes were extracted and 23 basic concepts were formed by analyzing the integration of these codes. After putting together and merging items with similar meanings, eight main categories of knowledge black holes; human resources, non-human resources, management, complex organizational structure, autocratic and unresponsive policymaking, laws and guidelines and cultural vacuum were obtained. Conclusion This study aimed to identify the dimensions and components of organizational black holes in the educational system of medical universities. The results of the research of Rahbari & Abdolmohammadi (2021), Rajabi & Abdollahi (2021), and Aghaei Hashjin & Farrokhi (2024) confirm the results of the present study. The present study shows that weak knowledge management, exhaustion of human and non-human resources, and short-term policies have created major challenges in medical universities. Also, the complex structure of medical universities, consisting of educational, therapeutic, and health units, makes coordination difficult, so that the separation of these units leads to the creation of black holes in the educational system. To reduce these challenges, it is necessary for universities to take effective steps to improve the educational system by reviewing the management structure, clarifying policies, developing human and non-human resources, amending laws, and strengthening organizational culture. These reforms not only increase the internal efficiency of universities, but also provide the basis for improving the quality of medical education and better responding to the needs of society. It is further suggested that future research should examine organizational black holes in more depth, conduct comparative studies between medical universities and other universities, and provide practical solutions such as designing flexible management models, reviewing policies, and strengthening organizational culture. Also, using mixed methods (qualitative-quantitative) and longitudinal studies to measure the impact of structural and managerial changes, as well as examining the role of technology and artificial intelligence in reducing knowledge and resource black holes, can be considered as effective new research areas.

Abstract Abstract
The aim of the present study is to study the knowledge staff narcissism management model with a content analysis approach. The research method is qualitative in terms of implementation method, and is of the content analysis type. The statistical population of this study includes 15 university professors and managers and experts in public administration. The sampling method in this study was purposive. This sampling continued until theoretical saturation was reached. The research collection tool is semi-structured interview. Data analysis was carried out using the content analysis method and MAXQDA software. The results of the study showed that the data were systematically coded and in the first stage, 254 initial codes were extracted and classified in the form of 62 basic themes and 20 basic organizing themes. Finally, five overarching themes were identified as the main dimensions of the research conceptual model, which are: moral guidance, managerial intervention, individual training, professionalism, and moral self-management. In general, managing narcissistic behavior in knowledge workers in organizations requires simultaneous attention to ethical guidance, management intervention, individual training, professionalism, and ethical self-management. These five dimensions provide a coherent framework for promoting ethical actions at the individual and organizational levels.
Introduction
Today, narcissism has become one of the most important topics in the field of organizational behavior (Ren et al., 2024). This behavior is observed more often among knowledge workers than in other occupational groups (Mohd et al., 2023). Narcissism, as a personality trait, refers to an individual's desire to receive praise and exaggeration about themselves (Sarfarazi et al., 2021).
Maccoby (2021) defines narcissism in employees as personality traits in which an individual tends to see themselves as superior to others and needs approval and admiration from others. Narcissists tend to seek attention and approval and may be insensitive to the needs of others in their social and professional interactions. This trait can manifest itself in both positive and negative ways in the workplace. While some aspects of narcissism, such as self-confidence and leadership ability, can be beneficial, its negative aspects include a lack of empathy and difficulty in teamworking. Accordingly, narcissists tend to have undesirable traits such as exploitativeness, lack of empathy, aggression towards critics, and disregard for expert advice. Interestingly, narcissistic knowledge workers may initially be positively evaluated and noted for both their popularity and leadership abilities. However, these positive perceptions of these individuals diminish over time as others gradually become aware of their undesirable traits. According to social influence theory, people who are more skilled in influence management tactics will be more successful in conveying a certain self-image to others. For example, an employee with high knowledge skills can convey an image of competence and likability to others through self-promotion. In contrast, an employee with low knowledge skills may present a neutral and passive self-image to his or her supervisors and colleagues (Chen et al., 2024).
Narcissism can become a very important indicator of positive and negative organizational behavior. Isfahan Petrochemical Company (Isfahan Petrorefining Holding) is a public company that was established with the aim of producing aromatic products including benzene, toluene, orthoxylene, paraxylene, and mixed xylene (Hosseini, 2023). One of the most important reasons for choosing the Isfahan petrochemical industry as the context for the study is that this company needs to maximize the potential of its workforce due to the complex and competitive nature of the industry. The number of knowledge workers in this company is 700 people with diverse organizational abilities. Knowledge workers in this industry usually face numerous technical and managerial challenges that require effective cooperation and interaction between team members. Since narcissism can prevent healthy and effective communication between individuals, effective management of narcissism of knowledge workers in the petrochemical industry should be considered as a vital element for maintaining competitiveness and success in the market. According to the contents, the main question of the present research is: What is the management model of employee narcissism in the petrochemical industry?
Theoretical framework
Employee narcissism
Narcissism is a phenomenon that has existed in human societies for a long time; narcissism is an innate and fundamental human personality trait that may be intensified in a way that dominates other personality traits depending on the type of genetic background of individuals, family upbringing, growth conditions, and social and environmental conditions (Tang et al., 2018).
Zheng et al. (2025) examined the relationship between grandiose narcissism and creativity: A study of Chinese high-tech companies. The results showed that participants with grandiose narcissism reported significantly higher levels of creativity and psychological well-being in creative performance than those with vulnerable narcissism.
Bali et al. (2024) examined the design of a narcissism model for sports managers with a qualitative approach. They showed that the narcissism model of sports managers includes positive dimensions (leadership and inspiration ability, high self-confidence, motivation and ambition, creativity and innovation), and negative dimensions (grandiose and excessive pride, self-centeredness and disregard for others, intolerance of criticism and criticism, dominance and control, lack of empathy and understanding of others, refusal to accept failure and mistakes).
Research Methodology
The research method is qualitative in terms of implementation, of the type of content analysis. The statistical population of this study includes 15 university professors, managers and experts in public administration. The sampling method in this study was purposive. This sampling continued until theoretical saturation was reached. The research collection tool is a semi-structured interview.
Research findings
Data analysis was carried out using the content analysis method and MAXQDA software. The research results showed that the data were systematically coded and in the first stage, 254 initial codes were extracted and classified in the form of 62 basic themes and 20 basic organizing themes. Finally, five overarching themes were identified as the main dimensions of the conceptual model of the research, which are: moral guidance, managerial intervention, individual training, professionalism and ethical self-management. In general, managing narcissistic behavior in knowledge workers in organizations requires simultaneous attention to ethical guidance, management intervention, individual training, professionalism, and ethical self-management. These five dimensions provide a coherent framework for promoting ethical actions at the individual and organizational levels.
Conclusion
The present study was conducted with the aim of developing a model of managing narcissistic behavior in knowledge workers using a content analysis approach. The results of this study are consistent with the results of Zheng et al. (2025), Bali et al. (2024), Hassanzadeh & mehdinia (2022), Sayidi (2022), Al Behbahani (2022), Pashazadeh Kahaq et al. (2022), Shariatinejad et al. (2022), Fahim Talebi et al. (2021), and Klimchak et al. (2016). Zheng et al. (2025) showed that participants with high narcissism reported significantly levels of creativity and psychological well-being in creative performance compared to those with low narcissism.
According to the results of the study, the following suggestions were made:
Ethical guidance increases employee trust, reduces conflicts, and promotes empathy and cooperation in the workplace, and plays an important role in preventing narcissistic and harmful behaviors.
Management intervention includes providing feedback, continuous monitoring, and timely intervention in the event of behavioral deviations or decreased performance. It is suggested that unproductive and self-centered employee behaviors are identified and corrected and organizational processes are directed towards common goals.

Abstract Abstract The present study aims to present a human resources productivity model based on employees' political behaviors with a structural-interpretive approach. The method of this research is applicable in terms of purpose. The statistical population of the research includes 15 expert university professors as well as senior managers of public sector organizations in Iran whose scientific and experimental background is in the field of human resource management and organizational behavior. The data collection method was carried out by questionnaire. The interpretive structural modeling approach was used to analyze the findings, and the MICMAC software was used for influence and impact. The results showed that the category of "human resource productivity consequences" is at the first level of the model, which means that this category is the most influential factor that is affected by all other factors and does not affect any factor. Also, the category of "Human Resource Productivity in the Public Sector" is located at the second level, which affects the first level category and is affected by the third level category. At the same time, the category of "Human Resource Productivity Actors" and the category of "Political Behaviors" are located at the third level of the model, which affect the factors in the second level and are affected by the factors in the fourth level. At the fourth level, the category of "Political Behavior Drivers" is located, which are the most influential factors among the factors in the research model. Introduction Today, it is clear that the main goal of organizations is to optimally use existing resources, including land, capital, human resources, technology, and management, to achieve maximum productivity. Various definitions of productivity have been presented in various scientific sources, with perhaps the simplest definition of productivity being the ratio of output to data or the ratio of outputs to inputs (Delmas & Pekovic, 2018). On the other hand, productivity is divided into four levels in terms of the level at which it is analyzed: productivity at the human resource level, productivity at the organizational level, productivity at the level of a sector of the economy such as industry and agriculture, and productivity at the national level (Khaksar et al, 2020). In the meantime, productivity at the human resource level is dedicated to analyzing, measuring, and improving human resource productivity, and the topic of discussion at this level of analysis is promotion and improvement of human resource productivity, including direct labor and indirect labor of organizations (Mirmohammadsadeghi et al, 2019). In this regard, the researcher seeks to answer the questions: what is the relationship between political behaviors and human resource productivity? What factors play a role in the emergence of political behaviors that can play a role in human resource productivity? How should these factors and political behaviors be managed? How can a model for improving human resource productivity be presented that also covers the political behaviors of employees? In this regard, given the importance of the issue of human resource productivity and the increasing attention and need of companies and organizations to this area and the lack of a comprehensive and complete model of the characteristics required by managers, the question of this research is: What is the human resource productivity model based on the political behaviors of employees with a structural-interpretive approach? Theoretical Framework Human Resource Productivity Productivity is both a concept and a suitable criterion for evaluating the performance of phenomena whose purpose is to spend resources to achieve goals. Improving productivity is the main task of managers and they should play the greatest role in this regard. The most important factor or main lever for reducing or increasing productivity is human resources, which, with wisdom, have the ability to transform thought into product; because the basis of productivity in an organization is productivity in thought. The human resource factor, as a factor in the production of goods and services, which on the one hand directly participates in production and on the other hand is known as a conscious factor and coordinator of other production factors, has a special place among other production factors. Today, given the importance of human resources as one of the most important production resources in organizations and its unparalleled role in the organizational field, paying attention to the role and performance of this huge, complex and expensive resource can undoubtedly be the solution to many organizational challenges (Faraji Marjanloo et al, 2017). Political Behavior Political behavior consists of influence tactics designed to enhance personal or organizational interests, and its main goal is to reconcile and effectively manage such potentially competing interests. Political behavior tactics can be divided into two groups: 1. Influence tactics; 2. Political tactics. Influence tactics are a subset of political behavior used by a social actor to influence other social actors in order to achieve organizational or common interests. Influence on individuals is one of the most important processes in effective management (Soltani Fath et al, 2022). Khazaei et al, (2025) examined the presentation of a model of political behavior based on shadow management theory in the public sector using a meta-synthesis method. Based on the research findings, political behavior in the public sector has 72 components in three different dimensions: the white political behavior dimension with 28 components, which has a practical function and is based on political behavior knowledge and helps to achieve organizational goals; the black political behavior dimension has 26 components harmful and act in favor of groups under the supervision of shadow managers and prevent the achievement of the organization's goals; and the gray political behavior has 18 components that may be both beneficial and detrimental to the organization's goals. Managers should provide a capable organizational structure that provides freedom of expression, compliance with the law, and meritocracy in the organization, considering the factors identified in this study. Izadi et al, (2024) studied the design and explanation of the political behavior model of managers in government organizations. The results of the findings showed that 11 main categories were identified in 6 levels. The findings also showed that at the sixth level, the socio-cultural gap and personality traits of individuals had the greatest impact compared to other factors. Of course, cultural weakness was the most effective factor. At the fifth level of the model, there is public belief. At the fourth level, there are political will of individuals and management of organizational imagery and evaluation. At the third level, there is individual power of individuals. At the second level are organizational processes and elections and organizational appointments, and at the last level are the pattern of laws and regulations and the structure of government organizations. Research Methodology The method of this research is applicable in terms of purpose. The statistical population of the research includes 15 expert university professors as well as senior managers of public sector organizations in Iran whose scientific and experimental background is in the field of human resource management and organizational behavior. The data collection method was carried out by questionnaire. Research Findings The interpretive structural modeling approach was used to analyze the findings, and the MICMAC software was used for influence and impact. The results showed that the category of "human resource productivity consequences" is at the first level of the model, which means that this category is the most influential factor that is affected by all other factors and does not affect any factor. Also, the category of "Human Resource Productivity in the Public Sector" is located at the second level, which affects the first level category and is affected by the third level category. At the same time, the category of "Human Resource Productivity Actors" and the category of "Political Behaviors" are located at the third level of the model, which affect the factors in the second level and are affected by the factors in the fourth level. At the fourth level, the category of "Political Behavior Drivers" is located, which are the most influential factors among the factors in the research model. Conclusion The present study was conducted with the aim of presenting a human resource productivity model based on the political behaviors of employees with a structural-interpretive approach. The results of this study are consistent with the results of Khazaei et al, (2025), Izadi et al, (2024), Khazaei Poul et al, (2023), Mohammadpour et al, (2023), Sanaie et al, (2023), Feezell et al, (2021), Selajgeh & Rostakhiz (2021), Lyons et al, (2020), Hern (2020), and Pourpanahi Kaltapeh et al, (2022). Khazaei Poul et al, (2023) showed that six causal and strategic variables including individual, environmental and structural factors were identified and analyzed. The results showed that environmental factors are the basis of the model and affect other variables, while individual and structural factors also have important effects on freedom of expression, adherence to the law, and meritocracy; and recommend that managers reduce the negative effects of political behaviors and increase organizational efficiency by creating capable organizational structures and providing a suitable environment. Based on the research results, the following suggestions were made: (In order to improve the components of political behaviors, necessary action should be taken to improve the internal components, constructive participation and cooperation, trust and empathy, healthy and effective competition, convergence in goals and programs, management of perceptions, organizational loyalty, avoiding pretense, flattery and hypocrisy, and in line with the external components, including facilitating trans-organizational communications, national and sectoral convergence, emphasis on national interests, and social and charitable participation.

