Management and Educational Perspective

Abstract The present study was conducted with the aim of designing a paradigmatic model for overcoming organizational bias to improve organizational performance among secondary school principals. Philosophically, this research is grounded in the interpretivist paradigm and was conducted using an inductive approach. It is an applied-developmental study in terms of purpose and a descriptive study in terms of method and data collection timeframe. A nested research design was employed to achieve the research objective. The research participants included educational management professors and secondary school principals. Using theoretical sampling and continuing until theoretical saturation was reached, a total of 21 individuals participated in the study. Data collection tools included semi-structured interviews and a decision matrix-based questionnaire. The validity of the interviews was confirmed based on four criteria: credibility, transferability, confirmability, and dependability. The reliability of the qualitative section was assessed using Holsti’s coefficient (0.754) and Cohen’s kappa coefficient (0.692), indicating satisfactory results. Data analysis was carried out using grounded theory in the qualitative phase and the SWARA method in the quantitative phase. According to the research model, causal conditions (individual bias, social bias, and bias-oriented culture) influence the core phenomenon (organizational bias). This phenomenon, along with contextual conditions (professionalism and empowerment of school principals) and intervening conditions (bureaucratic structure of schools), affects strategies and actions (strategies for overcoming bias). These factors ultimately lead to consequences such as improved individual performance of principals, enhanced school performance, and better student outcomes.

Abstract Abstract The main objective of this research is to investigate the role of research-based education in improving financial literacy and consumer behavior among elementary school students. Given the impact of research-based methods in controlling primarily irrational and emotional consumer behaviors, this study claims that possessing financial literacy can help reduce the consequences of these behaviors. For this purpose, the Science, Technology, Engineering, and Mathematics (STEM) approach has been considered. The statistical population of the research consisted of first-grade elementary school students in Yazd city, from whom 111 individuals with no prior familiarity with financial literacy topics were selected using simple random sampling. After completing a financial literacy introductory course, they were evaluated using a researcher-made questionnaire. The claimed relationships in this research were analyzed using structural equation modeling with SmartPLS4 software. The results show that among the four dimensions of financial literacy, two dimensions—credit management and savings and investment management—did not have a significant effect on consumer behavior. However, basic management knowledge and risk management had a significant direct and indirect impact. Risk management and basic knowledge help students make better financial decisions and are not influenced by factors such as advertising. Thus, strengthening these dimensions of financial literacy can help improve students' consumer behavior. Introduction The issue of financial literacy and students' learning capacities has attracted the attention of many domestic researchers, educational authorities, and families in the last decade (Ogbolu, 2019). From the early stages of life, students encounter financial issues; these issues can include managing pocket money, planning to buy necessary goods, or even understanding the market and prices. By teaching financial literacy in schools, students learn how to manage their money properly and avoid unnecessary expenses. This can significantly help reduce financial problems in adulthood (Imawati and Susilaningsih, 2013). The financial literacy status of individuals not only affects personal well-being but also significantly impacts the country's financial health in the future (Sudakova, 2019). The quality of education in Iranian schools has faced a significant decline in recent years (Kazempour dizaji et al., 2020). Furthermore, financial literacy strengthens resistance to social pressures and consumer advertising and helps in making more informed financial decisions and avoiding unnecessary purchases. Integrating financial literacy education into curricula and presenting it in a practical and engaging way not only helps foster a generation with financial independence but also leads to the creation of a more aware and responsible society (Nygaard and Hermansen, 2008). Therefore, this research examines the question of whether financial literacy can improve individuals' consumer behavior in the current consumerist society, especially through research-based education for elementary school students. Theoretical Framework Research-Based Education This type of education refers to a complete content, method, and activity that provides individual experience and supports the development of mindsets, attitudes, motivations, knowledge, and abilities (Lindiyatmi et al., 2022). The main goal of this type of education is to develop individual competencies, which include knowledge, abilities, and attitudes that affect the willingness and ability to engage in financial matters (Zahra and Anoraga, 2021). The research-based learning model is an educational model with six important guidelines. RBL requires a contextual and realistic problem and includes at least four scientific studies: Science, Technology, Engineering, and Mathematics (STEM) (Sumarno et al., 2024). Learning using the RBL-STEM model generally has several indicators: 1) a problem posed by the group or instructor, 2) formulation and definition of hypotheses to achieve advancements, 3) data collection, 4) data analysis, 5) generalization/interpretation, and 6) discussion with the participation of class members (Mugo et al., 2024). Research Methodology This research, because the application of STEM-RBL in improving students' financial literacy for controlling consumer behavior was analyzed and investigated, is considered applicable, and due to the causal relationship between variables, it is a causal-comparative correlation type. Given the data collection using a researcher-made questionnaire, a quantitative survey approach was adopted. The sampling method was simple random and experimental. The statistical population included first-grade elementary school students in Yazd city, from whom 111 individuals with no prior familiarity with financial literacy topics were randomly selected from different schools and underwent a short-term financial literacy training course. Subsequently, their consumer behavior and characteristics were measured based on the students' self-assessment and the observations and reports of the research evaluator. Given the proposed model, structural equation modeling with the partial least squares approach using SmartPLS4 software was used to evaluate the hypotheses. Research Findings Among the 111 students surveyed, 55% were boys (61 individuals) and 45% were girls (50 individuals). The academic grade composition included 25% first grade (23 individuals), 36% second grade (33 individuals), and 49% third grade (55 individuals). To ensure the quality of the research instrument, face and content validity were confirmed by experts. Additionally, convergent validity with factor loadings above 0.7 and AVE above 0.5 for all variables, and discriminant validity through the Fornell-Larcker test, were confirmed. The reliability of the questionnaire was also proven with Cronbach's alpha coefficient and composite reliability above 0.7 for all six variables. The results of the structural equation modeling test showed that research-based learning (STEM-RBL) has a significant effect on the dimensions of students' financial literacy (t-statistic values > 1.96). However, this impact was not fully transferred to children's consumer behavior. Specifically, credit management and savings and investment management did not have a significant effect on consumer behavior (t-statistic coefficient value < 1.96), which led to an insignificant mediating effect of these variables in the relationship between financial literacy and consumer behavior. Conclusion Financial literacy, an essential skill in today's world, especially for students, plays a vital role in shaping consumer behavior. Understanding financial principles helps individuals manage their resources and avoid financial challenges. The student period is an appropriate time to begin this learning, as financial literacy education positively impacts consumer behavior and helps students make more informed decisions and develop healthy financial habits in adulthood. These trainings also strengthen analytical and logical skills. The results of this research showed that the research-based education approach in a STEM environment (RBL-STEM) has a positive and significant effect on improving students' basic financial management knowledge, credit management, savings and investment management, and financial risk management. These findings are consistent with previous studies that link the integration of experiential learning with basic sciences to a deeper understanding of economic and financial concepts. RBL-STEM not only increases theoretical financial knowledge but also changes students' attitudes towards money and resource value, providing a foundation for responsible credit behavior and rational financial decision-making. However, the impact of credit management and savings and investment management on students' consumer behavior was not confirmed. This could be due to elementary students' low level of understanding of complex credit and long-term investment concepts, as well as the influence of psychological and social factors such as peer pressure and media advertising. In contrast, basic financial management knowledge and risk management had a positive and significant effect on consumer behavior. In summary, RBL-STEM improves financial literacy components through strengthening basic knowledge and analytical skills. Basic knowledge and risk management play a more effective mediating role in moderating consumer behavior. It is suggested that financial literacy education, especially with the RBL-STEM approach, be prioritized in school curricula to foster a financially aware, self-monitoring, and responsible generation and contribute to the sustainable development of society.

