درخت حوزه‌های تخصصی

Purpose: The aim of this study was to examine the impact of Diamond-Levitt and knowledge management, organizational effectiveness, in PNU Kermanshah province. The study was a descriptive - survey. The population of the study, 470 employees of Payame Noor University in Kermanshah province, are included. Using Cochran formula, 212 people were selected. Materials and method: Data collection tools, questionnaires Diamond Levitt, and knowledge management researcher, and organizational effectiveness Parsons (1969). Questionnaire, approved three professors, and reliability with Cronbach's alpha for diamonds Levitt, knowledge management and organizational effectiveness, respectively (86%, 82% and 77%) are. Findings: By SPSS and LISREL, research data were analyzed. The results of the analysis and stepwise linear regression, 95% indicated that the diamond Levitt knowledge management variables (0.226), and organizational effectiveness (0.227) and knowledge management and organizational effectiveness (0.178), have a significant positive effect. The results of the study showed that, in effect Diamond Levitt knowledge management, organizational effectiveness as a mediator (0.263) is. Discussion: Also in this study to test the conceptual model, structural equation modeling was used, the results of direct effects diamond variable Levitt, knowledge management, (0.87) and organizational effectiveness (0.66), and the direct effect of knowledge management on organizational effectiveness (0.52), and the indirect effect and the effect of variable diamond-Levitt, organizational effectiveness, respectively (0.69) and (0.11) is indicated and the t-statistic is also witness to the significance of the results is. Finally, the mediating role of knowledge management, the relationship between the Diamond-Levitt, and was supported organizational effectiveness, so that the diamond Levitt indirect impact on organizational effectiveness, with the role of knowledge management (indirect effect = 0.69), Levitt diamonds larger than the direct impact on organizational effectiveness (direct effect = 0.66) is. The above results indicate fit (RMSEA = 0.072 and GFI=0.93) was the optimal model.

Abstract Purpose: The purpose of the present study is presenting a model to provide the succession for the managers of Education & Training organization. The research method in terms of the purpose was practical/ fundamental one, in terms of collecting the data, it was descriptive- surveying and in terms of data type, it was mixed (qualitative & quantitative) exploratory one. Methodology: The population of the study in qualitative part includes academic experts and Tehran Education & Training top managers. Among them, the sample was selected according to purposive sampling and 10 person’s saturation method. The second group of the study population includes all heads and deputies (2400) of the Education Department in the provincial centers of the country. The sample size of 331 was selected by multilevel cluster sampling method. Data collection was done by library, semi-structured interviews (qualitative part) and research made questionnaire with 84 questions (quantitative part) was used. Interviews with experts indicate that the interview was valid and for measuring the reliability, theoretical coding based on fundamental data theory was used. For measuring the questionnaires’ validity, the face, content and construct validity were measured and for measuring the questionnaires’ reliability, Cronbach's alpha reliability coefficient and retest were used. According to the study research questions, descriptive statistics and inferential statistics (Verifiable and exploratory factor analysis and one sample t-test) were used in quantitative part using SPSS and Lisrel soft wares. Findings: The results of the study indicated that the models input that was the factors influenced on succession included, individual, organizational and procedural. The model output, that is the effective factors included, job satisfaction (job nature, development opportunities and organizational climate). Conclusion: According to mentioned components, the presented model had good fit. Also the results showed that the situation of succession, job satisfaction, coaching tasks and talent management was undesirable, but the situation of the leadership roles and human capital was desirable.