Abstract Abstract The purpose of this research is to identify and stratify the factors affecting the acceptance of excellence model in Islamic Azad University with the interpretive structural modeling approach. The research method is applicable in terms of purpose, qualitative in terms of implementation, and exploratory in nature. The statistical population of the research includes 10 management professors of the Azad Universities of Gilan province. Theoretical sampling method was used. The data collection tool is a semi-structured interview. In order to analyze the data, the theme analysis method was used, and in order to level the identified criteria, the interpretive structural modeling method was used in MACMIC software. The results of the data analysis from the interviews revealed three main factors including: management factors, external factors, and attitudinal-behavioral factors; and 24 sub-indexes which were categorized in the form of the mentioned three factors. The results of the leveling of the identified sub-indicators also showed that factors such as weakness in macro policies, weakness in predicting specific financial resources and low culture of applying the excellence model in universities (related to the category of external factors), formulating and implementing effective strategies in order to implement the model of excellence in university branches, as well as the correct understanding of the current situation and needs (related to the category of managerial factors) and the usefulness of using the model in the career promotion of executives (related to the category of attitudinal-behavioral factors) are among the most important indicators affecting the method of the model of excellence in Islamic Azad University. Extended abstract Introduction At the level of educational institutions, academic excellence is at the forefront of modern trends and approaches for the development of university performance, because excellence of universities helps ensure the expansion of the concept of quality in all university facilities and services, and improving efficiency. The processes at all organizational levels, absorbing new technologies, verifying the competitive position, creating and developing and activating their competitive capabilities and investing its resources in providing better academic services is in accordance with international standards (bin Abdullah Al-Subaie, 2022). Academic excellence as explained in Tasopoulou & Tsiotras (2017) represents the input through which higher education institutions can improve their level of excellence through their ability to self-assess and work to achieve the aspirations of students and faculty beyond normal expectations. The concept of institutional excellence in higher education institutions as mentioned by Kok & McDonald (2017) refers to behavior that leads to excellence in all research, teaching and social service functions through excellence in strategy and shared values, leadership, Organizational culture. By using excellence models, in addition to the fact that an organization will be able to measure its success in implementing and achieving plans at different times, it can also compare its performance with other similar organizations, especially the best ones (Ebrahimi et al, 2017). If the obstacles to the appropriate and effective implementation of comprehensive quality management in higher education institutions are properly removed and the ground is provided for quality flourishing in universities and higher education institutions, countless benefits will be gained from improving the quality of these institutions (Alizadeh Attar & Taghizadeh Herat, 2016). The correct preparation of the organization in accepting the excellence model will reduce the time and cost of implementation and increase the success rate of actions (Miake-Lye et al, 2020). Based on this, the current research is looking for an answer to this question: How is the identification and leveling of factors affecting the acceptance of excellence model in Islamic Azad University with the interpretive structural modeling approach? Theoretical Framework Organizational Excellence The meaning of excellence model is the set of management structure that provides reasons for progress and improvement by relying on basic principles and concepts and paying attention to the main criteria of comprehensive quality management and self-evaluation system. Further explanation that the excellence model can be a tool to measure the degree of establishment of systems in the organization and self-evaluation and a guide to identify and determine the way managers work to develop performance. From this point of view, the message of excellence model is the answer to the following two questions: 1) how this model is identified as a suitable management structure and 2) who should play a central role in this chain of communication and interactions. The first level of the excellence model includes general goals and in the next levels it is divided into quantitative and measurable scales. In a definition from the point of view of the Organizational Excellence Foundation, organizational excellence is referred to the sum of leadership values ​​and transformation strategies and skills (Safari & Ebadi Ziaei, 2019). EFQM organizational excellence model in response to the need to improve the competitiveness of European organizations by fourteen large European companies (Bosch, Renault, Fiat, BT, Bull, Electrolux, KLM, Nestlé, Olivetti, Phillips, Sulzer, Volkswagen, Razalt, Ciba) has been agreed and signed in the European Commission (Akrami, 2018). Antony et al, (2023) in a research investigated organizational readiness factors for the implementation of the 4.0 quality model with an intercontinental study and future research directions. Their findings showed that the five most important reasons for not adopting Quality 4.0 are lack of resources, inability to link Quality 4.0 with the company's strategy and goals, lack of understanding of the benefits, high initial investment, and current quality management strategy. Also, three main readiness factors for the successful adoption of Quality 4.0 were identified as follows: senior management commitment, leadership, and organizational culture. Ezzati Rad et al, (2022) in a research identified the factors of organizational readiness for the commercialization of university knowledge based on the entrepreneurial ecosystem: development of a scale and experimental test. Their research showed that the variables of human resources, knowledge production infrastructure, interactions, strategy, culture, and laws and policies respectively have the greatest impact on organizational readiness for academic knowledge commercialization. Research methodology The research method is applicable in terms of purpose, qualitative in terms of implementation, and exploratory in nature. The statistical population of the research includes 10 management professors of the Azad Universities of Gilan province. Theoretical sampling method was used. The data collection tool is a semi-structured interview. Research findings In order to analyze the data, the theme analysis method was used, and in order to level the identified criteria, the interpretive structural modeling method was used in MACMIC software. The results of the data analysis from the interviews revealed three main factors including: management factors, external factors, and attitudinal-behavioral factors; and 24 sub-indexes which were categorized in the form of the mentioned three factors. The results of the leveling of the identified sub-indicators also showed that factors such as weakness in macro policies, weakness in predicting specific financial resources and low culture of applying the excellence model in universities (related to the category of external factors), formulating and implementing effective strategies in order to implement the model of excellence in university branches, as well as the correct understanding of the current situation and needs (related to the category of managerial factors), and the usefulness of using the model in the career promotion of executives (related to the category of attitudinal-behavioral factors) are among the most important indicators affecting the method of the model of excellence in Islamic Azad University. Conclusion The current research was carried out with the aim of identifying and leveling the factors affecting the acceptance of excellence model in Islamic Azad University with the interpretive structural modeling approach. This result is in line with the researches of Escrig-Tena et al, (2019), Mutula (2010), Machado (2007), Watkins et al, (2004), Black and Porter (1996), Ghodrati et al, (2014). Antony et al, (2023) also mention in their research that in order to implement excellence models, a common culture must emerge in the organization. Azad University has different branches, and consequently, it cannot be expected that its governing culture will be the same in terms of executive standards and implementation of the plan to accept the model of excellence. The results of this research show that as the culture in Azad University is pushed towards supporting the establishment of such models, the university's readiness to accept its correct implementation will also increase. According to the results of the research, the following proposal is presented: 1- The university should prepare and compile a checklist of all the indicators presented in the research and score (for example, from 1 to 10) for each of the indicators in terms of the university's readiness in that field. 2- Specialist experts should give points to each department in terms of the level of preparation of the university. 3- For the indicators that scored below the average or have a lower score compared to other indicators, planning should be done with appropriate timing to develop readiness in that sector with the help of the custodian area. 4- The custodian areas should send their continuous report regarding the improvement of the level of preparation of their subordinate unit to the university president.    

Abstract Abstract The aim of this research is to design an efficient model of employee behavior intelligence in the General Directorate of Customs and Taxation of Hormozgan Province. The present research is applicable in terms of its purpose, and qualitative in terms of its implementation. The statistical population of the research includes 19 experts from among managers, experts, and members of the academic staff, and managers of the General Directorate of Customs and Taxation of Hormozgan Province in the topic of employee behavior intelligence. The research collection tool is a semi-structured interview. In order to identify the dimensions and components of employee behavior intelligence, detailed and in-depth interviews were conducted with academic experts and managers of the General Directorate of Customs and Taxation of Hormozgan Province. Content analysis and NVIVO version 11 software were used to analyze the data. The results showed that the extracted concepts related to the efficient model of employee behavior intelligence in the General Customs Department and the General Tax Department of Hormozgan Province include 92 primary codes, 24 basic themes, and 8 organizing themes of organizational citizenship behavior, destructive work behaviors, planned behaviors, strategic proactive behaviors, political behaviors, counterproductive behaviors, ethical behaviors, and desirable social behaviors. Introduction In a competitive and rapidly changing world, the success of organizations depends on the performance and intelligence of employees' behavior. Human resources, as much as they can help organizations in competition, may be a serious obstacle to the organization. Therefore, understanding the behaviors, motivations, and hidden reasons behind human norm violations in the context of the organization is essential and greatly reduces the challenges and problems of organizations (Soleimani & Danesh Shahraki, 2024). Human resource behavior intelligence is a new approach to employees that requires greater emphasis on the element of intelligence. Currently, human resource management looks at the category of behavioral intelligence as a tool for reducing internal risk and sensitivity to the accuracy of information. With competitive pressures and an increasing rate of change, human resources have become human capital and then the main source of intellectual capital of the organization. Current organizations are willing to have employees contribute to the intellectual capital of the organization and ultimately achieve organizational goals in an efficient and effective manner (Ghasemi-Aghdami et al, 2021). Employees with behavioral intelligence are a critical factor in the success of current organizations. Companies and businesses spend a lot of money in this field. Therefore, employees with behavioral intelligence should be welcomed in order not to lag behind in competition with other organizations (Poyeri & Bariweni, 2023). Today, the importance of employees as a determining factor in the success of the organization has received more and more attention from researchers and managers of organizations. This is especially true in relation to government organizations that depend to a large extent on the performance of their employees (Taheri & Ghavami, 2024). The way employees behave and communicate with customers, the skills and technical knowledge of employees, the commitment of employees to comply with organizational values ​​and goals, etc. are all considered as key performance indicators in organizations. In this regard, the concept of intelligent employee behavior has been proposed as an important component in both organizational branding and improving the overall performance of the organization (Yaghoobi et al, 2024). In the business world, intelligent behavior is closely related to work productivity, employee effectiveness, and other factors that can affect the business in the short and long term. Normal behaviors in business occur when employees gather in a group to collaborate regularly and permanently or temporarily for a specific activity, but intelligent behaviors are the result of knowledge, experience, having specific behavioral patterns, etc. With the help of these intelligent behaviors, organizations can be saved from potential bottlenecks and problems ahead (Tumi et al, 2022). Therefore, the main question of the research is: What is the efficient model of employee behavior intelligence in the General Directorate of Customs and the General Directorate of Taxation of Hormozgan Province? Theoretical Framework Definition and Concept of Intelligence Human intelligence is the capacity and mental ability of a person, which is characterized by perception, awareness, self-awareness, and will. Through his intelligence, a person has the cognitive abilities to learn, learn concepts, understand, apply logic and reason, including the capacity to recognize patterns and take examples, understand thoughts, plan, solve problems, make decisions, retain information, and use language to communicate. Information gives a person the ability to experience and think. Robert Sternberg, in defining human intelligence, says: Intelligence is the application of "your skills and everything in them to achieve what you want to achieve in your life in a cultural and social context, relying on your abilities, and paying attention to compensating for or improving your weaknesses." The ancestors of modern humans continued and developed the large and complex brain of intelligent humans, which increasingly adds to their intelligence capabilities, through a long process of evolution. They were the forerunners of modern Homo sapiens. Various explanations and clarifications have been provided in this regard (Darvishpour et al, 2024). Masihi et al, (2024) conducted a study entitled “A Phenomenological Study of Counterproductive Work Behaviors with Emphasis on the Lived Experience of Technologist Petrochemical Employees”. The results of this study showed that it led to the presentation of a model with 6 main dimensions (individual counterproductive behavior, occupational counterproductive behavior, political counterproductive behavior, organizational counterproductive behavior, interpersonal counterproductive behavior, and self-interest counterproductive behavior) for counterproductive behaviors. Bhatia et al, (2024) investigated the complex relationship between organizational politics, emotional intelligence, and employee behavior in contemporary environments. This study identified significant correlations between emotional intelligence, perceived organizational politics, and employee behavior. The results showed that emotional intelligence has a positive effect on behavioral dynamics. Perceived organizational politics had a significant effect on emotional intelligence and behavioral dynamics. Factors such as need for power, relationship conflict, resource constraints, role conflict, and workforce diversity were discovered to have an effect on perceived organizational politics. Research Methodology The present research is applicable in terms of its purpose, and qualitative in terms of its implementation. The statistical population of the research includes 19 experts from among managers, experts, and members of the academic staff, and managers of the General Directorate of Customs and Taxation of Hormozgan Province in the topic of employee behavior intelligence. The research collection tool is a semi-structured interview. In order to identify the dimensions and components of employee behavior intelligence, detailed and in-depth interviews were conducted with academic experts and managers of the General Directorate of Customs and Taxation of Hormozgan Province. Research Findings Content analysis and NVIVO version 11 software were used to analyze the data. The results showed that the extracted concepts related to the efficient model of employee behavior intelligence in the General Customs and Tax Administration of Hormozgan Province included 92 primary codes, 24 basic themes, and 8 organizing themes of organizational citizenship behavior, destructive work behaviors, planned behaviors, strategic action-oriented behaviors, political behaviors, counterproductive behaviors, ethical behaviors, and desirable social behaviors. Conclusion The present study was conducted with the aim of designing an efficient model of employee behavior intelligence in the General Customs and Tax Administration of Hormozgan Province. The results of this finding are in agreement with the results of Diyalmeh & Afzali Qadi (2016), Masihi et al, (2024), Rashidi Fard & Mahmoudi, (2020), Farhadi et al, (2022), Ahmadi et al, (2012), Dehghani Zadeh & Bani Asad (2024), Mortazavi & Areezi (2022), Fallah Morad et al., (2018), Momeni & Vaezi (2022), Soleimani & Danesh Shahraki (2024), Aghaz et al, (2016), Attari & Zakaryaei (2024), Yousefi & Yousefi (2022) and Golparvar & Karami (2011). Diyalmeh & Afzali Qadi (2016) in their research showed that the most important components obtained are: mediation aimed at goodness, transcendental response, concern for double goodness, spiritual concerns, assistance before demand, targeted cooperation, strengthening morale and work enthusiasm, avoiding exaggeration of problems, constructive role in criticism and suggestions, etc. The foundations of these components are also based on three basic axes: belief in the presence of God, belief in the resurrection (recording of deeds), and limitation of opportunity. Considering the results, the following suggestions are presented: 1- Organizational managers should make every effort to control counterproductive behaviors in the organization. If counterproductive behavior is recognized in a timely manner and the necessary measures are taken to eliminate it, possible losses to the organization can be prevented. 2- Managers of the General Directorate of Customs should continuously strive to create a better moral atmosphere in the business environment. In fact, organizations must be able to create an ethical work environment in order to create an ethical organization.

Abstract Abstract The aim of the current research is to design a model for preventing and reducing administrative corruption among employees of administrative organizations and its impact on the organization's performance. In this research, in order to achieve the goal of the research, the qualitative research method is used, and in terms of the goal, it is included in the category of developmental studies. The research community consisted of texts on Nahj ol-Balagha, the Holy Quran, authentic hadiths, and authentic published articles in scientific journals of the world, which were selected after screening 30 articles. Therefore, by means of the granded theory method, the components of the administrative corruption reduction model were extracted, which includes antecedents, consequences and threats of administrative corruption. Administrative corruption, as one of the most common types of corruption, has crossed the boundaries of time and place, and with this feature, it neither belongs to a specific time nor to a specific society. Administrative corruption is not a new phenomenon; its origin and expansion is as old as the history of human societies and the history of organizations and institutions. Some researchers have called administrative corruption "social cancer". This phenomenon has many negative consequences, including its effects on economic growth. It faces foreign investment with obstacles. It reduces the level of human capital and destroys trust in public and private institutions. The findings of this article have led to the identification of underlying variables, effective agents, preventive variables and the consequences of reducing administrative corruption in government organizations. Introduction Corruption undermines people's trust in the government and shakes political stability and cultural, national and social norms, and hinders economic growth by destroying fair competition in the labor market and inefficient allocation of resources. Therefore, public trust is one of the social assets that creates and maintains unity in social systems and fosters democratic values. Public trust, as one of the pillars of the governance of any political system and the basis of its acceptance, strengthens the mutual dependence of the state and the nation, while the duty of the state is the proper management of this public trust and increasing its amount. Administrative corruption has resulted in many disorders for human societies; successive wars, violence and uprising against the ruling civilizations, the destruction of organizations and the disintegration of societies have been caused by corruption. In other words, corruption is an illegitimate reward allocated for the offender to commit a breach of duty. Measuring corruption and presenting it in societies is important because it informs countries about the amount of illegal activities in society, and leads them to fight corruption more effectively, because the presence of corruption in society has many negative consequences; for example: preventing economic development, neutralizing reform policies, disrupting political development and preventing social renewal. Therefore, measuring corruption in societies is one of the ways that creates motivation to confront and fight against it (Gholami, 2019). Corruption is one of the main factors preventing institutions and societies from achieving their goals, and one of the main obstacles to their growth and development. For this reason, those who have always thought about the health of the human social system and its growth and development, have thought of preventing and fighting against this sinister social phenomenon. Despite the fact that corruption and related crimes exist in many countries of the world, this big social damage is more visible in third world countries. The issue of corruption in our country has always been one of the most important concerns of high-ranking officials, especially the Supreme Leader, and by his order, special branches have been established to deal with its crimes. The fight against corruption (which is actually an important part of the effort to manage the society effectively and efficiently) depends on the accurate knowledge of various factors and its roots. If the goal of the administrative system is to achieve complete health, various factors affecting it should be taken into consideration (Hosseini, Majidi, Ahadi Sadeh, 2020: 92). Searching for religious and value solutions to fight against administrative corruption is important because our society is an Islamic society; and in such a society, those models and solutions can be answered that are appropriate and compatible with the culture and values ​​that govern it, and in better words, have originated from Religious and Islamic values. Therefore, in this research, we are looking for ways of treatment and in other words, solutions to fight against administrative corruption, which is presented under a comprehensive model, following the verses and quotations. Therefore, the main question of this research is: what is the appropriate model that includes the components and indicators of reducing administrative corruption in administrative organizations? Theoretical framework The word ethics is the plural of "ethic" in the dictionary with various meanings such as inherent characteristic, natural state, temperament, nature, essence, (Azar Nosh, 2015). The understanding of what constitutes ethical behavior in the business environment has experienced a profound change over time (McWilliams, 2006; Melnyk et al, 2003; Metwally et al, 2019). While for a long time, matching the monopolies created by public organizations with the legal regulations governing them was the main concern of professional ethical behavior (Goebel et al, 2012), today ethical behaviors are beyond mere legal compliance and are formed based on expectations (Maignan et al, 2002). Ethical culture is the main part of organizational culture. Ethical culture evaluates employees' views on the seriousness of implementing the code of ethics and the degree of alignment of the code of ethics with professional ethics (Valentine et al, 2013). Also, employees prefer to work for companies with transparency and ethical norms (Treviño & Nelson, 2016). Therefore, people prefer companies in which ethics are institutionalized (Garavan & McGuire, 2010). If employees' perception of ethics is low, it will lead to general conflict, which will lead to employee turnover (Kancharla & Dadhich, 2021:3). Corruption in the Holy Quran and hadiths The word corruption is derived from the root of corrupt and means ruin. In this interpretation, it may be in external existence or human actions and affairs or divine decrees and laws that lead to the invalidation of its change and destruction (Javadi Amoli, 2011). Administrative corruption Corruption is one of the global phenomena existed since the beginning of early forms of government, and it is considered an important factor in causing damage to policies and public interests. Corruption is defined as the extent to which public power is used for personal interests, either micro, or macro corruption; as well as state capture by elites and personal interests. Corruption mostly takes the form of bribery and extortion; but it includes misuse of internal information, procurement fraud, embezzlement of public money and money laundering (Hawizi, 2017). The issue of corruption can be considered as a complex and ambiguous issue that refers to the deviant behavior of bureaucracies, and its root cause is disobeying cultural and social norms or violating the expectations of citizens. There are various factors and fields that can cause the emergence, expansion and promotion of administrative corruption in a potential and actual form. The solutions more effective in reducing and eliminating the phenomenon of administrative corruption in organizations can be identified based on these factors and fields (Ghasemi, Montazeri, 2018). Research methodology In this research, qualitative research method will be used to achieve the research objective. The current research is developmental in terms of the goal, because it takes a step towards explaining the pattern of reducing administrative corruption in public organizations. The collection of data in this article was also done by examining library studies; and in this way, qualitative data will be collected. Also, in terms of the type of method, this research is included in the category of descriptive-exploratory studies; in addition, the method of qualitative implementation of the research is the granded theory method to analyze the collected data. Research findings It should be noted that during these encodings, the researcher collects data about different people, events and situations by using theoretical sampling and according to the concepts that emerged from the data, which will provide a richer picture of the resulting concepts and categories. By using Max Kyuda software, the selective coding of the categories is refined, and a theoretical framework emerges through these processes. 41 open codes (concepts), 12 core codes (dimensions and components) and 4 selective codes (main categories) were counted. The findings of the qualitative section showed that the main and core categories in the form of inhibiting variables, effective factors, consequences and background variables were upgraded to a higher abstract level and finally the research paradigm model was presented. Conclusion No country can claim to be free from any economic corruption. Iran's economy has been facing this ominous phenomenon for years. Wide monopolies, rent structure, low level of quality of laws and wide lack of transparency have caused Iran to be considered among the corrupt countries. Transparency International Organization annually reviews and ranks the situation of all countries in terms of the level of corruption. One of the parameters for evaluating the economic and social status of countries is the economic corruption index. This type of corruption is the abuse of people's trust for personal gain, which usually appears in the form of bribery, embezzlement, cheat, fraud, and extortion. Although the Iranian society is a society with religious and national tendencies, all in which consider corruption as an ugly phenomenon and have always emphasized on fighting against it, we are observing the spread of corruption in the society which has blocked many social and national developments and put huge costs on the shoulders of the country and ultimately the people. According to the results of the research, the following suggestions are provided: Clarification of regulations and laws related to the performance of the organization Separation and optimization of executive tasks from headquarters areas and creation of logical interaction between said areas. Revision and modification of systems, methods and procedures with the tendency of simplifying work steps, streamlining operations, reducing time wastage and increasing satisfaction of customers and beneficiaries. Designing, compiling and implementing executive research and projects to improve the state of the country's administrative system in various fields. Designing, planning and implementing the necessary training programs to improve the appropriate human quality of the organization based on the determined needs. Maintaining the level of employees' income in line with inflation Greater advertising and transparency, spreading information and creating awareness Establishment of communication systems with clients to control existing organizational factors Strengthening internal controls in organizations, including periodic inspections and protection Establishment of appropriate and stable legal framework and increasing strengthening of law enforcers Simplification of laws: the more state-owned the economy is, the greater the rent and lack of transparency. Therefore, on one hand, removing some unreasonable restrictions governing economic relations in the customs, commerce, business environment and banking sectors; and on the other hand, simplifying and clarifying the laws and regulations governing various economic and administrative organizations and institutions of the country, as well as adoption of effective regulatory laws can eliminate corruption-causing factors. Independence of the judiciary and regulatory institutions: As long as the judiciary is independent, the courts threaten the corrupt interactions of the powerful in a country. The judicial and supervisory system, by avoiding factional and political issues, can be effective on the amount of corruption by emphasizing the time required to deal with the corrupt and the proportionality of the severity of the punishment. Timely handling of corruptors' cases and applying appropriate punishment regardless of the person's position and status is an effective factor in preventing corruption. Improving the salary situation of employees: poverty and lack of financial support for people's lives is one of the causes of corruption. Therefore, anything that increases national income per capita, strengthens growth and especially improves the income of government employees will be an obstacle to the emergence of corruption. Some studies show that low salaries force civil servants to supplement their income through illegitimate means.