Abstract Abstract The purpose of the present study was to investigate the role of intelligent leadership in organizational resilience and organizational loyalty through the mediation of organizational knowledge creation. The research community was determined of second secondary level teachers of Chaharmahal and Bakhtiari province, whose number was equal to 2687 people. To determine the sample size, 337 people were selected using stratified random sampling based on Cochran's formula at the alpha level of 0.05. The research method was quantitative, correlation studies type, and modeling approach was covariance-based structural equation. In order to collect data, intelligent leadership questionnaires based on Sidanmanlaka model (2008), organizational knowledge creation based on Nonakao Takeuchi model, organizational resilience from Prayag et al., (2018), and organizational loyalty from Wells et al., (2011) were used. The reliability and validity of the questionnaires were checked with Cronbach's alpha techniques and factor analysis. The reliability values ​​of the questionnaires were reported: intelligent leadership (0.95), organizational resilience (0.93), organizational loyalty (0.90), and organizational knowledge creation (0.94). Amos23 and SPSS V25 software were used to analyze the data. The findings showed that intelligent leadership has a positive and significant effect on the organizational resilience of teachers through organizational knowledge creation with a coefficient of 0.38 at the level of p>0.001. Smart leadership with the mediation of organizational knowledge creation and organizational loyalty has a positive and significant effect at the 0.05 level. Smart leadership has a positive and significant effect on teachers' organizational loyalty through organizational knowledge creation with a coefficient of 0.49 at the p>0.001 level. The result of this research shows that loyal and knowledge-creating teachers provide the basis for change and transformation in the school. Introduction The education system is one of the most important institutions of today's societies. Education has an inseparable link with economic, social, cultural and political development. One of the important and effective institutions in the freshness and dynamism of human thinking and the factor of sustainable development in every country is education. Education should have appropriate goals with the comprehensive development of human resources (Ostadi et al, 2017). One of the most important duties of teachers in this complexity is to fulfill the goals of education. Achieving the goals of education depends on the performance of teachers. Organizational loyalty and organizational resilience are among the factors affecting the realization of organizational goals (Esmaeili & Seidzadeh, 2017). Organizational loyalty and organizational resilience are part of positive psychology (Amiri et al, 2018). Regarding the necessity and importance of research, it can be said that teachers are one of the most influential people in the quality of education activities; therefore, by identifying the situation of teachers in the research variables and analyzing them, solutions have been presented to strengthen and create knowledge in teachers using intelligent leadership style. In this research, an attempt has been made to address the importance of intelligent leadership style in education and teachers' performance; because intelligent leadership emphasizes the participation of leaders and followers to set goals and achieve goals. Theoretical and empirical studies in the field of the role of intelligent leadership in the realization of goals, for example Keikha (2018) and Kuofie & Dool (2018), discussed the importance of the role of intelligent leadership in the participation of people to determine and realize the goals and success of the organization. In addition to organizational knowledge creation, which is effective in increasing the resilience of the organization, we can mention the leadership style. The implementation of organizational resilience requires an effective leader to overcome crisis and orientation towards superior performance and focus on change (Suryaningtyas et al, 2019). Organizations that strive to be resilient naturally increase their knowledge resources to enhance organizational adaptability, value, and competitiveness. Organizational knowledge creation is known as the main factor in increasing organizational resilience (Fani & Fard, 2015). Organizational knowledge creation makes the school follow the changes and developments of the environment and creates creativity and innovation in the school. As much as the school is creative and innovative, it is not only resilient in the face of crises and changes, but also causes change and transformation. When teachers cause change and are involved in determining organizational goals, they are more loyal to the organization. Therefore, according to the explanations provided, this research seeks to answer this question: Is there a relationship between intelligent leadership and organizational loyalty and organizational resilience with the mediation of organizational knowledge creation? Theoretical foundations of research Organizational resilience  Resilience means the ability and capacity of an organization to face and deal with crises and challenges, and the ability to return to normal business conditions (Andersson et al, 2016). Organizational resilience means the ability to quickly recover the system after serious crises and the ability to resist a shock and heal its effects (Andrew et al, 2016). Organizational loyalty is defined as the feeling of dependence and the desire to maintain membership and connection with an organization, and it is defined as the feeling of dependence, eagerness to be a member of a group, readiness to participate, feeling of trust, voluntary alignment with a group, and willingness to follow organizational instructions (Vuong & Tung, 2021). Intelligent leadership is a beneficial dialogue between leaders and followers that directs their efforts to reach a common vision. Such a process is possible if the organization supports specific organizational and cultural values determined in a macro industrial and social environment (Keikha, 2017). Research methodology According to the test of the conceptual model obtained from comments and experimental studies and the use of questionnaires, the research was of quantitative type. The current research method was a quantitative, and of correlation study type, and a covariance-based structural equation modeling approach. The current research population is all second secondary level teachers of Chaharmahal and Bakhtiari province, whose number was equal to 2687 people. To determine the sample size based on Cochran's formula, 337 people were determined at the alpha level of 0.05. According to the classes of the society, proportional stratified random sampling method was used. Research findings According to the obtained results, standard coefficients between intelligent leadership and organizational knowledge creation is 0.52, between organizational knowledge creation and organizational resilience is 0.84, and between organizational knowledge creation and organizational loyalty is 0.96, significant at the p = 0.001 level. The variable of organizational knowledge creation has a positive effect on intelligent leadership and organizational loyalty and organizational resilience. Smart leadership has a positive and significant effect on the organizational resilience of teachers through organizational knowledge creation with a coefficient of 0.38 at the level of p>0.001. Conclusion The findings of this research are in agreement with those of Barasa & Gilson (2018), Arqawi & Al Shobaki (2018), Watson, Kuofie & Dool (2018), Jiang & Jiang (2019), Mehdad Etal (2019), Hosseini & jafari bazyar (2019), Majlesi & Pirzad (2020), Keikha (2021), Sukor & Panatik (2020), and Hillmann & Guenther (2021). The research results showed that there is a positive and meaningful relationship between intelligent leadership and organizational loyalty and organizational resilience with the mediation of organizational knowledge creation. In explaining this hypothesis, it can be said that intelligent leadership by paying attention to teachers' feelings and emotions and providing a context for creating empathy in the school will create motivation and a positive attitude towards the school and the work environment, creating an emotional dependence on the school and understanding the cost of dropping out of school and commitment to stay in school. Loyal employees, in addition to being committed to the success of the organization, are the best choice to work for the organization (Mehdad Etal, 2019). Loyal teachers provide the basis for change and transformation in the school and the creation of knowledge in the school. Knowledge creation includes activities that change the shape and recombination of existing pieces of knowledge, limit shortcomings, strengthen research and develop capabilities, and monitor and control the external environment of the organization. Based on the findings of the research in relation to the positive and meaningful effect between intelligent leadership and the organizational loyalty of teachers, it is suggested: education should provide enough resources and facilities to absorb unexpected changes in such a way that at the time of crisis and problem occurrence, use these resources quickly and neutralize the crisis and move in the direction of positive change. And it is also suggested that the leaders pay attention to the ideas and opinions of the teachers and provide the necessary conditions for using their experiences to solve the problems and also create strong official communication networks in the organization and transfer information between the employees and also provide the field of creativity and innovation through holding school workshops and use as well collaborative methods and team formation to solve educational and educational problems and issues in the schools of Chaharmahal and Bakhtiari provinces. 

Abstract Abstract The aim of the present study is to design a future-oriented intelligence model for government managers in the Khorasan Governorate. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, using a data-based approach. The statistical population includes 33 experts, university professors, and doctoral students familiar with the intelligence of government managers with a future-oriented approach, selected using a theoretical and non-probability purposeful sampling method. The data collection tool includes a semi-structured interview. Data analysis is performed using coding and a data-driven method and MAXQDA 2020 software. The findings showed that 800 open codes, 75 axial codes, and 31 selected codes were classified as causal factors, background factors, and interfering factors, which were reduced to 46 axial codes or secondary factors and finalized using MAXQDA software after removing unimportant factors. Also, the strategies and outcomes identified from field studies were finalized in 3 categories of development strategies and outcomes after theoretical matching with the strategies and outcomes identified through library studies, screening, removing similar items, combining items with similar content, and adding new items; and were designed according to the stages of developing the paradigm model, the Foresight Intelligence Model of Government Managers of Khorasan Governorate. Introduction Moving by trial and error, especially in management matters, is a kind of task-solving, time-passing, and evasion of responsibility. The foresight perspective and development of futures research methods can be widely used to face possible global phenomena and prospects, as well as upcoming opportunities to improve the living conditions of current and future generations (Sakellariou et al, 2020). Unfortunately, the complexity of everyday issues and the need to quickly manage current issues leave little opportunity for governments to delve into the broad and long-term picture of the future and its consequences; therefore, many political decision-makers tend to solve short-term problems in order to remain in power (Lee et al, 2019). At lower levels of decision-making (corporate and company), the attitude of prioritizing profitability forces managers to engage in short-term activities and seek to solve problems whose deadlines are coming to an end (Haroon et al, 2018). Therefore, in order to avoid trial and error, one must look ahead and recognize the future. A foresight strategy enables managers to consider the existence, survival, growth, and development of the organization in the perspective of the organization and to use the insight to promote useful organizational methods. Foresight is a systematic effort that attempts to map the extent and quality of current changes or lack of changes and their impact on creating future realities, and aims to analyze the source, patterns, and causes of change and stability to strengthen, predict, and map alternative futures. Futureists tell us what events are likely to occur in the future (Lindgren et al, 2021). In order to fulfill their mission and achieve success, government institutions must be able to serve their audiences and meet their needs and expectations in the best possible way, thereby generating superior value for them and maintaining their competitive advantage. Therefore, competitive advantage emerges in a way that organizations are guided and led based on foresight. Given the continuous environmental changes, intense competition between organizations, increasing organizational expectations in the future, the growth of governance and e-government, technological changes; as one of the important political institutions, with the aim of providing services to a wide range of audiences in all sectors, governorates are trying to achieve sustainable competitive advantage by relying on organizational capabilities, through applying appropriate strategic approaches, and by directing them towards foresight intelligence, and by increasing their performance and profitability to a desirable level. Therefore, this research seeks to answer the question: what are the intelligence models of government managers with a foresight approach in the Khorasan Governorate? Theoretical Framework Foresight Foresight is the knowledge and understanding of shaping the future in a conscious and proactive manner, and protects humans from being caught unawares by the storm of rapid changes and advances. In foresight, we are always talking about the future, and futurists believe that there are different futures ahead of every individual, organization, or society, and that the desired future must be designed and architected. This knowledge teaches humans how to draw a desired future for their organization or society (Jalali Vand & Pedram, 2019). Foresight Intelligence Foresight intelligence refers to the ability to enter the future and perceive it and the sequence of events leading to it in the present; a talent that allows individuals to perceive ongoing developments, regardless of the requirements of the present, and enables them to interpret sequential events (Ravetz & Miles, 2016). Calof & Colton (2024) in a study titled “The Impact of Developing Foresight on Senior Management Decisions” while referring to extensive research on the potential effects of foresight, emphasized that studies on the factors that lead to the impact of foresight on senior management decisions are relatively sparse; therefore, they conducted a field study by means of a Delphi and a panel of experts including eight senior managers of the Canadian government. The results of the study indicated that factors such as foresight methodology; while leading to good foresight, will not necessarily have a significant impact on senior decision makers alone, but a strong understanding of the organization’s internal functioning plays an important role. The expert panel also recommended that three mediating variables, including time orientation, senior management’s foresight orientation, and the nature of the relationship between foresight and the senior decision maker, play a role in the development of foresight in senior management decision-making. Zhang et al, (2023) in a study titled "The Role of Foresight and Strategic Orientation in Overcoming Organizational Innovation Deficits" pointed out that innovation deficits occur when organizations and companies reduce investment and engagement in exploratory innovation, ultimately leading to an insufficient amount of such innovation efforts. Therefore, a study was conducted to examine the relationship between foresight with three components of dynamic capabilities (environmental monitoring capabilities, strategic choice capabilities, and integration capabilities) and innovation, including the moderating variable of progress orientation/financial orientation, and concluded that the three components of organizational foresight (i.e., environmental monitoring capabilities, strategic choice capabilities, and integration capabilities) positively affect exploratory innovation. Research Methodology The research method is applied in terms of its purpose and qualitative in terms of its implementation method, using a data-based method. The statistical population includes 33 experts, university professors, and doctoral students familiar with the intelligence of government managers with a forward-looking approach, who were selected through a purposeful theoretical and non-probability sampling method. The data collection tool includes a semi-structured interview. Research findings Data analysis was performed using the coding and data-based method and MAXQDA 2020 software. The findings showed that 800 open codes, 75 axial codes, and 31 selected codes were classified as causal factors, underlying factors, and interfering factors, which were reduced to 46 axial codes or secondary factors and finalized using MAXQDA software after removing unimportant factors. Also, after theoretical comparison with strategies and outcomes identified through library studies, screening, eliminating similar items, combining items with similar content, and adding new items; the strategies and outcomes identified from field studies were finalized into three categories of development strategies and outcomes, and according to the stages of developing the paradigm model, the model of foresight intelligence of government managers in the Khorasan Governorate was designed. Conclusion The present study was conducted with the aim of designing a model of foresight intelligence of government managers in the Khorasan Governorate. The results of this study are consistent with the results of Calof & Colton (2024), Calof & Colton (2024), Zhang et al, (2023), Ambrosat & Grünwald (2023), Mohammed & Saadaoui (2023), Pourezzat & Rezayan (2021), Lindgren et al, (2021), Hassanzadeh kafshkar kalaei et al, (2020), Gholipoor et al, (2020), Taghvaeeyazdi & Niaz Azari (2020), Ahmadi et al, (2020), Baei et al, (2017), and Schmidt (2015). Calof & Colton (2024) showed that factors such as foresight methodology, while leading to good foresight, will not necessarily have a significant impact on senior decision makers, but a strong understanding of the organization's internal performance plays an important role. The expert panel also recommended that three mediating variables, including time orientation, senior management's foresight orientation, and the nature of the relationship between foresight and the senior decision maker, play a role in the development of foresight in senior managers' decision-making. Considering the results of the present study, the following suggestions were made: Educate and train experts in different sectors and apply new knowledge and increase management knowledge by taking advantage of current science. In order to strengthen foresight intelligence and achieve its consequences, managers and leaders of organizations should provide a platform for developing integration capabilities and implementing strategic choice capabilities. 

