مطالب

Purpose: With the increase of problems and the complexity of organizations, the need to provide better solutions and use more powerful tools of strategic planning is evident because managers with strategic thinking and a better understanding of the strategic plan will perform more effectively. It can be said that strategic thinking is considered as a supplement to strategic planning, a suitable approach to "leadership" of the organization and can help in systematically dealing with problems, understanding opportunities, optimal allocation of scarce resources and achieving the desired results. In view of this importance, the current research aims to design a strategic thinking competence assessment model with the approach of developing organizational flexibility in National Gas Company of Iran.Method: This research is applied in terms of purpose and was done with qualitative approach based on grounded theory method. Sampling of the research was done using snowball method (chain reference). For this purpose, qualitative data was collected, which led to the identification of many aspects of the phenomenon and the possibility of developing a conceptual research model. The data collection method is library studies, perusal of high-level documents, and in-depth and open interviews. The statistical population of this research consisted of specialists and experts in the field of management and strategic thinking, of whom 12 people were investigated. In the process of conducting this research, the interviews continued until theoretical saturation was observed.Findings: The findings showed that six main categories are effective on the evaluation of strategic thinking with an organizational flexibility approach, which are: foresight, strategic determination, systemic attitude, innovation and creativity. The results show that the validity of the model is confirmed and the six obvious variables (six dimensions) explain the latent variables of strategic thinking competency assessment. According to the direction of all the relations between the manifest variables and the latent ones, , all the relations are aligned and direct.Conclusion: According to the amount of standardized factor loadings, the dimension "Foresight (AN)", with a factor loading of 0.88, is the most reliable indicator belonging to evaluation measurement.

Purpose: The aim of the present research is to identify the factors influencing the acceptance of mobile marketing activities by customers using a meta-synthesis approach.Method: The research was conducted with an exploratory and qualitative approach. Using a systematic and meta-synthesis review approach, the researcher analyzed the results and findings of previous researchers and identified the influencing factors on the adoption of mobile marketing by performing the 7 steps of the Sandelowski and Barroso method. In this context, in order to measure reliability and quality control, the Kappa method was used, and its value was identified for the identified indicators at the level of excellent agreement.Findings: The results of the implementation of meta-synthesis steps in Maxqda10 software showed that the factors influencing the acceptance of mobile marketing activities by customers based on the meta-synthesis approach include two general dimensions  individual  and environmental ones, and these two dimensions include 6 components in total. and there are 33 indicators. Based on these results, the individual dimension includes the components of perceptual factors, personal habits and characteristics, emotional and belief factors, and cognitive factors, and the environmental dimension includes the components of technical factors and social factors. The research results show that marketing is a dynamic field that changes over time. Understanding the effective components at any point in time can increase marketing effectiveness. Mobile marketing combined with traditional and virtual methods has become the most powerful tool even for traditional sellers.conclusion: It can be concluded that proper implementation and digital marketing can help sellers in increasing customer reach and brand awareness

Huge economic, social, political, and technological changes in recent decades have brought increasing complexity and decreasing predictability of organizations' environments. One of the solutions offered to deal with such environments is the agile approach to human resources. This research was conducted with the aim of investigating the driving factors in human resource agility based on government policies. The current research is developmental in terms of purpose and descriptive survey in terms of the method with a combined (qualitative and quantitative) approach. The research community in the qualitative part included professors, experts in the field of human resources, and senior managers of the human resources department, and in the quantitative part, the senior and middle managers of the country's tax affairs organization who had a bachelor's degree or higher. Relevant data were extracted from theoretical literature and semi-structured open interviews in the qualitative section. The tool for data collection was a researcher-made questionnaire in the quantitative part. The results of the qualitative part led to the identification of 13 main categories, which are categorized into four main clusters (The propellants of human resource agility, Human resource agility policies, operational components of human resource agility, and Results and Functions of human resource agility) and became a five-point Likert scale questionnaire. The results of confirmatory factor analysis showed that all items have a significant relationship with the structure and the proposed structural model has a good fit. The results of the path analysis showed that the operational components of human resource agility have a mediating role in the relationship between the drivers of human resource agility and the results and functions of human resource agility. Human resource agility policies have a mediating role in the relationship between the propellants of human resource agility and the results and performance of human resource agility.