M. Malekinia, Nasser Hamidi, Changuise Valmohammadi
{"title":"Clustering Technological Projects in the Iranian Tele-Communication Company","authors":"M. Malekinia, Nasser Hamidi, Changuise Valmohammadi","doi":"10.29252/jmdp.32.2.163","DOIUrl":"https://doi.org/10.29252/jmdp.32.2.163","url":null,"abstract":"","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"200 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125732808","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
M. Hasankhani, F. Rahnavard, Habibollah Taherpour, N. Hamidi
Jo ur na l o f Abstract Employee commitment, sometimes called work involvement/ belongingness/ engagement, materializes when people have interest in their job, enjoy doing it and try harder to accomplish it. This study aims to investigate the effective factors which can enhance the commitment of employees at individual, group and organizational levels. It also intends to identify and reach a model for the relations among variables. Using structural equations model, data were collected from 65 Iranian state organizations. Findings show that at an organizational level such factors as organizational structure, organizational support, organizational culture, compensation; at group level such factors as effective leadership, pleasant work environment, employee participation, organizational trust, constructive feedback, role transparency; and at individual level such factors as job security, work autonomy, internal motivation, organizational commitment, perceived organizational justice, religious commitment, and extraversion have an impact on employee commitment.
{"title":"A Structural Model for Employee Commitment in Iranian State Organizations","authors":"M. Hasankhani, F. Rahnavard, Habibollah Taherpour, N. Hamidi","doi":"10.29252/jmdp.32.2.31","DOIUrl":"https://doi.org/10.29252/jmdp.32.2.31","url":null,"abstract":"Jo ur na l o f Abstract Employee commitment, sometimes called work involvement/ belongingness/ engagement, materializes when people have interest in their job, enjoy doing it and try harder to accomplish it. This study aims to investigate the effective factors which can enhance the commitment of employees at individual, group and organizational levels. It also intends to identify and reach a model for the relations among variables. Using structural equations model, data were collected from 65 Iranian state organizations. Findings show that at an organizational level such factors as organizational structure, organizational support, organizational culture, compensation; at group level such factors as effective leadership, pleasant work environment, employee participation, organizational trust, constructive feedback, role transparency; and at individual level such factors as job security, work autonomy, internal motivation, organizational commitment, perceived organizational justice, religious commitment, and extraversion have an impact on employee commitment.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"56 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124619074","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ali Ehtesham1 Ph.D. Student in Public Administration, Institute for Management and Planning Studies, Tehran, Iran. Ali Jahangiri2 Assistant Professor, Management Department, Institute for Management and Planning Studies, Tehran, Iran (Corresponding Author). Mahmoud Agha-Mohammad-Ali Shirazi3 Emeritus Professor, Shahid Beheshti University, Tehran, Iran. Seyed Mohammad Zahedi4 Retired Faculty Member, State Management Training Center, Tehran, Iran.
Ali Ehtesham1公共管理博士生，伊朗德黑兰管理与规划研究所。Ali Jahangiri2伊朗德黑兰管理与规划研究所管理学系助理教授(通讯作者)。Mahmoud Agha-Mohammad-Ali Shirazi3名誉教授，伊朗德黑兰Shahid Beheshti大学。Seyed Mohammad Zahedi4退休教员，伊朗德黑兰国家管理培训中心。
{"title":"Developing a Model to Assess Managers’ General Competencies in the Iranian State-Owned Banks","authors":"Ali Ehtesham, A. Jahangiri, M. Shirazi, S. Zahedi","doi":"10.29252/jmdp.32.2.63","DOIUrl":"https://doi.org/10.29252/jmdp.32.2.63","url":null,"abstract":"Ali Ehtesham1 Ph.D. Student in Public Administration, Institute for Management and Planning Studies, Tehran, Iran. Ali Jahangiri2 Assistant Professor, Management Department, Institute for Management and Planning Studies, Tehran, Iran (Corresponding Author). Mahmoud Agha-Mohammad-Ali Shirazi3 Emeritus Professor, Shahid Beheshti University, Tehran, Iran. Seyed Mohammad Zahedi4 Retired Faculty Member, State Management Training Center, Tehran, Iran.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134161699","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
hamzeh saadat gharehbagh, M. H. Sobhiyah, Seyed Hamid Khodadad Hosseini, H. Dadashpoor
{"title":"Development of a Theoretical Model for the Definition Process of the Successful Mega-Program in the Iranian Free Zone","authors":"hamzeh saadat gharehbagh, M. H. Sobhiyah, Seyed Hamid Khodadad Hosseini, H. Dadashpoor","doi":"10.29252/jmdp.32.2.3","DOIUrl":"https://doi.org/10.29252/jmdp.32.2.3","url":null,"abstract":"","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"34 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128858938","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
F. Riahi, S. Zahedi, Gholamali Farjadi, Saied Najafi
Fariba Riahi1 Ph.D. Student in Public Administration, Orientation Adaptation and Development, Institute for Management and Planning Studies, Tehran, Iran. Shams Al-Sadat Zahedi2 Professor, Management & Accounting Department, Allameh Tabataba'i University, Tehran, Iran (Corresponding Author). Gholam Ali Farjadi3 Associate Professor, Systems Planning and Economic Sciences Department, Institute for Management and Planning Studies Tehran, Iran. Saeed Najafi4 Assistant Professor, Management Department, Institute for Management and Planning Studies Tehran, Iran.