Abstract Abstract
The present study has identified and prioritized indicators of unexpected actions of entrepreneurial students at Mazandaran University by means of a mixed research design (qualitative and quantitative). To collect data, interviews with experts were used in the qualitative step, and a questionnaire derived from the qualitative step of the research was used in the quantitative step. The statistical population of the research in the qualitative phase was university professors and managers of technological and entrepreneurial units at the University of Mazandaran, and in the quantitative phase, 20 entrepreneurial students at the same University. Snowball sampling was used to select research samples; and data were collected based on 15 in-depth interviews with experts related to the research topic. The Brown and Clark (2006) content and pattern analysis method was used to analyze data in the qualitative step; and in the quantitative step, the best-worst BWM method was used. The findings of the thematic analysis on the unexpected actions of entrepreneurial students at the University of Mazandaran are presented in 4 main themes: (1- Dynamics and Adaptability 2- Exploration and Empowerment 3- Learning and Innovation in Problem Solving 4- Development and Customer Relationship) and 53 sub-themes. In the quantitative step, dynamism and adaptability with a weight of 0.416 was the first priority, exploration and empowerment with a weight of 0.227 was the second priority, learning and innovation in problem solving with a weight of 0.17 was the third priority, and development and customer relationship with a weight of 0.136 was the fourth priority according to the experts. The results of the present study showed that entrepreneurs must have the ability to quickly recognize opportunities and threats, and these decisions must be based on a precise analysis of data and the current situation.
Introduction
Due to the rapid and unpredictable changes in the business world, entrepreneurial students at the University of Mazandaran face numerous challenges in the field of unexpected actions. These challenges include lack of access to adequate resources such as specialized advice and necessary training lack of experience in dealing with unexpected situations, and lack of financial and moral support from academic institutions. Also, many of these students are unable to make quick and effective decisions due to fear of risk and uncertainty. These issues can hinder their initiatives and creativity in starting and developing new businesses. Therefore, it is necessary to identify and analyze these problems in order to enhance students' capabilities to respond effectively to unexpected situations and also to provide the necessary platforms for growth and progress in entrepreneurship. Research on the unexpected entrepreneurial action of students at the University of Mazandaran is necessary for several reasons. First, given the rapid changes in the market and the emergence of new challenges and opportunities, understanding the needs and obstacles of entrepreneurial students will lead to improving support platforms. Second, identifying and analyzing unexpected behaviors can help educational institutions to design more effective training programs and practical workshops to enhance decision-making and creativity skills. Also, this research can provide students with deeper insights into dealing with uncertainties and improving their entrepreneurial abilities. The ability to respond quickly to situations can be the key to success in creating and developing new businesses in the world of entrepreneurship. Given the important role of entrepreneurship in economic and social development, this research can help policymakers design better policies and programs to support young entrepreneurs. Finally, the results of this research can contribute significantly to improving the quality and level of student participation in the regional entrepreneurial ecosystem. Therefore, the researcher in this study seeks to answer the question: what are the indicators of unexpected actions of entrepreneurial students at the University of Mazandaran, and how is it prioritized?
Theoretical Framework
Uncertainty in Entrepreneurship
It is usually easy to differentiate the entrepreneurial context from other contexts and leadership styles. At the heart of this difference is the concept of uncertainty. Many entrepreneurial contexts are full of uncertainty; the probabilities of which are not measurable (Conz et al., 2023). Uncertainty in the entrepreneurial context refers to a situation in which there is insufficient or unstable information, and it is difficult to predict the outcomes and consequences of entrepreneurial decisions. This uncertainty can be caused by various factors such as rapid changes in the market, technological innovations, and complex consumer behaviors (Arend et al., 2024). In such circumstances, entrepreneurs face numerous challenges that limit the ability to accurately assess risks and opportunities. Thus, decision-making in the entrepreneurial environment becomes a complex process that requires flexibility and creativity (Raimi et al., 2023).
 
Entrepreneurial improvisations
Immediate and unusual entrepreneurial actions taken in the face of immediate challenges and opportunities under conditions of uncertainty refer to behaviors in which entrepreneurs use their initiative and creativity to react quickly and make non-traditional decisions to increase their ability to adapt to environmental changes and exploit new opportunities (Yadollahi Farsi et al., 2025). These actions can include rapid product changes, innovative marketing, or attracting investors and stakeholders in unexpected ways; thereby enhancing entrepreneurs' ability to manage risk and exploit opportunities in unstable conditions (Behrouzazar et al., 2024).
Research Methodology
The present research is of mixed or combined type (qualitative and quantitative) in terms of methodology. The strategy of the present research is thematic analysis (Brown and Clark model) in the qualitative part; and survey-mathematical in the quantitative part (best-worst method). The statistical population of the present research, in the qualitative phase consists of university professors and managers of technological and entrepreneurial units of the University of Mazandaran, selected by snowball sampling method of 15 people. In the quantitative phase, it includes 20 entrepreneurial students of the University of Mazandaran, who, according to the report of the Entrepreneurship Center and the Growth Center of the University of Mazandaran, have undertaken entrepreneurial action in the past two years, and selected purposefully. In order to collect data and information, the interview method has been used for analysis in the quantitative part, and a multi-criteria decision-making questionnaire was used in the quantitative part. Data analysis in the qualitative part of this research was carried out using thematic analysis method with the approach of Brown and Clark (2006) and with MAXQDA 2021 software, and in the quantitative part; the best-worst method (BWM) was carried out using EXCEL 2016 and LINGO software.
Research findings
Based on the results of the quantitative part, dynamism and adaptability as the first priority indicate the importance of the ability of entrepreneurs to respond to environmental changes and fluctuations. In today's world, markets and economic conditions change rapidly, and entrepreneurs must be able to react quickly and effectively to these changes. This finding clearly emphasizes that entrepreneurs must have the ability to quickly recognize opportunities and threats, and these decisions must be based on careful analysis of data and the current situation. This priority can indicate an agile approach that facilitates the ability to manage changes and maintain organizational health. The second priority, exploration and empowerment, shows that entrepreneurs should not only adapt to existing conditions, but also pay attention to exploring new opportunities and empowering their work teams. Exploration means identifying and creating new entrepreneurial opportunities, and empowerment means increasing the confidence and skills of team members to take effective action. This substitution of dynamics shows that entrepreneurs should actively seek innovations and improve employee performance to exploit existing situations. Learning and innovation in problem solving, as the third priority, highlights the importance of continuous learning and creativity in the decision-making process. Entrepreneurs should be able to learn from their experiences and mistakes and use this information to innovate and improve their functions. This priority may indicate the need to create a learning culture in the organization that allows entrepreneurs to react quickly to new conditions and find creative solutions to challenges. Customer development and communication as the fourth priority also indicates that entrepreneurs pay attention to the importance of continuous and effective relationships with customers and the need to develop products and services tailored to their needs. This priority means that while interaction with customers is important, given the speed of changes in the external environment, entrepreneurs should focus more on internal dynamics and capabilities to best meet customer needs. This result can also point to the necessity of using customer feedback for continuous improvement and optimization of processes.
Conclusion
For entrepreneurial students at the University of Mazandaran who may encounter unexpected actions, the following suggestions can help them be more effective and successful: Hold workshops in the fields of crisis management, creative thinking, and entrepreneurial strategies. These workshops can help students act with confidence and sufficient knowledge in the face of unexpected challenges. Encourage students of different majors to collaborate and exchange ideas to generate innovative ideas in response to challenges. Organize entrepreneurial competitions and challenges focused on solving real problems that force students to come up with immediate and creative solutions. Create a network of mentors and successful entrepreneurs to guide and advise students on unexpected challenges.

