درخت حوزه‌های تخصصی

The human resource management works closely with all the employees in the organization. An HRM must allow the employees to make constructive criticism when there is a need for it. The duty of organizing the company towards achieving their set goals lies in the hands of the HRM. A Human Resource management process can best be distinct as a tool which is utilized to collect, organize, present, keep and share applied information about the human resource of an organization. To this end, this research present a Throughput model framework that describes individuals' decision-making processes in an algorithmic HRM context. The model depicts how perceptions, judgments, and the use of information affect strategy selection, identifying how diverse strategies may be supported by the employment of certain decision-making algorithmic pathways. In focusing on concerns relating to the impact and acceptance of artificial intelligence (AI) integration in HRM, this research draws insights from multidisciplinary theoretical lenses, such as Al-augmented and HRM assimilation processes, AI-mediated social exchange, and the judgment and choice literature. Results highlight the use of algorithmic ethical positions in the adoption of AI for better HRM outcomes in terms of intelligibility and accountability of AI-generated HRM decision-making, which is often underexplored in existing research.

The financial anomalies, which have brought about challenges for the nature of efficient-market hypothesis, provide ample experimental evidence on the deviation of market from rationality. According to the efficient-market hy-pothesis, investors avail themselves of all the information available in the market, and then attempt a thorough and painstaking interpretation of it. The empirical evidence, however, reveals that most investors fail to imple-ment rigorous information processing, thereby rendering to a number of behavioral theories concerning market inefficiency and biased information processing. The current research sets out to identify and scrutinize the im-pact of the CEO’s perceptual biases in judgment and economic decision-making on the reporting quality of the firms listed on the Tehran Stock Ex-change. The Purpose of this study CEO Overconfidence and Overinvestment by Role of Economic moderators Tehran Stock Exchange (TSE). One hun-dred five companies were selected as the sample size by systematic removal sampling reviewed in 2012-2019. Due to its dichotomous dependent variable, this study uses probit regression to test the research hypotheses. The results indicated the significant positive effect of CEO overconfidence on overin-vestment. It was also noted that Exchange Rate strengthens the positive effect of CEO overconfidence on overinvestment. Based on these results, the CEO's decisions as a decision-maker in charge of any company, especially under inflationary conditions, can play a substantial role in future corporate investment levels. The findings reveal that the indices of the CEO’s percep-tual biases in judgment and economic decision-making exert a significantly negative effect on financial reporting reliability and competitiveness.

The main drivers of value creation in a ‘brand community’ are social networking, community engagement, impression management, and brand use. Marketers are therefore interested in determining which factors affect the value creation practices. This study examines the impact of the Interactivity of Electronic Word of Mouth (EWOM) systems on value creation practices in a brand community, which in turn influences the loyalty of the customers. In this regard, a conceptual model was developed and tested by the researchers of the current study. The results indicate that perceptions of the users regarding the interactivity of EWOM systems, highly impact only three of the four value creation practices including community engagement practices, impression management practices, and brand use practices. Furthermore, the researchers found that collective value creation practices could significantly and directly enhance brand loyalty. Several theoretical contributions and managerial implications were also discussed

Small and medium enterprises (SMEs) have become a vital factor for national competitiveness and firms and companies, and the world is increasingly moving towards a knowledge-based economy. Innovation and technological changes are strongly influenced by the country/place where they occur. The main purpose of this study is to present the framework of SME innovation strategy with the approach of the fourth generation industry in Iran, which has been done using the GT method i.e a blend of qualitative and quantitative methods. The research population includes small and medium businesses and industrial townships in Tehran. The method of data collection in the qualitative part is the interview and in the quantitative part a questionnaire. The findings show that the innovation strategy framework in SME in the fourth industrial revolution is one of the causal factors with 5 components including small and medium businesses, organization maturity model, digitization, rules and regulations and innovation strategy. The results consist of 8 sub-components, which can be enumerated as market development, increasing exports, increasing productivity, creating added value, improving financial credits, training work managers, entrepreneurship and finally creating employment. The results show that the program factors have an effect on the facilitating factors; the causal factors on the innovation framework; the informational factors on the obstacles; supervisory and control factors on facilitating factors; barriers on the innovation framework; ; Financial resources have an effect on obstacles, consequences on innovation framework and structural factors on obstacles in small and medium enterprises. In our country, despite the fact that more than 59% of all production units are included in the EMS small and medium industries group,  these companies have not gained a significant share in the national gross product and creating added value and are suffering from severe shortages. While small and medium-sized companies can move away from the traditional focus on the product and take steps in the development of product innovation by using the fourth generation industry and new technology, creating a strategy and coming up with new products and services  will create more added value; The formulation of the strategy for any organization calls for an innovative point of view .