Abstract Abstract
The aim of the present study is to design a collaborative leadership model in government offices in Kerman. The research population includes 21 managers and experts in the field of collaborative leadership, faculty members, managers and experts in government offices in Kerman, selected based on purposive sampling and using the data saturation technique. The data collection tool is a semi-structured in-depth interview. Thematic analysis method was used to analyze the data. The findings of the thematic network analysis showed that 10 themes (organizers) and 26 basic themes and 86 primary codes are components and categories of collaborative leadership. The themes (organizing) were presented in the form of 10 dimensions, which are: "organizational trust, organizational justice, organizational innovation and creativity, improving commitment and job satisfaction, promoting individual and organizational performance, responsible behavior with employees, emotional and psychological support, positive feedback and individual growth, strengthening group synergy, and administrative transparency." The theory of collaborative leadership is effective in creating and developing leaders' capabilities and pays special attention to social justice and the comprehensiveness of the personality of female leaders in the organization, and through it, basic leadership knowledge in the organization can be developed.
Introduction
A study of the historical history of women's presence at the top level of organization management over recent decades shows that they have always been kept from advancement because they have held positions at lower levels of the organization that have forced them to perform repetitive tasks. Also, they often worked in staff positions and as assistants to line managers and rarely held the responsibilities of line managers (Syafri et al., 2025). Therefore, women have been less involved in line tasks in organizations, and since they have mainly worked in staff jobs, they have not been able to gain much power in organizations and interfere and influence organizational decision-making (Syafri et al., 2025). Thus, they have been assigned fewer high management levels in organizations. However, in order to survive and compete in uncertain environments, today's organizations must have more mature and sustainable human capital by creating growth, development, and equal opportunity for all human capital, including women, regardless of gender, using women's synergistic capacity, and by abandoning the traditional view and negative mentality regarding women's managerial role. This is because if there is a more supportive atmosphere in organizations regarding women's management and their organization at management levels, the level of maturity of employees' capabilities increases (Mokhtari & Rasek, 2024). The collaborative leader increases the level of maturity of employees by considering employees' needs, environmental requirements, pluralistic approaches, delegation, empowerment, multicultural, democratic, and nurturing approaches. Organizations with a collaborative or collaborative leader will have more mature employees, and this is a positive effect of increasing the presence of women at the management level that is worth considering (Ghaderi Sheikhiabadi et al., 2022). The limited opportunities and career fields for women and the difference in the rate of achievement in job positions, especially in high management levels, between women and men with similar education, indicate that our society has not created a suitable space and conditions for the active presence of women and has ignored their motivations, interests, and needs. This can also cause many problems and challenges for both working women and organizations. As a result, not paying attention to the demands and needs of employees, especially female employees in government organizations, can endanger the future of the country (Dabbaghi ​​& Esmaeili, 2024). Therefore, given the newness of the issue of participatory leadership in Iranian society, and also considering the need for women to study and work on the one hand and the importance of paying attention to their needs and motivations to maintain and improve their physical and mental health, and on the other hand, which has a major contribution to the realization of family welfare, childrearing, job efficiency, and societal progress, the present study is considered to be on the list of very important research topics for specialists (Charkhab & Gholamifar, 2024). Also, by presenting a participatory leadership model, a basis for decision-making and judgment about the performance of women working in organizations to occupy managerial positions can be provided and a major step can be taken towards improving the quality level of government organizations in the country. Therefore, in this study, the researcher seeks to answer the question: What is the participatory leadership model in government offices in Kerman city?
Theoretical Framework of
Consolidation Leadership
Consolidation is the infinitive of the word "to consolidate". and means narrowing, coming together, scarcity, and the like (Dehkhoda Vocabulary Book). Among the range of leadership theories and methods derived from them, there is a theory called consolidation leadership theory and consolidation leadership style, the experiences and characteristics of female leaders have been very effective in its formation and growth. Consolidation leadership is one of the new approaches in leadership literature that has received serious attention from researchers since the mid-2010s. This approach emphasizes the ability of the leader in the organization to simultaneously manage organizational conflicts such as control and independence, stability and change, or the intimacy and authority of women's leadership in the organization. Consolidation leadership is one of the new approaches in leadership studies that was first proposed by (Zhang et al., 2015).
Beigi Nasrabadi et al. (2025) conducted a study titled Women’s Leadership in Future Organizations. The results of this study showed that women’s leadership challenges stem from the characteristics of future organizations, such as facing difficult and contradictory expectations. Strategies were also found in two main categories: women’s leadership enabling strategies, such as a supportive structure and culture, and women’s growth strategies, including thinking big and setting big goals.
Ali Emran & Elhony (2025) conducted a study titled The Role of Inclusive Leaders in the Era of Digital Transformation. The results of this study confirmed a positive and strong relationship between the existence of inclusive leadership and the digital transformation process in universities. It also showed that the existence of regulations and laws governing digital transformation, as well as comprehensive strategic plans, will help promote this process and achieve significant successes. This research recommends increasing investment in digital infrastructure and modern technologies, increasing the technical capabilities of higher education institutions, improving the legislative and legal framework, and developing comprehensive strategic plans for digital transformation at the level of higher education institutions.
Research Methodology
The research community includes 21 managers and experts in the field of participatory leadership, faculty members, managers and experts from government departments in Kerman city, who were selected based on purposive sampling using the data saturation technique. The data collection tool is a semi-structured in-depth interview.
Research Findings
Thematic analysis was used to analyze the data. The findings of the thematic network analysis showed that 10 themes (organizers), 26 basic themes, and 86 primary codes are components and categories of participatory leadership. The themes (organizing) were presented in the form of 10 dimensions, which are: "Organizational trust, organizational justice, organizational innovation and creativity, improving commitment and job satisfaction, improving individual and organizational performance, responsible behavior with employees, emotional and psychological support, positive feedback and individual growth, strengthening group synergy, and administrative transparency." The theory of participatory leadership is effective in creating and growing leaders' capabilities and pays special attention to social justice and the comprehensiveness of the personality of female leaders in the organization, and through it, basic leadership knowledge in the organization can be developed.
Conclusion
The present study was conducted with the aim of designing a participatory leadership model in government offices in Kerman city. The results of this finding are consistent with the results of Soheili et al. (2024), Foladi & Fateh Elahi Nargese (2024), and Beigi Nasrabadi et al, (2025). In explaining and justifying this question, it can be said that future research on organizations and leadership has shown that the trends in women's role-playing are moving in a direction where in the future, women will take over the leadership of organizations and society and be introduced as leaders of the 21st century. The course of developments in women's role-playing as leaders in organizations is such that although in the past they were mainly active at the operational levels of organizations, over time they have entered the levels of supervision and middle management. In the future, along with increasing influence at middle levels, we will witness their greater activity and influence at the highest levels of organizations and business leadership, even in developing countries.
According to the results of the research, the following suggestions were made:
According to the results of the research, it is suggested that one of the most important obstacles for women to managerial positions is women's limited access to informal spaces in the organization, and that senior managers of organizations can reduce these limitations by creating new and diverse informal spaces.

Abstract Abstract The aim of this study was to provide a smart leadership model based on digital transformation in higher education centers in Kerman province. This research was applicable-developmental in terms of purpose, and qualitative in terms of research method, and was conducted using the content analysis method. The data collection tool consisted of two parts: a review and exploration of research literature in the library section, and semi-structured interviews in the field section. The participants of this study in the field section were the managers of higher education centers in Kerman province. Individuals were selected using a purposive sampling method based on at least 10 years of experience in higher education management and complete familiarity with this field. Semi-structured interviews with participants continued until the theoretical saturation stage. The method of analyzing the interviews was carried out using the content analysis method (basic, organizing, and comprehensive themes). The coding and text analysis process of the interviews was carried out in the MAXQDA 2018 qualitative data analysis software. The research findings showed that the intelligent leadership model based on digital transformation in higher education includes the following dimensions: digital insight (awareness of digital trends and technologies, development and explanation of digital strategy, foresight and digital innovation), digital competencies (digital literacy, analytical and data-driven thinking, risk management and digital security), transformational leadership (creating a shared vision, empowerment and participation, support and coaching), agility and adaptability (flexibility and tolerance of ambiguity, agile approach, continuous learning and adaptation), and digital culture (promoting a culture of innovation and experimentation, digital collaboration and communication, digital customer orientation). Introduction Globalization and rapid growth of information and communication technology have brought a fundamental change to the human resource management process, and the role and function of human resources have been marginalized by the strong presence of information and communication technology, and it is even feared that one day human resource management will be realized without the role of humans in all organizational areas and dimensions. Planning, organizing, directing, and controlling human capital have become intelligent and digital, and cyberspace accelerates and facilitates its processes. The digital transformation process is one of the new tricks in the field of human resource management that has recently gained double importance among some government organizations and businesses in the digital and technological fields (Orhan & Kurnaz, 2025). In the current era, organizations are facing a wave of digital transformations that require a review of traditional leadership models. Leaders play an important role in shaping organizational culture, structure, strategy, and policy development, and human resources also play a key role in achieving sustainable development (Alirezaei et al., 2022).Today's leaders must not only have a deep understanding of digital technologies, but also have the ability to create an innovative and agile organizational culture. This requires the ability to adapt quickly to change, encourage continuous learning, and create an environment where employees can come up with new ideas and take risks. Therefore, the main issue is the lack of a comprehensive and effective leadership model that can guide organizations on the path of digital transformation. Traditional leadership models often lack the agility, technology knowledge, and data-driven perspective needed to face the complex challenges of this era. As a result, organizations are in dire need of a smart leadership model that can help them achieve their strategic goals by leveraging digital technologies, the right organizational culture, and empowering employees. In the era of digital transformation, leadership in higher education faces complex challenges, including rapid technological changes, dynamic stakeholder expectations, and globalization demands in the education system (Rahimi and Oh, 2024; Syahruddin et al., 2023). There are always fundamental problems in implementing smart leadership, including gaps in the use of digital systems to support administrative management, learning, and data-based decision-making. In addition, adapting to changes in educational policies and global demands has not been entirely optimal, causing institutions to face difficulties in improving academic competitiveness and the professionalism of educators. Therefore, it is expected that this research, by providing a model, can pave a smooth path for the successful entry and movement of higher education and other organizations towards digital transformation. For this purpose, this research tries to provide a model of smart leadership based on digital transformation in higher education in line with this necessity, and specify what features this model should have and how it should be designed and implemented. To achieve this purpose, first the theoretical foundations related to the field of smart leadership and digital transformation were reviewed to determine the shortcomings and deficiencies in it. Then, considering these shortcomings and in accordance with higher education, using a qualitative method and also having the views of experts, an attempt is made in the research process to answer the question: What is the smart leadership model based on digital transformation like?  Theoretical foundations Technology-based leadership and data-driven decision-making can improve the efficiency of educational institutions’ management and accelerate the process of adapting to global changes (Nicola-Gavrilă, 2023). Smart leadership is a new approach to leadership that focuses on developing self-awareness, emotional intelligence, and systems thinking in leaders. This type of leadership promotes the ability to adapt to changing circumstances, make effective decisions in complex situations, and build positive and constructive relationships with others. Smart leaders, with a deep understanding of themselves and their surroundings, can guide organizations towards strategic goals while also paying special attention to the growth and development of employees. In other words, smart leadership is a combination of cognitive, emotional, and social skills that enable leaders to deal more effectively with the complex challenges of today’s world (Kabuam & Nathan, 2024). Abdulkazem Helu Al Rakabi et al., (2025) made a research aimed at presenting a model for improving human resource management with an emphasis on technology-based training in the era of digital transformation. The results of the research showed that there is a 17-factor model with 88 indicators for improving human resource management in the era of digital transformation. This model includes seven causal factors, six enabling factors, two intervening factors, and two strategies. The findings showed that there are meaningful relationships between all the factors of the model and its two strategies. Also, the presented model has a strong overall fit. This research can be useful for managers and policymakers to use technology-based training to improve human resource management in their organizations in the era of digital transformation. Kabuam & Nathan (2024) conducted a research entitled Smart Leadership: Organizational Adaptation to the Environment and Organizational Collaboration. Using a qualitative approach with a case study method, this study explores the perspectives of institutional leaders, lecturers, teaching staff and students through in-depth interviews, participatory observation and document analysis. The results of this study show that awareness of the importance of digitalization currently exists, but its implementation remains limited due to inadequate infrastructure and low digital literacy. Leadership still relies on individual initiatives and is not yet based on a sustainable system. Internal collaboration is underway, but the participation of external parties still needs to be strengthened. To overcome this challenge, a strategy is needed to increase leadership capacity, strengthen digital infrastructure, and develop a more innovative organizational culture. This study helps to enrich the understanding of smart leadership in higher education in remote areas and provides strategic recommendations for improving leadership effectiveness in the digital age. Research Methodology The present study is classified as applicable-developmental in terms of purpose, and qualitative in terms of research method, and of content analysis type. A total of 12 interviewees in this study were interviewed in a tailored manner. An attempt was also made to include those individuals in the study who, in addition to being willing to participate in the interview, also had sufficient information on the topic of smart leadership and digital transformation, and had a background and practical experience in this issue. A snowball technique was also used to select individuals, and each interviewee was asked to provide the researcher with a list of individuals who were willing and had expertise in participating in a study. Research findings The coding process and text analysis of the interviews were carried out in the qualitative data analysis software MAXQDA 2018. The research findings showed that the intelligent leadership model based on digital transformation includes the dimensions of: digital insight (awareness of digital trends and technologies, formulation and explanation of digital strategy, foresight and digital innovation), digital competencies (digital literacy, analytical and data-driven thinking, risk management and digital security), transformational leadership (creating a shared vision, empowerment and participation, support and coaching), agility and adaptability (flexibility and tolerance of ambiguity, agile approach, continuous learning and adaptation), and digital culture (promoting a culture of innovation and experimentation, digital collaboration and communication, digital customer orientation). Discussion and Conclusion The aim of the present study was to identify the dimensions and components of smart leadership based on digital transformation in Kerman higher education centers. The research findings showed that the smart leadership model based on digital transformation includes the dimensions of: digital insight (awareness of digital trends and technologies, formulation and explanation of digital strategy, foresight and digital innovation), digital competencies (digital literacy, analytical and data-based thinking, risk management and digital security), transformational leadership (creating a shared vision, empowerment and participation, support and coaching), agility and adaptability (flexibility and tolerance of ambiguity, agile approach, continuous learning and adaptation), and digital culture (promoting a culture of innovation and experimentation, digital collaboration and communication, digital customer orientation). The results of this study are somewhat consistent with the findings of Kabuam & Nathan (2024) and confirm the results of this study. Smart leaders with digital insight have the ability to deeply understand digital technologies, emerging trends, and potential opportunities that arise in the digital context. They are good at anticipating the future and understanding the impact of digital on business and society, and seek to create a digital vision for their organization that is aligned with the needs of the market and competitors. Digital competencies refer to the skills and knowledge necessary to effectively use digital tools and technologies in the organization.