Abstract Abstract
The aim of this study is to present a model for promoting human resource management with an emphasis on technology-based education in the age of digital transformation. The present study is exploratory-developmental in terms of purpose, and mixed in terms of implementation (qualitative-quantitative). The statistical population of the study in the qualitative part includes 13 experts in the field of human resource management, and sampling was carried out by purposeful means using the snowball method; and in the quantitative part, it includes 110 managers and employees of the Ministry of Science in Baghdad, selected by random sampling. The research collection tool is semi-structured interviews and questionnaires. MAXQDA software was used to analyze the data in the qualitative part, and SPSS and PLS softwares were used in the quantitative part. The results of the study showed that there is a 17-factor model with 88 indicators for promoting human resource management in the age of digital transformation. This model includes seven causal factors, six underlying factors, two intervening factors, and two strategies. The findings showed that there are significant 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.
Introduction
Today, organizations as well as society are affected by the digital transformation process, which has affected all types of activities, including business and... Adapting to digital environments is an increasingly complex challenge for all organizations and involves changing the way work is done, which has important implications for organizational behavior, corporate culture, talent acquisition, and leadership tactics (Morakanyane et al, 2020). Digital transformation is not limited to simply reducing costs due to better use of technology or process improvement, but also includes the process of creating new business models that adapt to the new digital environment. A company's digital approach can have a great impact on the nature of jobs, different types of jobs, or how people are managed. Therefore, there is a need to develop new HR strategies for managing human resources in the digital age. Digital transformation is a process of organizational change fundamentally focused on the people in this transformation (Alunni & Llambías, 2018).
Today, organizations will witness the entry of the digital generation into the labor market, and this upcoming event requires organizations to be prepared to accept the change and uncertainty that this generation of technology brings with it as it enters the organization. One of the conditions for the success of this path is the use of interactive strategies and technological tools. These widespread effects, on one hand, change the expectations and demands of employees in the workplace and organizational space, and on the other hand, create new expectations for managers regarding employee performance. Thus, in accordance with digital processes, organizations need to modify and review key HR functions such as the selection and recruitment process, performance management and compensation, career management, learning and development (Thite, 2022). For this reason, digital transformation can have a significant impact on HR management processes and roles. As new technologies continue to evolve, the way human resources interact with information and data has also changed. Some human resource management processes, such as employee recruitment, performance evaluation, human resource development using digital technology that improves service delivery to stakeholders, have been deeply revised (Schmid & Pscherer, 2022). The impact of digital transformation can lead to changes in consumer behavior, evaluation of services and products, and expectations. To face changing market behavior, many companies have realized the need to change business models to gain sustainable competitive advantage and keep pace with digital evolution (Mosca, 2020). Therefore, the main research question is: What does the model of upgrading human resource management with an emphasis on technology-driven training look like in the era of digital transformation?
Theoretical Framework
Human Resource Management
Human resource management includes various practices applied to manage people in organizations, and these practices are usually grouped into subsystems of selection, training, evaluation, and reward; which are usually important and defined tasks of the human resource department in organizations (Saadat, 2017).
Technology-Based Training
In the current digital era, technology-based training in the field of human resources, as a new approach, can help organizations improve their human resource performance and be more successful in business competitions by utilizing the potential of technology. Human resource management is no longer limited to managing the daily affairs of employees, but should act as a strategic element to enhance the technology-based capabilities of employees (Doe, 2021(.
Digital transformation
Digital transformation is a process that aims to improve an organization by making significant changes in its characteristics through a combination of information technology, computing, communication, and connectivity. Digital transformation is a method in which an organization uses digital technologies to develop a new digital business model that helps create and allocate more value to the organization (Mergel et al, 2019).
Abidi et al, (2024) studied the identification and assessment of human resource competency components in the era of digital transformation. The results in the qualitative section showed that the competence of digital managers includes 7 components: individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. The results in the quantitative section showed that there is a significant correlation between all components. Also, among the components, that of culture and change management was given first priority. The results also showed that the research model has the necessary validity.
Akramian et al, (2024) examined the presentation of a digital human resources management model with a data-based approach. The results showed that the digital human resources management model with a data-based approach includes causal factors (technological, environmental, human and organizational), contextual factors (digital platform, management platform, individual platform), intervening factors (cultural factors and the creation of new platforms), strategies (organizational and managerial), and consequences (individual, cultural and organizational). It is necessary to provide the basis for implementing the desired situation, while paying attention to the multiplicity, according to the mentioned model.
Research Methodology
The present study is exploratory-developmental in terms of purpose, and mixed in terms of implementation (qualitative-quantitative). The statistical population of the research in the qualitative part includes 13 experts in the field of human resource management, and sampling was carried out by purposeful method and snowball method; and in the quantitative part includes 110 managers and employees of the Ministry of Science in Baghdad, selected by random sampling. The research collection tool is semi-structured interview and questionnaire.
Research findings
MAXQDA software was used to analyze the data in the qualitative part, and SPSS and PLS software in the quantitative part. The research results 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 background factors, two intervening factors and two strategies. The findings showed that there are significant 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.
Conclusion
The present research was conducted with the aim of presenting a model for improving human resource management with an emphasis on technology-based training in the era of digital transformation. The results of this research are consistent with the results of Abidi et al, (2024), Akramian et al, (2024), Rastegar et al, (2024), Bagheri et al, (2024), Sadoughi (2024), Rastegar et al, (2023), Blouri Seresht (2023), Busulwa et al, (2022), Gupta et al, (2021), and Kaufman et al, (2021). Akramian et al, (2024) showed that the digital human resource management model with a data-based approach includes causal factors (technological, environmental, human and organizational), contextual factors (digital platform, managerial platform, individual platform), intervening factors (cultural factors and the creation of new platforms), strategies (organizational and managerial), and consequences (individual, cultural and organizational). It is necessary to provide the basis for implementing the desired situation, while paying attention to the multiplicity, according to the mentioned model.
According to the results of the study, the following suggestion was made:
Human resource managers should put digital transformation in the field of human resources on their agenda with a comprehensive and deep understanding of new technologies, and be ready to accept and apply them to speed up the provision of services, improve quality and promote accountability. 

