درخت حوزه‌های تخصصی

Considering that today's competitive environment is growing and the movement of organizations towards complexity and dynamism has started, the ability to learn earlier and faster than competitors will be the only relative advantage in the next decade and should The prospects and long-term and short-term contributions of organizations should be examined in a different way, and creativity, innovation along with the use of current information should be an inseparable part of managers' decision-making, and only an organization can claim superiority and success that To use the capabilities, commitment and learning capacity of employees at all levels of the organization in the best way. Based on this, the current research has studied the Board influence on the role of environmental innovation in the success and stock price risk. The statistical population of the research is all the Companies listed in Tehran Stock Exchange to the stock exchange, the period from 2014 to 2019 and the sample is 153 companies. Based on the investigations, the findings showed that environmental innovation has a positive and significant effect on the company's long-term success, and with the Board influence in the company, the role of environmental innovation on the company's long-term success shows a better effect. Also, environmental innovation has a positive and significant effect on the company's success in the short term, and with the Board influence in the company, the role of environmental innovation on the company's short-term success becomes more colorful (intense). Finally, environmental innovation has a negative and significant effect on the Stock price risk in the long run.

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.