Management and Educational Perspective

Abstract The aim of this study was to model the structural relationships between authentic leadership and teachers' social undermining, with an emphasis on the mediating role of organizational virtue. The present study is applied in terms of purpose and descriptive-correlational in nature, and was conducted using the structural equation modeling method. The population included all elementary school teachers in districts one and four of Tabriz, totaling 1360. Based on the rules of structural equation modeling, the sample size was estimated at 360 people and was selected using the proportional stratified sampling method. Data collection was based on the questionnaires of authentic leadership by Walumwa et al (20108), organizational virtue by Cameron (2008), and social undermining by Duffy et al. (2012). Research data analysis was performed using SPSS26 and SMART PLS3 software. The findings showed that the proposed model had a good fit and the results of structural analysis showed that authentic leadership and organizational virtue were able to significantly and inversely predict teachers' social undermining; also, the relationships between authentic leadership and social undermining were significant and inverse, and at the same time, the relationship between authentic leadership and organizational virtue was significant and positive (p<0.01). The results of the study show that authentic leadership and organizational virtue play a key role in reducing teachers' social undermining and can help improve teachers' social conditions. These findings can pave the way for education administrators to take effective measures to create a positive and supportive work environment.

Abstract The main objective of the present study is to identify the factors affecting intra-organizational social capital with a grounded theory approach. This study used an interpretive and constructivist approach and grounded theory. The participants of the study included 15 employees, pilots, and flight attendants, whose sampling method was purposefully conducted. The data collection tool was a semi-structured interview, and the researcher reached theoretical saturation in the data. Grounded theory and open, axial, and selective coding were used to analyze the research data. The results of the study showed that the decrease in the organization's social capital was due to low wages and fear of layoffs due to economic crises and the possibility of another war. These problems are due to the structural conditions prevailing in the country, which has involved the airline in numerous problems due to the country's long-term exposure to sanctions and increasing inflation. Finally, the selective code of the concept of "long-term structural instability of the production of social capital of beneficiaries" was obtained. The sources of social capital of the company depend on the individual resources of the employees and their relationships on the one hand, and on the reputation of the company on the other, which has caused people to remain in the company despite the difficulties.

Abstract Abstract
The aim of this research is to analyze the causes and consequences of the phenomenon of isomorphism in universities in the country using the fuzzy cognitive map method. The present research is applicable in terms of data collection, and is classified as exploratory research. This research is also a mixed research type; based on qualitative and quantitative research. The statistical population of the research is university professors selected using a purposive sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is an interview, the validity and reliability of which was confirmed by content validity and theoretical validity and the method of intra-coder and inter-coder reliability measurement. Also, the data collection tool in the quantitative part is a questionnaire, the validity and reliability of which was confirmed by content validity and test-retest reliability. Qualitative data were analyzed using content analysis and coding with MAXQDA 2020 software, and quantitative data were analyzed using fuzzy cognitive mapping. The findings of this study indicate that the attempt to impose disciplinary functions on the academic sector, the transformation of managers from facilitators of creating an atmosphere of deep learning and deep thinking to administrative controllers, and the university's departure from educational and research axes to administrative and executive axes are the most important factors in the emergence of the isomorphism phenomenon in universities. In addition, the disappearance of the flow of innovation, dynamism, and creative spirit of universities, the transformation of academics into a tool for expanding bureaucracy, and the lack of effective involvement of the academic community in the country's problems were identified as the most important consequences of the isomorphism phenomenon in universities.
Introduction
The current era is an era of continuous and rapid change (Riahi & Porshams, 2023), and all organizations, considering the changing external environment, must change their performance to adapt or cope with changes for development and survival (Haghani & Hafezian, 2020). On the other hand, today's world is full of complexities that have faced organizations with many problems in terms of growth and progress (Mejia et al., 2020). Although today's organizations have certain characteristics such as rapid changes, scientific and technological advances, they are more dependent on focusing on the environment and environmental changes than on their own organizational values ​​and assets (Bakhsh chenari et al., 2016), and the movement towards coordination among organizations is particularly booming (Safarzadeh, 2021). In recent decades, the configuration of large university systems around the world has been continuously changing in response to numerous external pressures and changing government policies (Croucher & Woelert, 2016), and the sum of these pressures has meant a transformation of the governance and internal organization of the university, as well as the ways in which academic institutions interact with their external environment (Nawaz & Guribi, 2020). Therefore, researchers in recent years have sought to examine the nature of these changes to identify and analyze the patterns of this institutional response. Based on the institutional theory presented by DiMaggio and Powell, the situation where increasing external pressures and uncertain environmental variables in some cases lead organizations, including universities, to exhibit broad convergence characteristics in terms of organizational structures with their environment is called isomorphism (Boxenbaum & Jonsson, 2017). Isomorphism in organizations such as universities has caused these organizations to become trapped in bureaucratic structures and, like other organizations, to go through the bureaucratic process, rather than moving towards their predetermined goals, including education and research, and to pursue the path of growth and promotion of their scientific and research positions (Mejia et al., 2020). Of course, this has happened despite the fact that most governments around the world are seeking greater diversity in the characteristics of providers and missions in their higher education systems (Lewis et al., 2020), which ultimately leads to the loss of employee creativity and lack of flexibility, and prevents the achievement of goals and the progress and excellence of universities on their path of growth (Mejia et al., 2020).
The phenomenon of isomorphism sometimes leads to the blind imitation of each other's bureaucracy, in such a way that it looks attractive and modern but is empty in terms of desirable performance and efficiency (Mejia et al., 2020). As societies and their institutions progress, there is a tendency towards bureaucratization in the long term, and each organization, based on the type of activity and organizational structure, gradually follows it in a process of growth and adaptation, and universities are no exception to this rule (Ahanchian & Aref, 2013). Ultimately, bureaucracy, by emphasizing more on laws and regulations, causes the professional role of organizations to be diminished, and it also minimizes the size and complexity of organizations such as universities and the extensive responsibilities they have, although it requires a high degree of delegation (Delkhosh & Barghi, 2022). On one hand, universities are the main pillar of science and research (Sepahvand et al., 2022) and the foundation of the political, economic, and social growth of any society. Therefore, university managers and presidents must always pay special attention to issues related to their organization (Babaei & Rahimi, 2020). Considering the aforementioned and the necessity and importance of paying attention to this issue, and on the other hand, it was also revealed by reviewing the research that no independent study has been conducted on the phenomenon of organizational isomorphism, which indicates the novelty of the research topic. Therefore, the present study seeks to reduce this gap and seeks to answer the question of why universities are trapped in bureaucracy and resemble institutions with bureaucratic structures rather than having structural similarities to research institutes and scientific institutions, and to explain the consequences of this isomorphism phenomenon in universities. Based on what has been said, the main question of the present study: is what are the causes and consequences of the isomorphism phenomenon in universities?
Theoretical Framework
Isomorphism
This process of homogenization in organizations is known in the literature as isomorphism (Dimaggio & Powell, 1991) and explains the causes of rapid and sudden changes in developing countries to resemble developed countries (Pricope, 2016). Isomorphism, which is a limiting process, states that unit A with a given population is bound to be similar to other units with the same set of environmental conditions (Dimaggio & Powell, 1983). Isomorphism emphasizes social and political pressures as drivers of change (Scapens, 2006). As Weber previously stated, the iron cage of rationality and competitive forces in society pressure organizations to be similar in structure and practice (Boxenbaum & Jonsson, 2017) and its purpose is to explain why some organizations are similar to each other in a particular context (Scapens, 2006). Isomorphism characterizes organizational functions and policies in a given environment (Dimaggio & Powell, 2004), therefore it provides a very useful approach to identify how organizations tend to conform to what they have from the expectations of their surrounding environment (Dimaggio & Powell, 1983). So, if an organization wants to succeed or a government wants to increase its legitimacy and enhance its authority, it must respond quickly to such issues (Dimaggio & Powell, 1991).
Research Methodology
This research is a mixed data type and is based on qualitative and quantitative research, classified as inductive deductive research in terms of research philosophy. Therefore, the present research is applicable in terms of purpose, and exploratory in terms of data collection. The statistical population of the present research is university administrators in the country along with university professors, which was conducted using a purposive sampling method and a number of 48 people. The data collection tool is an interview in the qualitative part and a questionnaire in the quantitative part, whose validity and reliability were confirmed using content validity and theoretical validity and intra-coder and extra-coder reliability methods for the interviews, respectively. Content validity and test-retest reliability for the distributed questionnaires have been confirmed. It is necessary to explain that since the present study is a mixed research with an exploratory approach, a qualitative study must be conducted prior to a quantitative study. Therefore, qualitative data were examined using the opinions of 48 experts and until information saturation and theoretical adequacy were achieved. Qualitative data were analyzed with MAXQDA 2020 software and content analysis method, and quantitative data were analyzed with fuzzy cognitive map method.
Research findings
Research findings indicated that the imposition of academic regulatory functions was identified as the most important factor in the emergence of the isomorphism phenomenon. After that, the transformation of managers from the state of facilitators of creating a deep learning and deep thinking environment to administrative controllers was identified as the second factor in the emergence of the isomorphism phenomenon. The university's departure from educational and research axes to administrative and executive axes was also identified as the third factor. Also, the loss of innovation, dynamism, and the spirit of creativity in universities was identified as the most important consequence of the isomorphism phenomenon. The transformation of academics into a tool for the expansion of bureaucracy was identified as the second consequence of the isomorphism phenomenon. Also, the lack of effective involvement of the academic community in the country's problems was identified as the third consequence of the isomorphism phenomenon.
Conclusion
The present study was conducted with the aim of identifying the causes and consequences of the isomorphism phenomenon in universities. The results of this study are consistent with the results of Mejia et al. (2020), Dimaggio & Powell (1991), Boxenbaum & Jonsson (2017), Pricope (2016), and Croucher & Woelert (2016). Dimaggio & Powell (1991) showed that isomorphism determines organizational functions and policies in a given environment. Therefore, this approach is very useful for identifying how organizations tend to conform to what they expect from their surrounding environment. So, if an organization wants to be successful or a government wants to increase its legitimacy and enhance its authority, it must respond quickly to such issues.
According to the research results, the following suggestions were made:
The selection of university administrators should be done with the direct participation of professors, trainers, researchers and investigators and without non-scientific interference from local factors and governments so that scientific centers and universities are protected from environmental damage.
Senior and university administrators should improve the quality level (scientific and executive capacity) and quality of life of human capital of faculty members and staff and seek continuous development and improvement of staff skills and expand the multiple skills of human capital; finally, evaluations should be made on this basis.

Abstract Abstract
The main objective of the present study was to measure the effect of the use of artificial intelligence and smart learning on strategic thinking skills and academic performance of management students with the moderating role of individual ethics. The paradigm of the present study was positivism, its approach was quantitative, and its method was descriptive-survey. The statistical population of management students at Tehran University of Research Sciences was 10,000 students, of which 374 students were selected as a sample by cluster random method. The results obtained show that the use of artificial intelligence tools has a positive effect on strategic thinking (systemic thinking, creative thinking, forward-looking thinking, and critical thinking), smart learning, and academic performance. The mediating role of strategic thinking (critical thinking and forward-looking thinking) was confirmed in the relationship between the use of artificial intelligence and academic performance, as well as in the relationship between smart learning and academic performance. On the other hand, personal ethics, in addition to having a positive effect on smart learning, also has a moderating role in the relationship between smart learning and strategic thinking (systems thinking, critical thinking, and forward-looking thinking). The present study provides insights into the use of artificial intelligence tools in developing strategic thinking skills and performance for the first time, which researchers, managers, students, and organizations can benefit from.
Introduction
Strategic thinking skills are now considered as a key cognitive skill of managers in dealing with environmental uncertainties and succeeding in designing effective strategies (Goldman & Casey, 2010; Bonn, 2001). On the other hand, the field of education in recent years has focused on developing essential competencies and practical skills of students (Vázquez-Parra et al., 2024). Students who use artificial intelligence tools have a higher understanding of complex problems (Huang et al., 2022; Lee & Yeo, 2022). Artificial intelligence can improve academic performance through self-directed learning experiences, simplified operations, and targeted support mechanisms (Yu, 2023). In parallel with academic performance; smart learning, as a new approach to the education process, emphasizes active, self-directed, and deep learning using technological tools (Shahzad et al., 2024). The integration of artificial intelligence tools in educational environments plays an important role in transforming the landscape of learning and education (Seifi, E et al., 2024; Pourshahabi, 2023). On the other hand, with the widespread use of artificial intelligence applications in the field of education and research, one of the main concerns is the development of ethical frameworks and ethics-based educational strategies (Ayanwale et al., 2024). A review of previous studies shows that there is a gap in the existence of a study that empirically evaluates the effectiveness of the use of artificial intelligence tools in developing students' strategic thinking skills, taking into account ethical factors. Therefore, based on the gap in studies in the field of: 1. The effect of the use of artificial intelligence and smart learning on the development of strategic thinking skills; 2. The effect of strategic thinking on the development of performance of management students; and 3. The role of personal ethics in the use of artificial intelligence, the main objective of the present study is to determine the effect of the use of artificial intelligence tools and smart learning on strategic thinking and performance of management students with the moderating role of personal ethics.
Theoretical framework
Application of artificial intelligence tools
The use of artificial intelligence tools expresses how students use artificial intelligence-based tools for learning activities, innovation, creativity and experience improvement (Dahri et al., 2024). Improving decision-making and reducing costs are some of the beneficial results of using artificial intelligence tools for managing organizations and businesses. Information quality is also significant in problem solving and satisfaction, attracting students' trust and engaging them with artificial intelligence tools (Almulla, 2024; Dahri et al., 2024). Artificial intelligence as an emerging technology can play an important role in improving students' cognitive skills. Studies show that AI can help enhance critical thinking, problem-solving, and learning in students (Vázquez-Parra et al., 2024).
Smart Learning
Smart learning, as an educational paradigm, leverages advanced technologies such as AI and social media to enhance students’ learning experiences and improve learning outcomes (Shahzad et al., 2024). Learning involves acquiring new knowledge or skills, while thinking involves applying that knowledge to make judgments, decisions, or solve problems (Bonn, 2005).
Strategic Thinking
The focus of strategic thinking in this article is on creative thinking, forward-looking thinking, systems thinking, and critical thinking. Creative thinking is the ability to develop new and distinctive concepts by considering other perspectives, challenging standard approaches, and anticipating the potential value of an idea from the outset. This involves imagining new possibilities, seeking alternatives, and breaking free from limiting assumptions and beliefs. Forward-looking thinking is a cognitive skill that enables individuals to have a clear sense of purpose and direction. They have the ability to envision a distinct future, even in the face of uncertainty and limited information. These individuals have the ability to see the big picture, visualize the future, and chart a clear path toward a desired outcome (Geier, 2024). Systemic thinking takes a holistic approach to analyzing how the components of a system relate to each other, as well as how systems function over time (Vázquez-Parra et al., 2024). Systemic thinking is an important dimension of strategic thinking for business management and vision (Pisapia et al., 2011; Vázquez-Parra et al., 2024). Critical thinking is the ability to judge what should be done or the ability to believe along with thinking (Facione, 2000).
Academic performance
The use of AI tools, especially those that generate content, such as ChatGPT, has a positive impact on academic performance (Almulla, 2024; Dahri et al., 2024; Shahzad et al., 2024). These tools offer self-directed learning experiences, adaptive assessments, and intelligent instructional systems that cater to the individual needs of students and create a more engaging learning environment.
Personal Ethics
The role of ethically minded students in improving the use of artificial intelligence and reducing its negative consequences is very important, personal ethics can guide students towards the ethical and responsible use of artificial intelligence in education (Elbaz et al., 2024).
Research Methodology
The paradigm of the present study is positivism; the approach is quantitative; and the research strategy is descriptive-survey. Also, the research tools were library studies (extensive search in reliable databases) and questionnaires. The statistical population was 10,000 students of the management department of Tehran University of Science and Research, of which 374 were selected by cluster random sampling. The collected data were first analyzed by SPSS software (IBM SPSS Statistics for Windows, 2019). In the inferential statistics section, the hypotheses were tested in the form of a structural and measurement model using SmartPLS version 4 software (Ringle, C. M., Wende, S., and Becker, J.-M., 2024).
Research findings
The results of this study showed that the use of artificial intelligence tools has a positive effect on four dimensions of strategic thinking (systemic thinking, critical thinking, creative thinking, and forward-looking thinking). Also, the two dimensions of critical thinking and forward-looking thinking play a mediating role in the relationship between the use of artificial intelligence tools and academic performance and the relationship between smart learning and academic performance. Smart learning has a significant positive effect on the four dimensions of strategic thinking and the most effect on the dimensions of systemic thinking and critical thinking. Also, smart learning has a mediating role in the relationship between the use of artificial intelligence tools and the four dimensions of strategic thinking. Strategic thinking (except for the dimension of creative thinking) has a positive effect on the academic performance of management students. Among other results that were obtained for the first time in this study was the role of personal ethics, which has a moderating role in the relationship between intelligent learning and strategic thinking (except for the creative thinking dimension) and also has a positive effect on intelligent learning.
Conclusion
This study showed that the use of artificial intelligence tools increases the academic performance of management students, and smart learning also has a mediating role. These findings are consistent with the study of Shahzad et al., (2024) that measured the impact of artificial intelligence and social networks on students' academic performance. Artificial intelligence tools can have a significant impact on their academic performance by creating an interactive learning experience for students (Pang, 2024). Smart learning also gives students access to educational resources, interactive platforms, and a personalized feedback loop, and as a result, strengthens their self-directed learning (Samaha & Hawi, 2016). The positive impact of the use of artificial intelligence tools on strategic thinking was also confirmed. In this regard, previous research showed that artificial intelligence training at high educational levels leads to the development of critical thinking, computational skills, and problem solving (Heras et al., 2023). In this study, it was shown that smart learning has a positive effect on strategic thinking, and the role of smart learning as a mediator in the relationship between the use of artificial intelligence tools and the dimensions of strategic thinking was also confirmed. Therefore, it can be said that students who are placed in a smart learning environment and seek to use artificial intelligence tools acquire more strategic thinking skills. In this regard, previous research has shown that self-directed learning has a positive effect on computational thinking, which is the core of artificial intelligence and is useful for students to better understand artificial intelligence (Zhong et al., 2024). The effect of individual ethics on smart learning was also confirmed, which is consistent with the study of Shahzad et al., (2025) that examined the effect of justice and ethics of artificial intelligence on learning performance. The results of this study showed that information quality has a positive impact on the use of AI tools, which is consistent with previous studies (Almulla, 2024; Dahri et al., 2024), which emphasize the need for accurate, reliable, and relevant information provided by AI tools.
Based on the results of the present study, the following practical suggestions are presented:
- Special attention to the development of smart learning environments to engage students with this type of learning in order to improve student performance.
- Intelligent use of AI tools in the classroom of students, management and preparation of the hard and soft infrastructures required for the development of the use of these tools.
- Training students in obtaining correct and appropriate information and the correct and appropriate use of AI tools.
- Development of ethical frameworks for the use of AI in the educational system in parallel with the widespread use of these tools.

