درخت حوزه‌های تخصصی

Purpose: the present study aimed to design and validate decentering schemes for decision making about curriculum based on Schwab’s practical theory and features of the educational system in Iran. Methodology: in the first step, qualitative methods of "Speculative Essay", "Evaluative Inquiry: Situational Assessment", and "Integrative Inquiry: The Research Synthesis" were employed to explain decentering curriculum according to Schwab's theory, to evaluate and analyze the characteristics of the curriculum system in Iran with regard to the decision-making structure, and to codify the first options of decentering the curriculum, respectively. To evaluate the quality of the primary scheme and codify the final one, the qualitative research approach and interviews were employed. Findings: the findings of this study show that decentering decision making about the elements of curriculum in Iran’s curriculum development system includes seven schema as follows: (a) uniform (one type); (b) multiform (four types); (c) formless (ten types); (d) a combination of uniform and multiform (four types); (e) a combination of uniform and formless (ten types); (f) a combination of multiform and formless (forty types), and (g) a combination of uniform, multiform, and formless (forty types). Conclusion: in the designed scheme, several decision-making positions for curriculum are introduced according to various area features of the country to enable all areas to make optimal choices with regard to their capacity.

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.

The purpose of this research is to identify the components and indicators of social marketing in small and medium businesses with a resistance economy approach. This research is philosophically positivist with an inductive approach. The current research, from the point of view of the objective, is a descriptive research that has been conducted in a mixed manner. The method of data collection in this research was library and field through interviews with 30 university experts in the fields of management and marketing, organizational experts, management and economics, including top managers, experts, professors and related in the field of management and economics, who the purposeful sampling method was chosen by snowball method. The findings of this study showed four dimensions in the form of 12 components and 46 indicators. The quality dimension has four components: "Technical quality", "Execution quality", "Communication quality" and "Marketing quality", the value dimension has two components: "functional value" and "Emotional value", the behavioral dimension has four components: "Audience cooperation". Motivational desire", "Tension tolerance" and "Customer attitude" and communication dimension are also two components of "Creativity and innovation" and "Democracy". Therefore, based on the results obtained from the research findings, it is suggested that arrangements be made based on knowledge and communication and information innovations to promote social marketing in small and medium businesses with a resistance economy approach.