درخت حوزه‌های تخصصی

the formation of the current legal system is a function and is influenced by a basic element called time. An element that influences not only the formation of the legal system, but also its evolution.so, the legal system in the Iranian oil industry began with a contract and not with the legislation of a law. In relation to the term "contractual framework", it seems necessary to explain that the contractual framework refers to the criteria which give the contracts such a feature that it distinguishes that contract and similar contracts from other contracts concluded in that field. What were these contracts? How did they form the legal system of the Iranian oil industry? What has been their impact on technology transfer in the oil industry? These are some of the questions that will be addressed in this work. Disappointment with the framework of previous agreements (concession agreements), along with socio-political contexts such as the nationalization of the oil industry, led to a re-examination of this industry's contract frameworks in the light of past experiences, better future benefits and national independence and sovereignty. But how successful it was, that is another matter. Because the oil companies did not simply want to transfer the maximum benefits to the countries with oil resources, and used the dependence of those countries to their industry as a tactic against this trend as much as possible. Therefore, the structure of contracts governing the oil industry should be considered as a result of this conflict of interests.

INTRODUCTION The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which the employees of an organization have become indifferent to their organizational environment. The current research was conducted to investigate the causes and contexts of the formation of organizational insentience in the Red Crescent Society of Tehran province, Iran. METHODS: This applied study was conducted based on the descriptive-correlation method of data collection. The statistical population of this research included all the managers of Red Crescent Society in Tehran province in 2021. The samples (n=90) were selected using Cochran's statistical formula and stratified random sampling. The required data were collected using a researcher made organizational insentience questionnaire. The validity and reliability of the questionnaire were checked and confirmed. The collected data were analyzed in Smart PLS software using structural equation modeling with partial least squares approach. FINDINGS: The results of the research showed that causal conditions had a direct, positive, and significant effect on the central category with a standard beta coefficient of 0.725, t=17.625, and P=0.001 at the level of one percent error. Moreover, contextual conditions with a beta coefficient of 0.410, t=3.107, and P=0.002 had a direct, positive, and significant effect on the category of strategies at the level of one percent error. Intervening conditions had a direct, positive, and significant effect on strategies at the level of one percent error (standard beta coefficient=0.221, t=3.008, and P=0.003). The central category had a direct, positive, and significant effect on the strategy category with a beta coefficient of 0.334, t=2.282, and P=0.023 at the five percent error level. Based on the results, at one percent error level, the strategies presented in the research had a direct, positive, and significant effect on the outcomes (standard beta coefficient=0.347, t=3.769, and P=0.000). In total, the results showed the existence of organizational insentience in the Red Crescent Society of Tehran province, which can be reduced by applying appropriate methods. CONCLUSION: According to the findings, by reducing the sense of meaninglessness, double standards, eliminating organizational discrimination, applying appropriate procedures in strategies and their implementation, paying attention to the structural dimensions of the Red Crescent Society in Tehran province, and implementing meritocracy management, it would be possible to increase organizational social capital, the level of interest, commitment, and responsibility of employees towards the Society and work, organizational independence, organizational justice, the atmosphere of trust, and supportive behaviors from the Society and employees. By adopting these measures, a step would be taken toward preventing the formation of organizational insentience in the Red Crescent Society of Tehran province.

Letter to the Editor

INTRODUCTION: Lack of a comprehensive classification of crisis and emergency management in Helal houses has caused many losses in the Red Crescent Society of Iran. Therefore, the root of these problems can be identified and investigated with a thorough investigation. METHODS: This applied research was conducted using a hybrid design. In this research, field and library methods were used. The data were collected by using questionnaire and conducting in-depth interviews with managers, specialists, and experts of the country's crisis management organization and professionals until theoretical saturation. In the first stage, 24 interviews were conducted and we reached theoretical saturation in the 20th interview. In the second stage, relying on inferential statistics methods, 422 questionnaires were distributed. The statistical population of the research is the Red Crescent Society of Iran and its time domain is the second half of 2022. FINDINGS: After performing the three stages of open, central, and selective coding, the final research model was obtained in which, 6 general categories, 15 subcategories, and 49 main concepts are mentioned. CONCLUSION: The results demonstrated that the categories of human resources, organizational communication, and government policies are among the effective factors on crisis management in Helal houses in the Iranian Red Crescent Society in the critical condition of Covid-19 and the consequences of these categories have a significant impact. There are other problems and crises in the formation.

INTRODUCTION: An earthquake is a major natural disaster with widespread and great effects on human life and nature. Taking care of the basic needs of earthquake victims is an essential step that should be addressed immediately. Moreover, the evaluation of various problems after disasters, especially earthquakes, is of crucial importance for the affected people. The management of humanitarian aid and public assistance among these affected people is considered one of the most important post-earthquake concerns. Therefore, the present study was conducted to evaluate the post-earthquake challenges and strengths of providing humanitarian aid services in Sisakht, Yasuj, in February 2019. METHODS: This qualitative case study was conducted from March 2019 to July 2020. The studied population consisted of 20 participants including medical staff (n=10), clergy (n=2), crisis managers (n=4), and military personnel (n=4). The required data were collected through observation and semi-structured interviews, which continued until data saturation. To evaluate the reliability of the data, the strategies recommended by Guba were used. The data were analyzed by conventional content analysis based on the method proposed by Graneheim and Lundman. FINDINGS: The advantages and strengths of this study included humanitarian cooperation and coordination, as well as the timely presence of relief and rescue teams and law enforcement agencies from the post-earthquake first hours, which had a great impact on reducing the suffering of people. The challenges in providing post-earthquake services included health, medical, management, geographical, and spatial concerns and issues related to the earthquake victims (relief goods distribution problem and inappropriate information dissemination as the main challenges). CONCLUSION: Effective and appropriate management policies regarding the management of providing post-earthquake services and elimination of the structural and managerial obstacles can improve the operation and management of humanitarian aid.