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

Abstract Abstract
The purpose of this research is to conduct a analysis of key indicators affecting the establishment of a civil participation system within Iran’s Martyrs Foundation (Boniad-e Shahid) Organization. This study is applicable in terms of its objective, and is executed quantitatively with an inductive approach, based on the philosophy of positivism. The population under study consists of articles published in scientific-research journals concerning the establishment of a civil participation system for knowledge sharing, conducted domestically from 2009 to 2023. Sampling was performed based on the necessary criteria for the analysis process, and accordingly, 22 studies were selected. For data analysis, the analysis method and CMA (Comprehensive Analysis) software were used. The findings of this review indicate that the aforementioned variables act as key indicators of the civil participation system and have a reciprocal influence on each other. Strengthening these factors can lead to an improvement in the quality of civil participation and the creation of a democratic and sustainable society. In this regard, paying attention to these variables in social and economic policies and planning is of particular importance.
Introduction
Effective business in establishing a civil participation system refers to a set of activities and processes designed to promote societal engagement and strengthen social and economic cooperation. These types of businesses can contribute to achieving civil participation goals by creating suitable platforms, facilitating communication, and increasing public awareness. Civil participation means the active and effective involvement of individuals and groups in decision-making processes, planning, and the implementation of social and economic projects. This type of participation can include volunteer activities, membership in social organizations, and cooperation with government and private entities. Businesses can help strengthen civil participation by creating job opportunities, providing financial resources, and offering the necessary infrastructure. Participation is the foundation of civil society and will never lose its vital importance for a society that aspires to progress (Dashti, 2022). Participation is a human right that, in terms of its ultimate goal, leads to liberation and self-reliance, and in terms of its instrumental value, leads to the mobilization and engagement of human masses in the practical processes of social life. Participation is an essential and fundamental aspect of human development. It is the development of self-confidence, initiative, pride, activity, responsibility, and social cooperation (Ghafari, 2012). Civil participation refers to activities undertaken by ordinary citizens aimed at influencing societal conditions that affect others, outside the family and circle of friends. Individuals participate in society in several ways: they engage in political discussions, follow political issues, make financial contributions, and more. Individuals help others through volunteer work, thereby solving local problems or creating opportunities for specific groups in society (Thelma, 2024). The term "participation" has a historical root and background, as much as the term "democracy." Participation makes it possible for implemented policies to align with the real desires of the people, thereby enhancing and improving the quality of people's lives and preventing dissatisfaction (Hosseini & Ziaei, 2023). Civil participation, which in its broad sense encompasses various individual and group actions aimed at intervening in self-determination and societal destiny and influencing decision-making processes related to public affairs, has received significant attention in recent years in such a way that almost all development strategies mention participation as a key element (Sarookhani & Amirpanahi, 2006). This analysis can help understand the reasons for discrepancies among the findings of previous research. From an applicable perspective, this research can also assist managers in establishing appropriate and integrated infrastructure and prerequisites to facilitate the establishment of a civil participation system within the organization. In this regard, the research question is posed as follows: What are the key indicators of the civil participation system in Iran's Martyrs Foundation (Boniad-e Shahid) Organization?
Theoretical Framework
Civil Participation
The phenomenon of participation is the first social behavior observed in humans. The discussion of participation can begin with the self-evident principle that any historical experience of democracy has been shaped by the presence and intervention of various civil individuals, groups, and institutions; through the fulfillment of civic duty (Abassim & Esbati, 2021). Participation, especially civil one, is a broad concept whose tangible realization requires various individual or social activities that influence the decision-making and strategies of executive bodies, from lower levels (municipalities, educational systems, etc.) to higher levels (high executive, legislative, and judicial authorities) (Edrisi & Shojai, 2012).
Thelma (2024) examined civic education and citizen participation in local government. This study showed that civic education impacts citizen participation in local governance. A point to consider is that civic knowledge enables citizens to make correct decisions about their rights, which helps them understand their role in governmental systems. Furthermore, the study explored that when civic education is absent at all levels, citizen participation in local government cannot exist because citizens are not empowered. Therefore, this study recommends that civic education should be provided at all levels, from high school to community levels, to empower citizens.
Zarei & Roayaei (24) examined the jurisprudential aspects of civil participation contracts and analyzed their jurisprudential challenges using an ijtihadi (independent legal reasoning) method. The research results indicate that the most significant and fundamental jurisprudential challenge of this contract is the transformation of the jurisprudential nature of the partnership contract from a participatory contract to an exchange contract. In critiquing the contract’s provisions, 13 jurisprudential objections were raised, the most important of which include issues such as the client’s gratuitous management of company assets, the commitment to compensate for damages, the obligation for the client to purchase the company, responsibility for compensating losses arising from judicial action, pledging before the debt is proven, guaranteeing the trustee, and undertaking to pay potential costs. The most significant executive challenges include the risk of poor selection, supervisory problems, valuation of non-cash assets, and changes in economic conditions and market risk. In this regard, to resolve the aforementioned problems and optimally utilize the capacity of the participation contract, it was proposed that, by reforming the channels through which money enters the bank via contract amendments and training and briefing staff, managers, and the public; the channels for money entering the banking system should also be differentiated. This would increase the specialization of banks in specific areas and enhance the quality of their work.
Research Methodology
This research is applicable in terms of its objective, and quantitative in terms of execution method, with an inductive approach and a positivist philosophy. The population under study for this research consists of articles published in scientific-research journals in the field of establishing a knowledge-sharing civil participation system from 2009 to 2023, which have been conducted domestically. Sampling was performed based on the criteria required for entering the analysis process, and accordingly, 22 cases were selected.
Research Findings
To analyze the data, the analysis method and CMA software were used. The findings of this review indicate that the aforementioned variables act as key indicators of the civil participation system and have a reciprocal impact on each other. Strengthening these factors can lead to an improvement in the quality of civil participation and the creation of a democratic and stable society. In this regard, attention to these variables in social and economic policies and planning is of special importance.
Conclusion
The present research was conducted with the aim of a analysis of the key indicators affecting the establishment of the civil participation system in Iran’s Martyrs Foundation (Boniad-e Shahid) Organization. The results of this research are in line with the findings of the studies by Thelma (2024), Zarei & Roayaei (2024), Gonzalez-Mohino et al. (2023), Zarei et al. (2023), Hatami Khaljan et al. (2023), Alva (2023), Meysami (2022), Noroozi & Jalali (2021), Amouzad Khaili et al. (2018), and Mahmoudnejad & Omidghani (2013). Gonzalez-Mohino et al. (2023) believe that cooperation plays a vital role in institutional arrangements to encourage citizens’ participation. Likewise, structures and guidelines that facilitate the flow of information between citizens and the government increase participation. The researcher found that local managers can increase citizen participation by creating participatory structures such as neighborhood organizations. The socio-economic base (income, education, and civic orientation) has a deep relationship with the level of participation. Those with a higher base have more access to resources, better interpersonal skills, and more social interactions. Furthermore, there is a significant relationship between civic orientation, especially the dimensions of self-efficacy and trust, and participation.
Based on the research results, the following suggestions are presented:
It is suggested to managers to implement desirable cultural changes to facilitate the implementation of programs in the Martyrs Foundation (Boniad-e Shahid) Organization and to provide a suitable platform for removing inappropriate cultural factors that are not aligned with the strategic plan. Also, in order to formulate and implement a desirable strategic plan in the Martyrs Foundation (Boniad-e Shahid), it is necessary to identify and explain the existing cultural factors, and also to make appropriate changes in the organizational culture so that it becomes a culture aligned and compatible with the new organizational requirements, thereby enhancing civil participation in the organization.

Abstract Abstract
The purpose of this research is to present and analyze a pathology model of social capital within organizations. This study is exploratory in terms of its objective, cross‑sectional in its time dimension, and inductive in its theoretical approach. The statistical population of the study includes 86 managers and experts of Tehran Municipality, selected through non‑probability and non‑random sampling methods. A questionnaire was used to collect data for the research. To analyze the data, SPSS and AMOS software were utilized. The results indicated that the pathology model of social capital in organizations is identified through 6 categories of causal conditions, 3 categories of contextual factors, 6 categories of the core phenomenon, 3 categories of intervening factors, 10 categories of strategic factors, and 8 categories of consequences. The results of confirmatory factor analysis show that the factor loadings of all items are above 0.4 and have not been removed from the model, thus the considered indices are good measures for the identified factors. Furthermore, based on the results of structural equations modeling, the level of significance of the path indices is less than 0.05, indicating that the relationships between variables are significant. The path coefficients also demonstrated a positive relationship among all variables.
Introduction
Today, social capital is recognized as a key determinant of success and failure in natural resource management (Lopez, 2012). In societies with high levels of social capital, residents tend to lead healthier and happier lives and exhibit greater resilience against psychological stress (Weil et al., 2012). Social capital is considered one of the environmental factors determining a community’s level of adaptation and health, benefiting individuals in various ways. The primary benefit is the dissemination of information regarding health-promoting behaviors and the adoption of healthy lifestyles among individuals (Van Tran et al., 2024). Social capital, or social ties embedded in diverse cultural contexts, represents valuable resources that imbue individuals with a sense of identity. This conceptualization of identity fosters positive emotional experiences (Shan & Tian, 2022). Organizational social capital can be defined as the network structure based on mutual relationships and informal ties among organizational members, stemming from the trust among them. Consequently, trust serves as a tool for the more effective and easier achievement of their goals. Trust not only improves relationships among members within an organization but also enhances the organization’s capacity to interact with its external environment (Akbari Tabar, 2017).
In line with the evolution of urban theories, concepts of social capital have also entered urban planning. Today, pursuing approaches based on increasing social capital levels in communities and utilizing it across various levels of urban planning and design activities is recognized as an effective solution for reducing social costs, enhancing the quality of life, and improving the efficiency of urban management programs. Accordingly, based on conducted research, no study has specifically presented a social capital model within the Tehran Municipality, indicating a literature gap in this domain. Therefore, considering the aforementioned discussions and the significance of social capital in modern urban planning and management approaches, the present study aims to fill this research gap within the Tehran Municipality by presenting a model of social capital. It seeks to determine the status of social capital in the Tehran Municipality based on the proposed model. Consequently, in pursuit of this objective, the main research question is: What is the pathology model of social capital within the organization?
Theoretical Framework
Social Capital
Social capital, alongside economic and human capital, can be considered a component of national wealth, providing a suitable foundation for leveraging human and physical (material) capital, and serving as a pathway to success. No society can achieve any form of capital without social capital; many human groups, organizations, and societies have attained success relying solely on human and social capital, without economic capital. However, no human collective can undertake beneficial and purposeful actions without social capital (Khatiri et al., 2019).
Ahmadi et al. (2025) investigated the relationship between social capital and entrepreneurial spirit among students. According to the analytical findings of the research, there is a positive and significant relationship between social capital and entrepreneurial spirit. Furthermore, none of the demographic variables showed a significant relationship with entrepreneurial spirit. The conclusion of the present study is that by increasing social capital, the entrepreneurial spirit among students can be enhanced, thereby contributing to addressing a significant social issue in the country, namely the unemployment of graduates.
Ben-Hador & Hopkins (2025) examined organizational policies, social capital, and employee performance. Employees’ perceptions of organizational policies are predominantly negative and lead to adverse outcomes. Intraclass social capital acts as a job resource that can mitigate the negative impact of perceived organizational policy, viewed as a job demand.
Research Methodology
This research is exploratory in terms of its objective, cross-sectional in its time dimension, and inductive in its theoretical approach. The statistical population of the study comprises 86 managers and experts of Tehran Municipality, selected by non-probability and non-random sampling methods. A questionnaire was employed to collect the data for this research.
Research Findings
To analyze the data, SPSS and AMOS software were utilized. The results indicated that the pattern of social capital pathology in the organization was identified through 6 categories: causal conditions (3 themes), contextual factors (4 themes), the core phenomenon (6 themes), intervening factors (3 themes), strategic factors (10 themes), and consequences (8 themes). The results of the confirmatory factor analysis (CFA) showed that the factor loadings for all items were above 0.40 and were not removed from the model. Therefore, the observed indices are good measures for the identified factors. Furthermore, based on the structural equation modeling (SEM) results, the significance level of the path indices is less than 0.05 (p < 0.05), indicating a significant relationship between the variables. The path coefficients demonstrated a positive relationship among all variables.
Conclusion
The present research was conducted with the aim of presenting and analyzing the pattern of social capital pathology in organizations. The findings of this study are consistent with the results of previous research by Ahmadi et al. (2025), Ben-Hador & Hopkins (2025), Fathi Bajestani et al. (2025), Hamzehei (2024), Zolghadr et al. (2024), Mahmoudi & Pourshahabi (2023), Saadati (2023), Saroukhani et al. (2021), and Troise et al. (2020). Fathi Bajestani et al. (2025) demonstrated that the pattern of social capital’s role in leveraging international business opportunities within the petrochemical industry consists of two parts: core factors and their indicators. This model is comprised of indicators that form the core and heart of the model.
Based on the research findings, the following suggestions are proposed:
The Tehran Municipality should continuously monitor, track, and observe these dynamics. It should refrain from politically motivated and subjective selection of individuals for professional and non-political positions. Furthermore, actions should be taken to engage retirees and utilize their experience and knowledge.
It is recommended that while considering normative rationality within the municipality; the values and norms of society, stakeholders, and customers should always be taken into account to strengthen organizational reputation and create a positive corporate image in their minds.

Abstract Abstract
The current research aims to investigate a model for enhancing knowledge management based on intellectual and specialized capital in the banking industry. The research methodology, considering its objective, is developmental-applicable; and in terms of execution, it is mixed (qualitative-quantitative). The statistical population for the qualitative phase includes 18 university professors, managers, and experts from Bank e-Mehr Iran, selected through purposive sampling. The statistical population for the quantitative phase consists of managers and experts from Bank e-Mehr Iran in Tehran. According to Morgan and Gracey’s table, the maximum sample size was considered to be 235 individuals, selected using simple random sampling. Data collection in the qualitative phase was conducted through semi-structured interviews; and in the quantitative phase, through questionnaires. Content analysis was applied for analyzing qualitative data, and SPSS and PLS software were utilized for quantitative data analysis. Qualitative analysis revealed that knowledge management in organizations encompasses six main dimensions: intelligent knowledge infrastructures, knowledge empowerment, internal organizational value creation, external organizational value creation, comprehensive knowledge support, and knowledge culture. Confirmatory factor analysis indicated that the proposed model possesses adequate construct validity and convergent validity for all dimensions, with the items exhibiting high and significant factor loadings. As a practical suggestion, it is recommended that organizations enhance flexible knowledge infrastructures and foster a culture of continuous learning. This will enable them to practically leverage employees’ experiences and knowledge, thereby sustainably developing the organization’s intellectual capital while improving employee knowledge management.
Introduction
In today’s world, where organizational competitive advantage is more than ever based on knowledge, creativity, and innovation; banks, as leading financial institutions, are inevitably compelled to recreate their structures in line with the knowledge age. In such a context, knowledge management is not merely a tool for storing and transferring information, but a strategic approach that can enhance the flow of knowledge creation, sharing, and utilization across all organizational levels, paving the way for accurate decision-making, service innovation, and improved customer experience (Pisoni et al., 2024).
Intellectual capital in banking encompasses a collection of employees’ professional knowledge, financial analysis skills, effective customer relationships, accumulated experiences in operational processes, as well as structural systems and IT that empower the organization in optimal financial service management (Quezada et al., 2025). Knowledge management is a process that an organization uses to collect, organize, share, and analyze its knowledge in a way easily accessible to employees. This knowledge can include technical resources, FAQs, training documents, and other information (Afshari et al., 2020).
A knowledge management system harnesses the collective intelligence of an organization, leading to better operational efficiency. These systems are supported by a knowledge base. They are typically crucial for successful knowledge management, providing a centralized location for storing information and ensuring easy access to it. Companies with a knowledge management strategy achieve business results faster because increased organizational learning and collaboration among team members facilitate quicker decision-making across the business (Asayesh & Mehdikhani, 2025). It also simplifies more organizational processes such as training and board presence, leading to reports of increased employee satisfaction and retention (Faizolahy et al., 2023). Knowledge management is not a new concept; human civilizations have historically preserved and transferred knowledge from one generation to another to understand the past and anticipate the future. In today’s complex and dynamic business environments, the thirst for up-to-date knowledge continues to expand in scope and depth (Mehdikhani & Valmohammadi, 2020). Therefore, this research seeks to answer the question: What is the model for enhancing knowledge management based on intellectual and specialized capital in the banking industry?
Theoretical Framework
Knowledge Management
Knowledge management is a process that refers to creating new knowledge and using it for the organization when needed. It also facilitates the learning process, increases the amount of knowledge required by members of the organization, and supports the rapid transfer of knowledge within the organization (Zamanifard et al., 2025).
Intellectual Capital
Intellectual capital is a collection of knowledge, information, intellectual property, experience, competence, and organizational learning that can be utilized to create wealth. In fact, intellectual capital encompasses all of an organization’s employees’ knowledge and its capabilities in generating added value, thereby leading to sustainable competitive advantages (Bananuka, 2020).
Wang et al. (2025) investigated the relationships between intellectual capital and strategic decision-making, as well as the moderating-mediating effect between these two variables in small and medium-sized enterprises (SMEs). Their findings indicate that the positive impact of intellectual capital on strategic decision-making through resource integration capability is contingent upon top management’s participative behavior, highlighting the role of resource integration capability and top management’s engagement in intellectual capital. The results also demonstrate that intellectual capital and resource integration capability strengthen positive decision-making relationships. Furthermore, top management’s participative behavior enhances the positive interactive effect of intellectual capital with resource integration capability. Intellectual capital can be utilized by SME management teams to formulate and implement relevant strategic decisions and increase decision-making effectiveness, which are critical stages for success in decision-making processes.
Shafaei et al. (2024) examined the impact of knowledge management on organizational performance, considering business process management as a mediating variable. The research findings revealed that, based on the significance levels of the hypotheses, all three hypotheses were supported. The impact coefficient of knowledge management on business process management was found to be 0.742, the impact of knowledge management on organizational performance was 0.422, and the impact of business process management on organizational performance was 0.652. Therefore, the primary recommendation of this research is to focus on the retention, sharing, and application of knowledge, which is effective in both managing business processes and enhancing the level of organizational performance.
Research Methodology
In terms of its objective, this research is categorized as applicable-developmental; and regarding its execution method, it employs a mixed-methods approach (qualitative-quantitative). The statistical population in the qualitative phase consists of 18 university professors, managers, and experts of Mehr Iran Credit Bank, who were selected by purposive sampling. The statistical population in the quantitative phase includes managers and experts of Mehr Iran Credit Bank in Tehran, with a maximum sample size of 235 individuals determined based on the Morgan and Krejcie table, utilizing simple random sampling. Data collection was conducted through semi-structured interviews in the qualitative phase and via a questionnaire in the quantitative phase.
Research Findings
The analysis of data from the qualitative section utilized the thematic analysis method, while the quantitative section employed SPSS and PLS software. The qualitative analysis revealed that knowledge management within organizations comprises six main dimensions: intelligent knowledge infrastructure, knowledge empowerment, internal value creation, external value creation, comprehensive knowledge support, and knowledge culture. Confirmatory Factor Analysis (CFA) demonstrated that the proposed model possesses adequate construct validity and convergent validity for all dimensions, with the indicators exhibiting high and significant factor loadings. As a practical recommendation, it is advised that organizations enhance flexible knowledge infrastructures and foster a culture of continuous learning. This, in turn, will promote employee knowledge management, enabling the practical utilization of employee experiences and knowledge, thereby ensuring the sustainable development of the organization’s intellectual capital.
Conclusion
The present research was conducted with the aim of examining the enhancement model of knowledge management based on intellectual and specialized capital in the banking industry. These findings align with those of previous studies, including Attar & Bitaraf (2024), Shafaei et al. (2024), Limsangpetch et al. (2022), Areed et al. (2020), Farooq (2018), Migdadi (2021), Nejad Afshar et al. (2025), Bocoya-Maline et al. (2024), and Ardalan et al. (2022). Mohammadzadeh et al. (2023) indicated that the causal drivers of knowledge management include knowledge updating, facilitating infrastructure, and meritocracy; intervening conditions involve interactive and motivational leadership; contextual conditions include organizational culture and employee ranking; strategies encompass healthcare training and receptiveness to criticism; and outcomes include cost reduction, satisfaction, and increased employee productivity. Therefore, it can be concluded that knowledge management is related to numerous factors; and to enhance it, attention must be paid to all the indicators and factors identified in the present study.
Based on the research results, the following suggestion is proposed:
It is recommended that banks establish AI-based digital platforms for the analysis and processing of knowledge data. The utilization of AI systems can assist in identifying existing knowledge patterns and predicting future needs. These platforms can empower organizations to intelligently classify and categorize their data and information, thereby facilitating access to relevant and high-quality information.

