کامران نظری

Purpose: The aim of this study was to examine the impact of Diamond-Levitt and knowledge management, organizational effectiveness, in PNU Kermanshah province. The study was a descriptive - survey. The population of the study, 470 employees of Payame Noor University in Kermanshah province, are included. Using Cochran formula, 212 people were selected. Materials and method: Data collection tools, questionnaires Diamond Levitt, and knowledge management researcher, and organizational effectiveness Parsons (1969). Questionnaire, approved three professors, and reliability with Cronbach's alpha for diamonds Levitt, knowledge management and organizational effectiveness, respectively (86%, 82% and 77%) are. Findings: By SPSS and LISREL, research data were analyzed. The results of the analysis and stepwise linear regression, 95% indicated that the diamond Levitt knowledge management variables (0.226), and organizational effectiveness (0.227) and knowledge management and organizational effectiveness (0.178), have a significant positive effect. The results of the study showed that, in effect Diamond Levitt knowledge management, organizational effectiveness as a mediator (0.263) is. Discussion: Also in this study to test the conceptual model, structural equation modeling was used, the results of direct effects diamond variable Levitt, knowledge management, (0.87) and organizational effectiveness (0.66), and the direct effect of knowledge management on organizational effectiveness (0.52), and the indirect effect and the effect of variable diamond-Levitt, organizational effectiveness, respectively (0.69) and (0.11) is indicated and the t-statistic is also witness to the significance of the results is. Finally, the mediating role of knowledge management, the relationship between the Diamond-Levitt, and was supported organizational effectiveness, so that the diamond Levitt indirect impact on organizational effectiveness, with the role of knowledge management (indirect effect = 0.69), Levitt diamonds larger than the direct impact on organizational effectiveness (direct effect = 0.66) is. The above results indicate fit (RMSEA = 0.072 and GFI=0.93) was the optimal model.

Purpose: Purpose of this study is Analysis of the Impact of Human Resources Management, Intellectual Capital, Organizational Entrepreneurship on Organizational Performance. The statistical population of this study is employees of a government university of Kermanshah Province. This study is descriptive-survey type of correlation research. Materials and method: For data collection, the Standard questionnaires was used. in this field. To review the validity of the questionnaires was used content validity and on the other side of convergent validity, this illustrates the fact that the validity of the questionnaires is suitable. Reliability of the questionnaires was calculated with The Cronbach's alpha coefficient for the questionnaires was examined (0.86, 0.80, 0.87 and 0.70) respectively. Findings: The results of testing hypotheses by SMART-PLS software and using the t-test statistics and path coefficients (=), showed that a Human resource management has strong, strong, moderate, and significant impact on intellectual capital, organizational entrepreneurship and organizational performance, respectively. The results indicate that intellectual capital has moderate, weak, and significant impact on organizational entrepreneurship and organizational performance, respectively. Finally, organizational entrepreneurship has a strong and significant impact on organizational performance, Discussion: University studied must pay attention to human resource management and intellectual capital and organizational entrepreneurship to achieve good organizational performance.

The aim of this study was to analyze the impact of organizational learning and marketing metrics on the marketing performance in the Elon Plast Company of Kermanshah province. It is a functional purpose study with descriptive – survey method. The statistical population includes 100 employees of Elon Plast Company in Kermanshah province. A sample of 80 people was chosen using Cochran formula. Data were collected through organizational learning questionnaire of Nife (2001); marketing metrics of Nazari and Akbari (2015) and marketing performance questionnaire of Nazari and Akbari (2015). The validity (content, convergent, divergent) and reliability (factor loading, composite Reliability coefficient, and Cronbach’s alpha coefficient) of questionnaires indicated that the measurement tools are of good reliability and validity. The results of the research by SMART-PLS software and using t test statistics and path coefficients (β) showed that organizational learning has strong, direct and significant impact on marketing metrics and marketing metrics have strong, direct and significant impact on the marketing performance. Also, organizational learning has strong, direct, indirect and significant impact on the marketing performance. On the other hand, marketing metrics can play the mediating role in the relationship between organizational learning on marketing performance. On the other hand, organizational learning can improve the positive effect that marketing metrics have on the marketing performance as a moderating variable.