Abstract Abstract This research was conducted with the aim of analyzing the dimensions and components of educational marketing in the education organization. The qualitative research method focuses on a data-based approach. The statistical population included specialists, professors, and knowledgeable experts in the fields of business management and educational management, 13 of whom were selected through purposive and judgmental sampling. The data collection tool was a semi-focused interview, which was analyzed using MAXQDA software and the coding method. The analysis of the interview texts provided 41 indicators that were included in the framework of the pillars of the paradigmatic model of educational marketing in the education system. The findings showed that the concept of educational marketing in the education system included the components of the rupture of the demand for education market, the suppression of the supply of education market, the increase in the class gap, the increase in the intergenerational gap, the rupture of hope for the future, the increase in the intragenerational gap, politicization, the focus on customer personas, the production of customer-oriented content, the reconfigurable education system, relationship marketing, participatory marketing, the disappearance of the program-oriented education system, and the emergence of the market-oriented education system. Also, educational marketing itself was affected by causal conditions (4 concepts in the form of 2 categories), contextual factors (4 concepts in the form of 2 categories), intervening factors (7 concepts in the form of 3 categories), pivotal factors (13 concepts in the form of 3 categories), strategic factors (8 concepts in the form of 2 categories), and consequential factors (5 concepts in the form of 2 categories). Introduction Education in its general and specific sense plays a major role in the development of human capital, as it can be noted that one of the fundamental factors in the growth and development of a country is education; if there is growth in its quantity and quality, the development of the country can be expected; but the duration of these factors depends on management companionship (Haji Rasouliha et al., 2021). Educational organizations, as the most important, most effective and widespread organizations that are responsible for the formal education and training of individuals in society, and are of particular importance as providers of human resources for other organizations (Nur Rohim, 2019). In this regard, schools and institutes, as the basic pillars of formal education, strive to achieve the goals of education and training. Educational organizations and schools of every society, like other organizations, pay special attention to it in order to achieve the goals of their organizations, and this issue provides the basis for investigation and study (Hoy, 1985; Barati, 2018). Whenever the word competition becomes more prominent in an industry, the issue of marketing will also be more important there. The country's education industry is no exception to this rule; and with the increase in the potential of education in recent years, competition among the players in this industry has also increased (Lim et al, 2020). A review of existing research shows that marketing in the field of education in general and especially in education has received less attention and has also been neglected in domestic research. On the other hand, according to the report of the Higher Education Committee of the Islamic Consultative Assembly, due to the negative population growth, we will face severe vacant seats in schools in the coming years (Haji Rasouliha et al., 2021). Therefore, considering that non-governmental schools are run based on the per capita tuition they charge students, they need to attract as many students as possible and market themselves. Therefore, non-profit, online, and smart schools should seize this opportunity and compete with other schools in attracting students and educational marketing (Arab, 2016). The present study aims to present the criteria for selecting schools by students and the factors affecting educational marketing (causal, contextual, and intervening conditions, etc.) in the form of a model, and to identify the information sources used by students to select schools and to provide solutions for better competition in the field of education. Accordingly, this study attempts to answer the question: What are the dimensions and components of educational marketing in the education organization? Theoretical foundations Educational marketing: The role of educational marketing in education as an institution that has the largest share of education in society from different ages in the most basic concepts seems very vital and necessary (Babaee Kasmaee & Nadi, 2018). In the future, educational marketing is definitely an important aspect of educational management. Currently, much literature in the field of educational marketing is characterized by ideas, suggestions, guidelines and strategies that are determined based on marketing models formed from non-educational environments. Education can be seen as a service (Abbasi Niko, 2015). Educational organizations, given that they are service organizations in nature, were lagging behind in the field of marketing or did not use it and considered it unnecessary or costly. Apart from this, educational organizations are increasing their problems by using traditional marketing methods (Haqtalab, 2010; Ramezani et al., 2019). As competition among different organizations, including services, has increased, productivity and quality have increased; reforming and improving the marketing system is inevitable. Educational organizations are faced with three important tasks in the field of marketing. They must increase their competitive differentiation, service quality and productivity as much as possible (Watson, 2008; Teräs et al., 2020). Talebi et al., (2023) in a study explained human resource competencies with an educational services marketing approach. The findings showed that the competencies of "time management" and "creativity and innovation" had the highest effect extent of 0.584 and 0.538, respectively, and the competencies of "listening skills" and "analytical power" had the lowest effect of 0.285 among the key competencies. Al-Hayaari (2022) also conducted a comparative study of the opinions of managers and customers of educational services in his study. The results obtained indicated that there is a significant difference between the views of managers and customers in five dimensions of the marketing mix factors. In particular, in the product mix, it was observed that customers, contrary to the managers' opinion, considered the suitability of the course to the needs and the instructor's brand to be more important than the institution's brand; and in the price mix, considered the method of payment to be more important than the discounts offered. Research methodology The research method is qualitative. A purposive sampling method was used to select the sample. The sampling method was snowball. The experts were experts in the fields of business management, strategic management, and educational management. Sampling adequacy was achieved based on data saturation. The data-based method was used to analyze the data. To calculate the reliability of the interview with the intra-subject agreement method of two coders, one of the professors familiar with the data-based technique was asked to participate in the research as a secondary coder. Research findings Based on the analysis conducted, out of 13 interviewees, 11 were male and 2 were female. The majority of the individuals (53.9%) were in the age range between 40 and 50 years. Most of the individuals had work experience between 11 and 20 years. Individuals with a doctoral degree (15.4%) and individuals with a master's degree (84.6%) constituted the causal conditions of the model. 4 subcategories in the form of 2 main categories: disruption of the demand for the education market and suppression of the supply for the education market formed the underlying factors of the model. 7 subcategories in the form of 3 main categories: disruption of hope for the future, increasing the intergenerational gap, and politicization formed the interfering factors of the model. 13 subcategories in the form of 3 main categories of customer persona focus, customer-centric content production, and reconfigurable education system formed the core category of the model. 8 subcategories in the form of 2 main categories of relationship marketing and collaborative marketing formed the educational marketing strategies. 5 subcategories in the form of 2 main categories of the disappearance of the program-oriented education system and the emergence of the education system formed the consequences of educational marketing. Conclusion This research was conducted with the aim of investigating and identifying the dimensions and components of educational marketing in the education organization. The existence of gaps and discontinuities in the demand for education among students causes different behavioral tendencies to arise at different levels of education. This stems from the decrease in demand for essential education services. The decrease in the supply of essential education services is also one of the limitations that has provided the basis for the formation and creation of demand for educational marketing. The use of experienced and educated professors in this field is one of the main methods of attracting audiences and customers, which is of great importance in this sector. Producing customer-oriented content can play an effective role in attracting audiences. Expanding education supervision in students' lives and expanding education communications with students' parents allows important information to be collected about students' academic and personality needs. These results are consistent with and supported by the findings of Ramezani et al., (2019) and Abin & Sujianto (2022). They acknowledged in their research that the gap in the supply of educational services has caused students to adjust their demand for educational services. On the other hand, school educational policies can have a significant impact on reducing this trend. The results of the present study were obtained solely by relying on the views and experiences of experts in the target statistical population, which may limit the theoretical generalizability of the research findings to the entire country. Therefore, this problem can be resolved by obtaining the scientific opinions of other experts.

Abstract This study aimed to explain the factors contributing to employees’ quiet quitting in public organizations and to propose a conceptual model. Adopting a qualitative approach, this research was designed based on Grounded Theory. Data were collected through 17 semi-structured interviews with employees and managers of public organizations using purposive sampling, continuing until theoretical saturation was reached. Data analysis was conducted using the three-stage coding method (open, axial, and selective) via MAXQDA 10. The findings indicate that quiet quitting is the result of a complex interplay of causal factors, including organizational injustice, inappropriate leadership styles, limited career growth opportunities, and work overload. Contextual factors, such as unfavorable organizational culture and bureaucratic structures, as well as intervening factors, such as employees’ individual traits and the level of social support, also play significant roles. In response to these conditions, employees adopt strategies such as reduced job effort, organizational silence, and a focus on personal interests, leading to outcomes like decreased job satisfaction, burnout, and reduced organizational productivity. These results not only contribute to theory development in organizational behavior and human resource management but also provide a basis for designing managerial policies and strategies to mitigate quiet quitting and enhance employee commitment and motivation in public organizations.

Abstract Abstract The aim of the present study is to identify the dimensions and components of school social accountability in order to achieve an appropriate model. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, and of data-based theory. The statistical population of the study includes 15 experienced school principals and vice principals, and the samples were selected using the snowball sampling method, and sampling continued until the research reached theoretical saturation and adequacy. Semi-structured interviews were used to collect data. Using the results of the study of theoretical foundations and research background and the content analysis of the interviews, the dimensions of social accountability of schools were identified and, through 3 stages of open coding, axial coding and selective coding, the model of the components of school social accountability was presented in 6 main categories of causal conditions, axial phenomenon (exploration of the components and dimensions of school social accountability: including 3 main categories of goals, characteristics, implementation method and 6 subcategories), causal conditions, strategies, contexts, intervening conditions and consequences of social accountability for use in schools. The results of this study show that; school social accountability refers to its main and central beneficiary, namely the student. Organizations, including educational organizations such as schools, are in a network of relationships with stakeholders, and the recognition and method of interaction with stakeholder groups in the organization's activities are important. Introduction School is one of the most effective spaces for education, promoting a culture of participation, and crystallization of students' personality and accountability. Humans are social beings and from the moment of birth to the end of their lives, they live in society and constantly interact with other people. They must always learn how to live in society and satisfy their needs. For this, it is necessary to learn social skills. The individual learns these skills during the socialization process, and learning them correctly can lead to the formation of social accountability (Chorli et al., 2016). Today, developing societies need responsible and self-sufficient people, and today's people need to accept accountability for their lives and destiny more than ever. In fact, one of the important goals of education is to raise responsible people with a high sense of social participation. Therefore, teaching accountability and, subsequently, discipline of children and adolescents by parents and school officials leads to the upbringing of responsible and service-oriented youth (Movalat & Dehdari, 2018). Social accountability is the moral principle by which an organization or individual participates in social activities to improve the lives of others (Păceşilă, 2018). A school's social accountability is the voluntary responsibility that school members exercise towards society and the environment by accepting ethical principles, developing democratic and sustainable values, transparent and ethical behavior in active voluntary participation, self-learning socially responsible behavior, and a commitment to considering the needs of stakeholders within the framework of international laws and standards (Augustiniene et al, 2015). To this end, a school can, by utilizing specialized forces, allocating necessary facilities, and creating appropriate and diverse scientific, sports, cultural, etc. programs for all students, in addition to transferring knowledge and skills, have a significant impact on the behavior and socialization of individuals and their adaptation to social ethics through the transfer of desirable and appropriate social values, norms, and attitudes (Kouhi et al, 2015). Therefore, school social accountability can support a two-way communication and effective cooperation between students and the educational environment, which in turn increases student participation in school activities. Therefore, the purpose of the present study is to design a school social accountability model with the approach of increasing student participation in school activities. Therefore, in this research, we seek to answer the question: how to recognize the dimensions and components of school social accountability in order to achieve an appropriate model? Theoretical Framework School Social Accountability A school's social accountability is a voluntary responsibility that school members have towards society and the environment by accepting ethical principles, developing democratic and sustainable values, transparent and ethical behavior in active voluntary participation, self-education, socially responsible behavior, and a commitment to considering the needs of stakeholders within the framework of international laws and standards (Poodineh et al, 2019). Research Background Kazemi Mohammadi & Begum (2023) conducted a study titled "The Relationship Between Academic Negligence in Students and Teacher's Accountability". The results of the study showed that there is a significant relationship between teacher's accountability and students' academic negligence, and the greater the teacher's accountability, the less academic negligence in students will be, so by selecting responsible teachers, the level of academic negligence in students can be reduced. Razaghi et al, (2023) conducted a study titled "The Effectiveness of Social Accountability-Based Education on Students' Unproductive Academic Behaviors". The results showed that social accountability-based education reduced students' unproductive academic behaviors and all its components, including cheating and plagiarism, alcohol consumption, drug use, discriminatory behavior, absenteeism, procrastination, deviant behavior, and lethargy; and the results remained in the follow-up phase. Research Methodology The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, and of data-based theory. The statistical population of the study includes 15 experienced school principals and vice principals, and the samples were selected using the snowball sampling method, and sampling continued until the research reached theoretical saturation and adequacy. Semi-structured interviews were used to collect data. Research findings Using the results of the study of theoretical foundations and research background and the content analysis of the interviews, the dimensions of social accountability of schools were identified and, through 3 stages of open coding, axial coding and selective coding, the model of the components of school social accountability was presented in 6 main categories of causal conditions, axial phenomenon (exploration of the components and dimensions of school social accountability: including 3 main categories of goals, characteristics, implementation method and 6 subcategories), causal conditions, strategies, contexts, intervening conditions and consequences of social accountability for use in schools. The results of this study show that; school social accountability refers to its main and central beneficiary, namely the student. Organizations, including educational organizations such as schools, are in a network of relationships with stakeholders, and the recognition and method of interaction with stakeholder groups in the organization's activities are important. Conclusion The present study was conducted with the aim of identifying the dimensions and components of school social accountability in order to achieve an appropriate model. The results of this study are consistent with the results of Kazemi Mohammadi & Begum (2023), Razaghi et al, (2023), Hoshangi Shayan & Salarifar (2023), de Almeida et al, (2023), Alfirević et al, (2023), and Lee et al, (2023). Kazemi Mohammadi & Begum (2023) showed that there is a significant relationship between teachers' accountability and students' academic negligence, and the greater the teachers' accountability; the less academic negligence will be in students. Therefore, by selecting responsible teachers, the level of academic negligence in students can be reduced. According to the results of the study, the following suggestions were made: 1- The need to plan for active participation of student: The results show that in order to develop social accountability in students, programs should be developed that encourage them to actively participate in school activities. This participation can include group activities, leadership roles, and positive social interactions. 2- The impact of the educational environment: Emphasizing the importance of the educational environment and interactions within the school shows how this environment can affect the personal and social development of students. Creating a collaborative and supportive atmosphere in the school can help strengthen a sense of accountability and belonging to society.