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

Abstract Abstract
The aim of this study is to design an insightful leadership model based on organizational excellence in the educational system. The research method is applicable in terms of its purpose, and grounded theory (systematic design) in terms of data type. The statistical population of the study includes 16 heads of departments of the General Directorate of Education in the cities of Alborz province, and the samples were selected as research samples according to the course of theory formation and based on the rule of theoretical saturation. Semi-structured interviews were used to collect data. Coding in three stages of open, axial and selective coding was used to analyze the data. The results of the study are according to the grounded theory method, in which each model includes 6 main components, including causal categories: the factor of recognizing the vision and foresight, the factor of paying attention to improving human resources, the factor of developing participation in affairs, and the factor of quality management and evaluation; intervening conditions: human resource challenges and internal-external organizational challenges; central category: attention to human resources and organizational structure, change management and organizational improvement, and transparency of the organization's vision and strategy. The contexts of this model include: human resources improvement contexts and organizational contexts. The strategies include: systemic and decentralized strategies, human resources empowerment strategies, and evaluative and supervisory strategies. The consequences also include: individual consequences and organizational consequences.
Introduction
At the crack of the new century, when organizations, especially educational institutions, are faced with a global competitive environment, there is always a need for radical changes and work creativity; global competitive forces have forced today's organizations to adopt new work methods after decades of continuing their fixed work methods and procedures, in such a way that organizations do not have work stability and enjoy a kind of relative stability. And in order not to fall behind the competition, most of these organizations have turned their attention to organizational leaders and are trying to create fundamental changes within the organization with particular courage and audacity, because leadership deals with creating change (Gonzales & Yango, 2022) and in other words, the most fundamental factor in creating favorable conditions for achieving educational goals is the administrators of the educational system, managers and leaders (Golafshani & Salehi, 2019). Also, over the past few decades, new approaches to leadership in organizations have emerged, which researchers call neocharismatic theories of leadership and inspirational approaches in the field of leadership. One of these approaches is visionary leadership. This type of leader is someone who, through their speech, thoughts and behaviors, inspires and encourages their followers (Rania, 2021). The main emphasis of visionary leadership is on creating a vision, communicating and transmitting it to followers, and empowering them by the leader to realize and implement this vision (AlAjmi, 2022).
Visionary leaders are people who primarily have the power of foresight and visualization of the future. They have such intelligence that they develop a correct, realistic, and inspiring vision for their organization, considering the economic, political, cultural, and technological aspects of the environment. This vision motivates and encourages people to realize it, and in this regard, the communication and emotional skills of visionary leaders also play an important role (Nancy, 2021). It should be noted that the issue of visionary leadership is debatable at all levels of individual, organizational, and national analysis. At the individual level, every person who envisions an attractive and achievable future for themselves has actually played the role of a visionary leader and created a vision for themselves that they are obligated to pursue in order to realize it. At the organizational level, it is clear that every organization, in order to survive and sustain, must explore the future and forthcoming opportunities and determine its place in the future by designing a coherent plan that is carried out through the vision. This is certainly done through visionary leaders who, by creating these visions, encourage their followers to achieve them (Tahmasbi, 2022). Therefore, the existence of these issues and the need for comprehensive improvement in the educational system prompted the researcher to answer the question, based on the concept of visionary leadership and organizational excellence: what is the appropriate model of visionary leadership based on organizational excellence in the educational system?
Theoretical Framework
Academic Performance
Academic performance refers to the ability of students to answer questions related to a specific subjects predicted for an educational course (Sepehvandi, 2017).
Educational Simulation
Simulation is a version of some real devices or work situations and attempts to represent some behavioral aspects of a physical or abstract system through the behavior of another system (Bruschi et al, 1999). In simulation, by using a simulator in a fictitious situation, the real effects of some possible conditions can be recreated (Nouri, 2015). In fact, simulation software provides the learner with environments most similar to the real one and at the same time are not as costly and risky as facing the real environment. This can be used effectively in education (Swain et al, 2008).
Academic Goal Orientation
Academic goal orientation is one of the approaches that have attracted the attention of theorists and researchers in the field of motivation for achievement as a "cognitive-social" approach in which the concept of goal and goal orientation play a central role (Bejnordi Shligani & Suleiman Pourimran, 2018).
Academic self-efficacy
Self-efficacy is confidence in one's ability to control thoughts, feelings, and activities; and therefore affects the outcome of actions. Self-efficacy expectations affect individuals' actual performance, emotions, behavioral choices, and ultimately the amount of effort expended on an activity (Zamani Amir, 2018)
Mohammadi et al, (2023) studied the evaluation of factors affecting the development of cloud-based accounting education and students' academic performance. This study determines the acceptance of cloud computing methods in accounting courses and its effectiveness in the education process by Iranian university students through using the effect of external variables; namely human factors, economic and technological factors, and cultural and social factors, on the development of cloud accounting education and students' academic performance. The results of the study indicate that human, economic, and cultural factors have a significant positive effect on the development of cloud-based accounting education and students' academic performance.
Penalo (2023) investigated the effect of the pre-explanation-explanatory educational strategy of virtual simulation on nursing students' self-efficacy and virtual simulation performance. The results showed that the effect of the pre-explanation-explanatory educational strategy of virtual simulation on students' self-efficacy and virtual simulation performance is positive and significant.
Research Methodology
The research method is applicable in terms of its purpose, and grounded theory (systematic design) in terms of data type. The statistical population of the study includes 16 heads of departments of the General Directorate of Education in the cities of Alborz province, and the samples were selected as the research sample according to the course of theory formation and based on the theoretical saturation rule. A semi-structured interview was used to collect data.
Research findings
To analyze the data, coding was used in three stages: open, axial, and selective coding. The results of the study are according to the grounded theory method, in which each model includes 6 main components, including causal categories: the factor of recognizing the vision and foresight, the factor of paying attention to improving human resources, the factor of developing participation in affairs, and the factor of quality management and evaluation; intervening conditions: human resource challenges and internal-external organizational challenges; central category: attention to human resources and organizational structure, change management and organizational improvement, and transparency of the organization's vision and strategy. The contexts of this model include: human resources improvement contexts and organizational contexts. The strategies include: systemic and decentralized strategies, human resources empowerment strategies, and evaluative and supervisory strategies. The consequences also include: individual consequences and organizational consequences.
Conclusion
The present study was conducted with the aim of designing a visionary leadership model based on organizational excellence in the educational system. The results of this study are consistent with the results of Sabirah et al, (2023), Taghvaei et al, (2023), Ahmadi Keshtali et al, (2022), Kim et al, (2022), Pribudhianaa et al, (2020), Abbasian Esfarjani et al, (2020), Mascareño et al, (2020), Kurniadi et al, (2020), and Azadfarzin (2020). Abbasian Esfarjani et al, (2020) showed that visionary leadership, with an emphasis on personality, value, motivational, and behavioral characteristics can affect the performance of high school principals, and it is necessary to be careful in selecting middle and senior education managers and to select people for these positions who have the characteristics and skills of insightful leadership, including self-leadership, effective human relations, trustworthiness, and motivation.
Based on the results of this study, the following suggestions were made:
It is suggested that insightful leaders empower employees to transform ideas into action and tacit knowledge into explicit knowledge.
It is suggested that leaders create an atmosphere of trust in the organization to create conditions for promoting ideas.

Abstract Abstract The purpose of the current research was to investigate and explain the factors affecting the marketing agility of educational services in Iran. According to the purpose, the research method was applicable, and in terms of the implementation method, it was mixed (qualitative-quantitative of sequential type); in such a way that the first step was a systematic review of research literature (library studies) to identify factors affecting the marketing agility of educational services in Iran, and the second step was to use the Delphi method, relying on the opinion of experts, to examine and adjust the factors revealed in the first step. The research population in the first step consisted of domestic and foreign research published in reliable databases in the 30-year period ending in 2023, and the sampling method in this section was purposeful. The statistical population in the second step consisted of academic experts and experienced managers of the Ministry of Education. In order to select the sample in this stage, the purposeful sampling method was used. Also, the analysis method in the first step was to analyze the content of relevant research indexed in reliable scientific databases; and in the second step, Delphi analysis using the questionnaire tool; and the research findings showed that there are 7 factors and 24 components regarding the marketing agility of educational services in Iran are effective: dynamics and adaptability (4 components), technology (3 components), culture of change (3 components), organization management (5 components), information and communication management (2 components), dynamic environment (4 components) and resource competence and empowerment (3) component). At the end, a comprehensive dendrogram of the factors, components and measures of marketing agility of educational services in Iran was presented, and appropriate solutions were proposed. Introduction Among the organizations and companies that provide services, research shows that educational services activists, like a significant number of production and service industries, do not have the ability to respond to the diverse needs of society and dynamics in providing educational services to their clients. As a matter of fact, with the changing of the type of skills needed in the labor market, many learners do not see a match between what they learn in the formal body and the informal body of the educational system and what are the required and basic skills of the present age. Managers and researchers have realized that the traditional approaches and actions are no longer responsive, and the organization and the surrounding environment as well as the market and customers should be looked at in a new way. Therefore, the current environment has prompted marketers to use agile methods to shorten time, increase flexibility, and intensify competition in order to quickly coordinate and adapt to the market (Khan, 2020). Current conditions require a transition from traditional marketing to an agile one, and marketing agility is an example of a dynamic capability that has a significant impact on conventional capabilities that leads to superior financial performance (Vaillant & Lafuente, 2019). In fact, with the increase in competition between educational institutions to attract the audience, it has become necessary to apply marketing principles to gain success and achieve organizational goals (Chiramba & Maringe, 2020); Therefore, one of the approaches that can be used to face this unstable and unpredictable environment is the use of agility in the field of service marketing (Tabataba'i-Nasab et al, 2019). Agile marketing is a new approach in marketing that focuses on rapid development, and is considered as a key priority to achieve marketing excellence. Regarding the wide challenges facing the field of educational services such as increasing pressures on governments and reduction of government budgets in recent years, increase in the number of graduates, declining population pyramid, increasing unemployment and employment crisis for young people: especially educated ones, change in expectations, competition, changing needs of the market, responsibility and accountability to people in the society, evolution in traditional education and trend towards new education and applicable research, and considering the upcoming challenges in the field of education and learning and the changes and developments of the current society of Iran, which is typically in a transition stage, needs to be agile in providing educational services in accordance with the wishes and needs of customers in the way of surpassing competitors, dealing with threats and using the opportunities created more than ever; therefore, the current research is trying to answer the question: what are the factors affecting the marketing agility of educational services in Iran? Theoretical framework Educational marketing agility In today's competitive era, companies need to be proactive in order to measure and invest in opportunities and not lose values. In order to achieve this agility, companies must identify their capabilities and avoid myopia of capabilities (Battistella et al, 2017). Meanwhile, marketing agility has been identified as a factor that enables companies to identify the opportunities and respond quickly to market changes; and as a result, to effective dynamic competition (Vaillant and Lafuente, 2019). Marketing agility in the academic system (as a service provider) is the ability to recognize and respond to environmental opportunities and threats with ease, speed and skill. Intra-organizational partnership to produce science, inter-organizational cooperation to distribute and disseminate wealth creation for universities, organizational speed and precision to respond faster to the needs of academic stakeholders, flexibility, response to demand and culture of academic change and development are the capabilities of agile universities. Research methodology This research is applicable in terms of its purpose, descriptive-analytical in terms of its nature, and in terms of methodology, it is among mixed researches (qualitative-quantitative of sequential type); which have been done through 2 steps: the exploratory approach and systematic review of past literature (library studies relying on the review and revision of domestic and foreign researches) to identify the factors affecting the marketing agility of educational services in Iran, and also using the Delphi method relying on the opinion of experts familiar with the research topic to review and possibly adjust the factors affecting the marketing agility of educational services In Iran, related to the first step. The population of this research, in the first step, is valid domestic and foreign research related to the research topic in a 30-year period ending in 2023, and the sampling method in this part is non-probability of a purposeful type; and the statistical population in the second step is a group of academic experts and managers experienced in the field of the Ministry of Education (as a Delphi panel). After identifying the factors affecting the marketing agility of educational services in Iran in the first step, the analysis of distributed Delphi questionnaire was analyzed in the second step with the mean difference of opinions and Kendall's correlation coefficient. Research findings The identification of the most important factors of marketing agility led to 397 measures in the form of 86 components, which after a comprehensive review of the identified measures and components, finally 7 main factors were considered as the main categories, and 30 components resulting from the review and integration of the components of the previous stage as main codes, and the initial 397 measures (which were reduced to 148 after removing the similar, mergeable and unrelated items) as sub-codes. In the Delphi analysis, the results of W. Kendall's correlation test for five repetitions (all measures) with values ​​higher than 0.5 showed the homogeneity of opinions and confirmed the accuracy of the received information. Conclusion The findings of the research, after performing two steps of content analysis and Delphi analysis based on receiving the opinions of experts in different rounds, showed that the agility model of educational services marketing in Iran can be based on 7 factors and 24 components, including dynamism and adaptability (4 components), technology (3 components), change culture (3 components), organization management (5 components), information and communication management (2 components), dynamic environment (4 components) and resource competence and empowerment (3 components). The findings of the present research are aligned with the results of Hoseini et al, (2023), Foltean et al, (2022), Kalaignanam et al, (2021), Vagnoni and Khoddami (2019), Zhou et al, (2019), Battistella et al, (2017), Golmohammadi et al, (2021), Arjmandi et al, (2019), and Khavari et al, (2019). Based on the research results, the following suggestions are presented: - Managers of educational service centers should evaluate the current status of marketing their services and, while analyzing the gap, gain an understanding and awareness of the status of their marketing style. - Creating a suitable database of all the components identified in this research in order to use them optimally in the organization and help managers to make decisions in dynamic situation. - The performance evaluation of the activities and employees of the educational services department (marketing and non-marketing) should be included in the agenda of the managers so that, while knowing the existing strengths and weaknesses, the need assessment for the necessary training should be done in a practical way in order to improve skills (multi-skilling) of human resources, the possibility of better utilization of employees in suitable jobs will be provided. Interested researchers can pursue the following research in future research: 1- Conducting research similar to the current research in a wider society to improve the generalizability of the findings of this research; 2- A study based on the application of other research methods, including the methods under the qualitative research strategy to deepen the findings; 3- Comparative study of the findings of the current research model with other existing models at the level of leading countries in the field of marketing agility of educational services. 