法里巴·里亚希(Fariba Riahi1)，伊朗德黑兰管理与规划研究所，方向适应与发展公共管理专业博士生。Shams Al-Sadat Zahedi2教授，伊朗德黑兰阿拉梅塔巴塔巴大学管理与会计系(通讯作者)。Gholam Ali Farjadi3伊朗德黑兰管理与规划研究所系统规划与经济科学系副教授。赛义德·纳贾菲(Saeed najafi)，伊朗德黑兰管理与规划研究所管理学系助理教授。
{"title":"The Impact of Institutional Governance on Environmental Sustainability of Energy through Economic and Social Sustainabilit","authors":"F. Riahi, S. Zahedi, Gholamali Farjadi, Saied Najafi","doi":"10.29252/JMDP.32.2.91","DOIUrl":"https://doi.org/10.29252/JMDP.32.2.91","url":null,"abstract":"Fariba Riahi1 Ph.D. Student in Public Administration, Orientation Adaptation and Development, Institute for Management and Planning Studies, Tehran, Iran. Shams Al-Sadat Zahedi2 Professor, Management & Accounting Department, Allameh Tabataba'i University, Tehran, Iran (Corresponding Author). Gholam Ali Farjadi3 Associate Professor, Systems Planning and Economic Sciences Department, Institute for Management and Planning Studies Tehran, Iran. Saeed Najafi4 Assistant Professor, Management Department, Institute for Management and Planning Studies Tehran, Iran.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128946593","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Amirreza Konjkav-Monfared, M. Khalilian, S. Saeida-Ardekani
Jo ur na l o f Abstract Brand ambidexterity strategies help organizations improve their capabilities and performance and simultaneously discover new opportunities. The purpose of this study is to investigate the effects of brand ambidexterity strategies on brand commitment through brand’s performance, image and reputation. The statistical population of this research were the users of Pishgaman Company. Random sampling method was used and 300 acceptable questionnaires were collected. Data analysis was carried out using the PLS3 software and the results show that exploratory and exploitative strategies have positive and significant impact on brand performance. Also, the impact of brand’s performance on its reputation and image, and brand reputation on brand commitment are positive and significant. Other findings show that the impact of brand performance on brand commitment, brand image on brand reputation and brand image on brand commitment are not significant. Moreover, results indicate that brand performance has a mediating role in the relationship between brand ambidexterity and brand commitment, and reputation has a mediating role in the relationship between brand performance and brand commitment. Nevertheless, the mediating role of brand image in the relationship between brand performance and brand commitment has not been confirmed.
{"title":"Structural Model of Brand Ambidexterity Impact on Brand Commitment through Brand’s Performance, Image and Reputation","authors":"Amirreza Konjkav-Monfared, M. Khalilian, S. Saeida-Ardekani","doi":"10.29252/jmdp.32.1.113","DOIUrl":"https://doi.org/10.29252/jmdp.32.1.113","url":null,"abstract":"Jo ur na l o f Abstract Brand ambidexterity strategies help organizations improve their capabilities and performance and simultaneously discover new opportunities. The purpose of this study is to investigate the effects of brand ambidexterity strategies on brand commitment through brand’s performance, image and reputation. The statistical population of this research were the users of Pishgaman Company. Random sampling method was used and 300 acceptable questionnaires were collected. Data analysis was carried out using the PLS3 software and the results show that exploratory and exploitative strategies have positive and significant impact on brand performance. Also, the impact of brand’s performance on its reputation and image, and brand reputation on brand commitment are positive and significant. Other findings show that the impact of brand performance on brand commitment, brand image on brand reputation and brand image on brand commitment are not significant. Moreover, results indicate that brand performance has a mediating role in the relationship between brand ambidexterity and brand commitment, and reputation has a mediating role in the relationship between brand performance and brand commitment. Nevertheless, the mediating role of brand image in the relationship between brand performance and brand commitment has not been confirmed.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122218673","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Akbar Alamtabriz, Farnoosh Khaledian, Mostafa Mahdipour
Jo ur na l o f Abstract Earned Duration Management (EDM) method has been developed to enhance Earned Value Management and to solve some of its problems, such as separation of measuring time and cost dimensions. By providing performance indicators, this method makes it possible for managers to accurately measure the progress of a project and to calculate the time and cost required to complete it. Nevertheless, the accepted rate of progress indexes of a project is not specified in this method, which brings about ambiguity. Intending to improve earned duration management performance, statistical quality control charts were used, which had previously been applied in Earned Value Management to determine the acceptable cut-off points of indexes of project management. Using Monte Carlo simulation, these charts were calculated at the time of project planning, but not during project implementation. Such calculations give project managers prospective view; in addition, they provide a basis for evaluating and comparing the performance of projects during their progress.