Abstract Abstract
Using a meta-synthesis method, the present study has designed a systematic model for training elementary school principals with a problem-solving approach based on the seven-step approach of Sandolowski et al. (2007). The study population of this study included all articles published with full access between 2010 and 2024 in Persian and English. Using purposive sampling and applying entry criteria (time of publication, language of the article, and subject area), 41 articles were selected as the final sample. Exploratory coding was used to analyze the data at three levels: open code, category, and component. Findings were presented in the form of tabulation methods of findings and a conceptual model; therefore, tables were used to systematically display the findings, such as information extraction tables, tables presenting coding findings, and tables presenting quality control results; and a conceptual model was used to present the model. The findings led to the identification of 62 open codes, 12 categories, and three main components (problem formulation, problem identification, and problem solving), which ultimately resulted in a classification-process model. In this model, problem formulation was considered as input; problem identification as the main process; and problem solving as the output. The validity of the findings was confirmed through peer review, which indicates the applicability of this model in the design and implementation of training courses for elementary school principals. The innovation of the research lies in providing a systematic educational model for school administrators, which is the result of combining the findings of previous studies in the field of organizational training with an emphasis on a problem-solving approach.
Introduction
Problem-solving constitutes a critical function within learning organizations such as schools. It involves individuals overcoming adverse situations, obstacles, and challenges encountered while pursuing objectives (Tekin & Akın, 2021). Thus, problem-solving is a process requiring concerted effort to eliminate impediments hindering the achievement of specific goals (Güneş, 2022). Like all educational learning organizations, schools face diverse challenges, with primary responsibility for resolving these issues resting upon school principals. In today’s complex and dynamic world, novel challenges continually emerge for organizations and leaders. Schools, as learning organizations, encounter unprecedented issues that demand capable leaders proficient in problem-solving to effectively address difficulties and leverage resulting opportunities (Leithwood et al., 2021). Consequently, contemporary schools require principals possessing demonstrable problem-solving competencies. As organizational leaders, principals must exhibit strong problem-solving skills to prevent costly operational disruptions when confronting multifaceted challenges (Billett, 2020). Therefore, acquiring problem-solving skills represents an essential prerequisite for all administrators, necessitating dedicated attention prior to or during their tenure.
Educational systems currently face complex challenges in training school principals. Given the pivotal role of primary school principals in guiding instructional processes and fostering optimal learning environments, designing effective learning models to enhance their professional capabilities is paramount. While problem-based learning (PBL) approaches have proven effective in other domains (e.g., public administration and engineering) (Perusso & Baaken, 2020), Iran notably lacks a comprehensive model grounded in meta-synthesis of existing research with an explicit focus on problem-solving approaches for primary school principal development. This research gap underscores the need for advanced qualitative methodologies to establish a practical learning framework. Accordingly, this study employs meta-synthesis to design a systematic problem-solving-based learning model for primary school principals. Findings aim to provide a structured framework for principal training programs and assist policymakers in developing targeted empowerment initiatives.
Research Questions
1.      What components constitute a problem-solving-based learning model for primary school principals?
2.      What is the structure of a problem-solving-based learning model for primary school principals?
3.      To what extent is the proposed problem-solving-based learning model for primary school principals valid?
Theoretical Foundations
Problem-Based Learning (PBL) represents an instructional approach gaining increased attention in management education over the past decade. By simulating real-world challenges, PBL fosters critical thinking and collaborative skills among managers (Hung, 2019). For instance, Munoz-del-Campo (2023) demonstrated a 25% improvement in analytical skills among government employees through PBL interventions. Additionally, Sukackė et al. (2022) conducted a meta-analysis revealing PBL's superior adaptability to learner needs compared to other active learning methodologies.
While international research has examined problem-solving approaches across organizations, Sukackė et al. (2022) systematically analyzed 177 publications using the ADDIE model (Analysis, Design, Development, Implementation, Evaluation) to compare Problem-Based, Project-Based, and Challenge-Based Learning in engineering education. Their findings, considering the differences between the three methods and the goals and characteristics of education for sustainability, identified Challenge-Based Learning as the optimal approach for sustainable engineering training, characterizing it as an evolution beyond project and problem-based methodologies.
Perusso and Baaken (2020) employed comparative analysis to evaluate case-based instruction, management apprenticeships, and PBL for business students. Using four criteria—problem structure, realism, implementation feasibility, and reflective capacity—they determined that while no approach fully satisfied all criteria, PBL demonstrated the strongest alignment. Consequently, PBL was established as the most suitable methodology for management education.
Research Methodology
The present study employs a qualitative meta-synthesis methodology. Although problem-based learning (PBL) has been investigated internationally, its application within the context of Iranian school administrators represents an underexplored phenomenon requiring the development of a context-specific theoretical model. Consequently, this research utilizes Sandelowski et al.'s (2007) seven-stage meta-synthesis framework to derive a problem-solving-based learning model for Iranian principals.
The study population comprised all fully accessible Persian and English articles published between 2010 and 2024. Through purposive sampling with three inclusion criteria—publication date (2010–2024), language (Persian/English), and thematic relevance (principal development/problem-based learning)—41 articles were selected as the final sample.
Data analysis employed exploratory coding across three distinct phases:
1.      Open coding (initial concept labeling)
2.      Categorization (pattern identification)
3.      Component formulation (theoretical abstraction)
Findings were presented through two complementary formats: comprehensive tables (including data extraction matrices, coding taxonomies, and quality control documentation) and a conceptual model visually representing the derived learning framework.
Research Findings
The research findings led to the identification of 62 open codes, 12 categories, and three main components: problem posing, problem identification, and problem-solving. Ultimately, a classification-process model was developed. In this model, problem posing was considered the input, problem identification the core process, and problem-solving the output.
To determine the structure of the problem-solving-based learning model for elementary school principals, axial coding was used to establish the relationships among the three components: problem posing, problem identification, and problem-solving. Selective coding was then employed to select the optimal model structure based on these inter-component relationships. In axial coding, the problem posing component serves as the starting point of the model, providing a foundation for creating challenging learning situations. This component, through categories such as "learning situation design" and "objective setting," is directly linked to the problem identification component, as it guides learners to analyze the situation and identify the problem. The problem identification component, with categories like "motivation generation" and "problem analysis," bridges problem posing and problem-solving. In axial coding, this component is identified as the "core phenomenon" because it facilitates the process of diagnosing and understanding the problem. Its connection to the problem-solving component, through solution generation and knowledge sharing, demonstrates a logical flow from identification to resolution. Finally, the problem-solving component, with categories such as "solution implementation" and "evaluation," enables the ultimate conclusion of the learning process.
In selective coding, the relationships among the components are organized into a theoretical narrative. This narrative begins with problem posing, progresses through problem identification, and concludes with problem-solving. This integration indicates that the model is not merely linear but cyclical and interactive, such that problem-solving can lead to a revisiting of problem posing. The presented model, by combining axial and selective coding, creates a cohesive framework for understanding the complex relationships among the components of a problem-solving-based learning model. These relationships are not only linear but also cyclical and interactive, with each component influencing and being influenced by the others. Such a structure allows the model to adapt to the diverse needs of elementary school principals, making it a powerful tool for professional development.
Conclusion
This research aimed to design a problem-solving based learning model for elementary school principals by systematically reviewing and analyzing prior studies using a meta-synthesis approach, guided by the seven-stage framework of Sandelowski et al. (2007). The findings of this study not only address the existing gap in comprehensive models for principal training but also pave the way for the professional development of elementary school principals by offering a coherent and practical framework.
The designed model is a classification-process model that systematically and dynamically illustrates the relationships among the three core components: problem posing, problem identification, and problem-solving. Unlike previous linear models, this model is cyclical and interactive, meaning each component influences and is influenced by the others. This structure highlights the complexity of the problem-solving process in organizational environments like schools and emphasizes the importance of continuous review and improvement. In the axial coding phase, problem posing serves as the model's starting point, laying the groundwork for creating challenging learning situations. This component, through categories such as "learning situation design" and "objective setting," is directly linked to problem identification, as it guides learners to analyze the situation and identify the problem. This logical connection underscores the importance of careful and purposeful preparation of learning situations before delving into the problem analysis process. Problem identification has been identified as the "core phenomenon" of the model because it facilitates the process of diagnosing and understanding the problem, essentially forming a bridge between problem posing and problem-solving. Categories such as "motivation generation" and "problem analysis" fall within this section. Its connection to problem-solving through "solution generation" and "knowledge sharing" demonstrates a logical flow from identification to resolution. This implies that without proper analysis and understanding of the problem, achieving effective solutions will be impossible. Finally, problem-solving facilitates the ultimate conclusion of the learning process. What distinguishes this model is its cyclical and interactive nature. Selective coding reveals that the relationships between the components are organized into a "theoretical narrative" that begins with problem posing, progresses through problem identification, and concludes with problem-solving. However, problem-solving can lead to a revisiting of problem posing, meaning that after implementing and evaluating a solution, new issues might be identified, or there might be a need to redefine initial problems. This characteristic provides flexibility and adaptability to the model, allowing it to meet the evolving needs of elementary school principals. By addressing the complex demands of learning organizations like schools, this model trains principals who are not only capable of solving existing problems but also adept at identifying and managing new ones.

Abstract Abstract The aim of this study is to present a model for policy-making for employee empowerment at Payam Noor University with a data-based approach. The present study is applicable-developmental in terms of the type of objective, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the study includes specialists and experts familiar with the issues of policy-making for employee empowerment. Sampling in this study was of the snowball type. Based on the subject of the desired data, semi-structured interviews were collected and sampling continued until theoretical sufficiency and saturation. The information obtained was analyzed with Nvivo software. The results showed that the employee empowerment policy-making model with a data-based approach includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowering, optimizing, and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions), and consequences (individual consequences, academic consequences). Introduction Human resources, as the most valuable organizational resource, are the center of organizational approaches and activities and play a fundamental role in achieving the goals and ideals of the organization (Alirezaei &Babaei Meybodi, 2020). A prerequisite for a developed society is to have developed organizations, and developed organizations gain their strength and success through empowered human resources. Empowerment makes employees feel more responsible for better performance in the organization (Greasley, et al., 2008). Empowering employees allows managers to benefit from the knowledge, experience, energy, skills, and motivation of the organization's people (Dickson and Lorence, 2019). Since empowerment is a strategy, its prerequisites must be provided and practical strategies and actions must be used to implement it in the organization. Therefore, paying attention to organizational intelligence capabilities and interpersonal relationships in improving employee empowerment is considered vital (Miidom, et al., 2022). Despite the increasing interest in empowerment studies, there are still research gaps in the literature. First, given the dynamic nature of organizations and work groups, there is a need to understand what is happening and examine relationships from a dynamic and multi-level perspective. Second, the link between empowerment and the psychological contract, an implicit agreement exchange between an individual and an organization, is rarely understood; although empowerment has recently been used to explain the exchange of the employee-organization relationship. The last gap is the limited knowledge about the relationship between psychological empowerment and the quality of interpersonal interactions (Kanjanakan et al., 2023). Payam Noor University, as one of the largest higher education centers in the country, faces several challenges in the field of human resources. One of the most important of these challenges is the need to empower employees in order to increase productivity, improve the quality of services, and adapt to rapid changes in the field of education and technology. The absence of a comprehensive and integrated policy in the field of empowerment has led to the dispersion of efforts, the lack of alignment of programs, and ultimately, the failure to fully realize organizational goals. Payam Noor University lacks a comprehensive and localized model for empowering its employees, which leads to a lack of complete productivity, reduced job satisfaction, and a lack of compliance with the university's current needs. Paying attention to the specific structure of Payam Noor University (such as geographical dispersion and diversity of human resources), this research helps to increase productivity, improve the skills and motivation of employees, and ultimately achieve the university's goals. To achieve this goal, in the research process, using a qualitative method and also having the views of experts, an attempt is made to answer the question: What is the model of policy-making for empowering employees at Payam Noor University with a data-based approach? Theoretical foundations of the research Empowerment The history of the first definition of the term empowerment dates back to 1788, in which empowerment was understood as the delegation of authority in one's organizational role, which should be granted to the individual or seen in his organizational role. The word Empower in the Oxford Dictionary means "to strengthen, to authorize, to provide power, to be able to". In the specific sense, it means empowering and giving freedom of action to individuals to manage themselves, and in the organizational sense, it means changing the culture and courage in creating and leading an organizational environment. In other words, empowerment is the design and construction of the organization in such a way that individuals, while controlling themselves, are also prepared to accept more responsibilities (Abbasgholizadeh, & Alirezaei, 2020). Although the term empowerment has been used very widely in the management literature, there is no clear meaning of it and researchers have not provided a common definition for it. Empowerment means designing a structure in such a way that individuals, while controlling themselves, achieve sufficient growth to accept greater responsibilities in the future (Mirmohammadi et al., 2016). In the empowerment process, the manager helps employees to acquire the necessary capabilities for career maturity and self-leadership (Hamszare et al., 2017). Human resource empowerment is a new approach to intrinsic job motivation that, by releasing the internal forces of employees, causes the flourishing of individuals' talents and competencies (Shahravi, 2021). Research Background Sadeghi (2025) conducted a study to investigate the effect of organizational trust, employee empowerment, and organizational citizenship behavior on improving employee performance in Bandar Abbas Municipality. This study is descriptive-analytical and data were collected through a standard questionnaire. Confirmatory factor analysis-structural equation methods were used to analyze the data. The results of the study show that organizational trust and employee empowerment have a direct and significant effect on improving employee performance. However, organizational citizenship behavior did not show a significant effect on employee performance. The findings indicate that creating mutual trust between employees and managers and providing empowerment conditions can lead to increased productivity and better employee performance. Tretiakov et al. (2023) conducted a study titled “Investigating Employee Empowerment and Human Resource Flexibility in Small and Medium-Sized Information Technology Companies.” The results showed that employee empowerment has a significant impact on four dimensions of human resource flexibility (skill flexibility, communication flexibility, behavioral flexibility, and cognitive flexibility), and flexibility is an appropriate approach to responding to environmental uncertainty and is a capability to react or respond appropriately to environmental needs. Skill flexibility emphasizes the willingness and ability to adapt to changes, especially in how and when to do work. Communication and behavioral flexibility enable employees to manage and solve problems by understanding the differences between themselves and others. Cognitive flexibility causes a person to change their thinking from old situations to new situations, overcome common responses or thoughts, and adapt to new situations. Zarei et al. (2025) conducted a study entitled "Designing a Manager Empowerment Model in Tehran Municipality". The results showed that the variables of participation, leadership, goal setting, planning, organization, allocation of resources and facilities, creativity, having team competence and adequacy, having a sense of empathy and communication, technical and specialized skills, knowledge and awareness have a significant relationship with the empowerment of managers in the southwest Tehran Municipality. Empowering managers is one of the effective tools for increasing employee productivity and optimal use of their individual and group capacities and abilities in line with organizational goals. Research Methodology The present study is applicable-developmental in terms of the type of purpose, descriptive in terms of data collection, and qualitative in terms of the nature of the data. The statistical population of the study includes specialists and experts familiar with employee empowerment policy issues. Sampling in this study was snowball type. Based on the subject of the desired data through preliminary studies, semi-structured interviews were collected and sampled until theoretical sufficiency and saturation were reached. After conducting 18 interviews, data analysis indicated that new data was not added to the previous data, because a high percentage of the data extracted from the last interviews was repetitive. Therefore, after conducting 18 interviews and reaching theoretical saturation, the interviews were ended and to ensure the transferability of the research findings, three experts outside the research were consulted. Research findings In the qualitative part of the research, taking into account the opinions of experts and experts, compiling and extracting all interviews and using the grounded theory approach (open coding, axial coding and selective coding) and based on the paradigmatic model (causal conditions, axial phenomenon, background conditions, mediating conditions and strategies), a model for setting a line and policy for employee empowerment was designed using the Nvivo qualitative analysis software. The results showed that the employee empowerment policy-making model with a data-based approach includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowerment, optimizing and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions), and consequences (individual consequences, academic consequences). Discussion and Conclusion The aim of this study was to present a policy-making model for empowering employees at Payam Noor University. The results showed that the policy-making model for empowering employees with a data-based approach includes causal factors (leader competencies, human resource competencies, organizational competencies, and motivation of academic agents), contextual factors (university structure, university atmosphere, university technology), intervening factors (cultural conditions, economic conditions, social conditions, and political conditions), strategies (clarifying the vision, goals, and mission, empowerment, optimizing and facilitating processes, establishing a quality assurance system, establishing a meritocracy system, establishing an accountability system, creating motivation, and developing communications and interactions), and consequences (individual consequences, academic consequences). These findings are somewhat consistent with the results of Khalili Esnaki (2021) and confirm the results of this study. Based on the findings of the study, it is recommended: Focus on developing leadership competencies and creating a participatory organizational culture. Leaders should strengthen their leadership competencies and involve employees in decision-making by providing the necessary training and creating learning opportunities. Also, creating a fair and transparent reward and incentive system can increase employee motivation for progress and innovation. In addition, providing the necessary resources and facilities to perform tasks and providing career development opportunities helps employees improve their skills and work more effectively. Finally, creating open and transparent communications between employees and leaders helps build greater trust and cooperation and provides the basis for employee empowerment.