Abstract Abstract The purpose of the current research is the model of the process of reducing organizational anti-citizenship behavior with the approach of explaining the dignity of employees in government organizations. According to its purpose, the research method is applicable; and in terms of implementation, it is qualitative, using the data-based method. The statistical population includes university professors, experts and human resource specialists and managers of government organizations in Ardabil province as many as 16 people, of which 10 people declared their readiness to participate in answering the questions, and were interviewed and selected by purposeful sampling. The data collection tool includes semi-structured interviews. Data analysis was carried out using coding and of data-based method and MAXQDA software. Based on the findings of the research, causal conditions consisted of 2 main categories and 11 sub-categories. The main categories include organizational factors and individual factors. Strategies were identified and confirmed with three categories (organizational measures, human resource measures, and individual measures); background conditions (management weaknesses, occupational factors, factors related to laws, and political factors), intervening factors (environmental-administrative factors and family factors) consequences (occupational consequences, individual consequences, and organizational consequences). Introduction The citizenship behavior of employees includes optional behaviors of employees that are not part of their official duties and are not directly considered organizational rewards by the official system, but they increase the effectiveness of the organization. This definition is based on three main features: first, this behavior must be voluntary; that is, it is neither a predetermined task nor a part of one's official duties. Second, this behavior has an organizational aspect. And the third characteristic is that employee citizenship behavior has a multifaceted nature (Godarzi et al, 2017). This is contrary to the behavior of organizational citizenship, which leads to the effective improvement of tasks and roles in organizations (Mahdiuon et al, 2012). Occurrence of anti-citizen behaviors has a negative impact on both organizational performance and employee relationships and morale (Golipour et al, 2009). Organizational anti-citizen behaviors include slight behavioral deviations, contrary to organizational norms based on mutual respect, and aim to hit the other party with an unknown and vague intention. These behaviors are characterized by rudeness, inattention and disrespect to others, and in most of these behaviors there is some kind of attempt to harm (Raisi & Nasti Zadeh, 2019). Therefore, it is necessary to find the roots of anti-citizenship behaviors in order to increase the efficiency and effectiveness of the organization by controlling the factors that create them and strengthening the factors that cause citizenship behaviors. One of the influencing factors on anti-citizen behavior in the organization that is considered in the present study is the explanation of the dignity of employees. Considering that nowadays the role and place of human in organizations is undeniable; and according to the thinkers of this field who believed that "employees themselves and their skills, abilities and experience along with their ability to use these for the benefit of the organization, first of all, a great contribution in success of the organization, and secondly, it is an important source for competitive advantage" (Amstrang, 2012); it is tried in this research to present the model of reducing organizational anti-citizenship behavior in the government organizations of Ardabil province with the approach of explaining the dignity of employees. Therefore, the main question is: what is the model of reducing organizational anti-citizenship behavior with the approach of explaining the dignity of employees in government organizations of Ardabil province? Theoretical framework Organizational anti-citizenship behavior Organizational anti-citizenship behaviors include misbehavior that, contrary to organizational norms of mutual respect, aims to hit the other party with unknown and ambiguous intentions (Kazemzadeh et al, 2021). Anti-citizen behaviors are behaviors that some have considered as a type of employee misbehavior that reduces his work efficiency. Anti-citizenship behavior is more worthy of attention from the point of view that the people of the organization, who are the most important assets of an organization, can also be the most important erosive factors of the organization's assets, so that if anti-citizenship behaviors widespread in the organization instead of adopting organizational citizenship behaviors, the organization will suffer erosion and failure instead of strengthening and growing. In other words, anti-citizen behavior is a type of misbehavior on the part of an individual that can hinder the organization's functioning (Farhadi & Faridpour, 2023). Mousavifard (2024) investigated the effect of intellectual capital and strategic leadership on organizational citizenship behavior with the moderating role of professional ethics of employees in the General Department of Education of Kermanshah province. The findings showed that intellectual capital has a significant and positive effect on organizational citizenship behavior by 66%. Strategic leadership predicted changes in organizational citizenship behavior by 46%; Also, the moderating role of professional ethics of employees between intellectual capital and strategic leadership with organizational citizenship behavior was confirmed, and the moderating rate of this variable was equal to 5% and 3.2%, respectively. The results showed that intellectual capital has a greater effect on organizational citizenship behavior than strategic leadership. Therefore, it is necessary to pay more attention to intellectual capital in order to improve organizational citizenship behavior in the organization. Farhadi & Faridpour (2023) stated in a research titled identifying organizational anti-citizen behaviors (a case study of military organizations) that anti-citizen behaviors include a wide range of behaviors including two dimensions of "organizational" and "individual" anti-citizen behaviors. Anti-organizational citizenship behaviors are behaviors that a person commits directly in relation to the organization and can be divided into two parts: "functional deviation" (production) and "financial deviation". Individual anti-citizen behaviors are behaviors carried out in relation to the people of the organization and can be classified into two dimensions: "personal attack" and "political deviation". Research methodology According to its purpose, the research method is applicable; and in terms of implementation, it is qualitative, using the data-based method. The statistical population includes university professors, experts and human resource specialists and managers of government organizations in Ardabil province as many as 16 people, of which 10 people declared their readiness to participate in answering the questions, and were interviewed and selected by purposeful sampling. The data collection tool includes semi-structured interviews. Research findings Data analysis was carried out using coding and of data-based method and MAXQDA software. Based on the findings of the research, causal conditions consisted of 2 main categories and 11 sub-categories. The main categories include organizational factors and individual factors. Strategies were identified and confirmed with three categories (organizational measures, human resource measures, and individual measures); background conditions (management weaknesses, occupational factors, factors related to laws, and political factors), intervening factors (environmental-administrative factors and family factors) consequences (occupational consequences, individual consequences, and organizational consequences). Conclusion The current research was conducted with the aim of the model of the process of reducing organizational anti-citizenship behavior with the approach of explaining the dignity of employees in government organizations. The results of this research are in agreement with the results of Mousavifard (2024), Farhadi & Faridpour (2023), Safarinejad et al, (2022), Ebadifar & Mesbahi (2022), Khobyari & Fathizadeh (2021), Aloustani et al, (2020), Moin & Rafieinejad, (2020), and Huang (2019). Farhadi & Faridpour (2023) showed that anti-citizenship behaviors include a wide range of behaviors that include two dimensions of "organizational" and "individual" anti-citizenship behaviors. Anti-organizational citizenship behaviors are behaviors that a person commits directly in relation to the organization and can be divided into two parts: "functional deviation" (production), and "financial deviation". Individual anti-citizen behaviors are behaviors that are carried out in relation to the people of the organization and can be classified in two dimensions: "personal attack" and "political deviation". According to the obtained results, the following suggestions are presented:  In general, to prevent the formation of anti-citizen behaviors, it is necessary for the authorities and the society to pay serious attention to the above and try to provide suitable conditions for the growth and future development of the society. Verbal and physical abuse, as well as gossiping and bullying are serious problems in the work environment that must be seriously considered. Using strong policies and procedures to manage bad behavior and prevent gossip can improve these issues. Also, organizations can launch training programs for their employees in the field of kind and respectful behavior, and creating a healthy and friendly work environment.

Abstract Abstract The aim of this research is to present a model of factors affecting the establishment of organizational strategies aimed at national sustainable development. The present research is applicable in terms of purpose, and mixed in terms of implementation (qualitative-quantitative) with a data-based approach, and descriptive-survey type in terms of nature. The statistical population of the research in the qualitative part includes 12 experts active in the field of non-governmental organizations as well as managers of these organizations, and sampling was carried out using the snowball method; and the statistical population in the quantitative part includes 20 people selected by the judgmental and purposeful sampling method. The research collection tool is semi-structured interviews and questionnaires. MAXQDA software was used to analyze data in the qualitative part of the data-based method, and Expert Choice software in the quantitative part. The results in the qualitative section showed that the identified components were categorized into six categories of causal conditions, strategies, actions, context, intervening conditions, and consequences; and the results in the quantitative section showed that community acceptance and support with a score of 0.117 had the greatest impact on the establishment of NGO policies. Also, setting specific goals for NGO organizations with a score of 0.116 and using skilled and experienced people with a score of 0.107 were the next priorities. Among the indicators examined, the least impact was related to human resource empowerment and community member participation with a score of 0.02. These results show that factors related to social acceptance and setting specific goals play a pivotal role in the success of NGO policies. Introduction Undoubtedly, the most important issue that countries, especially developing ones, are facing is achieving sustainable development. Achieving sustainable development has always been one of the important complexities in less developed societies. Many advances and developments in today's world lack sufficient credibility (Koch & Parellada, 2017). In fact, in today's world, a type of development that has credibility and a desirable position is one that is sustainable. Sustainable development means a process that envisions a desirable future for human societies in which living conditions and resource use meet human needs without harming the integrity, beauty, and stability of vital systems (Grant, 2019). According to the above definition, it can be seen that development is not sustainable in many cases. We achieve sustainable development when cultural beliefs, social, economic, and political institutions in society are fundamentally transformed to reflect the known vital capacities and, in this process, the level of welfare of the society is improved without harming or impairing the resources of future generations (Driscoll, 2014). Given the global trend of shrinking governments and the transfer of many activities to the third sector of society, namely civil society organizations, and also considering that governments cannot perform completely well in all areas, especially in market-related mechanisms, civil society organizations can play a key role in this area (Tallberg et al, 2018). Civil society organizations can have a strong supervisory role over various organizations in society by increasing their influence on the thinking and powers of the general public, and in this regard, they can provide significant assistance to governments in achieving sustainable development in various areas (Grant, 2019). Civil society organizations, through their influence on societies, especially the general public, can exert various pressures, especially on the economic, political, and social sectors of the country, to comply with desirable standards, thereby creating a basis for achieving sustainable development (Hsu et al, 2017). In policy-making, attention should be paid to ensuring that the institutions are also accountable for their activities in order to increase transparency in the institutions' actions. This issue can play a prominent role in improving trust in the institutions in society. On the other hand, the lack of experts, especially those with management approaches, has caused the activities of the institutions to not only be ineffective in some cases, but also have negative consequences, considering the resources that have been collected. Therefore, the main question of the research is: What is the pattern of factors affecting the establishment of organizational strategies with the aim of national sustainable development? Theoretical framework Organizational strategies Organizational strategy is located at the intersection of goals and the structure of the organization. The organizational structure of any business shows the relationships between the resources of that complex. Accordingly, it can be said that organizational strategy means the correct arrangement of resources in order to achieve the organization's long-term goals (Salmanpour Sohi et al, 2021). Sustainable development Sustainable development is a process that envisions a desirable future for human societies in which living conditions and resource use meet human needs without harming the integrity, beauty, and stability of vital systems (Grant, 2019). Vandersmissen & Georgen (2023) reviewed Strategic Planning in Public Organizations: A Review of 35 Years of Research. Drawing from a systematic review of 75 studies through the lens of strategy as action, this article contributes to public management theory, research, and practice in three important ways. First, it provides a structured synthesis and integration of a growing and heterogeneous body of literature, providing a roadmap for future research on strategic planning in public organizations. Second, it proposes a mid-range theoretical framework that captures the complex and dynamic nature of strategic planning in public organizations, and provides insight into how strategic planning is implemented and why it may or may not work in specific contexts. Finally, it provides practical relevance for public managers and other public professionals by providing an overview of the different strategic planning options available and how they can be optimized given unique contexts and desired outcomes. Jamshidi et al, (2021) in a study explained the model of public policy implementation in state-owned companies. The findings of the study show that the successful implementation of public policy is measurable in light of criteria such as efficiency, effectiveness, meeting expectations, adequacy in problem solving, distributive justice, and adaptation to the conditions of the oil industry. The framework obtained indicates that the successful implementation of public policies leads to increased public trust and satisfaction, as well as the promotion of corporate legitimacy among stakeholders. Research Methodology The present study is applicable in terms of purpose, and mixed in terms of implementation (qualitative-quantitative) with a data-based approach, and descriptive-survey type in terms of nature. The statistical population of the research in the qualitative part includes 12 experts active in the field of NGOs as well as managers of these organizations, and sampling was carried out using the snowball method; and the statistical population in the quantitative part includes 20 people selected by the judgmental and purposeful sampling method. The research collection tool is semi-structured interviews and questionnaires. Research findings MAXQDA software was used to analyze data in the qualitative part of the data-based method, and Expert Choice software was used in the quantitative part. The results in the qualitative part showed that the identified components were categorized into six categories: causal conditions, strategies, actions, context, intervening conditions, and consequences, and the results in the quantitative part showed that community acceptance and support, with a score of 0.117, has the greatest impact on the establishment of NGO policies. Also, setting specific goals for NGOs with a score of 0.116 and using skilled and experienced people with a score of 0.107 were the next priorities. Among the indicators studied, the least impact was related to human resource empowerment and community member participation with a score of 0.02. These results indicate that factors related to social acceptance and setting specific goals play a pivotal role in the success of NGO policies. Conclusion The present study was conducted with the aim of providing a model of factors affecting the establishment of organizational strategies with the aim of national sustainable development. The results of this study are consistent with the results of Pourkarimi & Azizi (2024), Wu et al, (2023), Vandersmissen & Georgen (2023), Jamshidi et al, (2021), Salmanpour Sohi et al, (2021), Ahadzadeh et al, (2021), Henry et al, (2019), Grant (2019), Harangozó & Zilahy (2015); who pointed out the importance of the persuasive role of NGOs and their interactions with governments. Grant (2019) shows that the level of government distrust is shown to determine what conditions exist for an NGO to be effective in implementing effective and sustainable development policies over a government institution. This research states that if NGOs can carry out their activities at the lower levels of society in a persuasive manner, it can be expected that governments will be able to perform better in implementing their policies in the field of sustainable development. According to the results obtained, the following practical suggestion was made: It is suggested that common digital platforms be designed for interactions between NGOs and the government to achieve greater coordination and transparency in the implementation of policies.

Abstract Abstract
The aim of this study is to investigate the effects of electronic learning environment on collaborative learning and academic self-efficacy in students of Payame Noor University. The research method is applicable in terms of its purpose, quantitative in terms of its implementation method, and descriptive-correlational in terms of its nature and method. The statistical population of the study includes all students of Payame Noor University in Kermanshah in the academic year 2023-2024, of which 250 people were selected and studied by purposive sampling. To collect data, the participatory learning questionnaire (Stephen Cho and Bowley, 2007), the academic self-efficacy questionnaire (Jinks and Morgan, 1999), and Watkins et al. (2004) e-learning were used. SPSS and Smart PLS software were used to analyze the data. The results show that the e-learning environment has a significant relationship with collaborative learning (0.05, P-Value ≤ 9.69, t = 0.572β =), academic self-efficacy (0.05, P-Value ≤ 9.45, t = 0.555β =); and the e-learning environment improves collaborative learning and academic self-efficacy. The e-learning environment, with the opportunities and resources it provides to students, enables them to improve their learning by using these components, form broader relationships and interactions, and have greater satisfaction with education.
Introduction
The development of information technology has led to many changes in various fields, including education. Under the influence of these conditions, education and technology have merged, and e-learning has emerged as a powerful tool for teaching and learning, and with a variety of modern smart technologies, it has expanded to access learning resources and has had an impact on learning and teaching methods (Al-Fraihat et al., 2020), which has led to changes in teaching and learning approaches and, consequently, changes in teaching and learning methods (Luka, 2018). Accordingly, educational organizations play an important role in the growth and expansion of e-learning. Given that most universities and higher education institutions use e-learning, the development of information technology in educational systems, especially e-learning, is not just a choice, but an inevitable necessity that is considered an effective factor in the reform of educational systems (Khorasani et al., 2012).
In today's world of teaching and learning, there is more emphasis on active and learner-centered learning rather than subject-centered or instructor-centered methods. One type of active learning method is collaborative learning. In this method, small heterogeneous groups work together to achieve a goal. In the group process, the interaction of group members creates opportunities for important experiences, including the ability to ask, explain, criticize, and give examples. Members of collaborative learning groups grow both in terms of knowledge and learning skills and in terms of establishing interaction and social skills during the learning process (Day & Salsali, 2010). In a collaborative learning environment, students have opportunities to interact with each other to achieve their common goals and to progress both academically and socially. Through interactions, students learn to ask for clarification on issues, present their ideas, clarify disagreements, and generate new understandings and inferences (Ke & Carafano, 2016).
Zimmerman (2000) points out that the construct of self-efficacy is multidimensional; therefore, its effect size varies according to the domain of demands. Accordingly, some researchers have emphasized that the assessment of the construct of self-efficacy should be done in a context-dependent manner; therefore, some researchers emphasize that in academic situations, measuring academic self-efficacy is more important than general self-efficacy. Academic self-efficacy refers to the ability of a student to successfully complete academic tasks. Some studies have shown that in academic situations, academic self-efficacy has a greater impact on academic outcomes than more general measures of self-efficacy (Nezhadasadi & Porshafei, 2012). Considering the above, in this study we seek to answer the question: What are the effects of the e-learning environment on collaborative learning and academic self-efficacy in Payam Noor University students? 
Theoretical Framework
E-Learning Environment
E-learning environment refers to a space in which digital technologies are used to deliver and manage learning processes. These environments can include websites, online learning platforms, educational software, and other digital tools that allow learners to access educational content, interact with the teacher and other learners, and track their progress (Tarkhan & Mostafavi, 2020).
Collaborative Learning
Collaborative learning is an educational approach in which students work together in groups and interact with each other to learn new concepts and solve problems. In this method, group members achieve more effective and deeper learning by sharing their knowledge and experiences (Ghorbani et al., 2024(.
Academic self-efficacy
Self-efficacy, as one of the motivational variables, causes an individual to spontaneously strive in the environment and achieve their efficacy beliefs through intrinsic motivation (Afangideh, 2022).
Nezhad Asadi & Safarzadeh (2023) studied the design of a desirable virtual learning model based on academic self-efficacy and self-regulated learning strategies mediated by academic adaptation. In a study, they showed that in order to increase academic self-efficacy and self-regulated learning strategies on students' desired e-learning, it is possible to focus on strengthening academic adaptation.
Wei et al., (2023) studied the identification of the role of motivation, perceived learning support, learning participation, and self-regulated learning strategies. They reported that self-regulated learning strategies have a positive and significant effect on learners' perceived learning outcomes from online courses.
Research Methodology
The research method is applicable in terms of its purpose, quantitative in terms of implementation, and descriptive-correlational in terms of nature and method. The statistical population of the study includes all students of Payam Noor University of Kermanshah in the academic year 2023-2024, of which 250 people were selected and studied by purposive sampling. To collect data, the participatory learning questionnaire (Stephen Cho and Bowley, 2007), the academic self-efficacy questionnaire (Jinks and Morgan, 1999), and Watkins et al. (2004) e-learning were used.
Research findings
SPSS and Smart PLS software were used to analyze the data. The results obtained show that the e-learning environment has a significant relationship with participatory learning (0.05, P –Value ≤ 9.69, t = 0.572β =) and academic self-efficacy, (0.05, P –Value ≤ 9.45, t = 0.555β =); and the e-learning environment improves participatory learning and academic self-efficacy. The e-learning environment, with the opportunities and resources it provides to students, allows them to improve their learning by using these components, form broader relationships and interactions, and have greater satisfaction with education.
Conclusion
The present study aimed to investigate the effects of the e-learning environment on collaborative learning and academic self-efficacy in Payam Noor University students. The results of this study are consistent with the results of Nezhad Asadi & Safarzadeh (2023), Wei et al. (2023), Babaei parsheh & Mosadeghi Nik (2022), Alamolhoda & Zeinali (2022), Khodamoradi et al. (2022), Firuzi et al. (2021), Portokoli et al. (2020), and Tarkhan & Mostafavi (2020). Portokoli et al. (2020) showed that factors such as content, interaction, technology, instructor, service quality, design, perceived ease of use, personalization, perceived usefulness, learner, perceived value, and self-efficacy were the most important factors affecting e-learner satisfaction. In the interview section, content design principles, learner, implicit consequences, attention to learning-related approaches, and the role of the instructor had the greatest role on e-learner satisfaction, respectively. Educational technologies eliminate geographical and educational limitations and bring learners and instructors closer to each other over time and space. Therefore, by reducing time and space limitations, the e-learning environment increases educational and social ties which can increase the field for elevating collaborative learning.

