درخت حوزه‌های تخصصی

Although the goal of all regional organizations is to strengthen cooperation between member states, in some cases there are apparent or hidden rivalries in minor or major levels, which sometimes leads to stagnation and inefficiency of the regional organization and hinders effective cooperation. The need for cooperation in South West Asia to benefit all developing countries in the region became the main driver for the foundation of the Economic Cooperation Organisation (ECO) in 1985. This study aimed to identify the areas of rivalries among the member states of this organization resulting lack of cooperation and success, from a political geography and geopolitics point of view. Contexts of rivalries classified into four political, economic, cultural, and geopolitical factors containing eighteen sub-variables. The results showed geopolitical, political, cultural factors, and economic factors respectively have a positive and significant effect on rivalries in ECO

The purpose of this article is to measurement and testing a high performance organizational culture model in Iran's petrochemical industries.This research is of quantitative type and in terms of purpose, exploratory and data collection method is survey and from the point of view of cross-sectional time. Data collection tool is a researcher-made questionnaire whose validity has been confirmed by industrial and academic elites. The reliability of the questionnaire was confirmed by Cronbach's alpha test (coefficient of 0.815). The statistical population of the study included 8050 employees of Petropars, Jam, Lavan and Fanavaran petrochemical companies working in Iranian Petrochemical Industries. The sample size was calculated by the Cochran's formula of 385 people. 420 questionnaires were distributed and 400 correct questionnaires were collected. The sampling method is stratified random. Data analysis was performed using structural equation modeling using Amos Software. The results of statistical analysis were confirmed by confirmatory factor analysis and in terms of significance by the method of structural equations up to the level of the main categories and after confirmation of formal and content from 400 experts and managers of petrochemical industries. In the next step with a quantitative approach, the current state of high performance organizational culture according to the pattern the extract was assayed. For this purpose, mean comparison, regression and repetition tests used. The results obtained from field survey indicated that the high-performance organizational culture model was approved and dimensions of Behavioral factors, Internal bedding factors, External bedding factors and Process factors were placed in the first to fourth priorities, respectively.