Abstract Abstract The purpose of this research is to design a curriculum based on entrepreneurial thinking (case study: second secondary schools in the west of Gilan province). According to its purpose, the research method is applicable, with an inductive approach; and in terms of the method of implementation, it is qualitative, based on thematic analysis method. The statistical population of the research includes 10 principals of second secondary schools in the west of Gilan province. The sample size was carried out with the purposeful sampling method, and the interviews continued until reaching theoretical saturation. A semi-structured interview was used to collect information. Thematic analysis and MAXQDA 20 software were used to analyze the data. Research findings show the impact of factors, appropriate educational resources, experts and entrepreneurs, encouraging creative thinking and innovation, providing practical opportunities, regular evaluation and feedback, cultivating communication and cooperation skills, training time and resource management, problem-solving ability, Technical and specialized skills training, and encourage critical thinking. Introduction Curriculum based on entrepreneurial thinking is an educational program that helps students understand and develop entrepreneurial skills and innovative thinking. These programs are usually designed to promote ideas, develop skills, and strengthen students' motivation and creativity. In addition to helping students develop their entrepreneurial skills, these programs also prepare them for startups and manage their own businesses. These programs can act as a bridge between school and industry, and help students to turn their ideas into action and be successful in the field of entrepreneurship (Kimencu, 2021). One of the basic components in the education system is the curriculum based on entrepreneurship. Curriculum refers to formal and informal content, and overt and hidden training, through which students under the guidance of the school acquire the necessary knowledge, acquire skills, and change their attitudes and values. Researchers believe that the curriculum based on entrepreneurship is a small part of what schools teach. A large part of students' entrepreneurship is the result of their dynamic interaction with the culture or the set of relations and relationships, rules and regulations and the atmosphere that governs the school, which is from unintentional and mainly value-based, normative and attitudinal learning, and is considered a part of the a hidden lesson programs (MoazemiGodarzi, 2015). Curriculum can help students to understand its existence and potential impact (Neve et al, 2018). Curriculum is one of the most important tools and elements for the realization of educational goals and missions; therefore, efforts are made to transfer different types of knowledge and skills to students through the design and formulation of a specific curriculum, and prepare them to assume their roles and responsibilities. When it comes to the curriculum, there is always the impression that the teacher and students work hard in designed learning, with the hope that students will become entrepreneurial human beings (Nourozichegini et al, 2018). The main question of the research: How is the curriculum based on entrepreneurial thinking in the second secondary schools in the west of Gilan province? Theoretical framework Curriculum planning The process-oriented curriculum tends to be student-centered, and the teacher and the student have new roles in it. As an expert and a small thinker, the student is a decision-maker, he is a self-leader in the process of learning, a communicator, a negotiator and a responsible person in order to work in group work. He supports other members of his group; therefore, he shows human traits in action (Savin & Major, 2014). Entrepreneurial thinking Entrepreneurial thinking is not only a skill, but also a spirit and attitude that encourages people to identify and take advantage of opportunities and create value. This type of thinking helps people to create and improve opportunities by themselves instead of growing in existing situations. An entrepreneur can work in any field; from starting a new business to making changes and innovations in existing products and services. To have an entrepreneurial mindset, people must have characteristics such as creativity, initiative, perseverance, flexibility and tolerance for mistakes. They should be able to see challenging situations as opportunities for growth and development, and look for innovative solutions to various problems (Tiberius et al, 2023). Curriculum and entrepreneurship education The curriculum and entrepreneurship education consists of different steps that allow students to acquire the necessary skills to start and manage a business. An introduction to entrepreneurship is provided so that students get to know the concept and importance of entrepreneurship and learn about the successes of great entrepreneurs and their impact on society. Students are taught basic entrepreneurial skills that include communication skills, collaboration, time and resource management, creative thinking, and problem solving (Maydiantoro et al, 2021. ( Tiberius et al, (2023) in a study of the curriculum analysis of the highest ranking entrepreneurship MBA programs in the best entrepreneurship education; investigated the objectives, learning and teaching contents, as well as evaluation methods as the four main dimensions of the entrepreneurship curriculum of graduates. The results show that the programs are mainly commercial and managerial, with a relatively small share of self-entrepreneurship. Specific goals of entrepreneurship are entrepreneurial attitudes and competencies, such as entrepreneurial leadership, entrepreneurial mindset, entrepreneurial skills, opportunity creation, opportunity identification, and turning uncertainty into opportunity. Educational content also focuses on business, management, and law, while entrepreneurship content includes entrepreneurial failure, entrepreneurial management, entrepreneurial thinking, and entrepreneurship in general. Zanganeh et al, (2024) investigated the design of the curriculum model of virtual schools in the second period of secondary school in Khaf city. The results showed that school curriculum design includes 6 components: curriculum goals, curriculum content, curriculum evaluation, curriculum learning-teaching flows, curriculum strategies, and degree of curriculum suitability; and the results of model fit statistics show that the obtained values for each of the indicators shows a very good fit of the model. Research methodology According to its purpose, the research method is applicable, with an inductive approach; and in terms of the method of implementation, it is qualitative, based on thematic analysis method. The statistical population of the research includes 10 principals of second secondary schools in the west of Gilan province. The sample size was carried out with the purposeful sampling method, and the interviews continued until reaching theoretical saturation. A semi-structured interview was used to collect information. Research findings Thematic analysis and MAXQDA 20 software were used to analyze the data. Research findings show the impact of factors, appropriate educational resources, experts and entrepreneurs, encouraging creative thinking and innovation, providing practical opportunities, regular evaluation and feedback, cultivating communication and cooperation skills, training time and resource management, problem-solving ability, Technical and specialized skills training, and encourage critical thinking. Conclusion The current research was conducted with the aim of designing a curriculum based on entrepreneurial thinking (case study: second secondary schools in the west of Gilan province). The results of this research are in agreement with the researches of Zanganeh et al, (2024), Tiberius et al, (2023), Mastali et al, (2023), Mortazavi Amiri et al, (2023), Iqbal et al, (2022), Tayeb Nia et al, (2022), Yarmohamadian et al, (2021), Iwu et al, (2021), and Maxwell et al, (2018). Yarmohamadian et al, (2021) showed that the entrepreneurship framework has validity. Entrepreneurship includes three general cognitive, skill and attitudinal components. According to the findings of the research, the goals of entrepreneurship are familiarity with the concepts of knowledge, motivation, and entrepreneurial skills. Its content is the theoretical foundations of entrepreneurship; learning and business management and communication, and characteristics and personality skills of entrepreneurs. Active teaching approaches; direct and applicable presentation methods are appropriate. Also in evaluation approaches; the methods of evaluating the field of knowledge, attitude, and skill are important, and finally, the state of entrepreneurship is below average. According to the indicators of the curriculum based on entrepreneurial thinking, the following suggestions can be considered: Creating and developing educational resources and teaching materials designed from the point of view of entrepreneurship and creative thinking can have a significant improvement in the learning process of students. Holding workshops, lectures and meetings with experts and successful entrepreneurs can take advantage of their experiences and increase students' motivation to pursue business courses.

Abstract Abstract The purpose of this research is to identify the components of the model of empowerment of administrative system employees based on organizational intelligence and interpersonal relationships in the electricity industry of Sistan and Baluchistan Province. The statistical population includes 17 scientific experts and senior managers of electricity industry companies, who were selected through the purposeful and accessible sampling method. Semi-structured interviews were used to collect data and continued until reaching the theoretical saturation stage. To increase the scientific credibility of the results in the qualitative part, Merriam's method and percentage agreement coefficient were used. The data analysis was done using the inductive theme analysis method by Max QD software. The results of this stage were presented in the form of a model including antecedents, dimensions, adjusting factors, and consequences. The results of the present research show that the use of the organizational intelligence approach and interpersonal relationships is effective for empowering employees and has caused the conceptual development of this variable and the recognition of new dimensions of this phenomenon. Thus, the presented model can be a pioneer for the electricity industry in the effective implementation of these dimensions. Extended Abstract Introduction In the era of globalization and rapid advancement of technology, the most important asset of any organization is its human power, which plays a role more than other factors in maintaining and expanding the functional level and completing the mission of the organization (Tian et al., 2018). The prerequisite of a developed society is to have developed organizations, and developed organizations gain their strength and success through capable human resources. Empowerment makes employees feel more responsible for better performance in the organization (Greasley et al., 2008). Today, empowerment is considered as one of the useful tools for improving the quality of employees and increasing organizational effectiveness. Since empowerment is a strategy, its prerequisites must be met and the strategies and practical actions must be used for its implementation in the organization; therefore, paying attention to the capabilities of organizational intelligence and interpersonal relationships in the development of employee empowerment is considered vital. Intelligence is one of the undeniable requirements for the survival of organizations and represents the total knowledge that an organization takes from the environment in which it operates. Organizational intelligence is the best response to environmental challenges. Organizational intelligence enables organization employees to adapt to environmental changes and manage environmental complexity (Miidom, et al., 2022). The importance of communication and interpersonal relationships in organizational environments is undeniable; interpersonal relationships in the organization refer to different ways, strategies, and tools that employees use in their communication activities (Arora & Rangnekar, 2016). Interpersonal relationships in the organization help employees to share what they know and feel with each other, and is one of the most important factors affecting the performance of employees, which plays an important role in achieving goals (Kyongo, 2016). That is why in recent years, interpersonal relationships have received serious attention as a basic requirement for successful job performance from managers and organizational researchers (Damghanian et al., 2017). In this context, it is necessary to use its key components for superior performance in carrying out professional responsibilities. Theoretical foundations Empowerment Empowerment means designing a structure in such a way that people can achieve sufficient growth while controlling themselves to accept more responsibilities in the future (Mirmohammadi et al, 2016). Empowerment of human resources is a new motivational in-job approach that causes flourishing of talents and competencies of people by releasing the internal forces of employees (Shahravi, 2021). Organizational intelligence Albrecht considers organizational intelligence to be the capacity of an organization to utilize all its mental forces and concentrate these thoughts to perform tasks (Albrecht, 2003). Interpersonal relationships The importance of interpersonal communication and relationships in organizational environments is undeniable; so that it can be considered one of the vital factors for job performance and success. Interpersonal relationships are a process by which people's information and feelings are shared through verbal and Non-verbal messages and must be done effectively to ensure the achievement of organizational goals (Keyton et al, 2013). Research methodology The current research is applicable in terms of purpose, and qualitative in terms of method, in which semi-structured interviews were used to extract the research components and parameters. The investigation of the background of the current research showed that the nature of this issue has not been well explained. Therefore, the method of inductive theme analysis (theme analysis) has been considered as a qualitative research method. In this research, academic experts and senior electricity managers were interviewed in order to achieve the components of the employee empowerment model based on organizational intelligence and interpersonal relationships. The selection criteria of experts are theoretical mastery, practical experience, willingness to participate, and availability. The number of participating experts was 17. According to the previous agreement with them, their names have been avoided in the text of the article. The participants in the interviews were selected in a purposeful and available manner, and the process of interviews continued until the theoretical saturation was reached. To collect data from the interviews Semi-structured interviews were used. After the interviews were completed and theoretical saturation was reached, the data from 17 interviews were analyzed using MAXQDA software. Research findings In the qualitative part, the data obtained from the interview was analyzed with the help of inductive thematic analysis. The data analysis process was restarted with open coding. Open coding was first implemented in the content of all the interviews; after extracting the initial codes, the conceptually and content-wise shared codes were merged and formed the basic themes. Also, the basic concept shared themes were merged and formed the organizing themes. The results of this stage were presented in the form of a model including antecedents, dimensions, adjusting factors and consequences. Discussion The purpose of this research is to identify the components of the empowerment model of administrative system employees based on organizational intelligence and interpersonal relationships in the electricity industry of Sistan and Baluchistan province. Based on the findings of this study, 9 dimensions were identified for the dimensions of administrative system employee empowerment based on organizational intelligence and interpersonal relationships, including personal empowerment, attitudinal empowerment, cognitive empowerment, communication empowerment, managerial empowerment, organizational empowerment, social empowerment, knowledge/informational empowerment, and spiritual empowerment. This model has the dimension of comprehensiveness and hindrance and it has been able to include all native and specific aspects of organizational intelligence and interpersonal relationships that are effective in empowering employees, and there is no part of the model that is extra or not useful. Also, from the practical aspect, it is the answer to a real business problem. In general, it can be said that the use of the organizational intelligence approach and interpersonal relationships in empowering employees is effective and appropriate, and the model of this research has been able to provide a more realistic and comprehensive view and provide useful practical knowledge for the use of managers.

Abstract Abstract
The purpose of the present study is an analysis of dimensions and components of sustainable human resources management in Fars province Azad universities. The research method is qualitative, and applicative in terms of its purpose. The statistical population includes 18 members of the faculty, staff and experts of the Islamic Azad University of Fars province, who were selected by purposive sampling and criteria-based technique. The data collection tool includes two parts; a semi-structured interview in the field part, and the review and exploration of upstream documents and higher education documents in the library part. To analyze the data; open, central and selective coding was used based on the theory of the foundation data, and the Atlas ti software was used to code the interviews. The results indicated that the dimensions and components of sustainable human resource management in the Azad universities of Fars province, a total of 151 concepts and 31 categories or core codes were identified and extracted. 31 categories identified in 6 groups which include causal conditions, governing context, intervening conditions, strategies, consequences, and central category or phenomenon.
Extended abstract
Introduction
Scientific discussions along with the need of organizations to refocus and determine the role of human resource management in the sustainability of organizations have led to the development of a new approach to human resource management, which is known as sustainable human resource management (Anlesinya & Susomrith, 2020). Sustainable human resource management research is a topic that has become increasingly important in the last decade. Human resource management has meant the efficient and effective use of people to achieve short-term financial results. But currently, according to the concept of sustainability, it means using human resources tools to establish a sustainable strategy and create a human resources management system that helps the sustainable performance of the business (Montiel & Delgado-Ceballos, 2014). This new perspective of human resource management includes identifying broader goals for human resource management through recognizing the complexities of the dynamics of the work environment and clearly recognizing the need to prevent the negative effects of human resource management actions (Lopez-Cabrales & Valle-Cabrera, 2020).
Accordingly, the current research is looking for an answer to this question: What are the dimensions and components of sustainable human resource management in the Azad universities of Fars province?
Theoretical framework
Human resource management improves organizational performance and efficiency and then brings efficiency and profitability. Undoubtedly, famous and powerful organizations are aware of the effective role of human resources in increasing growth and development, and cautious and far-sighted managers consider the organization as a combination of employees with different thoughts and moods, knowledge, and different physical conditions; and organizations cannot find actual existence without them (Koshki Jahromi & Rezaei Mir Ghaed, 2018).
Sustainable human resource management refers to all activities related to the development, implementation, and continuous maintenance of a system that is carried out with the aim of creating employees of a sustainable organization. In fact, this concept is that aspect of human resource management that is interested in transforming regular employees into sustainable employees so that it can reach the organization's environmental goals and ultimately make a significant contribution to environmental sustainability. It refers to the policies, practices and systems that encourage the organization's employees to sustain and protect the environment for the benefit of the individual, society, the natural environment, and the job. Based on the studies conducted in the past, the need for human resources management support for sustainable issues was reinforced by studies that discussed the positive effects of human resources for the efficiency of companies in a wider way (Norozi Fard & Zamani, 2016).
Parsazadeh, (2022) investigated the impact of human resource management strategies on sustainable competitive advantage through job satisfaction and the moderating role of servant leadership (case study: Islamic Azad University, Ahvaz branch). The results showed that human resource management strategies have an effect on sustainable competitive advantage. Also, job satisfaction mediates this relationship and servant leadership moderates the relationship between job satisfaction and sustainable competitive advantage.
 Fazalali & Moazzami (2022) investigated the effect of organizational leadership style on human resource management while emphasizing the mediating role of competitive work environment. The results of the research show that organizational leadership style has no significant effect on human resource management and it has been rejected, but organizational leadership style has an effect on competitive work environment; competitive work environment on human resource management; and organizational leadership style on human resource management with a mediating role of competitive work environment. They are meaningful and have been confirmed.
Research methodology
The present study was conducted qualitatively in terms of data collection, and was applicable in terms of purpose. The research method is a case study. The statistical population of the research includes 18 faculty members, staff and experts of the Islamic Azad University of Fars province. The purposeful sampling method was done with criteria-based technique. In the library section, 16 documents were studied, examined and researched. In this research, the data-based theory method was used in order to identify and analyze the dimensions and components of sustainable human resources management. The implementation of the Foundation's data theory method began with conducting interviews, collecting and coding data.
Research findings
In order to analyze the data; open, central and selective coding was used, and Atlas ti software was used to code the interviews; and the results showed that the identified and extracted dimensions and components of sustainable human resource management in the Azad universities of Fars province were a total of 151 concept and 31 core categories or codes. 31 identified categories were placed in 6 main categories that include causal conditions (sustainable job analysis and design - sustainable human resource planning - sustainable performance evaluation - safety and health management - sustainable reward and discipline management - social conditions and economic conditions); the dominant context conditions (manpower training - sustainable attitude - change and strategic management - technological infrastructure - effective laws and documents - supportive atmosphere in the organization - and competitive advantages), intervening conditions (management system - organizational atmosphere - individual culture in the organizational position - conflicts - demographic effects - supportive law), strategies (conceptualization of a sustainable university - sustainable management - sustainable education program - sustainability policy - sustainability monitoring - alignment with micro and macro missions of the university - sustainable research), and consequences (individual consequences - consequences organizational - social consequences).
 Conclusion
The current research was conducted with the aim of analyzing the dimensions and components of sustainable human resource management in the Azad universities of Fars province. The results of this research are in agreement with the results of Baum et al, (2016), Baum (2018), Lin & Sanders (2017), Lin (2013), Elahi & Mahmudi Shenas (2019), Chams & García-Blandón (2019), Abdolalipor (2017), Macke & Genari (2019), Indiparambil (2019), and Sharifi (2016). Causal conditions of events are events and happenings that lead to the occurrence or expansion of the desired phenomenon, or events that precede the desired phenomenon in terms of time. It should be considered that sustainable human resource management is defined to meet the current needs of the organization and society without jeopardizing the ability of the future generation to meet these needs, and simultaneously pays attention to economic, environmental, and social needs; provided that series of specific conditions in which strategies and mutual actions are taken to manage, control and respond to the phenomenon should be considered as background conditions; and intervening conditions are factors that facilitate the causal conditions, or interferes as a result of these conditions and prevents it. In other words, intervening conditions alone do not lead to behavior, but they can affect behavior due to causal conditions. Strategies or actions are purposeful actions that provide solutions for the desired phenomenon. Strategies are a set of actions that individuals, teams, and organizations take in response to causal conditions and context and considering intervening factors in order to realize the core category of sustainable human resource management in Fars province free universities; and the consequences, results, and outputs of strategies or actions and reactions. In other words, wherever a person or persons choose to perform or not perform a certain action/reaction in response to a matter or problem or in order to manage or maintain a situation, consequences arise.
According to the results of the research, the following suggestions are presented:

Creating superior organizational capabilities to achieve high quality standards and integrity;
Having a sustainable organizational culture in human resources activities;
Cultivation at the community level to understand the importance of sustainable education;
The need to pay attention to the management of green human resources in order to move towards competence;
balance of economic, social and environmental performance;
Forming special training groups to teach the basics of sustainability

 