Abstract stract The purpose of this research is to explain the factors affecting organizational empathy in the framework of the Islamic value system with the data-based approach. According to its purpose, the research method is practical, and in terms of implementation method, it is qualitative, based on the data-based method. The statistical population of the research includes 15 senior managers, religious experts, and clerics; familiar with the management issues of the Ministry of Education in 1401. The sample size was done by purposeful, non-random and snowball sampling method. A semi-structured interview was used to collect information. For data analysis, data-based technique along with open, central, and selective coding was used. According to the results of the findings, the concepts in the subcategories were categorized as follows: 1- dimensions and indicators of organizational empathy (demographic characteristics of the organization, personality characteristics of employees, psychological empowerment of employees, managerial and social factors, moral factors, and belief factors); 2- Consequences affecting organizational empathy (organizational productivity, organizational effectiveness, creativity and innovation, organizational commitment, and career and personal development); 3- Causal factors affecting organizational empathy (organizational climate, organizational structure, organizational factors, environmental factors); 4- Intervening factors affecting organizational empathy (strengthening employee participation, job burnout, employee satisfaction, employee social skills); 5- Background factors affecting organizational empathy (supportive and motivational factors, managerial support, performance evaluation system, personality and job suitability); 6- The design strategies of the organization's empathy model in the framework of the Islamic value system in the Ministry of Education (improvement of organizational processes, trust building in the organization, effective management, empathy training and organizational health of employees). Introduction Communication plays an essential role in the growth of organizations. A favorable level of organizational communication between people can provide a platform for healthy and constructive interaction for human and organization excellence. Today, the need for recognition and mutual understanding in order to accelerate the achievement of goals and objectives and to establish a principled and efficient communication has been accepted as a basic principle in management. Therefore, knowing the various components of organizational communication and the elements and factors effective in its improvement is a category of special importance in organization and management, so that the acquisition of science and knowledge regarding the types of organizational communication and its components and elements and gaining knowledge about the factors affecting the strengthening and improvement of communication as well as its obstacles in the organization can help the management of the organization to minimize the conflicts and differences in the organization as much as possible and to activate and strengthen empathy and common thinking at all levels of the organization (Abdi & Eslami, 2013). Islam pays special attention to social relations and cultivates the collective spirit in the form of divine standards and invites the society to piety, friendship, unity and empathy. The Qur'an, as the first and most important source for receiving religious teachings, plays an important role for empathy and says: "And hold fast to the rope of God and do not become scattered, and remember God's blessing upon you, when you were [others'] enemies, then He put bond among your hearts so that by His grace you became brothers and you were on the edge of the fire to save you from it. In this way, God will make His signs clear to you, so that you may find your way" (Al-Imran, 103) (Gholi & Khosrow Shahi, 2018). Based on this, the current research is looking for an answer to this question: how to explain the factors affecting organizational empathy in the framework of the Islamic value system with the data-based approach? Theoretical Framework Sympathy; social necessity Along with the laws that are necessary to maintain social life, emotional need is also a necessary thing that is shown in the form of human connection with each other. In a society where love and affection for each other is more effective and people love each other and want the honor, health and success of others; abnormalities, delinquencies, violence, aggression, stress and mental pressures are significantly reduced. In such societies, the index of life has increased both in the material dimension and in the spiritual and psychological dimension, and the hope of life surges in the soul of everyone (Rafiei & Kordi, 2015). The importance of creating empathy from the perspective of the Holy Quran If we want to explain the word equivalent to empathy based on Islamic teachings, "bonding hearts" is one of the appropriate words. Bonding, from the root of bond, means joining and mixing one thing with another. When this word is used about people, it means their gathering and love for each other. In this community, there is a kind of compassion and healing (Rafiei & Kordi, 2015). Organizational behavior with an Islamic approach The religion of Islam is complete, comprehensive and responsive to all human needs, and it also has instructions in the field of professional ethics. Studies in religious teachings lead us to provide solutions to institutionalize ethics and professional behavior in organizations (Ezadi, 2015). For the members of an organization to create effective and dynamic communication, it is necessary to act beyond their legal duties, to have a procedure of cooperation and collaboration; in other words, in order to solve the problems of the organization and strengthen the communication between the members, a sense of common responsibility should be created in them, so that they can perform their duties in a friendly and loving atmosphere with a common sense of cooperation and collaboration in order to achieve the goals of the organization (Shafei, 2020. ( Yim & Park (2021) investigated the effects of union participation and focusing on organizational empathy in crisis situations. The results showed that the elites of the company are ahead of the group thinking that hinders the organizational empathy from working effectively in crises. Gill et al, (2018) showed that maintaining empathy across professional and personal environments is challenging, because people can demonstrate the ability to maintain one of these methods of empathy: having time/free time for empathy, managing the expectations of others, professional boundaries, empathy justice. Research methodology According to its purpose, the research method is practical, and in terms of implementation method, it is qualitative, based on the data-based method. The statistical population of the research includes 15 senior managers, religious experts, and clerics; familiar with the management issues of the Ministry of Education in 1401. The sample size was done by purposeful, non-random and snowball sampling method. A semi-structured interview was used to collect information. Research findings For data analysis, data-based technique along with open, central, and selective coding was used. According to the results of the findings, the concepts in the subcategories were categorized as follows: 1- dimensions and indicators of organizational empathy (demographic characteristics of the organization, personality characteristics of employees, psychological empowerment of employees, managerial and social factors, moral factors, and belief factors); 2- Consequences affecting organizational empathy (organizational productivity, organizational effectiveness, creativity and innovation, organizational commitment, and career and personal development); 3- Causal factors affecting organizational empathy (organizational climate, organizational structure, organizational factors, environmental factors); 4- Intervening factors affecting organizational empathy (strengthening employee participation, job burnout, employee satisfaction, employee social skills); 5- Background factors affecting organizational empathy (supportive and motivational factors, managerial support, performance evaluation system, personality and job suitability); 6- The design strategies of the organization's empathy model in the framework of the Islamic value system in the Ministry of Education (improvement of organizational processes, trust building in the organization, effective management, empathy training and organizational health of employees). hConclusion The current research was conducted with the aim of explaining the factors affecting organizational empathy in the framework of the Islamic value system with the data-based approach. These findings are in agreement with the research results of Shahrasbi et al, (2020), Jaberimanesh et al, (2019), Yari Gholi & Bahadri Khosrow (2018), Ali Nasab (2018), Yim & Park (2021), Anaza et al, (2018), Gill et al, (2018), Jaberimanesh et al, (2019), Sanei & Shariati (2017), Koller et al, (2017), and Gerald et al, (2016). Yari Gholi & Bahadri Khosrow 2018) showed that Islamic principles emphasize good deeds, cooperation, collaboratio, justice and fairness, which has the closest meaning to the concept of empathy from a psychological point of view. In psychology, empathy is defined as the ability to understand the cause of others' reactions in different situations, which improves social relations and causes positive communication with others. In Islamic principles, cooperation, communication and doing good with others is mentioned as a concept close to empathy. Islamic psychology is the field of explorations, balanced rational-experimental efforts in the light of the guidance and clarifications of the pure teachings of revelation in order to identify obvious and hidden psychological truths and phenomena. There are common components in the methods of developing empathy from the perspective of Islam and psychology, and in some fields, different methods are observed in the development and cultivation of empathy. According to the results obtained from the research, it is suggested: The managers of the Ministry of Education should increase the level of awareness of people in these matters by holding in-service classes for teachers and employees in the field of increasing the level of empathy indicators according to the teachings of Islam. The managers of the Ministry of Education should give encouragement to the teachers and managers who get a high score in terms of dimensions and indicators of empathy with annual evaluations of managers and teachers.

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

Abstract Abstract The aim of the present study is to design a model for recruiting and hiring generations Y and Z in public sector organizations. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, using meta-synthesis. A mixed theory approach was used to adopt an appropriate framework for selecting and analyzing factors by considering the theory of generations of Mannheim (1952), generational cohorts of Strauss and Howe (1991), and the motivation-hygiene theory of Herzberg (1959). The main question of this study was designed based on the meta-synthesis method. Qualitative articles were purposefully selected and evaluated through different stages. Finally, 27 studies were reviewed with a reliability of 95%, and the final model was designed using the communication model available in MAXQDA 2020 software. The results showed that in order to attract and hire employees of generations Y and Z, it is necessary to consider four dimensions and 30 factors, of which the most emphasis should be placed on issues such as recruitment using virtual space, work-life balance, sense of belonging to work, measuring individual performance during employment, transparent compensation system, work values, and skills training policies. Applying strategies aligned with the aforementioned factors can be effective in increasing the recruitment and capacity of organizations and reducing the job turnover of employees of emerging generations. Introduction A specific study of different generations allows organizational managers to adopt appropriate policies for them by creating greater understanding of the characteristics of that generation (So Hee & Yeojin, 2024). Given the changes and developments in generational retention and management policies, it is obvious that public sector organizations also feel threatened by the presence of multi-generational workforces in their workplaces and are thinking about managing different generations (Krajac & Samardzija, 2024). Generational theory, which refers to the recognition of different generations, was first introduced by a sociologist named Karl Mannheim (1952) in a book titled “Generation Theory”, and gradually attention was paid to this concept and its various dimensions by researchers and scholars (Murvanidze, 2020; Orrheim & Thunvall, 2018). Most studies related to generational differences in the workplace have also focused their assumptions on psychological and behavioral differences (Kwiecińska et al, 2023). There were no generational studies in the country before the end of the 1980s, and if there is any information about youth, the elderly, etc., it is related to demographic and statistical issues of population distribution (Abbasi Asafjir et al, 2013). Generational groups can be divided into five categories: traditionalists, childbearing, Generation X, Generation Y, and Generation Z (Otieno & Nyambegera, 2019). In a work environment, these same different generations are also present, each of whom perceives the environment around them differently from other generations (Leslie et al, 2021). Studies conducted over the past years have often focused on issues such as the characteristics of Generation Y and Z in terms of attitudes towards environmental protection, motivation for work, work independence, mental priorities, and educational and learning programs (Kuzior et al, 2023). Therefore, attention to the above aspects in the recruitment and hiring process of these two generations should be considered, and the way to enter the recruitment process and how to sign a contract with these two generations should be in a way that, while taking into account their values ​​and priorities, increases their motivation and enthusiasm for being present and working in organizations. Therefore, designing a recruitment model based on Generation Y and Z in public sector organizations is one of the most critical issues and challenges facing human resource managers and heads of these organizations, which have been addressed in the present study. Therefore, the main question is: what is the recruitment and hiring model for Generations Y and Z in public sector organizations? Theoretical Framework Generations Y and Z Generation Z is the first group to have fully grown in the digital world. This group of people is known as the first generation that has been familiar with digital technologies, the Internet, and smartphones since birth. The fact that they have been constantly exposed to advanced technologies during their growing up has had a profound impact on the way they think, interact, and behave socially. Some researchers call this generation “digital natives” because, unlike previous generations who had to get used to using technologies, Generation Z has grown up with these technologies naturally and without the need for special training (Koushki & Taghipour, 2023). The birth of Generation Y began somewhere in the late 1970s or early 1980s and ended in the early 2000s, which in Iran corresponds to the beginning of the 1350s to the end of the 1370s. The sixties are the first generation that their parents seek help with technology (Nasiri et al, 2024). Akbari et al, (2023) investigated the identification of factors affecting the retention of Generation Z employees in the compensation and benefits system in the capital market. The content analysis method was used as one of the qualitative research methods for this purpose. The research paradigm was interpretive, and semi-structured interviews were used as a research tool to collect primary data from Generation Z employees in the capital market. These employees were selected through maximum diversity purposive sampling. A total of 26 interviews, after analysis, led to the identification of 3 overarching themes, 11 organizing themes, and 79 basic themes, which are based on the existence of specific criteria for granting salaries and benefits, the perception of fairness in salaries and benefits, and flexibility in benefits and special benefits. Dehghan et al, (2023) investigated the factors affecting the special attraction and recruitment of Generation Z employees. The results of the study identified 6 levels of importance in identifying factors affecting the attraction and recruitment of Generation Z employees. At the first level, 5 indicators (qualification index, organizational selection system improvement index, organizational attractiveness index, highlighting goals and values ​​index, and creating an environment of accountability and acceptance of transformational managers) were determined, and finally, the variables of need assessment and public information, making jobs attractive to Generation Z, measuring the capacity and efficiency coefficient of the individual during recruitment, measuring the computer skills of individuals, recruiting using social networks, applying for online jobs, and building a personal brand were identified as the most fundamental elements of the model. Finally, based on the Mikmaq scenario analysis, 6 indicators and 21 sub-indicators were identified, which are the scenarios of measuring the capacity and efficiency coefficient of the individual during recruitment, applying for online jobs, and building a personal brand, providing benefits commensurate with academic capabilities, and planning the design of attractive jobs, division of labor according to the abilities of the generation, educational policies in management fields, and increasing skills training. Research Methodology The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, using meta-synthesis. A mixed theory approach was used to adopt an appropriate framework for selecting and analyzing factors by considering the theory of generations of Mannheim (1952), generational cohorts of Strauss and Howe (1991), and the motivation-hygiene theory of Herzberg (1959). The main question of this study was designed based on the meta-synthesis method. Research findings Qualitative articles were purposefully selected and evaluated through different stages. Finally, 27 studies were reviewed with a reliability of 95%, and the final model was designed using the communication model available in MAXQDA 2020 software. The results showed that in order to attract and hire employees of generations Y and Z, it is necessary to consider four dimensions and 30 factors, of which the most emphasis should be placed on issues such as recruitment using virtual space, work-life balance, sense of belonging to work, measuring individual performance during employment, transparent compensation system, work values, and skills training policies. Applying strategies aligned with the aforementioned factors can be effective in increasing the recruitment and capacity of organizations and reducing the job turnover of employees of emerging generations. Conclusion The present study was conducted with the aim of designing a model for recruiting and hiring generations Y and Z in public sector organizations. The results of this study are consistent with the results of Akbari et al, (2023), Dehghan et al, (2023), Moffett et al, (2023), Niknam et al, (2022), Leslie et al, (2021), Chillakuri (2020), and Sidorcuka & Chesnovicka (2018). Sidorcuka & Chesnovicka (2018) showed that this generation of employees is looking for employers who meet their needs and preferences, otherwise they are not willing to stay in the relevant organization. Among their most important preferences are flexible working hours, job diversity, company reputation, promotion and advancement, and special fringe benefits. According to the research results, it is suggested that if managers and heads of organizations pay special attention to the processes of hiring new workers, they can increase the level of innovation and ensure the improvement of the quality of service delivery while reducing training costs.

