درخت حوزه‌های تخصصی

Purpose: Organizational transparency plays an important role in improving the performance of various organizations, especially service organizations. Therefore, the purpose of this study was to determine the relationship between e-governance foresight and the organizational transparency of managers in order to present a model. Methodology: This research was applied in terms of purpose and mixed (qualitative and quantitative) in terms of implementation method. The qualitative part of the community was experts related to the field of research, 12 people were selected as a sample according to the principle of theoretical saturation with non-random sampling and snowball methods. In 2017, there were 7170 people in the quantitative sector of managers of export banks in Tehran province, of which 365 people were selected as a sample according to the table of Karjesi and Morgan by simple random sampling. The research tool was semi-structured interview in the qualitative part and researcher-made questionnaires in the quantitative part, whose psychometric indicators were confirmed. Qualitative part data were analyzed with open, axial and selective coding method in MAXQDA software and quantitative part data were analyzed with exploratory factor analysis and structural equation modeling methods in SPSS and Smart PLS software. Findings: The findings of the qualitative section showed that the e-governance foresight has 75 indicators and 17 components in 6 dimensions: organizational, technical, information and data, marketing, resources and perspective and organizational transparency, 60 indicators and 15 components in 6 dimensions: information transparency, economic transparency, transparency The client had management transparency, organizational transparency and human resources transparency. Also, the findings of the quantitative section showed that the factor load and average variance extracted of all dimensions and components were higher than 0.70 and 0.50, respectively, and their reliability was calculated higher than 0.60 with Cronbach's alpha and combined methods. In addition, the relationship model of e-governance foresight with managers' organizational transparency had a good fit, and e-governance foresight and all its 6 dimensions including organizational, technical, information and data, marketing, resources and perspective had a positive and meaningful effect on managers' organizational transparency (05 /0P<). Conclusion: According to the results of this study, e-governance foresight had a positive effect on the organizational transparency of managers. Therefore, to improve organizational transparency, it is possible to improve the foresight of e-governance and its components including organizational, technical, information and data, marketing, resources and perspective.

Purpose: The purpose of this research is to design and evaluate the effectiveness of the social responsibility model of companies active in the capital market affected by the epidemic of the Covid-19 disease. Methodology: The current research is a mixed research (qualitative-quantitative) and is practical in terms of purpose. In the qualitative part, nineteen members of the expert panel were determined using the snowball method. At the same time, G_Power software was used to determine the size of the statistical sample in the quantitative section, which determined it to be 120 cases. In order to analyze the data to reach the research objectives, Delphi technique was used in the qualitative part. Also, in the quantitative section, structural equation modeling using SmartPLS software was used to measure the efficiency of the model. In the qualitative section, after reviewing the research literature, 19 primary indicators were identified in the form of three main components, and the opinions of the expert panel members were used to measure their effectiveness using the Delphi technique. Finally, after two rounds, this technique reached the saturation stage. Findings: In the quantitative part, using the PLS technique, it was found that all three main components have a positive and significant effect on social responsibility, and at the same time, in terms of the severity of the order of the factors, it is internal factors, macro factors and company characteristics. Conclusion:The results of this section show the removal of three indicators from the primary indicators and at the same time the addition of four secondary indicators, which led to the identification of three final components and twenty sub-components.