صابر شکری

The present study aims to design and explain a university autonomy-oriented organization model using a mixed approach. In the qualitative section of the research, the statistical population consisted of scientific and organizational experts from Payam Noor University. So, 16 experts were selected for interviews using targeted snowball sampling. Moreover, in the quantitative section of the study, 245 people were selected out of 675 professors and staff, who formed the statistical population based on the sample size determined by Krejcie and Morgan table using random sampling. This study made use of semi-structured interviews and a researcher-made questionnaire as instruments of data collection in qualitative and quantitative sections, respectively. The qualitative data were analyzed through the thematic analysis technique using Maxqda10 software, while the quantitative data were analyzed using PLS3. Content and face validity were assessed, as well as the intercoder reliability. The results identified a total of 4 dimensions and 8 components for a university autonomy-oriented organization. The identified dimensions include organizational autonomy, personnel autonomy, financial autonomy, and academic autonomy. Also, the components consisting of supportive policy, clear policy perspective, organizational values, success trend analysis, financing, financial management, organizational communications, and sustainable thinking were approved by the software.

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.