Abstract Abstract The aim of this research is to analyze and Normalize technical skills indicators of junior high school teachers. The present research is applicable in terms of purpose, and descriptive-contextualization in terms of method. The statistical population of the research includes all junior high school teachers in the four districts of Karaj in 2021, from which a sample of 329 teachers was selected. The sampling method is cluster random method. A researcher-made questionnaire was used to collect information. SPSS and AMOS software were used to analyze the data. The findings indicate that each component of the teachers' technical skills questionnaire, which includes: consulting skills, teaching and classroom management skills, evaluation skills, and information and communication technology skills, has a desirable internal consistency. Therefore, it was concluded that each of the items has the necessary power to measure the components of teachers' technical skills, and each of the components has an acceptable power to measure the more general factor, namely teachers' technical skills. Introduction Since education is the most important tool for achieving advanced scientific development, teachers must also face this reality like other groups (Ramírez Montoya et al, 2021). The rapid changes in contemporary life necessitate the need for up-to-date and technological education and preparation to face, accept or reject, and coordinate with changes in various dimensions of life (Ali Ahmadi, 2016). Therefore, the success of any educational system depends more than any other factor on the knowledge and skills of its teachers, and they must update their knowledge throughout their professional lives (Zaragoza et al, 2021). To achieve a desirable and purposeful education, it is necessary to provide targeted activities with a deep insight and by obtaining fully specialized qualifications based on comprehensive and professional studies, taking into account various aspects of knowledge, skills and new achievements of science and technology and using new tools and methods. To realize these activities and programs, a general, continuous and comprehensive effort is needed from various factors in the educational system so that the above complex can achieve its goals more and have a positive and greater impact on improving the quality of education (Elhami et al, 2023). Teachers' skills and competencies depend on having a combination of types of competencies that are influenced by teachers' individual capabilities and competencies, and include educational competencies, personal competencies, professional competencies, and social competencies (Ababaf et al, 2018), some of which are the teacher's mastery of subject knowledge and are considered fundamental competencies and skills (Murray et al, 2015). Some are behaviors and performance that direct competencies and skills towards models (Mehralizadeh, 2018). In this regard, one of the skills required in these areas is communication, which requires the use of communication skills. Communication skills are those skills through which individuals can engage in interpersonal interactions and the communication process. That is, the process through which individuals share their information, thoughts, and feelings through verbal and non-verbal exchange (Hamedi Nasab & Asgari, 2018). Therefore, the present study seeks to evaluate this research issue, which is: how to analyze and standardize the technical skills indicators of junior high school teachers?  Theoretical framework Teachers' technical skills The effectiveness of teachers depends on having a combination of technical skills. Some of these teaching skills are influenced by the individual capabilities and competencies of teachers (Altan et al, 2018). Although there are many common technical and specialized skills that should be pursued by setting the right goals, categorizing them in different dimensions, drawing a roadmap, and under the shadow of effectiveness and efficiency, teachers with skills must have the ability to use and correctly select these techniques. Using and adapting different types of skills creatively and creating basic programs using technical skills are requirements for a teacher. Some experts believe that if education is to progress, education professionals, especially teachers, who have extensive interaction with learners, must change. Also, their knowledge and information, cognitions, attitudes, skills, and working methods must change (Ramezani & Amini, 2022). Molina-Moreno et al, (2024) investigated the analysis of personal competencies in teachers. Their results showed that activities aimed at strengthening teachers' personal competencies have a positive impact on areas such as job satisfaction, professional commitment, emotional management, and stress reduction, which have a favorable effect on students. However, the effectiveness of these interventions may vary depending on the study design and individual characteristics of the participants. Khalifelo et al, (2024) investigated the impact of teachers' classroom management skills on the teaching-learning process. They showed that teachers' classroom management skills significantly affect the teaching-learning process of students. Teachers with strong classroom management skills can create a suitable and orderly learning environment that increases students' concentration, participation, and motivation. These skills also help teachers manage instructional time more effectively and prevent it from being wasted. As a result, effective classroom management by teachers will lead to improved academic achievement of students. In general, teachers' classroom management skills have a significant impact on the teaching-learning process of students. These skills help teachers to create an orderly and constructive environment in the classroom, manage instructional time effectively, increase student motivation and participation, and ultimately lead to improved academic achievement. Therefore, developing and strengthening classroom management skills in teachers should be considered a priority in order to make the teaching-learning process in schools more effective. Research Methodology The present research is applicable in terms of purpose, and descriptive-contextualization in terms of method. The statistical population of the research includes all junior high school teachers in the four districts of Karaj in 2021, from which a sample of 329 teachers was selected. The sampling method is cluster random method. A researcher-made questionnaire was used to collect data. Research findings SPSS and AMOS software were used to analyze the data. The findings indicate that each component of the teachers' technical skills questionnaire, which includes: consulting skills, teaching and classroom management skills, evaluation skills, and information and communication technology skills, has a desirable internal consistency. Therefore, it was concluded that each of the items has the necessary power to measure the components of teachers' technical skills, and each of the components has an acceptable power to measure the more general factor, namely teachers' technical skills. Conclusion The present study was conducted with the aim of analyzing and normalizing the indicators of technical skills of junior high school teachers. The results of this study are consistent with the results of Molina-Moreno et al, (2024), Khalifelo et al, (2024), Rezaei et al, (2023), Hoshyar et al, (2023), Rezazadeh et al, (2023), Azarboueh & Nastiezaie (2022), Kalantaripour & Modiri Khameneh (2021), Namaziandost et al, (2021), Talebi Khansari (2020), and Vilcaste (2019). Khalifelo et al, (2024) showed that teachers' classroom management skills significantly affect the teaching-learning process of students. Teachers with strong classroom management skills can create an appropriate and orderly learning environment that increases students' focus, participation, and motivation. These skills also help teachers manage instructional time more effectively and prevent it from being wasted. Consequently, effective classroom management by teachers will lead to improved student achievement. Overall, teachers' classroom management skills have a significant impact on students' teaching-learning process. These skills help teachers create an orderly and productive classroom environment, manage instructional time effectively, increase student motivation and participation, and ultimately lead to improved academic achievement. Therefore, developing and strengthening classroom management skills in teachers should be considered a priority in order to make the teaching-learning process in schools more effective. It is suggested that, considering the importance of teachers' influence on students and considering that knowledge and skills can be acquired, learned, and transferred, there is a need to seriously discuss and examine the characteristics and methods of training teachers in order to develop and enhance their competence, so that more justified principles and programs can be developed for training competent teachers who are up-to-date and compatible with rapid developments.

Abstract Abstract The aim of this study is to present a quantum leadership model to establish organizational civilization in the Iranian higher education system. The research method is fundamental in terms of its purpose, and qualitative in terms of its implementation method, with inductive-deductive logic. Based on purposive sampling, the statistical population of the study includes 11 experts and managers of Islamic Azad University as well as members of the university's faculty. Semi-structured interviews were used to collect data. A coding-based data-driven approach was used to analyze the data. The research findings consist of categories arising from the data-based approach include causal factors (structural factors, behavioral factors, contextual factors); strategies (structural strategies, behavioral strategies, contextual strategies); challenges and obstacles to quantum leadership (structural obstacles, behavioral obstacles, contextual obstacles); the governing context (structural capabilities, behavioral capabilities, contextual capabilities); Quantum leadership characteristics (extrapersonal, intrapersonal); Organizational civilization characteristics (behavioral, structural); Consequences of organizational civilization (consequences for the higher education system, consequences for society and the country). The results of this study showed that by implementing the model obtained in this study, we can witness positive consequences in terms of implementing quantum leadership in order to establish organizational civilization in the country's higher education Extended abstract Introduction Creating new knowledge has long been one of the main functions of universities, and the greatest effort of the academic community is to promote knowledge and strengthen intellectual capital by utilizing existing informational, intellectual, and human resources; therefore, universities must identify, extract, and utilize these resources using new and appropriate leadership and management methods. One of the new concepts of the third millennium is quantum leadership (Razi & Nadi, 2021). The twenty-first century is witnessing an era that can be called the quantum age in terms of technology. Traditional beliefs about management and leadership and the nature of the organizational environment have been limited by the influence of a mechanistic, deterministic, and reductive worldview. Current thinking about leadership has necessitated the use of new models, dimensions, and skills; that are more appropriate for responding to the complexities of the quantum age and empower organizational leaders to perform their duties more effectively (Hamzepur, 2018). The goal of quantum leadership is to increase the power and effectiveness of managers and employees, which tries to use the concepts and principles of quantum theory as a guide to describe and explain organizational phenomena and solve management problems. On the other hand, effective management and organizational excellence of universities and the existence of precise management and leadership systems are the inevitable necessities and needs in an efficient and effective system (Norozzadeh et al, 2020). The preservation and protection of the organization's civilization by managers and the existence of extensive organizational social capital are clearly among the criteria of organizational civilization. A civilized organization, depending on how civilization is defined, requires its own strong foundations; the main foundation of which is definitely formed by the founders and leaders of the organizations; followed by senior managers, middle managers, supervisors, experts, and finally employees to decorate and maintain this structure (Mirsapasi, 2008). The lack of establishment of organizational civilization in organizations, especially in higher education and the Ministry of Science as the source of scientific and cultural developments, which is a pioneer in the field of producing civilizational knowledge and developing the global culture of Islam, can bring irreparable challenges. If the source of developments and changes does not base its priority on order, politeness, ethics, and social justice, it will certainly deviate from its main path and goal; and achieving predetermined perspectives will be out of reach. Therefore, in this research, we seek to answer the question: what is the quantum leadership model for establishing organizational civilization in the Iranian higher education system? Theoretical Framework of Quantum Leadership Quantum leadership is a style of leadership that seeks to increase trust, security, dynamic communication, and learning; and to reduce vertical communication and increase horizontal communication in the organization. The framework and structure of the quantum organization include reciprocal and fluid communication between the leader and followers, which can be defined through an organization with trust, value, spirituality, learning, dialogue, and thinking together (Rozbeh et al, 2021). Organizational Civilization The organizational civilization perspective as a perspective towards organizational excellence or in the words of Mirsapasi (2008) is a complementary measure of organizational excellence that focuses on observing ethics and civil rights in the organization. Organizational civilization plays a key role in organizational change and helps the organization to evaluate itself and the environment and to revive its strategies, structures and processes. Organizational development also helps organizational members to stop superficial changes and change the values ​​that guide behavior in the organization (Xu et al, 2018). Cai et al, (2024) investigated the causal relationship between quantum leadership and employee innovation performance from the perspective of organizational sustainability. These results show that quantum leadership has a positive effect on innovation performance. Organizational intelligence and knowledge sharing have multiple serial mediating effects on quantum leadership and innovation performance. In addition, the interaction between innovative culture and knowledge sharing improves employee innovation performance. Therefore, this study elucidates the causal relationship between quantum leadership and innovation performance through theoretical and valid research models. It lays the foundation for the sustainable development of organizations in the future. Bogale & Lemi (2024) examined organizational civilization: A systematic review. The findings emphasize the significant impact of organizational civilization on workplace dynamics, influencing employee interactions, treatment, and management. The dimensions often examined in organizational civilization are: innovation, teamwork, outcome orientation, masculinity, participation, and power distance. This review pays attention to the existing literature on the creation and modification of organizational civilization and uses three distinct perspectives: functional, leader characteristics, and culture transmission. Cultural orientations are classified into four main groups: workplace orientation, business orientation, system orientation, and group orientation. Research Methodology The research method is fundamental in terms of its purpose, and qualitative in terms of its implementation method, with inductive-deductive logic. Based on purposive sampling, the statistical population of the study includes 11 experts and managers of Islamic Azad University as well as members of the university's faculty. Semi-structured interviews were used to collect data. Research findings A data-based approach based on coding was used to analyze the data. Research findings consist of categories arising from the data-based approach include causal factors (structural factors, behavioral factors, contextual factors); strategies (structural strategies, behavioral strategies, contextual strategies); challenges and obstacles to quantum leadership (structural obstacles, behavioral obstacles, contextual obstacles); governing context (structural capabilities, behavioral capabilities, contextual capabilities); characteristics of quantum leadership (extrapersonal, intrapersonal); characteristics of organizational civilization (behavioral, structural); consequences of organizational civilization (consequences for the higher education system, consequences for society and the country). The results of this study showed that by implementing the model obtained in this study, positive outcomes can be seen in terms of implementing quantum leadership in order to establish organizational civilization in the country's higher education. Conclusion The present study was conducted with the aim of presenting a quantum leadership model in order to establish organizational civilization in the Iranian higher education system. The results of this study are consistent with the results of Cai et al, (2024), Bogale & Lemi (2024), Balcioglu & Bilgen (2023), Ali sofi & Salami (2023), Hajizadeh Majdi et al, (2023), Geok & Bilal Ali (2021), Ahmadian et al, (2021), Rozbeh et al, (2021), and Noruz Zadeh et al, (2019). Cai et al, (2024) showed that quantum leadership has a positive effect on innovation performance. Organizational intelligence and knowledge sharing have multiple serial mediating effects on quantum leadership and innovation performance. In addition, the interaction between innovative culture and knowledge sharing improves employees' innovation performance. Therefore, this study clarifies the causal relationship between quantum leadership and innovation performance through theoretical and valid research models. It lays the foundation for the sustainable development of organizations in the future. According to the results of this study, the following suggestions are made: - In order to strengthen the structural factors affecting quantum leadership in the higher education system, strategies such as creating flexibility in the structure and tasks of the organization, developing and improving intra-organizational communication between personnel and leaders, moving towards learning and agility of the organization, and creating up-to-date and appropriate changes in the organization and process management are suggested. - In the context of strengthening the structural strategies of quantum leadership, it is suggested that policies be considered to create changes from within individuals instead of changing the organization and utilizing new behaviors and skills; in other words, it is necessary for the effectiveness of the quantum leader, leaders to strive to create constructive changes in the mindset and perceptions of individuals and to apply and promote new and up-to-date organizational skills to carry out the affairs of the organization.

Abstract Abstract The purpose of this research is to design the outsourcing model in the Markazi province government organizations. This research is applicable in terms of purpose, and descriptive in nature. The statistical population of the research includes general managers of Markazi Province, 152 of whom were selected using Morgan's table, and the sampling method in this research is random sampling. The data collection tool is a questionnaire. The validity of this questionnaire has been calculated as construct validity, and reliability of it with Cronbach's alpha coefficient. SPSS22 software was used for data analysis, and structural equation modeling method was used to examine the structural model. The results showed that in the design of the outsourcing model, 5 social, managerial, economic, and political factors were confirmed and identified. Also, the fit indices show the appropriate fit of the research conceptual model. Finally, the factors and components affecting the design of the outsourcing model in the government organizations of Markazi Province have been approved. Extended abstract Introduction Today, organizations operate in an environment that is constantly changing. These changes have led to increasing competition, complexity, dynamism and environmental uncertainty. Today's problems of organizations cannot be solved with yesterday's solutions. Organizations can no longer ensure their long-term survival and success with structural changes such as changing methods, systems, technology, etc. In such a situation, the survival and successful life of organizations depends on the transformation of the infrastructure and the creation of conditions that can consider outsourcing as the only way to maintain the competitive position of the business. Many managers saw outsourcing as the only way to maintain a competitive business position in the early 20th century (Hasasnpor et al, 2021). Outsourcing is the transfer of the management of a process or task from within the organization to external suppliers, or in other words, outsourcing means the presence of an external supplier that provides a service that is normally performed within the organization. Outsourcing is nothing less than restructuring the main capabilities and external relations of the organization (Firouzbakht & Faqihi, 2016). The issue of outsourcing is related to the supply of goods and services from external suppliers, which were previously produced inside the outsourcing organization. Outsourcing is related to the transfer of a complete functional department of the business or some activities of a functional department and keeping the rest of the activities of that department internally. Outsourcing can also include the transfer of employees and fixed assets (Ravaghi et al, 2018). By outsourcing activities for which they do not have the necessary resources or internal capabilities, organizations can achieve complementary capabilities of suppliers, while they are not able to gain advantages by doing them internally. Therefore, outsourcing not only allows companies to reduce costs, but also to improve their portfolio of capabilities and value creation potential, especially when companies use the capabilities provided by these markets to produce unique compounds (Samadzade et al, 2020). According to the above, the main question of the research is: What is the outsourcing model in the government organizations of Markazi Province? Theoretical Framework Outsourcing Outsourcing can be defined as outside management from the inside, and the transfer of non-strategic processes to the outside of the organization and focusing on the basic processes within the organization, or outsourcing can be defined as the act of finding services from an external source (Gambal et al, 2022). Outsourcing is considered to be a fundamental feature of organizational restructuring, which has significantly changed the traditional boundaries of organizations. Outsourcing can be called one of the biggest structural changes in organizations and industry in the century. Outsourcing is contracting with outside the organization to perform activities which are mostly carried out within the organization (Feyzi, 2021). Maleki & Bagherzadeh Fard (2022) investigated outsourcing and exploratory innovation on industrial marketing strategies and customer behavior. The results show that exploratory innovation has a positive and significant effect on customer behavior. Exploratory innovation has a positive and significant effect on industrial marketing strategies. Outsourcing has a positive and significant effect on customer behavior. Outsourcing has a positive and significant effect on industrial marketing strategies. Chen & Shen (2021) examined the effects of offshore and land outsourcing on China's promotion in global value chains with evidence from its manufacturing and service sectors. Additional empirical results also show that the headquarters' economy and human capital strengthens Offshoring outsourcing influence over China's GVC promotion. Finally, based on the empirical findings, they extracted some policy implications for the Chinese government. Research methodology This research is applicable in terms of purpose, and descriptive in nature. The statistical population of the research includes general managers of Markazi Province, 152 of whom were selected using Morgan's table, and the sampling method in this research is random sampling. The data collection tool is a questionnaire. The validity of this questionnaire has been calculated as construct validity, and reliability of it with Cronbach's alpha coefficient. Research findings SPSS22 software was used for data analysis, and structural equation modeling method was used to examine the structural model. The results showed that in the design of the outsourcing model, 5 social, managerial, economic, and political factors were confirmed and identified. Also, the fit indices show the appropriate fit of the research conceptual model. Finally, the factors and components affecting the design of the outsourcing model in the government organizations of Markazi Province have been approved.  Conclusion The current research was conducted with the aim of designing an outsourcing model in the Markazi province government organizations. The findings are consistent with the results of Nikkhah (2022), Goodair & Reeves (2022), Gambal et al, (2022), Maleki & Bagherzadeh Fard (2022), Chen & Shen (2021), Samadzade et al, (2020), Bertaleroa et al, (2020), and Navidi et al, (2018). Samadzade et al, (2020) have stated in a research titled "identification and ranking of strategic policy components in information technology outsourcing" that according to the results, strategic policy has three components of analysis and formulation of the policy, the implementation of the strategic policy, and the evaluation of the strategic policy. Also, information technology outsourcing has seven components of information technology system performance, providing system support services, green information technology, application gap of information technology, strategic importance, features of the organization, and the project and the characteristics of the project suppliers. According to the results of the research, the following suggestions are provided: Creativity: Creativity is the introduction of new ideas or methods based on which something is made or done. Creating outsourcing and innovation requires creativity. Creativity is a very effective skill in a complex and rapidly changing world, with which more valuable alternatives can be found to solve conventional problems. The organization cannot force its employees to be creative, but in order to create a culture of creativity, an atmosphere of generosity, forgiveness, and security must be provided so that they can create the most productivity for the organization with minimal cost. Collaboration: The level of active help of the people of a group to each other is called collaboration. The culture of cooperation leads to reducing fear and increasing efficiency and productivity in the organization. Cooperation between people makes them reach a common understanding of the internal and external environment of the organization.  