Abstract Abstract
The aim of the present study is to design a comprehensive model for conceptual development of teamwork coaching in Iranian government organizations with a data-based approach. The research method is developmental and exploratory in terms of its purpose, and qualitative in terms of its implementation method, and utilizes the data-based method. The statistical population includes 10 experts, experienced in the field of teamwork or coaching, selected as samples through non-random, definitive, judgmental and systematic sampling using the snowball method. The data collection tool includes semi-structured interviews. Data analysis is using coding and the data-based method. The results of the study showed that the five factors: the moderating factors of the implementation of teamwork coaching, the contextual factors of the implementation of teamwork coaching, the strategies of the implementation of teamwork coaching, the consequences of the implementation of the teamwork coaching system, and the causal conditions of the implementation of teamwork coaching are effective in providing a comprehensive model for the conceptual development of teamwork coaching in Iranian government organizations.
Introduction
Today, conventional and hierarchical structures have turned towards group structures, through which organizations have achieved productivity, savings, increased production, and profitability. Therefore, it is necessary to design and implement a teamwork system in the form of a macro-organizational strategy (Yaghubi, 2022). Teamwork has many benefits in individual and organizational dimensions, including a sense of personal security, a sense of satisfaction, the reduction of work difficulty, multi-skilling for individuals and a reduction in work accidents, increased productivity, balancing organizational layers, the formation of participation, and quick and timely decision-making by employees of operational layers for the organization. Accordingly, the formation of teamwork is considered as an important factor in improving quality and gaining competitive advantage (Ebrahimzadeh et al, 2015). Therefore, the most important concerns of a modern organization can be guiding and transforming teamwork towards improving performance. Heslin et al, (2006) found that in order to guide teamwork towards better efficiency, the organization needs an active, goal-focused, and person-to-person flow that is used to improve the performance of individuals and promote their professional path, which can even have a positive impact on their working lives (Kameli, 2016). Managers have gradually come to the conclusion that in order to carry out the complex activities of the organization, they need employees who work in groups of multiple people with complementary expertise to advance the goals of the organization (Kaviani et al, 2019). Today's advanced organizations have realized that humans play a more central role than ever before, and organizations are forced to adopt new methods in the field of human resource training in order to succeed and survive in a competitive world. Finding a way for managers to do this continuously and efficiently is one of their first challenges in employee teamwork. In general, considering the research gaps stated, today a new concept called coaching is being mentioned that can be a common answer to the aforementioned challenges. Coaching is one of the methods of training and improving employee performance that, like other training methods, is used for the growth and development of human resources. Coaching is an effective method for promoting learning that can have a positive impact on the organization's profits and losses and bring tangible benefits to individuals and organizations (Bakhshi, 2019). Therefore, considering the above, the main research question is: What is a comprehensive model for developing the concept of teamwork coaching in Iranian government organizations with a data-based approach?
Theoretical Framework
Teamwork
The concept of teamwork refers to the fact that individuals in groups are able to do things beyond what they can do alone and independently. Therefore, many organizations have turned to teamwork-based structures as a way to survive and win in today's competitive world (Yaghubi, 2022).
Coaching
Coaching is a course to empower individuals so that they feel relaxed and useful and feel satisfied by reaching their desired positions. This method, while paying attention to the problems and challenges facing the manager and employee, also focuses on his goals and tries to help him achieve better and faster results by creating the necessary support. Currently, coaching is considered one of the most efficient methods of developing individuals and a powerful approach to performance management. Unlike training, which usually includes a group of people and has a time limit, coaching is a focused and one-on-one method that can be implemented at any hour and any day (Abdi et al, 2018).
Ghafari et al, (2022) in a study identified a model to explain the concept of employee performance coaching in Iranian government organizations. The findings, using jointly extracted concepts, led to the identification of 5 factors of moderating, contextual, strategic, consequences, and finally causal conditions for implementing the performance coaching system. The results indicate that today's organizations, with more knowledge of the aforementioned factors, can respond better to competitive pressure and, as a result, achieve more efficient results by developing and implementing training and business strategies such as coaching.
Haji Zadeh et al, (2021) in a study identified and explained the effective factors of coaching operational managers of Persian Gulf Petrochemical Industries Company in order to motivate human resources. The results showed that out of 805 extracted concepts, 145 initial codes were identified in the form of 23 categories, including the central category, causal conditions, contextual conditions, intervening factors, strategies, and consequences. Also, the degree of influence of the relationships between the model variables was positive and significant.
Research Methodology
The research method is developmental and exploratory in terms of its purpose, and qualitative in terms of its implementation method, and applies the data-based method. The statistical population includes 10 experts, experienced in the field of teamwork or coaching, selected as samples through non-random, definitive, judgmental and systematic sampling using the snowball method. The data collection tool includes semi-structured interviews.
Research findings
Data analysis is using coding and the data-based method. The results of the study showed that the five factors: the moderating factors of the implementation of teamwork coaching, the contextual factors of the implementation of teamwork coaching, the strategies of the implementation of teamwork coaching, the consequences of the implementation of the teamwork coaching system, and the causal conditions of the implementation of teamwork coaching are effective in providing a comprehensive model for the conceptual development of teamwork coaching in Iranian government organizations.
Conclusion
The present study was conducted with the aim of designing a comprehensive model for conceptual development of teamwork coaching in Iranian government organizations with a data-based approach.. The results of this study are consistent with the results of Ghafari et al, (2022), Haji Zadeh et al, (2021), Dastgerdi et al, (2021), Mashhadi & Qoroneh (2021), McCarthy & Milner (2020), Podolchak et al, (2019), and Jafarpur (2018). Dastgerdi et al, (2021) showed that the core phenomenon of coaching includes work sessions, division of labor, and listening skills; which can be implemented innovatively according to different levels of coaching. The purpose of implementing strategies, which are selected purposefully, is to better manage and accomplish the desired phenomenon in the prevailing context and platform. Therefore, by using strategies, the core phenomenon can be implemented. Thus, codes that have a more operational flavor among the concepts answered in the interviews are classified as a strategy and a requirement. Considering the form and framework of the central phenomenon in the two concepts of goal enumeration and solution enumeration, the strategies section can also be divided into two sections for group members. The resulting codes in this section include emphasis on self-empowerment, emphasis on self-responsibility, transparency of processes, and dialogue-oriented space creation, which are classified in the concept of behavioral strategies.
Based on the research results, the following suggestions are made:
Encouraging employees to learn coaching concepts while working
Creating work groups and providing conditions for group work
Holding periodic coaching training courses for senior managers
Sending middle managers to learn how to teach and coach in the organization
Reducing organizational cultural barriers such as reducing the costs of people moving for advancement and performance improvement
Contracting long-term contracts with coaching training institutions and research centers in order to achieve long-term goals.

Abstract Abstract The present study was conducted with the aim of identifying the effective factors on the implementation of Eric Cheng's knowledge management model in the secondary schools of the second period of West Azerbaijan province. The research method is applicable in terms of objective, and phenomenological in terms of collecting qualitative information, and the research population is the principals of secondary schools of the second period of the province in the academic year of 2022-2023, with the purposeful sampling method of homogeneous type; and based on the principle of theoretical saturation, the number of 8 people were selected from among the provincial managers. The research tool is a semi-structured interview, and Lincoln and Guba's four criteria were used for the reliability of the data. According to the Claizy analysis method, in the dimension of "Knowledge Leadership" two main themes under the headings of "Information networking with four sub-themes" and "Learning support with three sub-themes"; in the "knowledge management perspective" dimension, three main themes under the titles of "situation analysis with four sub-themes", "continuous interaction with three sub-themes" and "effective feedback with three sub-themes"; in the "Knowledge Exchange Culture" dimension, three main themes under the titles of "Situation Analysis with four sub-themes", "Security with four sub-themes" and "Sustainable knowledge sharing with three sub-themes", and in the "Knowledge Management Strategies" dimension, three main themes under the titles "Motivation and support with four sub-themes", "Innovation with three sub-themes" and "Research with three sub-themes" were identified and extracted as effective factors on the implementation of Eric Cheng's knowledge management model. Extended abstract Introduction Human power is considered as the basic asset of any organization, and organizations should try to empower their forces. This issue is more important in the field of education. Empowering people in education ensures qualitative improvement and quantitative development of education and contributes to the excellence of society (Endres & Chowdhury, 2019). Knowledge management is considered as a key factor in empowering human forces in education. This process plays an important role in creating, maintaining, sharing knowledge and helps to improve organizational performance (Cheng, 2017). There are different patterns and models for knowledge management, but it should be noted that each organization may have its own needs and should implement the knowledge management system based on its own conditions. The school as an organization is no exception to this rule. Among the different models of knowledge management, Eric Cheng's model of knowledge management is one of the suitable models for knowledge management at the school level. Examining this model has been neglected in the researches of this field, therefore, the present study aims to investigate the effective factors on the implementation of Eric Cheng's knowledge management model in the secondary schools of West Azarbaijan province, and the main question is: What is the effective factors on the implementation of knowledge management based on the Eric Cheng model in secondary schools of West Azerbaijan province?   Theoretical framework In the 1990s, the concept of knowledge management emerged as a strategic approach to exchange, transfer and create knowledge in organizations. This concept first attracted a lot of attention in business environments. Over time, it entered educational organizations and schools. In the field of education, knowledge management as an emerging concept played an important role in improving the processes and improving the quality of education. Cheng (2015) has presented a comprehensive model for knowledge management in school. Cheng's model is based on 4 dimensions of "Knowledge Leadership", "Knowledge Management Perspective", "Knowledge Exchange Culture", and "Knowledge Management Strategies". Knowledge leadership means creating a dynamic environment for the exchange of knowledge between organization members, and has a direct effect on the attitude and behavior of employees towards knowledge management issues. The vision of knowledge management is a picture of the future of the organization and considers how to facilitate knowledge management approaches for the development of the organization. The culture of knowledge exchange emphasizes the beliefs, values, behaviors and functions in the organization to promote the transfer and sharing of knowledge between members, and the knowledge management strategy is a detailed plan to achieve the goals of knowledge management and strengthen its main foundations (Mohammadi Qeshlaq & Jafardoost, 2018). The results of research in the field of knowledge management show that knowledge management can lead to improving the performance of schools, improving the educational achievements of students, encouraging positive perceptions of the school in society, and improving educational processes. Also, factors such as organizational culture, staff characteristics, knowledge leadership, knowledge-based structure design and technology play an important role in the success of knowledge management in schools. What has been neglected in previous researches is the identification of effective factors in the process of "implementing the knowledge management model", especially in schools. The present study tries to cover this research gap. Research methodology The research method is applicable from the point of view of purpose, and qualitative phenomenology in terms of data collection. The statistical population includes principals of secondary schools in West Azarbaijan province in the academic year of 2021-2022. The purposeful sampling method is of homogeneous type, and based on the principle of data saturation; 8 people were selected as sample managers. In order to collect information, a semi-structured interview was conducted with the participants. Lincoln and Guba's four criteria were used for data reliability. Data analysis was done using the Claizy method (the model proposed by Moro, Rodrigues and King) and with the MAXQDA20 software.   Research findings The data of the research were analyzed with Claizy's method and the model proposed by Moro, Rodrigues and King. Therefore, after the implementation and review of the texts, the primary codes were extracted. The meanings of each of the codes were organized and reviewed, finally, according to the semantic affinity, the main themes were formed and based on the conceptual connection, sub-themes and sub-themes were identified. The effective factors identified based on Eric Cheng's knowledge management model in "Knowledge Leadership Dimension" included 2 main themes under the headings of "Information networking with 4 sub-themes" and "Learning support with 3 sub-themes". In the "knowledge management perspective" dimension, it includes 3 main themes under the titles of "situation analysis with 4 sub-themes", "continuous interaction with 3 sub-themes" and "effective feedback with 3 sub-themes". In the "knowledge exchange culture" dimension, 3 main themes were identified under the headings of "situation analysis with 4 sub-themes", "security with 4 sub-themes" and "sustainable knowledge sharing with 3 sub-themes". In the "Knowledge Management Strategies" dimension, 3 main themes were identified and extracted under the titles of "Motivation and support with 4 sub-themes", "Innovation with 3 sub-themes" and "Research with 3 sub-themes".   Conclusion The main purpose of the current research was to identify the effective factors on the implementation of knowledge management based on Eric Cheng's model in the dimensions of "Knowledge Leadership", "Knowledge Management Perspective", "Knowledge Exchange Culture" and "Knowledge Management Strategies" in secondary schools of the second period of West Azarbaijan province. Knowledge management is an organizational process for collecting, storing, exchanging and exploiting knowledge in an organization. Meanwhile, Knowledge leadership plays an essential role; because leaders should promote the value of knowledge in the organization, create motivation and commitment to share knowledge and encourage people towards knowledge management processes. The perspective of knowledge management should determine specific goals and priorities for attracting, creating and transferring knowledge in the organization and use specific strategies to achieve these goals. Knowledge management strategy should include methods and processes that are used as tools for collecting, organizing and exploiting knowledge. The culture of knowledge exchange is also introduced as a part of knowledge management and indicates the willingness of organization members to share their knowledge and experiences. This culture of knowledge exchange helps to create an open environment in the organization. In a general comparison with the results of previous researches, the results of the present research in the dimension of knowledge leadership have an innovative aspect in terms of identifying the main themes of "information networking and learning support" and the sub-themes of each of them. In the perspective of knowledge management, in terms of identifying the themes of "continuous interaction and effective feedback" and the sub-themes of each of them, it has an innovative aspect and to some extent in the sub-themes of "situation analysis" overlaps with the results of Edak & Edak (2018) and Daraei & Navehebrahim (2021). In the dimension of knowledge exchange culture, the identification of the themes of "constructive environment and security" and the sub-themes of each of them is new and only in the theme of "sustainable knowledge sharing" it is somewhat aligned with the results of Rahimiane et al, (2022). In terms of identifying the themes of "innovation and research" and the sub-themes of each of them, the knowledge management strategy has an innovative aspect, and only in the theme of "motivation and support" it is somewhat aligned with the results Rahimiane et al, (2022). According to the results obtained from the research, the following are suggested separately: In the dimension of knowledge leadership: schools should pay special attention to creating a virtual platform for teachers and students. In the perspective of knowledge management: school managers should conduct a needs assessment among teachers and school staff so that the needs, opportunities and problems in the school are identified and based on this analysis, suitable resources and solutions are introduced and implemented. In the dimension of knowledge exchange culture: through holding knowledge-enhancing courses, teachers' knowledge in this regard is increased and they are encouraged to collaborate and cooperate among people in the school and promote the creation of a culture of collective learning.  In the dimension of knowledge management strategies: based on external incentives such as issuing incentives, annual evaluation score, organization score, etc., teachers should be encouraged to present creative solutions, generate ideas, carry out research activities, etc.