{"title":"Establishing Control Limits on Time Performance Indicators of Projects through Monte Carlo Simulation and Earned Duration Management","authors":"Akbar Alamtabriz, Farnoosh Khaledian, Mostafa Mahdipour","doi":"10.29252/JMDP.32.1.3","DOIUrl":"https://doi.org/10.29252/JMDP.32.1.3","url":null,"abstract":"Jo ur na l o f Abstract Earned Duration Management (EDM) method has been developed to enhance Earned Value Management and to solve some of its problems, such as separation of measuring time and cost dimensions. By providing performance indicators, this method makes it possible for managers to accurately measure the progress of a project and to calculate the time and cost required to complete it. Nevertheless, the accepted rate of progress indexes of a project is not specified in this method, which brings about ambiguity. Intending to improve earned duration management performance, statistical quality control charts were used, which had previously been applied in Earned Value Management to determine the acceptable cut-off points of indexes of project management. Using Monte Carlo simulation, these charts were calculated at the time of project planning, but not during project implementation. Such calculations give project managers prospective view; in addition, they provide a basis for evaluating and comparing the performance of projects during their progress.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133541415","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Public-private partnership is a new way to expand public services through the private sector, which should be increasingly taken into consideration in Iran. This research aims at identifying effective factors in the success of public-private partnership and providing a model for the public services sector in Iran. The data collection tool was a questionnaire and the analytical unit and the statistical population of the study were all public-private partnership projects in Tehran. The collected data were analyzed using exploratory factor analysis and multivariate regression. Results show that five categories of factors affect the success of a public-private partnership, which include: optimal management, trust building, information and knowledge use, attention to the interests of the people and financing. Based on the findings, the optimal management factor has the greatest impact and financing factor has the least impact on the success of the public-private partnership. Also, the rate of success for the public-private partnership is lower than the theoretical average. According to the findings, in order for public-private partnership to succeed in Iran, it is necessary to pay special attention to these five key factors.
{"title":"A Model for Public-Private Partnership in the Public Services Sector","authors":"Amirhassan Zarei-Rahro, Habibollah Taherpour-Kalantari, Reza Najaf-Beigi","doi":"10.29252/jmdp.32.1.27","DOIUrl":"https://doi.org/10.29252/jmdp.32.1.27","url":null,"abstract":"Public-private partnership is a new way to expand public services through the private sector, which should be increasingly taken into consideration in Iran. This research aims at identifying effective factors in the success of public-private partnership and providing a model for the public services sector in Iran. The data collection tool was a questionnaire and the analytical unit and the statistical population of the study were all public-private partnership projects in Tehran. The collected data were analyzed using exploratory factor analysis and multivariate regression. Results show that five categories of factors affect the success of a public-private partnership, which include: optimal management, trust building, information and knowledge use, attention to the interests of the people and financing. Based on the findings, the optimal management factor has the greatest impact and financing factor has the least impact on the success of the public-private partnership. Also, the rate of success for the public-private partnership is lower than the theoretical average. According to the findings, in order for public-private partnership to succeed in Iran, it is necessary to pay special attention to these five key factors.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"141 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122660856","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Abbas Ziaeikia, A. Jahangiri, J. Mehrabi, A. Davari
Jo ur na l o f Abstract The present research, intending to study the effects of organizational entrepreneurship strategy, is applied in terms of purpose and survey type based on its method of data collection. After 36 companies from Iran Mining and Mineral Industries Development and Renovation Organization (IMIDRO) were reviewed, results showed that the elements of an organizational entrepreneurship strategy included entrepreneurial strategic vision, organizational architecture supporting entrepreneurial strategy and entrepreneurial tendency and behavior. Then, a conceptual research model was developed and applied in the same companies. To investigate the relationships among variables of the research, linear regression was used and to analyze the data, PLS software was applied due to the low volume of the sample available. Findings show that entrepreneurial strategic viewpoint, entrepreneurial sponsorship architecture, and entrepreneurial tendency and behavior respectively affect individual outcomes of entrepreneurship strategy, organizational outcomes of entrepreneurship strategy, and individual and organizational outcomes of entrepreneurship strategy. It is also known that in the structure of these companies, strategies are not integrated with the concept of enterprise entrepreneurship, nor is there entrepreneurial culture in them. Therefore, it has been suggested that managers at all levels together with specialists of the companies decisively attempt to institutionalize entrepreneurship and create entrepreneurial culture. Also, it has been suggested that cases of individual outcomes of the entrepreneurial strategy such as materializing employees’ tacit talents and potentials be taken into consideration so that they can cope with the risks arising from entrepreneurial activities.