Abstract Abstract The purpose of this research is to present a conceptual model of organizational democracy with an emphasis on the development of psychological capital in the employees of National Iranian Oil Company. The research method is quantitative, and a researcher-made questionnaire was used to collect data, analyzed by SPSS and SmartPLS 3 software. The total number of the studied statistical population is equal to 100,000 people, 200 of whom were selected from all the employees of the National Iranian Oil Company, and we reached a sample of 200 people through Crejci and Morgan for limited communities. Therefore, in the second stage, 220 questionnaires were distributed among all employees of National Iranian Oil Company, and finally 211 complete and intact questionnaires were delivered. After confirming the reliability and validity of the questionnaire, the results showed that some causal components such as the attitude and perspective of managers, structural factors, manpower planning, macro political and social factors have the greatest impact on organizational democracy based on the development of the psychological capital of the employees of National Iranian Oil Company, and then strategic factors such as organizational learning, succession training, support and knowledge management have the greatest impact in creating the consequences of the implementation of democracy in the National Oil Company. Extended abstract Introduction Parallel to the increase of political democracy, the interest in democracy at the organizational level increased worldwide after the 1990s (Harmancy & Delishmak, 2021). Organizational democracy is a new model of organization design for the democratic era, and based on this model, a freedom-oriented and healthy atmosphere is formed. This type of democracy should be taken into account as the expansion of employee sovereignty in the workplace, which respects the goals and feelings of employees, and leads to positive economic results in contrast to authoritarian and traditional leadership styles (Rangeriz & KHamohi, 2019). Institutional homogeneity means that organizations in an institutional field must respond to the environment like other organizations in that field. Institutional homomorphism occurs in three forms: forced homomorphism (result of pressure from important environmental organizations), normative homomorphism (professionalization of managers and organizational experts), and imitative homomorphism (tendency to imitate successful organizations in conditions of ambiguity and uncertainty). A very important point is that in each of the processes of institutional homogeneity, this event causes a decrease in internal organizational efficiency (for companies following dominant companies in that field) (Gholipour, 2018). The results of this research and problem solving at the individual level can lead to the development of the psychological capital of the employees of the National Oil Company, and at the organizational level and the organizational field (organizational population ecology) due to the similarity and adaptation of the organizational structure of the three other main companies of the Ministry of Oil (National Company of Iran Gas, National Company of Petrochemical Industries, and National Company of Refining and Distribution of Petroleum Products of Iran) from the National Oil Company will lead to the growth of the components of organizational democracy and the development of the psychological capital of the employees in the mentioned industries; and at the national level, it will also lead to the development of institutional trust in Companies and organizations with industrial management models and promotion of democracy and social participation. According to the mentioned cases and the statement of the areas, history, definitions, different theories about this subject area and the identification of research gaps as well as the benefit of this area for science from different points of view, now the main problem of the research is to identify the component test to present the conceptual model of organizational democracy based on the development of psychological capital for the employees of National Iranian Oil Company. Theoretical foundations Organizational democracy is the development of freedom within the framework of business. Organizational democracy is basically considered as a kind of strategy in organization design; that is, depending on internal and external conditions and competitive influencing factors, an organization can use the strategy of organizational democracy (Belasi et al, 2023). Capitalism is an economic system in which those who own the capital invested in a company also have the power to manage the company. However, this policy was doomed to failure as a strategy to launch economic democracy (Rothstein, 2020). Ever since the basic works of organizational psychologists and management researchers were proposed, the theories and practices of management and organization seek to deal with the challenges of post-Fordist capitalism (Frega & Bloch, 2020). Belasi et al, (2023) conducted a study titled Comparing Organizational Democracy in Norway and Mondragon: Lessons Learned for Other Countries. Based on the results obtained, it was found that organizational democracy in Norway and Mondragon differ from each other in terms of ownership and profit sharing, participation and employee ownership. Aghajanpour et al, (2022) conducted a study titled "Designing a multi-voice organizational model in Iran's higher education". In this research, based on the opinion of experts, the effective components and management strategies of the diversity of voices in the higher education system were analyzed and presented in the form of a comprehensive model, and finally, based on the findings of the research, practical solutions for managers, institutions and future researches were proposed. Research methodology In general, this research is quantitative in terms of method, and applicable in terms of purpose. The data collection in the current research was done through a survey and in the form of a questionnaire (Questionnaire on Organizational Democracy and Development of Employees' Psychological Capital). The sampling method is simple random sampling. The total number of the statistical population under study is equal to 100,000 people, out of which 200 people were selected from all the employees of the National Iranian Oil Company, and the questionnaire was provided to these people in the form of a link and in person and online (Pressline website). Analysis of the obtained data was done using SPSS and Smart Pls software. Findings As it is clear in the main model of the research, the consequences category in the model of organizational democracy based on the development of psychological capital of the employees of National Iranian Oil Company has 21 indicators. To check the reliability of the reagents, the factor loading test has been used, and in this test, the factor loading of the reagents must be higher than 0.4 (Questions with a factor load of less than 0.4 should be removed unless that question has a high convergence validity with other questions, in which case the researcher is not allowed to remove the question). The strength of the relationship between the factor (latent variable) and the observable variable is shown by factor loading. Factor loading is actually a correlation coefficient between latent variables and manifest variables in a measurement model. This coefficient determines how much of the latent variable explains the variance of the manifest variables, and since it is a correlation coefficient, it must be statistically significant. The significance of the factor load is checked with the t-value statistic. Because significance is checked at the error level of 0.05, so if the amount of factor loadings observed with the t-value test is calculated to be smaller than 1.96, the relationship is not significant and the question should be removed from the research. In this research, the very important index of the Standardized Root Mean Residual (SRMP) is used to evaluate the confirmatory factor analysis model. According to Josep et al., (2016), the limit of this index is 0.1. For the model, the value of this index is 0.78, which is less than 0.1, and it can be said that the model has a good fit and, the data of this research has a good fit with the factor structure and the theoretical foundation of the research. On the other hand, according to Ringel (2016), the acceptable value is less than 0.8, which is also acceptable from this point of view. The output of the model shows that the significance coefficient between the research hypotheses is out of ±1.96 range and this means that all research variables are confirmed at the 95% confidence level in the statistical sample. Discussion and conclusion Based on the results of the analysis, the main or central phenomenon in the model of organizational democracy based on the development of psychological capital includes three indicators of participation and cooperation, action orientation, and management skills. The index of participation and cooperation expresses the concepts of participation, consultability, review of proposals, participation in implementation and cooperation. Rangeriz & KHamohi (2019) in their research entitled "Investigation of the effect of organizational democracy on the psychological capital of women in the organization of the Research Institute of Humanities and Cultural Studies", introduced critical participation as one of the indicators affecting psychological capital. Some management science experts proposed seven dimensions for organizational democracy: participation, criticism, transparency, justice, equality, responsibility and power. Justice refers to the rules and social norms related to the system that regulates the management and distribution of emerging rewards and punishments (constraints). Another case of these dimensions is transparency, which is an important part of the concepts of laws and regulations. Aghajanpour et al, (2022) in a research on the effect of perceived organizational democracy on the quality of work life showed that the subscales of organizational democracy, namely participation-criticism, transparency, and justice significantly affect the quality of work life. Another causal factor is the trust building index. Trust building also overlaps with laws and regulations, and includes the concepts of clarification, cooperation and participation, involvement and criticism. Trust building happens by participation of people in decisions and the existence of cooperation and justice. Trust building leads to the formation of a democratic organization and vice versa. Workplace democracy can create a thriving work environment. Employees trust their own decision-making abilities, and the employer empowers employees and provides a sense of control and autonomy. It is suggested to adopt an approach that preserves the dignity and self-esteem of employees and respects their rights. It is also recommended to pay attention to and implement organizational justice as well as the organizational atmosphere through fair and timely reward systems, along with ensuring a calm and safe environment for employees. Also, getting everyone's opinion in counseling sessions and using techniques such as brainstorming is effective in achieving optimal and effective models for the development of psychological capital.

Abstract Abstract The aim of the present study is to model organizational justice and job satisfaction with the mediating role of organizational indifference (case study: General Directorate of Education of Semnan Province). The research method is applicable in terms of its purpose and is quantitative and descriptive-correlational in terms of its implementation method. The statistical population of the study includes 607 employees of the General Directorate of Education of Semnan Province, 242 of whom were selected using the Cochran formula and a multi-stage and stratified proportional sampling method. A standard questionnaire was used to collect data. Data analysis was performed using SPSS software and structural equations. The results of this study showed that the direct effect of organizational justice and job satisfaction is 0.34. Also, the indirect effect of the organizational justice and job satisfaction variable with the effect of the mediating variable of organizational indifference is 0.062. Furthermore, the path coefficient between the two variables of organizational justice and job satisfaction is 0.34; in other words, a degree change in organizational justice caused an increase of 0.34 degrees in job satisfaction. Also, the path coefficient between organizational justice and organizational difference is -0.39, which showed the negative effect of the organizational justice variable on organizational indifference; in other words, a degree change in organizational justice caused a decrease of 0.39 degrees in organizational indifference. This means that organizational justice has an inverse relationship with organizational indifference. Extended abstract Introduction Many different factors in organizations lead to the formation of employees' attitudes towards the organization. Although some of the related factors are positive, some are negative. The fact that employees think that they are treated unfairly in organizational practices and the decrease in perceived organizational support may lead to a pessimistic attitude towards the organization, which has a detrimental effect on the success of the organization. The traditional view of an ideal workplace is an organization with a climate of justice and a supportive environment (Rahman & Karim, 2022). Therefore, studying occupational behavior is one of the most difficult and complex tasks due to the multiplicity and overlap of variables that affect human behavior, interrelationships, and the instability of these variables. In addition, predicting human behavior in organizations is not easy. It is unpredictable because it results from an attempt to meet the multiple needs of different people. Undoubtedly, human behavior can be understood to some extent within the framework of behavioral principles and concepts (Abd & Behadili, 2019). The results of recent studies show that organizations need to improve their efficiency. In this regard, it is believed that a constructive, advanced, and sustainable culture is the foundation for improving the efficiency of organizations (Olan et al, 2019). Job satisfaction is a concept that has been widely studied in organizational behavior research, and is usually defined as an affective variable obtained from the evaluation of an individual’s work experience (Fritzsche & Parrish, 2005). In fact, job satisfaction is related to the mental state or feelings of employees about the nature of their work. Job satisfaction refers to an individual’s emotional approach to their current position in the organization and the company (Valaei & Jiroudi, 2016). Adams & Freedman (1976) state that when individuals’ inputs are less than those of similar individuals in the organization who perform similar work or when the services they provide are not compensated by the organization, individuals experience job dissatisfaction or deficiency (Yuen et al, 2018). It is time to abandon the hypothesis that knowing organizational intelligence is the only way to organizational success (Alvesson & Spicer, 2017). In fact, knowledge has a dark side that grows with it and causes dissatisfaction and frustration in the organization (Paulson, 2017). Researchers have named this dark side organizational apathy (Albrecht, 2003; Alvesson & Spicer; Paulson, 2017). Organizational apathy is defined as the lack of reflection, substantive reasoning, and justification in organizations. This causes employees to deny the use of intellectual resources outside of limited and safe conditions. The operating system creates a sense of certainty that makes organizations work properly, and leads to saving the organization and its members from the friction caused by doubt and reflection (Alvesson & Spicer, 2017). Considering the importance of organizational justice and consequently job satisfaction and its key role in individuals' performance in their jobs, we seek to answer the question: how to model organizational justice and job satisfaction with the mediating role of organizational indifference (case study: Semnan Province General Directorate of Education)? Theoretical Framework Organizational Justice Transactional justice encompasses aspects of the communication process such as politeness, honesty, and respect between the source and the recipient. It refers to the perceived fairness of the supervisor's interpersonal behavior. These perceptions of justice are implicitly linked to diversity and difference in work outcomes such as social capital and organizational health (Amrolahi Biuki et al, 2017). Organizational Apathy With the beginning of the third millennium, the role of human resources has become more prominent day by day, and is now considered one of the important factors in achieving success and sustainable competitive advantage in the organization. One of the main concerns of managers is to motivate employees as strategic assets of the organization. According to Stallard (2010), recent research shows that ninety percent of employees are either not motivated or have no desire, or their behavior is not in line with the goals of the organization. One of the main causes is apathy. Regarding the phenomenon of organizational apathy, various definitions have been provided by experts. Although these definitions refer to different points to some extent, they generally define a certain situation with a set of specific consequences as organizational apathy (Shekari et al, 2016). Job Satisfaction Job satisfaction indicates the extent to which people are satisfied with their job and like it. Some people enjoy their work and consider it the main focus of their lives; while some hate their work and do it only because they have to (Izadian Sheyjani & sadoughi, 2022). In their study titled Analyzing the Effect of Organizational Justice on Employee Commitment: Job Satisfaction as a Key Mediator, Sheikh et al, (2024) concluded that how seafarers' perceptions of equity and fairness in resource distribution, management policies and procedures, and the quality of interpersonal behavior affect job satisfaction and, in turn, their commitment to their employing organizations. In their study titled Investigating the Relationship between Organizational Justice and Employee Job Satisfaction with Emphasis on Knowledge Management, Sheki & Alizadeh (2024) concluded that there is a positive and significant relationship between the three variables of justice, job satisfaction, and knowledge management; and that organizational justice is able to predict job satisfaction. Research Methodology The research method is applicable in terms of its purpose and is quantitative and descriptive-correlational in terms of its implementation method. The statistical population of the study includes 607 employees of the General Directorate of Education of Semnan Province, 242 of whom were selected using the Cochran formula and a multi-stage and stratified proportional sampling method. A standard questionnaire was used to collect data. Research findings Data analysis was performed using SPSS software and structural equations. The results of this study showed that the direct effect of organizational justice and job satisfaction is 0.34. Also, the indirect effect of the organizational justice and job satisfaction variable with the effect of the mediating variable of organizational indifference is 0.062. Furthermore, the path coefficient between the two variables of organizational justice and job satisfaction is 0.34; in other words, a degree change in organizational justice caused an increase of 0.34 degrees in job satisfaction. Also, the path coefficient between organizational justice and organizational difference is -0.39, which showed the negative effect of the organizational justice variable on organizational indifference; in other words, a degree change in organizational justice caused a decrease of 0.39 degrees in organizational indifference. This means that organizational justice has an inverse relationship with organizational indifference. Conclusion The present study was conducted with the aim of modeling organizational justice and job satisfaction with the mediating role of organizational indifference (case study: General Directorate of Education of Semnan Province). The findings of the present study are consistent with the findings of Sheikh et al, (2024), Sheki & Alizadeh (2024), Banihashemi et al, (2024), Darvishi & Ashrafi (2024), Zahed Babelan & Ahmadi (2022), Izadian Sheyjani & sadoughi (2022), Mehrban (2021), Jafari (2021), and Andam & Taheri (2020). In their study titled Investigating the Relationship between Organizational Justice and Employee Job Satisfaction with Emphasis on Knowledge Management, Sheki & Alizadeh (2024) concluded that there is a positive and significant relationship between the three variables of justice, job satisfaction, and knowledge management; and that organizational justice is able to predict job satisfaction. It is suggested that education officials should provide organizational justice by considering the following components: Judgment should be based on evidence, which means that standards should be precise, data should be collected, and decisions should be based on this formal process.