Abstract Abstract The present study aims to investigate the antecedents of human resource errors in the treatment department in hospitals in Rafsanjan city. This research is applicable in terms of its purpose, and qualitative in terms of its method. The statistical population of the study includes 43 physicians in hospitals in Rafsanjan city. The basis for collecting information is the expertise and specialization of individuals, which were selected as sample members using purposive sampling until theoretical saturation was reached. Data analysis was performed using MICMAC software. The results of data analysis showed that regarding the antecedents of human error in physicians, the highest level of agreement among experts was with the components of incorrect information about the patient and inappropriate method of drug distribution; and the lowest level of agreement with the components of failure to observe the patient's legal rights and failure to apply ethical standards and professional principles. Also, regarding the outcomes of human error among physicians, the highest level of agreement among experts was with the component of creating psychological stress in physicians and increasing complaints among patients and hospital clients, and the lowest level of agreement with the components of developing a comprehensive plan for implementing activities related to health promotion, better and more information collection and dissemination, and the governance of a teamwork culture. Also, the results of interpretive structural equations and MiMak analysis showed that, from the experts' perspective; the weakness of the organization's employees' performance and the weakness of the internal management systems were identified as the first-level criteria, and the criteria of inappropriate mental processes and dysfunctional management characteristics at the second (last) level of the model. Introduction Today, sensitive systems with advanced technology are used in many nuclear, chemical, military, and medical industries. Since these systems interact with humans, the potential for risks due to human errors in these processes is high (Tanha et al, 2015). Human error involves the deviation of human performance from specified rules and tasks that exceed the acceptable limits of the system and have an undesirable effect on the system's efficiency (Alvarado & Triantis, 2024). In fact, despite the increasing advances in technology, human resources are still considered the most important and at the same time the most critical element in work systems. In work environments, humans collect, process, and make decisions based on a huge amount of information at any time (Zare et al, 2017); therefore, any error in any of these stages can have catastrophic consequences. These errors are known in various operations as unsafe behaviors or human errors (Mohammadfam & Saeidi, 2015). Human error is often the result of human physiological and psychological limitations and is quite complex (Ncubukezi, 2022). On the other hand, the issue of hospital errors has become an attractive topic in various medical sectors. The healthcare system is a complicate system consisting of different parts. Errors in medical professions are failures of job processes due to errors in planning to achieve the goal, and have root causes at the system level that lead to undesirable consequences. These consequences are events in which patients and employees suffer multiple injuries. A wide range of studies have shown that human errors have a very large share in causing events (87 percent) (Woods et al, 2020). Medical error is a challenge in health systems around the world, especially in developing countries. In this regard, the best way to prevent errors is to identify errors, identify the root and systemic causes of errors, learn from them, and improve the care system to prevent the recurrence of these errors. Therefore, the present research has attempted to study the influential and affected factors of medical error together in a single model. Thus, in this study, the researcher intends to answer the basic question: What are the factors that cause human resource errors in the treatment department in hospitals in Rafsanjan city? Theoretical Framework Human Errors in Medicine Medical Error: The failure of a planned health and treatment action to achieve the set goals (implementation error) by using a wrong plan to achieve a goal is a planning error. In other words, a medical error refers to an error that occurs due to forgetfulness and failure in planning by incorrect implementation of the health care plan, whether it causes harm to the patient or not. These errors include incorrect diagnosis, incorrect treatment, incorrect prescription and administration of medication, incorrect use of equipment, and incorrect interpretation of paraclinical tests (Purreza et al, 2020). Shirali et al, (2023) conducted a study titled Evaluation of Human Errors among Nurses Using Two Techniques of Predictive Analysis of Cognitive Errors and Human Event Analysis (Case Study: Specific Responsibilities Task of the Cardiac Intensive Care Unit). The findings of this study indicate the need to increase the workforce, reduce overtime even for people who voluntarily want to work overtime, and scientific planning of Nurses’ work shifts and the provision of practical training and stress management methods during emergencies. Le et al, (2022) conducted a study titled Errors due to Habit and Automaticity in Ignoring Medical Alerts: A Cohort Study. The results showed that prior dismissal of alerts by physicians increased their habitual strength to dismiss alerts. Furthermore, a physician’s habitual strength to dismiss alerts was positively associated with the incidence of subsequent alert dismissals after the initial alert dismissal. It was also found that alert dismissal due to habit learning was present in all levels of physicians, from junior trainees to senior specialists. Furthermore, it was observed that alert dismissal usually occurred after a very short processing time. Our study showed that 72.5% of alerts were dismissed within 3 seconds of alert presentation and 13.2% of all alerts were dismissed within 1 second of alert presentation. We found empirical support that habitual dismissal is one of the key factors associated with alert dismissal. We also found that habitual rejection of warnings is self-reinforcing, indicating significant challenges in disrupting or changing warning rejection habits once they have been formed. Research Methodology This research is applicable in terms of its purpose, and qualitative in terms of its method. The statistical population of the study includes 43 physicians in hospitals in Rafsanjan city. The basis for collecting information is the expertise and specialization of individuals, which were selected as sample members using purposive sampling until theoretical saturation was reached. Research Findings Data analysis was performed using MICMAC software. The results of data analysis showed that regarding the antecedents of human error in physicians, the highest level of agreement among experts was with the components of incorrect information about the patient and inappropriate method of drug distribution; and the lowest level of agreement with the components of failure to observe the patient's legal rights and failure to apply ethical standards and professional principles. Also, regarding the outcomes of human error among physicians, the highest level of agreement among experts was with the component of creating psychological stress in physicians and increasing complaints among patients and hospital clients, and the lowest level of agreement with the components of developing a comprehensive plan for implementing activities related to health promotion, better and more information collection and dissemination, and the governance of a teamwork culture. Also, the results of interpretive structural equations and MiMak analysis showed that, from the experts' perspective; the weakness of the organization's employees' performance and the weakness of the internal management systems were identified as the first-level criteria, and the criteria of inappropriate mental processes and dysfunctional management characteristics at the second (last) level of the model. Conclusion The present study was conducted with the aim of investigating the antecedent factors of human resource errors in the treatment department in hospitals in Rafsanjan city. The results of this study are consistent with the results of Le et al, (2022), Brennan & Oeppen (2022), Rowland & Adefuye (2022), Zyoud & Abdullah (2021), Azarabad et al, (2018), Shirali et al, (2023), Mosadeghrad et al, (2020), and Al-Ahmadi et al, (2020). Shirali et al, (2023) indicated the need to increase the workforce, reduce overtime even for those who voluntarily want to work overtime, and scientifically plan nurses' work shifts and provide practical training and stress control methods during emergency situations. According to the results of the research, the following suggestion was made: - Develop a new long-term program, taking into account the weaknesses of previous programs, in cooperation with the organizations responsible for leisure and sports, and hold coordinated meetings with other organizations, especially the Iranian Broadcasting Corporation, to produce joint content and make television and radio programs.

Abstract Abstract
The aim of this research is to design a model for empowering family physicians based on service quality. The present research is developmental in terms of its purpose. The statistical population of the research includes 20 academic experts, policymakers, and family physicians who have complete information about applicable training in the organization. The sampling method is purposive. The data collection tool is a semi-structured interview. The meta-synthesis method was used to analyze the data. Data analysis resulted in the identification of 58 indicators, 11 criteria, and 4 dimensions for empowering family physicians and 32 indicators, 6 criteria, and two dimensions for the dimension of service quality. The model obtained is divided into four themes: required prerequisites (infrastructure, communications, planning); motivational mechanisms (incentives, awareness, power to act); management indicators (evaluation, financial management, and supervision); reforming the service delivery method (training, process improvement) to empower family physicians and the two themes of tangible service quality (diagnostic, cost, and electronic services) and intangible service quality (insurance and accountability, obstetrics and gynecology, and consultation) were approved.
Introduction
The successful implementation of the family medicine program requires understanding its principles and prerequisites. The availability of prerequisites and continuous evaluation of the family medicine program using standard criteria facilitates the achievement of the program's goals. Although the program has had relative success in terms of access to services and comprehensiveness of care, it showed less success in the dimensions of coordination between service delivery levels and continuity of care (Najafi Kersami et al, 2022) and consequently, the growth, progress, development and enhancement of staff capabilities, which has been proposed as "empowerment" in the organization in recent years, is considered one of the effective methods for increasing the skills of staff and making optimal use of their individual and group capacities and capabilities in line with the goals of the organization (Nazifkar et al, 2023). The family medicine program affects the access, quality, efficiency, justice, resilience and sustainability of health services and ultimately, the health of the people and the accountability and financial protection of the primary health care system. The family medicine program has brought many achievements. The successful implementation of this program requires understanding its principles and prerequisites. The availability of prerequisites and continuous evaluation of the family medicine program using standard criteria facilitates the achievement of the program's goals (Mosaddeq Rad et al, 2022). Although the implementation of the family doctor plan is considered a fundamental measure and an important development in the discussion of rural health insurance and the provision of health services and the referral system in the country, evidence indicates that if these challenges and threats are not identified in a timely manner and no intervention is made, only a name may remain of this plan (Mohamadiyan et al, 2018). Service leveling prevents repeated and unnecessary referrals to more specialized levels and prevents waste of material and human resources, and is considered an appropriate tool for controlling the costs of care and increasing alignment between general practitioners and specialists. Ignoring the referral system can break the links in the health and treatment service delivery system, increase costs, and harm the quantity and quality of services. Family physicians should be involved in empowerment and consider all medical, cultural, religious, patient and family status and community status aspects in caring for patients (Jannati et al, 2011).
Considering the above and the importance of implementing the family physician plan, the present study seeks to evaluate this research issue: What is the family physician empowerment model for improving the quality of services in the management of social security treatment in Mazandaran?
Theoretical framework
Empowerment
Empowerment means giving power and helping individuals in the organization to improve their sense of self-confidence, overcome their disability and helplessness, and create enthusiasm for activity in individuals and provide their internal motivation to perform job duties (Golafshani et al, 2022).
Service quality
Service quality is defined as the difference between customers' expectations before using the organization's services and the image they have of the services received. The purpose of service quality perception is the consumer's perception of the services provided by a company. Service quality can be defined as customers' overall attitude or judgment of the services received (Behrozi, 2021).
Endalamaw et al, (2024), in a study titled Review of Continuous Quality Improvement in Healthcare Systems: Conceptualization, Models and Tools, Barriers and Facilitators, concluded that the main reported objectives of using continuous quality, as its positive impact, are to improve the health system structure (e.g., leadership, health workforce, use of health technology, resources and costs), improve the processes and outcomes of healthcare delivery (e.g., care coordination and linkages, satisfaction, access, continuity of care, safety and efficiency), and improve treatment outcomes (reduce morbidity and mortality). Continuous quality implementation is not without challenges. There are cultural (e.g., resistance/reluctance to a quality-focused culture and fear of blame or punishment), technical, structural (related to organizational structure, processes and systems), and strategic (inadequate planning and inappropriate goals) barriers that are commonly reported during continuous quality implementation.
Keelson et al, (2024), in a study titled The Impact of Patient Engagement on Service Quality and Client Well-being: An Introspective Analysis from the Perspective of Healthcare Providers, concluded that it emphasizes the importance of patient engagement in determining healthcare experiences and outcomes, and emphasizes the need for healthcare institutions to adopt patient-centered care principles and foster collaborative and empowering cultures. Based on the findings, patient engagement fosters open communication, shared decision-making, and shared care, all of which are critical components for improving service quality. To improve adherence to treatment, improve health outcomes, and increase patient satisfaction, healthcare providers emphasize the value of giving patients the freedom to actively participate in their healthcare journey. Furthermore, patient engagement has been shown to enhance client well-being by encouraging a sense of empowerment, independence, and control over one’s health.
Research Methodology
The present research is developmental in terms of its purpose. The statistical population of the research includes 20 academic experts, policymakers, and family physicians who have complete information about applicable training in the organization. The sampling method is purposive. The data collection tool is a semi-structured interview.
Research findings
The meta-synthesis method was used to analyze the data. Data analysis resulted in the identification of 58 indicators, 11 criteria, and 4 dimensions for the empowerment of family physicians; and 32 indicators, 6 criteria, and two dimensions for the service quality dimension. The model obtained was approved in four themes of prerequisites (infrastructure, communication, planning); motivational mechanisms (incentives, awareness, power to act); management indicators (evaluation, financial management, and supervision); and reforming the method of providing services (training, process improvement) for the empowerment of family physicians, and two themes of tangible service quality (diagnostic, cost, and electronic services) and intangible service quality (insurance and accountability, obstetrics and gynecology, and consulting).
Conclusion
The present study aimed to design a model of family physician empowerment based on service quality. This finding is consistent with the results of Onog & Bayrami (2023), Matdeen & Sogandi (2022), Eslami (2022), Endalamaw et al, (2024), Keelson et al, (2024), Abbasi & Hajimohammadi (2021), Vafaee-najar et al, (2019), Heydriyan et al, (2022), and Heydarian Nayini et al, (2022). Onog & Bayrami (2023) showed that improving and increasing employee empowerment is possible with transformational leadership of managers, which is consistent with the results of this study. In criticizing the results of their research, it can be stated that one dimension that affects empowerment, namely transformational leadership, is focused on; and other effective variables have not been examined.
According to the results obtained, the following suggestions are made:

It is suggested that the educational curriculum of general practitioners be revised and the approach changed from treatment-oriented to health-oriented.
It is suggested that community-oriented training of general practitioners and empowerment in the context of the community be considered.
Network empowerment is suggested by reviewing the overall structure of the network with the aim of maximally adapting the network structure to the dimensions of non-medical and community-oriented family medicine.
It is suggested that the family physician plan be implemented at the patient's doorstep.