Abstract Abstract
The purpose of this research is to provide a model to break the defensive silence of creative employees in government organizations. In terms of purpose, the present research is applicable, and a mixed exploratory research of qualitative-quantitative type. The statistical population in the qualitative part of the research includes 20 experts (university professors and researchers familiar with the research topic) and managers and deputies of government organizations, and the statistical population in the quantitative part includes 345 people of managers and deputies and experts of government organizations in Ilam province. The sampling method in the qualitative part is a purposeful judgment, and in the quantitative part it is a cluster sampling method. The collection tool in the qualitative part is open interviews with experts; and in the quantitative part, a researcher-made questionnaire. For data analysis, theme analysis and fuzzy Delphi technique were used in the qualitative part, and structural equations were used in the quantitative part. A total of 94 sub-themes and 20 main themes were identified. The 20 main themes that have been identified as influencing factors on breaking the defensive silence of creative employees in government organizations are: facilitating policies, motivational factors, job security, collaborative management, governance of meritocracy, leadership style, improvement of individual skills, organizational learning, strengthening professional ethics, quality of relationships, health of relationships, mutual trust, spirituality in the workplace, creative and critical atmosphere, cooperation culture, consulting and positive organizational psychology, reducing psychological pressures, creating attitudinal changes, changing organizational strategies, and strengthening strategic thinking.
Extended abstract
Introduction
In organizations, employees play a very important role. They are the vital element of the organization that contribute to the activity and work performance of the organization by performing their duties and responsibilities (Gencer et al, 2023). Organizations expect their employees to be more responsible and innovative than in the past and talk about organizational issues and problems due to the increasingly competitive environment, high expectations of customers and great attention to the quality of products and services that indicate the ever-increasing changes in organizational environments. In order for organizations to survive in such conditions, they need employees who can respond to such a challenging environment; that is, those who are not afraid to share their knowledge and information with others and provide their opinions in the form of suggestions and criticisms or innovative ideas to organizations (Alipuor Baei et al, 2022). Despite the fact that providing suitable conditions to encourage employees to participate more in organizational environments and also their ideas in the form of presenting opinions and suggestions is one of the necessities that has been emphasized in the field of organization and management knowledge in recent years, many of Organizations expect their employees to express only certain words and conversations, especially in the direction of confirming the current conditions and status of the organization, and for this purpose, they use various reward and punishment mechanisms. In such a situation, over time, despite the fact that employees have good ideas for organizations, they prefer not to present their ideas and remain silent and somehow remain indifferent to the future of their organization (Piran et al, 2017). Organizational silence refers to the lack of communication, neglected requirements, lack of information sharing and instability in the organizational work environment (Sulphey & Jasim, 2022). Organizational silence means not disseminating information and knowledge within the organization; which occurs when people within the organization prevent part of their knowledge, information or opinions from participating and transmitting it to others (Lotfi Dehkhargani & Maharati, 2022). Therefore, the researcher is trying to answer the question: what is the model for breaking the defensive silence of creative employees in government organizations?
Theoretical Framework
Organizational silence
Organizational silence is a phenomenon in which the employees of the organization refrain from commenting on the organization's issues for various reasons, and remain silent (Takhsha et al, 2020). Organizational silence is defined as refraining from expressing behavioral, cognitive and effectiveness evaluations about organizational situations. In other words, organizational silence is a social phenomenon where employees purposefully refuse information and opinions about the organization (Doaei & Sabokroo, 2022).
Defensive silence
The absence of voice is silence, although the motivation for silence is the most meaningful message to analyze when considering organizational silence. By using targeted silence, employees collectively withhold information that could affect the growth and success of the organization. Therefore, organizational silence can be seen as a situation where employees have seemingly valuable information, opinions, concerns or ideas, and decide to withhold this information (Masoumi & Faizi, 2021). Defensive silence is a type of organizational silence that occurs when the employee fears the consequences of speaking up, or perceives that speaking up will have a negative impact (Moalemian et al, 2021).
Powell (2023) in a study investigated the drivers of organizational silence and strategies to deal with them and finally reached the conclusion that; the most important influencing factors in reducing organizational silence are the perception of organizational support and the rule of meritocracy in organizations.
Fang-Shu & Ramayah (2022) in a study investigated the effect of participatory management on reducing employees' defensive silence by mediating the quality of communication and finally reached the conclusion that; participatory management and the quality of the organization's internal communication have a significant impact on the breaking of employees' defensive silence.
 
Research methodology
This research is applicable-developmental in terms of purpose, and exploratory in nature. The statistical community in the qualitative section includes 20 experts (academic faculty members and experts in the field of public administration and organizational behavior, professors familiar with the subject of research, managers and creative employees with experience in government organizations of Ilam province). The statistical population of the research in the quantitative part includes all managers, assistants and experts of the government organizations of Ilam province; according to the statistics published by the vice-president of human resources development of Ilam province, their number is equal to 2200 people. The number of samples for the quantitative part was based on Morgan's table and 327 people were selected. In this research, semi-structured interviews were used to identify the indicators and components of defensive silence breaking of creative employees in government organizations. The research tool in the quantitative part is a researcher-made questionnaire.
 
Research findings
For data analysis, theme analysis and fuzzy Delphi technique were used in the qualitative part, and structural equations were used in the quantitative part. A total of 94 sub-themes and 20 main themes were identified. The 20 main themes that have been identified as influencing factors on breaking the defensive silence of creative employees in government organizations are: facilitating policies, motivational factors, job security, collaborative management, governance of meritocracy, leadership style, improvement of individual skills, organizational learning., strengthening professional ethics, quality of relationships, health of relationships, mutual trust, spirituality in the workplace, creative and critical atmosphere, cooperation culture, consulting and positive organizational psychology, reducing psychological pressures, creating attitudinal changes, changing organizational strategies, and strengthening strategic thinking.
 