Abstract Abstract The aim of this study is to present a political behavior model based on shadow management theory in the public sector with the metasynthesis method. This study is qualitative in terms of data collection, and metasynthetic in terms of research implementation. The statistical population of the study includes scientific articles, academic theses, and books; 167 sources were examined, and ultimately 51 sources identified through a purposeful method of metasynthesis, components related to power, politics, and political behavior based on shadow management, were finally approved for analysis. Components related to power and political behavior based on shadow management theory were identified and validated with the kappa coefficient. Based on the research findings, political behavior in the public sector has 72 components in three different dimensions: the white political behavior dimension with 28 components that has a practical function and is based on political behavior knowledge and helps achieve organizational goals; the black political behavior dimension with 26 components that are harmful and act in favor of groups under the supervision of shadow managers and prevent the achievement of the organization's goals; and the gray political behavior with 18 components that may be both beneficial and detrimental to the organization's goals. Managers should provide a capable organizational structure that provides freedom of expression, compliance with the law, and meritocracy in the organization, considering the factors identified in this study. Introduction Understanding political behavior in organizations is the result of the contribution of political science to organizational behavior. In today's world, organizations cannot be studied apart from the political behavior within them. The idea that individuals in an organization act only for the goals and objectives of the organization is too optimistic. Many acknowledge that organizations are inherently political arenas. Due to the existence of competing interest groups and scarce resources, utilizing political behavior is the best way to survive and succeed in these environments. Power and politics are inevitable phenomena in organizational life; today, the existence of political behaviors in organizations is an undeniable reality (Nurollahi & Ghanbari, 2021). Political behavior reflects the human need to control, accumulate power, and satisfy personal and organizational needs alongside others (Milon & Lishchinsky, 2021), which is closely related to power and affects efficiency and effectiveness at both the individual and organizational levels (Khazaei Poul, Kiakojouri, & Taghipourian, 2023). Phantoms are secret and covert individuals or organizations that infiltrate management areas and transform management into governance. The greed for management benefits and the motivation to escape responsibility have caused the institution of shadow management to emerge; in other words, individuals who are not qualified to achieve the benefits of management, knowingly or unknowingly, take on the risk of responsibility, and on the other hand, someone else takes control of the organization, which generally involves many problems and a high probability of failure (Razman et al, 2017). In this study, researchers are looking for the question: what is the appropriate model in the field of political behavior based on the theory of shadow management in the public sector using a meta-synthesis method? Theoretical Framework Political Behavior Political behavior in organizations refers to a set of activities and actions taken to acquire, maintain, or increase power and influence in the organization (Denis & Martínez, 2019). Political behaviors in organizations include conscious actions taken by individuals or groups to influence in order to achieve or protect their interests when there are conflicting solutions. Some researchers refer to political behavior in organizations as activities that are not part of an individual’s formal role, but are carried out to influence or attempt to influence the distribution of benefits in the organization (Ayat at al, 2020). Shadow Management Shadow management is a form of management in which the beneficiary, who is outside the organization or in one of the lower layers of the organizational hierarchy, is the real order-giver and does not have a physical presence, and they do this through a channel they have created. Shadow management always hides and moves behind the main management. Because this management has a shadowy appearance, it therefore seems bigger, more terrifying, and even more frightening. Shadow management creates an image of a thousand faces with the tools, facilities, and loyal forces it has accumulated over time (Hasheminya at al, 2020). Izadi et al, (2024) studied the design and explanation of the political behavior model of managers in government organizations. The results of the findings showed that 11 main categories were identified in 6 levels. The findings also showed that at the sixth level, the socio-cultural gap and personality traits of individuals had the greatest impact compared to other factors; of course, cultural weakness was the most influential factor. Public belief is located at the fifth level of the model. At the fourth level, political will of individuals and management of organizational imagery and evaluation are located. At the third level, individual power of individuals is located. At the second level, organizational processes and elections and appointments are located; and at the last level, the pattern of laws and regulations and the structure of government organizations are located. Khazaei Poul et al, (2023) studied the factors affecting political behavior in Iranian government organizations. This research, using the ISM method, has identified and analyzed six causal and strategic variables including individual, environmental and structural factors. The results showed that environmental factors are the basis of the model and affect other variables, while individual and structural factors also have important effects on freedom of expression, adherence to the law, and meritocracy. Researchers recommend that managers reduce the negative effects of political behavior and increase organizational efficiency by creating capable organizational structures and providing a suitable environment. This study contributes to a better understanding of political behavior in government organizations and the development of effective strategies for its management. Research Methodology This research is qualitative in terms of data collection, and meta-synthesis in terms of research implementation. The statistical population of the research includes scientific articles, academic theses, and books selected by examining 167 sources, and finally 51 sources identified using a purposeful method of meta-synthesis were approved for analysis. Research findings Data analysis was done using meta-synthesis method and components related to power, politics and political behavior based on shadow management were identified. Components related to power and political behavior based on shadow management theory were identified and validated with kappa coefficient. Based on the research findings, political behavior in the public sector has 72 components in three different dimensions: white political behavior dimension with 28 components that has a practical function and is based on political behavior knowledge and helps to achieve organizational goals; black political behavior dimension with 26 components that is harmful and acts in favor of groups under the supervision of shadow managers and prevents the achievement of organizational goals; and gray political behavior with 18 components that may be both beneficial and detrimental to the goals of the organization. Managers should provide a capable organizational structure that enables freedom of expression, adherence to the law, and meritocracy in the organization, considering the factors identified in this study. Conclusion The present study aimed to present a model of political behavior based on the theory of shadow management in the public sector using a meta-synthesis method. The results of this study are consistent with the results of Kimerling (2018), Denis & Martínez (2019), Kiesler & Miller (2020), Khazaei Poul, Kiakojouri & Taghipourian (2023), Alavi & Dosti (2022), and Anderson & Brown (2017). Khazaei Poul, Kiakojouri & Taghipourian (2023) showed that environmental factors are the basis of the model and affect other variables, while individual and structural factors also have important effects on freedom of expression, adherence to the law, and meritocracy. Researchers recommend that managers reduce the negative effects of political behavior and increase organizational efficiency by creating capable organizational structures and providing an appropriate environment. This study contributes to a better understanding of political behavior in government organizations and the development of effective strategies for its management. Based on the results of the study, the following suggestion is made: - Political behavior in organizations is inevitable and includes activities carried out in order to achieve specific goals, such as acquiring, developing, and exploiting power and other resources that lead to individual superiority. If these behaviors are carried out by shadow managers, they may have irreparable consequences for the organization; therefore, to properly manage political behavior in organizations, it is better for managers to provide conditions where members can express their opinions openly and explicitly by granting independence to subordinates, delegating responsibilities, and avoiding the use of force. These conditions cause members of the organization to avoid covert activities and affiliation with informal groups, and consider themselves committed to the organization.

Abstract Abstract The aim of this study is to understand the effect of the variable of knowledge-based leadership on organizational innovation in Sepah Bank after the merger. A descriptive-applicable research model was used in this study, its method was survey, and the statistical population was 110 managers and experts of Sepah Bank headquarters after the merger. The required sample size was selected by simple random sampling method, consisted of 87 people through Morgan table; data was selected and collected from a researcher-made questionnaire, and Likert scale was used for measurement. The statistical method used in this study was the structural modeling method based on the partial least squares approach and Smart PLS3 software. The defined hypotheses were tested and the mutual relationship between knowledge-based leadership, illusion of control, and rationality on innovation was examined. The research findings indicate that with a confidence interval of 95% and path coefficients greater than 0.4, the effect size for all independent constructs on dependent constructs is strong, and knowledge-based leadership can lead to rationality and knowledge in the organization, and if environmental signals are not paid attention to, knowledge-based leadership creates an illusion of control in the organization; and if the illusion of control is managed in the organization and knowledge-based leadership is strengthened in the organization, the organization is on the path to innovation. Introduction In today's world with a completely complex and dynamic environment, organizations need to design and implement strategies that can be used to improve their performance. The requirements that have emerged in the management literature, such as the necessities of leadership in the knowledge age and the fundamental change in approaches to organizational leadership, make it necessary to go beyond traditional perspectives. Although until recently, the discussion about knowledge management was an interesting topic in the center of thought; today knowledge-based leadership has attracted the attention of active thinkers in the field of management (Homayounfar et al, 2023). According to many researchers, a wide range of thematic literature explains the importance of knowledge-based leadership and knowledge management, and the role it plays in the competitiveness of large enterprises and small and medium-sized organizations. Organizational knowledge management capacity is rapidly becoming a vital executive skill of this era. Knowledge-based leadership is considered to be the driver of the relationship between the components of intellectual capital management of the organization, and many researchers consider intellectual capital to be the most important strategic asset in evaluating organizational performance. Therefore, contemporary management researchers often believe that the acquisition of new knowledge depends on the evolution of leadership activities, and adapts to changing organizational conditions (Safar Mohammadlou et al, 2022). Langer believes that leaders are forced to know what needs to be done for the common benefits, and that management must have a higher purpose and ask whether their decisions are good for society as well as for their company; approaches very different from past models. Therefore, rationality enables individuals and social communities to learn and behave well in specific situations in order to achieve a common advantage, without the need to consider or even pretend to be in those situations. When individuals are exposed to the empowerment bias, they feel that they have more control over their environment than they actually do (Bélanger et al, 2018). Therefore, a very important question that arises is: by mediating the two variables of illusion of control and rationality, can knowledge-based leadership affect organizational innovation? Theoretical Framework Knowledge-Based Leadership Knowledge-based leadership means guiding people through a knowledge channel; that is, organizational leaders must guide knowledge workers to learn and use knowledge and ultimately achieve overall knowledge-related goals (Qalich Lee et al, 2020). Illusion of Control “Illusion of Control” is defined as the expectation of the probability of personal success higher than the objective probability. Ilusion is defined in many sources as a kind of distortion in the senses and perceptual abilities; a strong tendency for people to believe that their activities cause things to happen, even if they have no influence on them. (Kim et al, 2014). Rationality Reason (wisdom) is defined as knowledge obtained by having many experiences in life. On the other hand, it considers knowledge as information, understanding or skill obtained from experience or education or awareness of something, and speaks of reason as insight. The word epistemology is a word derived from two ancient Greek words, namely "epistem" meaning knowledge and "logy" meaning speech or theory. The word "epistem" has been translated into English as "knowledge" and in Arabic as "science". Defining knowledge management, like knowledge itself, is difficult. Theoretical insights on how to manage knowledge are available from several disciplines such as economics, philosophy and epistemology, computer science, and sociology (Chang et al., 2015). Innovation In contemporary organizational studies, innovation is considered a panacea for organizational survival. Therefore, it seems that pursuing practical wisdom to improve organizational innovation performance is essential for the sustainability of organizational competition (Ding et al, 2019). Homayounfar et al, (2023) in the article "The Role of Knowledge-Based Leadership in Innovative Performance in the Public Sector" acknowledged: today, the success of organizations depends more than ever on gaining competitive advantage through innovative performance resulting from knowledge-based performance. Accordingly, the present study examined the role of knowledge-based leadership in innovative performance in government organizations in Gilan province. Based on the findings, the effect of knowledge-based leadership on knowledge documentation (r=0.58), the effect of knowledge-based leadership on knowledge application (r=0.39), and the effect of knowledge-based leadership on knowledge creation (r=0.41) is significant. However, the effect of knowledge-based leadership on knowledge transfer is not significant. Based on the results of the indirect paths of the research model, knowledge-based leadership has the greatest indirect effect on the innovative performance of companies through the variables of knowledge storage and transfer. Therefore, by emphasizing knowledge storage by the organization's management, knowledge transfer and innovation will increase the most. Pourrashidi, Zahra., (2021)) in the article "The Mediating Role of Knowledge Management and Organizational Learning in the Effect of Human Resource Development Activities on Employee Innovation (Case of Kerman Shahid Bahonar University Employees)" acknowledged; human resource development activities have a positive and significant effect on knowledge management. Human resource development activities have a positive and significant effect on the organizational learning of employees. Organizational learning of employees has a positive and significant effect on their innovation. Knowledge management has a positive and significant effect on employee innovation. Human resource development activities have a positive and significant effect on employee innovation. Finally, knowledge management and organizational learning have a mediating role in the effect of human resource development activities on employee innovation. Research Methodology A descriptive-applicable research model was used in this study, its method was survey, and the statistical population was 110 managers and experts of Sepah Bank headquarters after the merger. The required sample size was selected by simple random sampling method, consisted of 87 people through Morgan table; data was selected and collected from a researcher-made questionnaire, and Likert scale was used for measurement. Research Findings The statistical method used in this study was the structural modeling method based on the partial least squares approach and Smart PLS3 software. The defined hypotheses were tested and the mutual relationship between knowledge-based leadership, illusion of control, and rationality on innovation was examined. The research findings indicate that with a confidence interval of 95% and path coefficients greater than 0.4, the effect size for all independent constructs on dependent constructs is strong, and knowledge-based leadership can lead to rationality and knowledge in the organization, and if environmental signals are not paid attention to, knowledge-based leadership creates an illusion of control in the organization; and if the illusion of control is managed in the organization and knowledge-based leadership is strengthened in the organization, the organization is on the path to innovation. Conclusion The present study was conducted with the aim of understanding the effect of the knowledge-based leadership variable on organizational innovation in Sepah Bank after the merger. The results of this research are consistent with the results of Homayounfar et al, (2023), Qalich Lee et al, (2020), Pourrashidi, Zahra., (2021), Bruno (2019), Ding et al, (2020), and Naqshbandi et al, (2018). Peter Drucker believes that knowledge is a source of template for creating competitive advantage of organizations. On the other hand, Bruno believes; knowledge and rationality provide the ability to respond to new situations (Bruno, 2019). According to the results of the research, it is recommended: Development and/or acquisition of tools and technologies in aggregating and obtaining value from customer knowledge Development and expansion of IT in aggregating and obtaining value from customer knowledge Development and management of customer knowledge base Application of knowledge sharing technologies for innovation

Abstract Abstract The aim of this study is to present a model for optimal selecting the characteristics of policy laboratories in the country's executive management. The research method is applicable in terms of its purpose; qualitative in terms of implementation, of content analysis type; and descriptive-exploratory research in terms of nature; and its main strategy is a comparative study of various policy laboratories suitable for the executive management of the country of the Islamic Republic of Iran. The research elite community included 16 managers, policymakers, and researchers in the field of policymaking and policy with expertise related to the policy laboratory, researchers/faculty members active in the field of management and policymaking, leaders, theorists, and policy laboratory practitioners/activists in the field of public policy. They were referred to purposefully, using the snowball method; and the interviews continued until theoretical saturation was achieved. To collect data, semi-structured interviews were conducted using thematic analysis method, and MAXqda 2020 software was used to carry out the analysis process after open and axial coding. The results indicated that a total of 95 basic codes, 15 organizing themes, and 5 overarching themes were identified and extracted. In addition to identifying four basic approaches of the living laboratory, the results of the present study, consider data-based policymaking, behavioral insights and the serious game approach, the structure of the policy laboratory for executive management in a decentralized (divergent) manner and with active participation in various fields, considering the diversity of topics. Introduction In today's world, the speed of developments is increasing at a stunning rate, so the traditional policymaking mechanism of the past does not respond to today's conditions, and any mistake or delay in decision-making will cause irreparable damage to society. This has prompted policymakers in developed countries to take advantage of new possibilities. A policy refers to decisions and resolutions that determine the course of government action and include the stages of formulation, implementation, and evaluation (Kern & Rogge, 2018). These policies can have many positive and negative effects at the organizational and societal levels, the dimensions of which far exceed initial expectations and predictions, and may last for years and even generations (Jordan & Huitema, 2014). Policymaking is a complex and challenging process that deals with a variety of problems, issues, challenges, and target communities (Momen Kashani et al, 2020). The areas of expertise to be tested are also numerous and diverse, and different expert groups are needed for each. The point is that policymaking should be free from trial and error and focused on confronting issues wisely. Therefore, an experimental approach to policy-making is essential. Policy labs can be categorized according to the strategy of the lab, the organization of the lab, and the scientific discipline of the experts working in it (Haelg et al, 2019). The design logic of the lab is defined by necessity. Sometimes a large, comprehensive, and multidisciplinary lab is used, and sometimes temporary groups of experimenters can be used. On the other hand, policy labs can be divided into several types (McGann et al, 2017), labs with different capacities to address public problems and issues in different areas of society (Svensson, 2020). Today, with the rapid and extensive progress of science and technology, it is essential that all processes are re-examined and, while anticipating, before any action, or simultaneously with them, plans or resolutions are allowed to be tested. In order to implement the review, re-engineering issues and drawing them in a laboratory manner seems important in the current situation (Mankongsujarit, 2019). Given the failure of many policies that have been adopted, implemented and experienced in the past; avoiding the trial and error method emphasizes the necessity of establishing a policy laboratory in the government, which is essential to prevent inappropriate output and implementation, and conversely, its correct and effective implementation. In order to become familiar with the characteristics of the policy laboratory and benefit from the privilege of its existence, this research has attempted to achieve a balanced model for creating a suitable policy laboratory for the executive branch, while conducting a comparative study of policy laboratories in other countries. Accordingly, the present study seeks to answer this question: What is the optimal selected model of the policy laboratory coordinates suitable for the country's executive management? Theoretical Framework Policy Lab A policy is a set of purposeful actions taken by an actor or set of actors to address a problem or issue of interest (Gofen & Golan, 2020). Policy labs are established with the aim of diagnosing and improving governance to identify why, where, and how each specific policy case occurred (Pourreezzat, 2021). Policy labs employ a wide range of tools, including stakeholder and policymaker meetings, research and data collection, workshops, and other innovative methods and tools, to generate the best ideas for desirable policy. The entry of policy laboratories into the design and policy-making process is not limited to a specific stage and can be entered at any stage of the policy-making process. In the research and problem identification stage, options are tested and reviewed, such as creating and visualizing policies and public programs. Borhani et al, (2022) examined the use of a qualitative meta-synthesis approach to present a policy laboratory design model. The results showed that the policy laboratory design model was presented in the form of 8 main categories including policy problem identification, policy laboratory staff, policy laboratory stakeholders, the role of the policy laboratory in government, policy laboratory programs, policy laboratory location, policy laboratory physical space, and expected policy laboratory output. Therefore, in order to identify the problems of society, policy laboratories should be established with the presence of policy experts as well as stakeholders in different areas of the country with appropriate facilities and physical space, which can identify the problems of society with proper planning, find solutions to these problems in cooperation with different research groups, and implement the explained policies in cooperation with the government and the sovereignty. "Policy Laboratories: Concepts, Tools, and Applications" is the title of a book about the policy laboratory written by Ghazi Nuri et al, (2021). This book emphasizes small-scale experiments conducted to collect feedback and reduce the costs of failure, and compares the similarities and differences of these laboratories globally with the aim of designing methods to inform policymakers. Research Methodology The research method is applicable in terms of its purpose; qualitative in terms of implementation, of content analysis type; and descriptive-exploratory research in terms of nature; and its main strategy is a comparative study of various policy laboratories suitable for the executive management of the country of the Islamic Republic of Iran. The research elite community included 16 managers, policymakers, and researchers in the field of policymaking and policy with expertise related to the policy laboratory, researchers/faculty members active in the field of management and policymaking, leaders, theorists, and policy laboratory practitioners/activists in the field of public policy. They were referred to purposefully, using the snowball method; and the interviews continued until theoretical saturation was achieved. Semi-structured interviews were used to collect data. Research findings Thematic analysis method was used to analyze the findings and MAXqda 2020 software was used to implement the analysis process after open and axial coding. The results indicated that a total of 95 basic codes, 15 organizing themes, and 5 overarching themes were identified and extracted. In addition to identifying four basic approaches of the living laboratory, the results of the present study, consider data-based policymaking, behavioral insights and the serious game approach, the structure of the policy laboratory for executive management in a decentralized (divergent) manner and with active participation in various fields, considering the diversity of topics. Conclusion The present study was conducted with the aim of providing a model for optimal selecting the coordinates of the policy laboratory in the country's executive management. The results of this study are consistent with the results of Borhani et al, (2022), Pourezzat (2021), Etebariyan & Keshvariyan Azad (2019), Gheysari et al, (2019), and Mohammadi Fateh et al, (2017). Borhani et al, (2022) showed that the policy laboratory design model is presented in the form of 8 main categories including policy problem identification, policy laboratory staff, policy laboratory stakeholders, policy laboratory role in government, policy laboratory programs, policy laboratory location, policy laboratory physical space, and expected policy laboratory output. Therefore, in order to identify the problems of society, policy laboratories should be established with the presence of policy experts and stakeholders in different areas of the country with appropriate facilities and physical space, which can identify the problems of society with proper planning, find solutions to these problems in cooperation with different research groups, and implement the explained policies in cooperation with the government. According to the results of the research, the following suggestions were made: In the first step, the selection of policy areas depends on the prioritization of government organizations and consideration of the issues of the target community and the way of enacting laws. Therefore, various agencies should activate the policy sub-laboratory appropriate for themselves, under a central laboratory, with different scientific and practical expertise.