اسدالله مهرآراء

Purpose : The purpose of this study is a policy-making model of the Ministry of Industry, Mine and Trade (MIMT) based on digital transformation is presented. Method : The study is an applied-developmental study in terms of purpose and cross-sectional survey research. A semi-structured interview and Likert scale questionnaire were used to collect data. The reliability of the questionnaire was assessed using Cronbach's alpha and combined reliability. The statistical population includes experts in the automotive industry until the theoretical saturation was reached and 15 experts participated. Using Cochran's formula for indeterminate populations, 365 people were calculated as a sample and cluster sampling method. To analyze the data, the grounded theory analysis method was used to identify the research indicators, and to validate and present the final model, the structural equation modeling method and LISREL software were used. Findings : it can be acknowledged that before deciding to transform processes and enter the digital arena, it is necessary to assess the readiness of the organization as well as its human resources to accept this change Conclusion : the implementation of the automotive industry policy for digital transformation will make the Ministry of Industry, Mine, and Trade the digital leader in the automotive industry.

Purpose : The main purpose of this study is to present a change management model in the automotive industry based on general industry policies in the fourth-generation industrial revolution. Method : To achieve this goal, first the effective factors and indicators affecting change management are identified based on the data model of the foundation and then these factors and indicators are categorized. Given that the purpose of this research is exploratory, the use of the grounded theory research method and semi-structured interviews with experts and professors led to the development of research model criteria. Findings : Based on the interviews and previous studies, the factors affecting the management of change in internal and external categories have been identified. Finally, change management strategies have been identified in three components: selecting acceptable managers, using consultants and expert staff, and creating a sense of empathy and trust. Conclusion : The use of expert managers and appropriate leaders causes change management to be implemented productively. Ultimately, these strategies result in increased survival under the components of greater brand acceptance and profitability. Change management strategies have been identified in three components: selecting acceptable managers, using consultants and expert staff, and creating a sense of empathy and trust. Changes are more about the individual's feelings than emotions and are technical, and associating them with change is the most difficult stage of change

Purpose: The purpose of this study was to design a biorhythm management model for Iranian public school principals with a fuzzy Delphi approach. Methodology: The design of the present study was qualitative with fuzzy Delphi method. Statistical population, professors of organizational behavior management in universities of Mazandaran province and senior managers of education departments in cities of Mazandaran province were selected and four rounds of fuzzy Delphi technique were performed with their cooperation. This selection and interviewing continued until the theoretical saturation was reached. Using the "rich information" sampling method with 15 professors of organizational behavior management in the universities of Mazandaran province and senior managers of education departments in the cities of Mazandaran province, the required information with semi-structured questionnaires Collected in four rounds. SPSS software was used to analyze the data. Findings: The results showed that the biorhythm management model of Iranian public school principals has four cycles and 28 dimensions of physical cycle (physical) (high mobility and energy, high physical strength, physical endurance and stability, physical weakness (negative), decreased physical ability (negative), inactivity and lethargy (negative), doing useful work and extreme fatigue (negative) ), Emotional cycle (interest in work and life, kindness, immorality and temper (negative), irritability (negative), confusion and mental weakness (negative), love of others, the power of creativity in affairs and mobility in Against the behavior of others (negative), intellectual cycle (mental) (rational) (promotion of intelligence, comprehension and memory, forgetfulness (negative), mental laziness (negative), poor decision-making power (negative), thinking power in affairs , Gaining new ideas and not focusing on personal and work affairs (negative) and intuitive cycle (inner inspiration, strong sixth sense, absorbing negative energy (negative) and attracting the spiritual forces of nature). Conclusion: Investigating the effect of biorhythm and different situations of employees on their job performance is an important issue and should be considered to prevent problems and increase performance, so identifying the explanatory dimensions of biorhythm management among managers of educational organizations, according to their critical tasks, is very important. And it seems necessary

The present study aimed to identify the indicators and components of knowledge capital and human resource strategies in the Iranian higher education system. Participants in the present study were managers and deputies of human resources in the higher education system and university professors. Sampling was performed in a purposeful and theoretical manner. Theoretical saturation of the samples was obtained after interviewing 10 people. The number of samples was not determined before performing the study and the sampling process continued until some kind of information saturation was obtained, i.e. no new information was extracted from the data during the interview. The instrument of the present study was semi-structured interviews whose validity and reliability were confirmed by confirmatory factor analysis and Cronbach's alpha test. Three coding steps were used to analyze the data. Using open coding, model categories were identified. Then, in the axial coding stage, the link between these categories was determined in the form of a coding paradigm. In the selective coding process, the conceptual model was determined in the form of three dimensions and including 14 components as follows: knowledge process capability (knowledge application, knowledge transfer, knowledge integration, knowledge production), human resource strategies (recruitment, human resource development, employee performance, service compensation, working relations), and knowledge capital (human capital, structural capital, innovative capital, social capital, and process capital) were identified. According to the findings of this study, suggestions are presented so that the officials, decision-makers, and educational planners in the higher education system be familiar with the dimensions, components, and mechanisms of knowledge acquisition and human resource strategies in the higher education system and take necessary executive measures while planning and making the necessary policies.

Insurance Corporate Governance Code 93 was communicated to the insurance industry of Iran in 2017. However, as the only Iranian governmental insurance organization, Iran Insurance Company has a different corporate governance structure in the insurance industry of Iran. The present study aims to propose a good corporate governance model at Iran Insurance Company. This study is applied research in terms of objectives and descriptive-survey research based on a combined methodology in terms of data collection. Semi-structured interviews were performed with fifteen experts. The final model was proposed through thematic analysis and the Delphi model with five components, including board effectiveness, transparency and disclosure, ownership institution, beneficiary management, and monitoring. The model was examined by delivering questionnaires to a total of 201 senior and middle-level managers and agency directors at Iran Insurance Company. The Kolmogorov–Smirnov test was utilized to determine data distribution, while the Kaiser-Meyer-Olkin (KMO) test and Bartlett’s test were used to examine measurement sample suitability. Also, the partial least square (PLS) method was employed for modeling in Smart PLS. The components were ranked through the Shannon entropy approach. The results demonstrated that board effectiveness had the largest importance among other components. The board structure and composition showed the highest weight. Among the components of board effectiveness, the separation of the chairman and CEO had the highest importance.

The validity of the questionnaire was confirmed using CVR index, as well as exploratory and confirmatory factor analysis while its reliability was evaluated using Cronbach's alpha. Data analysis was performed using Delphi technique, one-sample t-test, and structural equation modeling in SPSS and Lisrel statistical software. Based on the obtained results, four dimensions, 17 components, and 63 indicators were identified for the inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. Environmental, cultural, organizational, and leadership style dimensions are known as the dimensions of inter-organizational cooperation management in oil companies in the Pars Energy Special Economic Zone. Such factors had the most significance among the identified dimensions of environmental dimension with load factor of 0.99, cultural dimension with load factor of 0.82, organizational dimension with load factor of 0.79 and leadership style dimension load factor of 0.89, respectively, than other dimensions to the concept of inter-organizational cooperation management model in oil companies in the Pars Energy Special Economic Zone. The results indicated that the designing the inter-organizational cooperation management model is divided into four dimensions of environmental, leadership, cultural and organizational dimensions. Environmental dimension includes political, business process, economic, developmental, legal, and technology. Cultural dimension includes the components of conflict management, information sharing, participation, and commitment. Organizational dimension includes the components of philosophy, processes, coordination, and strategy. Leadership style dimension encompasses the components of collaborative leadership, multidisciplinary decision making, and adaptation to management style.