{"title":"Effects of Organizational Entrepreneurship Strategy in Companies Affiliated to the Organization for Development and Renewal of Mining and Mineral Industries of Iran","authors":"Abbas Ziaeikia, A. Jahangiri, J. Mehrabi, A. Davari","doi":"10.29252/jmdp.32.1.87","DOIUrl":"https://doi.org/10.29252/jmdp.32.1.87","url":null,"abstract":"Jo ur na l o f Abstract The present research, intending to study the effects of organizational entrepreneurship strategy, is applied in terms of purpose and survey type based on its method of data collection. After 36 companies from Iran Mining and Mineral Industries Development and Renovation Organization (IMIDRO) were reviewed, results showed that the elements of an organizational entrepreneurship strategy included entrepreneurial strategic vision, organizational architecture supporting entrepreneurial strategy and entrepreneurial tendency and behavior. Then, a conceptual research model was developed and applied in the same companies. To investigate the relationships among variables of the research, linear regression was used and to analyze the data, PLS software was applied due to the low volume of the sample available. Findings show that entrepreneurial strategic viewpoint, entrepreneurial sponsorship architecture, and entrepreneurial tendency and behavior respectively affect individual outcomes of entrepreneurship strategy, organizational outcomes of entrepreneurship strategy, and individual and organizational outcomes of entrepreneurship strategy. It is also known that in the structure of these companies, strategies are not integrated with the concept of enterprise entrepreneurship, nor is there entrepreneurial culture in them. Therefore, it has been suggested that managers at all levels together with specialists of the companies decisively attempt to institutionalize entrepreneurship and create entrepreneurial culture. Also, it has been suggested that cases of individual outcomes of the entrepreneurial strategy such as materializing employees’ tacit talents and potentials be taken into consideration so that they can cope with the risks arising from entrepreneurial activities.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"290 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124180021","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This research aims to investigate the effects of ethical work climate on organizational trust and proactive customer service performance while the mediating role of perceived politicizing in organization’s reward system is considered as well. Statistical population consisted of all employees of Pasargad Insurance Company. By applying random sampling method, 260 employees were selected. Data were collected by questionnaires and were analyzed through structural equation modeling. Findings show that ethical work climate has a positive and significant effect on organizational trust and proactive customer services performance and has a negative and significant effect on perceived politicizing in organization’s reward system. Results show that perceived politicizing in organization’s reward system has a negative impact on organizational trust. Also, findings show that perceived ethical work climate has an indirect effect on organizational trust through perceived politicizing organization’s reward system but this indirect effect on proactive customer service performance is not confirmed.
{"title":"A Model for the Effects of Ethical Work Climate, Organizational Trust and Proactive Customer Services Performance: The Role of Perceived Politicizing in Organization’s Reward System","authors":"M. Yazdanshenas, M. Aghaei","doi":"10.29252/jmdp.32.1.135","DOIUrl":"https://doi.org/10.29252/jmdp.32.1.135","url":null,"abstract":"This research aims to investigate the effects of ethical work climate on organizational trust and proactive customer service performance while the mediating role of perceived politicizing in organization’s reward system is considered as well. Statistical population consisted of all employees of Pasargad Insurance Company. By applying random sampling method, 260 employees were selected. Data were collected by questionnaires and were analyzed through structural equation modeling. Findings show that ethical work climate has a positive and significant effect on organizational trust and proactive customer services performance and has a negative and significant effect on perceived politicizing in organization’s reward system. Results show that perceived politicizing in organization’s reward system has a negative impact on organizational trust. Also, findings show that perceived ethical work climate has an indirect effect on organizational trust through perceived politicizing organization’s reward system but this indirect effect on proactive customer service performance is not confirmed.","PeriodicalId":260407,"journal":{"name":"Journal of Management and Development Process","volume":"83 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123927711","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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