Conclusion
The present study was conducted with the aim of providing a model to break the defensive silence of creative employees in government organizations. This result is in agreement with the research results of Powell (2023), Fang-Shu & Ramayah (2022), Sulphey & Jasim (2022), kord firouzjaie & zeinabadi (2022), Olcer & Coskun (2022), Gencer et al, (2021), Masoumi & Faizi (2021), Larijani (2021), Afkhami Ardakani et al, (2021), Jan et al, (2019), Kalaa et al, (2019), Kord firouzjaie & zeinabadi (2022). Employees who have a proper understanding of the organization's support are committed to the organization, and the voices of committed employees are always heard in organizations. Supporting employees in organizations causes the voice of employees and employees' opinions to appear in a reasonable and appropriate manner, which ultimately will moderate the deadly organizational silence (Jan et al, 2019).
According to the results obtained from the research, it is suggested:
Holding training courses: holding training courses and workshops for employees about the break of organizational silence and their benefits. Providing training on the recognition and principles of supporting employees in the face of defensive silence can also be useful.
Implement supportive policies and procedures: Develop and implement policies and procedures that allow employees to break the defensive silence and report problems and deficiencies without fear of negative consequences.
Designing confidential mechanisms: creating safe and confidential mechanisms to welcome employee reports and complaints, so that their personality is protected and they do not experience any negative consequences.

Abstract Abstract
The aim of the current research is to Designing an entrepreneurial ecosystem model in the university with a knowledge-oriented approach. According to its purpose, the research method is applicable; and mixed (qualitative-quantitative) in terms of its implementation. The statistical population in the qualitative section includes 20 academic experts who are knowledgeable about the entrepreneurship ecosystem, using a targeted sampling method; and in the quantitative section, it includes 384 people from all managers of Islamic Azad Universities across the country. Data collection in the qualitative part was done through semi-structured interviews with the members of the statistical community, and in the quantitative part was done through a questionnaire. Data analysis was done using ATLAS TI software in the qualitative part, and partial least squares method in the SPSS and PLS software in the quantitative part, and factor analysis method was also used in data analysis. The results in the qualitative part showed that 67 primary codes, 11 basic themes, and 5 constructive themes are identified in most infrastructure and support clusters (2 themes), integration of technology and knowledge (2 themes), education and culture (3 themes), policy and planning. (2 themes), and integrated management (2 themes); and relationships between them were drawn and presented in the form of a paradigmatic model. The results of the quantitative part showed that 5 indicators and 11 components with factor load, average extracted variance, and convergent validity are higher than (0.4), Cronbach's alpha coefficient and composite reliability are higher than (0.7), significant t coefficients is higher than (1.96); all were confirmed, and the model has a strong fit.
Extended abstract
Introduction
The role that universities play in ensuring the success of knowledge and entrepreneurship is beyond the transfer of knowledge and is ultimately the creation of a knowledge-based entrepreneurship ecosystem (Baharestan et al, 2023). Following the economic downturn caused by the 2008 financial crisis, governments in high-income countries are increasingly seeking a role for universities to stimulate regional economic development. Consequently, there is an increasing role for today's universities to be drivers of innovation and entrepreneurship to accelerate increased regional competitiveness and economic growth (Audretsch et al, 2022). The demand for the commercialization of academic knowledge has increased; universities are more involved in knowledge maintenance and transfer activities (Ali et al, 2019). Through their initiative to improve institutional budgets and with government actions to support wealth production and competition, universities create the context of a knowledge-based entrepreneurial ecosystem (Radko et al, 2022).
Governments around the world (especially in high-income countries) are looking for technological innovation and knowledge application as drivers of national economic growth, and universities act as generators of this national capacity (Weerasekara et al, 2022). From this point of view, universities, which operate at the critical intersection of education, research and knowledge transfer, are considered as key agents of change in the commercialization of knowledge and the creation of an entrepreneurial ecosystem (Theodoraki et al, 2022). The term "academic entrepreneurship ecosystem" is often used in this context to describe universities that are used entrepreneurially to contribute to economic development (Badzińska, 2021). Academic entrepreneurship ecosystems show an interconnected set of different components that support each other in the birth of new entrepreneurs (Dutta et al, 2021). New businesses also emerge because they are located in an environment or “ecosystem” that allows them easy and supportive entrepreneurship (Hsieh et al, 2020). An efficient academic entrepreneurship ecosystem is needed to breed entrepreneurs. The government encourages the creation of entrepreneurs among academics (Kamel, 2022).
Based on the said material, the researcher is trying to answer the question: what is the model of the entrepreneurship ecosystem in the university with a knowledge-oriented approach?
Theoretical Framework
Entrepreneurship in university
Today, university entrepreneurship is an advanced and attractive ideal for higher education (Coral et al, 2022). In the future competitive world, universities have no way to survive but to move towards university entrepreneurship (Novela et al, 2021). To achieve this goal, changes should be made in educational and research processes, structure, culture, and the way and content of interactions between universities and companies and the government. The emergence of universities with the aim of acquiring knowledge and attaining the facts of existence has been the source of many changes in human societies (Boh et al, 2016). With the expansion of universities, not only the human resources needed by the society have been trained (Lenzer et al, 2021), but also the intellectual and cultural infrastructure of the society has been provided to enjoy new methods and technologies (Giuri et al, 2019; Prokop, 2022). One of these developments is the development of entrepreneurship. The university plays a decisive role in the development of entrepreneurship. Creating and developing entrepreneurs in the educational system and turning it into an institutionalized culture requires the identification and determination of policies and principles that show the relevant solutions (Lahikainen, 2020).
Sarayani et al, (2024) investigated the presentation of the model of recruitment and selection of public sector human resources with the entrepreneurial government approach. According to data analysis, 545 final codes were extracted through open coding and then, using axial coding, categorized in the form of 121 concepts and 16 categories of contextual factors (environmental), structural factors (organizational), behavioral factors (content), recruitment of human resources, selection human resources, recognizing entrepreneurial opportunities in the public sector, exploiting entrepreneurial opportunities in the public sector, executive and managerial obstacles, political and legal obstacles, economic obstacles, cultural and social obstacles, mixed selection with internal resource acquisition in experience-oriented jobs, combined selection with external resource acquisition in knowledge-based jobs, individual consequences, organizational consequences, social consequences; and finally, in the selective coding stage, a processed and multidimensional model has been presented for the first time at the level of government organizations of Sistan and Baluchistan province.
Awad & Salaimeh (2023) presented a research entitled Towards an Entrepreneurial University Model: Evidence from Palestine Polytechnic University. The main findings showed that other financial support sources can accelerate academic entrepreneurship.
Research methodology
According to its purpose, the research method is applicable, and in terms of its implementation, it is mixed (qualitative-quantitative). The statistical population in the qualitative section includes 20 academic experts who are knowledgeable about the entrepreneurship ecosystem using a targeted sampling method; and in the quantitative section, it includes 384 people from all managers of Islamic Azad Universities across the country. Data collection in the qualitative part was done through semi-structured interviews with the members of the statistical community, and in the quantitative part was done through a questionnaire.
Research findings
Data analysis was done using ATLAS TI software in the qualitative part, and partial least squares method in the SPSS and PLS software in the quantitative part, and factor analysis method was also used in data analysis. The results in the qualitative part showed that 67 primary codes, 11 basic themes, and 5 constructive themes are identified in most infrastructure and support clusters (2 themes), integration of technology and knowledge (2 themes), education and culture (3 themes), policy and planning. (2 themes), and integrated management (2 themes); and relationships between them were drawn and presented in the form of a paradigmatic model. The results of the quantitative part showed that 5 indicators and 11 components with factor load, average extracted variance, and convergent validity are higher than (0.4), Cronbach's alpha coefficient and composite reliability are higher than (0.7), significant t coefficients is higher than (1.96); all were confirmed, and the model has a strong fit.
Conclusion
The purpose of this research was to design an entrepreneurship ecosystem model in a university. The results of this research are in agreement with the researches of Ezzati et al, (2022), Panahi et al, (2022), Enetzari (2018), Mohammadpour et al, (2019), Mousavi et al, (2018), Nanni (2019), Mohgar et al, (2019), Elia et al, (2020), Guerrero et al, (2020), Prokop (2022), Meyer et al, (2020), Davari et al, (2016), Kulczakowicz (2021), Sun et al, (2020), Noormohammadi Najafabadi et al, (2022), Jame Bozorgi et al, (2023), Radko et al, (2022), Awad & Salaimeh (2023), Alkaabi et al, (2023), Keykha & Purkarimi (2021), Aliabadi et al, (2020), and Aghajani & Tai (2019).
Noormohammadi Najafabadi et al, (2022) showed that the main factors and components identified are cultural factors including the promotion of entrepreneurial culture, entrepreneurship education, skill training; and contextual factors including human capital, knowledge production, knowledge transfer, knowledge commercialization; and structural factors include networking of growth centers and technology transfer offices as well as breeding companies, which are considered effective variables in creating a regional entrepreneurship ecosystem. People's views on the influence of factors in creating a regional entrepreneurship ecosystem were measured by using a sample t-tech test. In total, effective academic factors had a significant impact in creating the regional entrepreneurship ecosystem.
Based on the obtained results, the following suggestions are presented:
- Attention and promotion of technological goods.
-Pushing the university towards technological universities and commercialization of knowledge
- Expanding technology-based knowledge in university courses.
- Transferring technological entrepreneurship and its commercialization in universities
- Have the necessary planning to teach new skills and knowledge in universities.
- To provide the necessary fields to establish a connection between educational programs and the needs of the labor market and society.