Abstract Abstract
The present study was conducted with the aim of designing a personnel training model for Maskan Bank with a learning organization approach. This research was applicable-developmental in terms of its purpose, and was conducted with a qualitative approach of content analysis. The target population consists of academic experts in the field of educational management and banking. The research participants were 16 executive experts (subject-specific experts, managers and vice-presidents of Maskan Bank) as key informants, selected by purposive sampling and snowball method considering theoretical saturation. The data collection tool included semi-structured interviews with participants and document study. For data analysis, Atride-Sterling's (2001) three-stage coding was used utilizing MaxQDA software. After analyzing the data, the network of the themes of the staff training of Maskan Bank with the learning organization approach was formulated with 36 concepts (basic themes), 9 organizing themes, and 2 comprehensive themes. The research findings showed that the characteristics of the learning organization included personal capabilities and abilities, systemic thinking, shared vision, mental patterns and models, and team learning; and the staff training process included needs assessment and goal setting, training planning, training implementation, and evaluation. In general, it can be said that considering the learning organization in training employees in the form of a comprehensive and inclusive model, the improvement of the quality of staff training and the acquisition of competitive advantage could be anticipated.
Introduction
Training is included as one of the sub-categories of staff development and promotion in the human resource development model in an organization. Therefore, one of the basic measures that make organizations efficient is the continuous development of human capital through training. In fact, training and development are the main conditions for the progress and success of any organization and contribute to competitiveness in a competitive environment (Noe, 2019). Therefore, the strategic position and importance of education in the survival and development of the organization is undeniable (Islampanah & Alvani, 2017); because through education, are the job needs of employees met and the need of employees to acquire new skills and knowledge is possible (Nazari Daulatabad & Gholami Chenaristan, 2023); and in this regard, Nzimakwe & Utete (2024) have considered the education and learning of employees in a learning organization the reason of employee performance increasing.
However, in the banking system as one of the parts of the competitive business environment, its successful growth depends on the learning organization; and commercial banks need trained and efficient employees (Lameck, 2022) to deal with the challenges of modern business. Nonetheless, it must be said that the quality of banking depends on the level of education and learning of its employees (Alavi Sang Cheshme, 2018). Undoubtedly, the most specialized and main prerequisites for training are, first of all, the development of a suitable training model, which, if not properly developed and implemented, will have undesirable effects on other training processes. Therefore, one of the leading issues for training managers is the issue of achieving a suitable training model for employees, which, according to research history, has not been researched as much in this area as in other banks such as; National Bank, Tejarat, Sepah and other banks. This issue therefore poses the most important question for the leading study, which is: what is the training model for Maskan Bank personnel with a learning organization approach?
Theoretical Framework
Human Resource Training with a Learning Organization Approach
Today, training is recognized as a tool through which organizations strengthen and improve their human assets as sustainable capital (Mohsen, 2020). Whenever the issue of poor employee performance is raised, the issue of providing employee training has been in the spotlight (Nzimakwe & Utete, 2024). Therefore, employee training is a pre-planned study of an organization with the aim of learning and developing the competencies, skills, knowledge and behavior of employees in their daily operations at the level required by the organization (Parent-Lamarche et al, 2023). With these theoretical considerations, learning organizations are a phenomenon whose pioneer founders are Schon and Argiris who proposed this issue in 1950. Following this, another expert named Senge in 1990, adapting the theories of Schon and Argiris to make it clearer and more practical, presented new principles about learning in organizations. His theory, entitled “The Fifth Discipline”, which introduced the learning organization as an organizational format relevant to the growing economic environment, was welcomed. He believed that the learning organization is actually a transition from a “mechanical” view of organizations to an organic, fluid view, requiring rapid and adaptive change in order to survive (Gronhaug & Stone, 2012). In Senge’s 1990 model, the learning organization has five general principles or components, which are: personal mastery, mental models, shared vision, team learning, and a systematic approach. Each of these components provides a vital direction to the organizational structure that is able to truly learn; to continuously expand its capacity to realize the highest aspirations and desires (Senge, 2009). In the present study, an attempt has been made to consider the main and fundamental model of the learning organization in developing the employee training model and to examine the relationships between its dimensions and components with employee training in order to discuss a system of integration of the dimensions of the learning organization and employee training and to clarify the systematic view that Senge referred to as the fifth discipline.
Research Methodology
The present study was a fundamental and exploratory study and; in terms of data collection, a qualitative study of the type of content analysis. The target population consists of academic experts in the field of educational management and banking. The research participants were 16 executive experts (subject-specific managers and vice-presidents of Maskan Bank) as key informants, selected through the purposive sampling method and the snowball method, taking into account the theoretical saturation issue. The data collection tool included semi-structured interviews with participants and document study.
Research findings
MAXQDA2018 software was used to analyze the data. The findings indicate that the Maskan Bank personnel training model with a learning organization approach has 36 concepts (basic themes), 9 organizing themes, and 2 comprehensive themes of understanding formulation. The research findings showed that the characteristics of the learning organization included personal capabilities and abilities, systemic thinking, shared vision, mental patterns and models, and team learning; and the employee training process included needs assessment and goal setting, educational planning, training implementation, and evaluation. In summary, it can be said that considering the learning organization in employee training in the form of a comprehensive and inclusive model, the improvement of the quality of staff training and the acquisition of competitive advantage could be anticipated.
Conclusion
The present study was conducted with the aim of presenting a model for training personnel at Maskan Bank with a learning organization approach. The results of this study are consistent with the findings of Gharib Navaz (2019), Hamidi et al, (2023), Atiku et al., (2022), Najafpour et al, (2020), Damirchi et al, (2020), and Sembera (2016).
In line with these findings, Nzimakwe & Utete (2024) have acknowledged that employee training is considered as the main and central driving force for effective and efficient job performance. In their opinion, today, in the human resource development model of every organization, training is considered as one of the sub-categories of employee development and promotion. Also, it should be said that employee training and development is a strategic action at the individual level that makes the individual valuable, at the organizational level improves and develops the organization, and at the national level leads to increased productivity and subsequent results (Noe, 2019). With this theoretical perspective, and in accordance with the findings, Gharib Navaz (2019) has acknowledged that the learning organization approach is effective in employee training by referring to the main categories of effective training with the learning organization approach and the interactive role of this approach to the core of training in the organization. Also Hamidi et al, (2023) has acknowledged that employee training with the knowledge and learning management approach is considered a major part of every job, and meanwhile, employees learn from each other and teach others, and the knowledge needs of employees and the organization can be successfully met. In this regard, in another study, Sembera (2016) has acknowledged in a study in the banking industry in Uganda that knowledge management and organizational learning work better than organizational training in gaining competitive advantage (cited in Hamidi et al, 2023). With these interpretations, from the participants' point of view, if the employee training process is integrated with the characteristics of a learning organization, it will help Maskan Bank in its development goals; therefore, the professional development of employees with their personal capabilities and abilities should be integrated in the form of team learning, and individual learning may be effective for an individual, but team learning with a shared perspective and systemic thinking is more effective and leads to individual and team productivity. It is suggested that, considering the importance of teachers' influence on students and considering that knowledge and skills can be acquired, learned, and transferred, it is necessary to seriously discuss and examine the characteristics and methods of training teachers in order to develop and improve their competence, so that more justified principles and programs can be developed for training competent teachers who are up-to-date and compatible with rapid developments.
Based on the explanation of the results obtained, the following suggestions are presented:
1- Banks, especially Maskan Bank, need to train their employees with a learning organization approach in order to overcome complex environmental conditions due to their environmental and local conditions.
2- One of the ways for banks to excel over other competitive and commercial organizations is to pay attention to continuous and comprehensive learning, and the learning organization approach with its dimensions can help create a competitive advantage.
3- Paying attention to the dimensions of the learning organization in training Maskan Bank personnel, including; common ideals, attention to individual capabilities, consideration of systemic thinking and mental models in employee learning with a view to team learning can motivate employees.

Abstract Abstract The aim of the present study is to design a green university model based on sustainable social development at Azad University. This study is applicable in terms of purpose, and qualitative in terms of implementation. The research population includes 21 faculty members of the Islamic Azad University departments in Tehran Province, selected based on purposive sampling and using the data saturation technique. Data collection was done using a semi-structured in-depth interview method. Data analysis was done using thematic analysis method. The findings of the thematic network analysis showed that 6 themes (organizers), 19 basic themes, and 77 primary codes are components and categories of the green university based on sustainable social development. The themes (organizers) were presented in the form of 6 dimensions: "Green management macro-policies", "Green educational and research macro-policies", "Environmental management system of university space", "Green social participation and interactions", "Environmental concern and social capital", and "Green human resource management". Azad University can take steps on the path of development by optimally using its scientific, educational, and research capacities and protecting the environment in realizing sustainable social development of society to overcome challenges and achieve the desired scientific and educational status of the country. Introduction In today's world, universities are the most valuable resources that societies have for progress and development, and the main role is always that progress is at the material and spiritual levels. Principled investment in this sector plays an important role in creating facilities for future generations and taking the right action towards the comprehensive development of the country (Ghasemi Gilvaei & Ghorbani Param, 2025). The reality is that universities and higher education centers operate as a complex social system in their environment. Therefore, they not only affect their environment and its developments in various scientific, educational, service, cultural, social, political and economic aspects, but also they themselves are affected by the environment and its developments (Tahmasab & Dehghan Mangabadi, 2024). Sustainable use of natural resources (materials and energy) and the environment in the world has become an inevitable necessity in societies, the expansion of which is beyond the exclusive authority and duties of governments and is a vital issue for all individuals and groups in society (Rad & Jabari, 2021). An issue that is not only an inseparable part of the laws and executive policies of today's societies, but also requires a change in the behavior and lifestyle of all individuals, groups, and institutions of society in the 21st century, especially academic institutions, including the Free University, which, with their pivotal and effective role in society, are key players in achieving a sustainable future (Bagherimajd & balaghat, 2023). University system activists, especially in developed countries, are trying to move the university environment towards a nature-friendly environment by increasing green spaces, creating green buildings, and green management, and to encourage all students to protect the university's nature and participate in environmental projects, because students studying at the university will enter the job market within the next 5 to 10 years, and in the next twenty years, they will probably join the country's decision-makers and managers, and familiarizing these people with the concept of the environment is a kind of investment in the country's future (Sajjad et al., 2022). A green university based on sustainable social development is an approach that emphasizes, on one hand, reforming the cycles of material and energy consumption and, on the other hand, reducing the production of pollutants and waste in universities. In general terms, a green university is a university in which all activities are based on aspects of sustainable social development, namely, creating and maintaining a healthy, just, and high-quality society, and demonstrates a commitment and belief in the role of higher education centers in approaching more sustainable development (McCowan, 2023). The present study aims to answer the following scientific question: What concepts, dimensions, and components does the green university model based on sustainable social development have from the perspective of experts?  Theoretical Framework Green University A green university is a university that, in all its activities (including educational and research and all available services), administrative, financial, laboratories, workshops, and health, safety, and environmental protection perspectives and the efficient and optimal use of resources and consumables can be emphasized and practiced in achieving the goals of sustainable development of society. For the first time in the world, the issue of green university and sustainable development was raised by an American (Hummels & Argyrou, 2022). Social sustainable development Social sustainable development is a set of actions and policies that aim to improve the quality of life and equitable access to the distribution of rights and the appropriate use of the natural and built environment, which affects the improvement of the quality of living conditions, the reduction of poverty, and the increase in human satisfaction (Tahmasbnia & Dehghanmongabadi, 2024). Zhu et al. (2024) investigated the dynamic goals for sustainable university development by examining the Sustainable Development Goals (SDGs). The results of this study showed that the development of sustainable top universities in five continents with three levels of development in the world is very uneven. Although the quality of sustainability has improved year by year in the world, the sub-quality of sustainability of top universities in each continent is clearly different. The degree of sustainable connectivity of top universities in the five continents is increasing, but the overall strength of connectivity is not high. The development of connectivity at the coordination level is weak. SDG12 is the main dynamic goal for top universities in Asia and America, SDG6 for Europe and Oceania, and SDG3 for Africa. Taheri & Mashari (2024) investigated the role of green universities in realizing sustainable development, with an emphasis on environmental education. The results of this study showed that green universities are drivers of sustainable development and the transformative impact they can have on environmental education  Research Methodology This research is applicable in terms of purpose, and qualitative in terms of implementation. The research population includes 21 faculty members of the Islamic Azad University of Tehran Province, selected based on purposive sampling and using the data saturation technique. Data collection was carried out using the semi-structured in-depth interview method. Research Findings Data analysis was carried out using thematic analysis method. The findings of the thematic network analysis showed that 6 themes (organizers), 19 basic themes, and 77 primary codes of the components and categories of the Green University are based on sustainable social development. The themes (organizers) were presented in the form of 6 dimensions, which are: "Green management macro-policies", "Green educational and research macro-policies", "Environmental management system of university space", "Green social participation and interactions", "Environmental concern and social capital", "Green human resource management". Azad University can take steps on the path of development by optimally using its scientific, educational, and research capacities and protecting the environment in realizing sustainable social development of society to overcome challenges and achieve the desired scientific and educational status of the country.  Conclusion The present study was conducted with the aim of designing a green university model based on sustainable social development at Azad University. The results of this hypothesis are consistent with the findings of Rad & Jabari (2021), Taheri & Mashari (2024), Deus et al. (2016), Silvia et al. (2016), Zhu et al. (2024), Deus et al. (2016), Silvia et al. (2016), and Jafari (2021). In the current competitive and difficult world, Azad University should move towards a green university based on sustainable social development, increasing the quality of education and the importance of green curriculum, research related to sustainable social development and sustainable lifestyle of students, in order to reduce costs and increase the well-being of professors, staff and students and the future of the community inside and outside the university, because falling behind this group can seriously endanger the scientific development and survival of the Azad University. It is suggested that in the context of a green university based on sustainable social development, more attention should be paid to the dimensions and components that reduce energy and material consumption in the university, prevent environmental degradation due to university activities, and seriously consider improving the environmental components of the university. 

Abstract Abstract The purpose of this research is to provide a model of digital human resources management with a data-based approach. The current research is applicable-developmental in terms of purpose, descriptive in terms of information gathering, and qualitative in terms of the nature of the data. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. Sampling in this research was snowball type. Based on the subject of the desired data; through preliminary studies, semi-structured interviews, collection, and sampling continued until reaching theoretical saturation. The obtained information was analyzed with MAXQDA2020 software. The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human, and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural, and organizational), which is necessary, according to the mentioned model, while paying attention to the multiplicity, to provide the ground for the implementation of the desired situation. Extended abstract Introduction Globalization and the rapid growth of information and communication technology have faced a fundamental change in the process of human resources management; and the role and function of human resources has been marginalized with the colorful presence of information and communication technology, and it is even feared that one day human resource management will be without role-playing. Man should be realized in all fields and organizational dimensions. Planning, organizing, directing and controlling intelligent and digitized human capital and virtual space accelerates and facilitates its processes (Momeni Mehmoui, 2024). The process of digital transformation is one of the new tricks in the field of human resources management, which has recently gained double importance with the spread of the corona virus in our country and among some government organizations and businesses in the field of digital and technology. Due to the fact that the corona situation has brought an unprecedented crisis to the world undergoing digital transformation, millions of people have started to work remotely to prevent the spread of the disease and maintain the continuity of business, and the development of virtual human resources and alternative work strategies helped organizations to adapt to the current challenges and to prepare for future disruptions. Therefore, one should seek to analyze the role of human resources development in the crisis and transition to a new period, so that in case of disruption and change, one can always help one's organizations not only to survive this crisis, but also in a new period of work transformed by technology, progress, and increase their performance (Bennett et al, 2021). Despite the fact that the importance of digital human resources in advancing the goals of the organization has been established, very few studies have been done in this field so far, which indicates the existence of a theoretical and research gap in this subject area. Therefore, it is expected that by presenting a comprehensive model, this research can pave the way for a smooth path during the successful entry and movement of the banking sector and other organizations towards digital transformations. According to what has been said, the gig economy has imposed new requirements in all fields, especially human resource management, on the government sector, among which digitalization can be pointed to, which deserves to be given a suitable transformative response. Therefore, the digital management of human resources can be considered as a requirement for the government sector for a major transformation in the gig economy (Vrontis et al, 2021). For this purpose, this research tries to provide a digital model of human resources management in the banking network of Iran in line with this necessity and specify what features this model should have and how it should be designed and implemented (Malekzadeh & Sadeghi, 2016). In order to achieve this purpose, in the research process using the qualitative method and also having the opinions of experts, an attempt is made to answer the question: how the model of digital human resources management is with the data-based approach and how reliable it is? Theoretical literature Concepts such as "digitalization", "digital transformation" or "digital disruption" are currently discussed among the most prominent researches. In general, such concepts indicate the increasing use of technology and related fundamental changes in many areas of business and society, which is also true (Martins, 2022). Digital human resources management is a way of thinking that continuously provides digital technologies for more productivity of employees and building a better work experience for them (Ghader & Shami Zanjani, 2019). Research background Hosseinpour & HamzeNouripour (2023) in a research titled human resource management without humans, functions of digital transformation, challenges and solutions (a transformational approach to human resource management in the age of information and communication technology), have shown that although modern tools such as analysis big data will overshadow the way human resources are managed, it will not replace the insight of managers. Technology can help fill the gaps in the field of using human resources properly as a competitive advantage in business. Rastgar et al, (2022) in a research with the aim of intelligent human resources management: explaining the requirements and technology-oriented platforms in knowledge-based companies reported that intelligent strategic management has the highest degree of centrality among the variables and after that intelligent leadership has the highest centrality, and regarding the highest degree of output as the most influential variable on the modeling done, we can point to the intelligent strategic management. Research methodology The current research method is data-based analysis. The statistical population of the research includes specialists and experts familiar with digital human resource management topics. The researcher first examined the research topic qualitatively with limited participants and then, based on the qualitative findings, he proceeded to build the desired tool. The technique used in sampling in this research was snowball type. Based on the topic of data and information through preliminary studies, the semi-structured interviews were collected, and sampling continued until reaching the theoretical saturation and sufficiency, and after conducting 15 interviews, the data analysis indicated that no new data was added to the previous data, because high percentage of the data extracted from the last interviews were repetitive; therefore, after conducting 15 interviews and reaching theoretical saturation, the interviews were ended. According to the data-based strategy, a list of concepts and categories was collected and a model related to the topic was compiled in three open, central and selective coding techniques. The full text of the interviews was conducted with MAXQDA software and three experts outside the research were consulted to ensure the transferability of the research findings. Research findings The results showed that the digital human resources management model with the data-based approach includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, and individual platform), intervening factors (cultural factors and creation of platforms new), strategies (organizational and managerial), and consequences (individual, cultural and organizational). Discussion and conclusion The purpose of this research was to present a model of digital human resources management with the data-based approach. The findings of the research showed that the human resource management model includes causal factors (technological, environmental, human and organizational), background factors (digital platform, management platform, individual platform), intervening factors (cultural factors and creation of new platforms), strategies (organizational and management), and consequences (individual, cultural and organizational). These findings are in line with the results of Tijan et al, (2021), (Vallicelli et al, (2018), Vrontis et al, (2021), and Malekzadeh & Sadeghi (2016). Based on the model obtained from the digital human resources management with the data-based approach and its dimensions, the implementation of the digital human resources management depends on the correct understanding of the causal conditions. In the explanation of these results, it can be said that if the causal conditions are not properly identified in an organization and are not paid attention to, all the strategies presented are prescriptive and lose their ability and efficiency over time. In the presented model of the current research; among the causal factors, organizational (clarity of the information structure in the organization) and human (human factors) components have been given more attention in this section. Based on the presented model, background conditions have also been observed along with the causal factors in digital human resources management with the effective data-based approach. Among these factors, components such as the material and spiritual support of the government, the suitability of the society's culture with the individual's culture, and the degree of integration of digital human resources stakeholders have received the attention of the interviewees. In explaining these results, we can mention the impact of the context and environment in which an organization plays a role, which is more important in relation to private sectors. Another dimension in this model is the dimension of consequences based on the opinion of the interviewees in the management of digital human resources with the data-based approach; based on which, cultural consequences (proper training of human resources employees) and organizational consequences (human resources department, in creating and maintaining a positive image of digital systems) has received more attention. In terms of the strategic dimension, the interviewees paid the most attention to organizational strategy (strategic system of communication with clients and individual perspective of human resources management) in digital human resources management with a data-based approach. In this model, this category is of the type of action and solution and does not have the aspect of a process, and from this point of view, paying attention to these factors in the strategy of digital human resources management can be helpful. In terms of the intervening conditions, the interviewees were more focused on creating new (digital) platforms (independence of managers and having new ideas), which can play an effective role in providing a successful model in terms of digital human resources management with the data-based approach. In terms of the central phenomenon, the interviewees focused on the category of digital learning and paid less attention to other assumed components, which are among the factors that should be considered in order not to create a disturbance in the selection of effective solutions for digital human resource management with the data-based approach.