Abstract The purpose of this study aims to identify and analyze innovative behavior proposals based on strategic human resource management in knowledge-based organizations. The research is applicable in terms of purpose, and mixed (qualitative-quantitative) in terms of the type of data. Statistical population in the qualitative sector includes 11 faculty members of Islamic Azad University of Mazandaran Province, and in a targeted sampling; and in quantitative section including 411 managers, consultants, and other faculty active in Islamic Azad University growth and technology centers units of Mazandaran province, selected by the random sampling method. The data collection tool in the qualitative part of the interview was semi-structural interview, and in the quantitative part of the researcher-made questionair. The validity and reliability of the tool in the qualitative sector were approved by the criteria of validity, transmission, and approval; and validity of the tool in the quantitative part was obtained with the opinion of experts and factor analysis, and its reliability with Cronbach's alpha coefficient. Qualitative data analysis was performed by the content analysis, and quantitative data through structural equation analysis. The findings from the qualitative section resulted in the identification of 12 main categories. Also, the findings of data analysis in the quantitative section showed that the extracted pattern has good fit; and behavioral capabilities, performance evaluation, thoughtfulness, job satisfaction, self-efficacy, justice-orientation, participation, competitiveness, professional ethics, Inter-sectoral relationship, collaborative management, and pragmatism, have respectively had the highest importance in developing innovative behaviors in knowledge-based organizations and university development centers. Extended abstract Introduction With the increasing progress of knowledge and technology and the widespread flow of information, our society today needs to nurture human beings who can face and solve problems in a creative way. With this approach, the need for education, reinforcement of creativity, and creating new thoughts to reach the prosperous community is of particular importance (Jahangir et al, 2023). The continuous improvement of organizational performance creates a huge synergy force that can support the growth and development plan, and create organizational excellence opportunities. Governments, organizations, and institutions are trying to do so (Khani Noghani, 2021). One factor effective in improving the process of organizational creativity and individual innovation is the identification of the weakness and strength of the organization is in this section. For this purpose, the periodic evaluations of the organization and management in the field of innovation tasks can be effective (Moussa & El Arbi, 2020). Organizations can increase innovation in different sectors by promoting culture, structures, strategies and processes. The source of innovation in organizations is the creation and enhancement of creativity in the organization (KuideiShat & Farmanesh, 2022). Behavioral innovation is an important and vital factor for organizations to create sustainable competitive value and advantage in today's complex and variable environment. With more innovation, organizations will be more successful in responding to variable environments and developing new capabilities that allow them to get better performance (Vakili et al, 2019). Innovation and innovative measures are largely dependent on the knowledge, expertise and commitment of the employees as the value-creation process inputs. Human resource knowledge and competencies are valuable assets for organizations (Nikkhah Tekmedash et al, 2019). Human resource measures are the main tools and methods that organizations can influence the skills, attitudes, and behavior of individuals to do their work and achieve existing organizational goals (Lancker et al, 2016). In today's competitive world, the only sustainable competitive advantage of any organization is its human resources and the role of all of them in the success of the organization, which is through empowerment, innovative behavior, and creativity of the staff (Sahami, 2020). Today, human resources are considered to be the greatest asset of any organization in terms of thinking ability, creativity and modernization; as any improvement in technical and organizational systems is made by manpower. The intellectual power and thoughts of the staff are static and latant in the organization (Irajirad & Lotfi Khatoonabad, 2019). So, in view of the above, the researcher seeks to answer the question: What is the identification and analysis of strategic human resource management propellers in knowledge -based organizations? Theoretical Framework Innovative behavior: Researchers have agreed that the innovative behavior of employees encompasses employees' creativity, namely the production of new ideas and useful ideas in relation to products, services, processes and procedures; and the more particularly implementation of created ideas. Innovative behavior includes a set of behavior, namely search for opportunities; and producing ideas includes searching and identifying opportunities for innovating and producing ideas and solutions to use opportunities, and also defending produced ideas and the promotion of manufactured ideas aimed at finding support and building cooperation and unity (Sahami, 2020). Strategic Management of Human Resources: The human resources of each organization are the largest and most scientific assets of the organization. Innovation measures are dependent on the knowledge and expertise of employees as the value creation process (Lancker et al, 2016). Human resource measures are the main tools and ways that organizations can influence people's skills, attitudes and behaviors to achieve organizational goals. Human resource has never depreciated by consumption, but the experience and skill it acquires makes organizations perform ore better and more (Vakili et al, 2019). Knowledge-based organization: Knowledge-based organizations are usually described in terms of their product or service knowledge. In other words, the knowledge-based organization is an organization whose products (or services) are knowledge-oriented. The concentration and structure of the knowledge-based organization is a result of organizational learning, and the processes, goals, and generalization of such organizations, which are related to the global perspective and culture, are knowledge-oriented. Structure in knowledge-based organizations includes individuals, processes and information technology (Asgari et al, 2020). Ohadi & Hazraty (2024) examine the impact of cultural diversity on innovative work behavior and psychological adaptation with regard to the role of cultural intelligence. The result of research hypotheses indicates a positive and significant effect of cultural diversity on cultural intelligence as well as the impact of cultural diversity and cultural intelligence on innovative work behavior. The mediating role of cultural intelligence in relation to cultural diversity and innovative work behavior was also confirmed. In addition, the role of cultural intelligence equallizer in relation to cultural diversity and psychological adaptation was also confirmed. Banmairuroy et al, (2022) examined the impact of knowledge-based leadership and human resource development on sustainable competitive advantage through the factors of organizational innovation. Human resource management can help organizational capabilities as far as it creates a set of task behaviors that shape the company identity, innovation, qualitative orientation, and so on. On the other hand, knowledge-based leadership and human resource development have had a positive and constructive impact on the sustainable competitive advantage of companies. Research methodology The research is applicable in terms of purpose, and mixed (qualitative-quantitative) in terms of the type of data. Statistical population in the qualitative sector includes 11 faculty members of Islamic Azad University of Mazandaran Province, and in a targeted sampling; and in quantitative section including 411 managers, consultants, and other faculty active in Islamic Azad University growth and technology centers units of Mazandaran province, selected by the random sampling method. The data collection tool in the qualitative part of the interview was semi-structural interview, and in the quantitative part of the researcher-made questionair. The validity and reliability of the tool in the qualitative sector were approved by the criteria of validity, transmission, and approval; and validity of the tool in the quantitative part was obtained with the opinion of experts and factor analysis, and its reliability with Cronbach's alpha coefficient.   Research Findings Qualitative data analysis was performed by the content analysis, and quantitative data through structural equation analysis. The findings from the qualitative section resulted in the identification of 12 main categories. Also, the findings of data analysis in the quantitative section showed that the extracted pattern has good fit; and behavioral capabilities, performance evaluation, thoughtfulness, job satisfaction, self-efficacy, justice-orientation, participation, competitiveness, professional ethics, Inter-sectoral relationship, collaborative management, and pragmatism, have respectively had the highest importance in developing innovative behaviors in knowledge-based organizations and university development centers. Conclusion The purpose of this study was to identify and analyze innovative behavior propulsion based on strategic human resource management in knowledge-based organizations. The results of this study are associated with the results of Banmairuroy et al, (2022), Khani noghani (2021), Rezaei nesab & Dehghan Dehnavi (2016), Ramos-González et al, (2022), and Rezaei Nesab & Dehghhan Dehnavi (2016). Banmairuroy et al, (2022) have shown that human resource management can help organizational capabilities as far as it creates a set of duty behaviors that shape the identity of the company, innovation, qualitative orientation, and so on. On the other hand, knowledge-based leadership and human resource development have had a positive and constructive impact on the sustainable competitive advantage of companies.

Abstract Today, skilled and qualified human resources have played a more prominent role, especially due to the importance of technology, the information revolution, and the acceleration of environmental change. The aim of this study is to investigate the effect of meritocracy on organizational innovation in Jihad Daneshgahi Research Complex. The statistical population included 719 employees and experts of Alborz University Jihad Martyrs Complex. The study sample was 255 employees and experts of Alborz University Jihad Martyrs' Complex participated in the study based on simple random sampling. In the present study, Moslehi's standard questionnaire of meritocracy (2012) as well as Huang et al.'s organizational innovation standard questionnaire were used(2011). The quantitative findings of the research hypothesis test showed that according to the correlation coefficient equal to 0.852 between the two above variables, the coefficient of determination was equal to 0.725 and the adjusted coefficient of determination was equal to 0.718, which therefore 72.5% of determination variance explains the relation of the variance of organizational innovation to changes in meritocracy. Observance of meritocracy in appointments and a correct and appropriate work environment is recommended to foster creativity in the management of organizations.

Abstract This study investigates the articles published by the faculty members of Islamic Azad University of Tonekabon in authentic scientific sources at ISI, ISC, and Scopus databases. This is an applied research and has been carried out by book-assessment style, using the citation analysis method. The findings of this study showed a total of 7166  citations by the group in three bases, of which 3917 (55%) to basic science, 860 (12%) to humanities and social sciences 2333 (33%) and There were 57 cases (0.8%). Most citations (88.7%) were in the form of articles. The research hypothesis that faculty members of Tonekabon Azad University cite more scientific journals in journal articles proves the highest percentage of citations among faculty members' tendencies to basic science researchers with 55% and the lowest percentage of citations to physicians, and humanities and engineering sciences with citation rates of 33% and 12%, respectively. In terms of language, English sources were more widely cited than sources in other languages. The number of citations to printed / electronic sources in faculty articles of all colleges was very high. And the research hypothesis that faculty members at Tonekabon Azad University in writing of scientific papers rely more on printed sources than on non-printed sources rejects and does not approve it. And the low percentage of citations to theses thesis hypothesis confirms little contribution to the research papers of the researched university.