مطالب

Purpose: This study analyzes the activities of top Times researchers in the field of political science with an emphasis on examining the ResearchGate network.  Method: This study opted for altmetric approach. Two research communities have been surveyed. The number of 145 faculty members affiliated to the top 10 universities of the Times 2021 in the field of political science was stratified sampling randomly, selected. Participation in the ResearchGate network was examined, for them. For the attendees, the indicators of citations, RG-score, and reads were extracted and compared. For the top 15 best Times scientific institutes, the RG scores per member and publication per member were calculated and compared. Correlation between Times Ranking and ResearchGate's indicators, done too. For data analysis, LibreOfficeCalc, and SPSS22 were exploited.  Findings: Only, 39% of all faculty members belong to the best Times centers in the field of political science, have seen by registration in the ResearchGate network. For 57 registered individuals, there was a significant correlation between ResearchGate's indicators with each other. But there was no significant relationship between the Times rankings and the mentioned indicators, except for the reads (P-value = 0.018) with a weak reverse correlation (Spearman coefficient= - 0.314). Furthermore, comparative analysis for the top 15 Times institutes had done from standpoint of RG-Score, too.  Originality: The Correlation relationship between Times rank and ResearchGate’s indicators in the field of political science, in addition, the participation of faculty members of the best scientific centers in this mentioned field had not been done yet.

Purpose : The purpose of this study is to design and explain the development model of future managers based on talent management and personality types with the grounded theory approach in the headquarters of the National Social Security Organization. Method : This research was conducted with a qualitative-inductive approach and Strauss-Corbin's grounded theory method. The research tool was a semi-structured interview. Using the grounded theory method, the data obtained from interviews with 12 elites and qualified specialists of the Social Security Organization were analyzed in three open, axial, and selective coding stages. Findings : 19 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors, organizational factors, lack of proper selection, knowledge and skills of employees), central phenomenon (future managers based on talent management and personality types), contextual conditions (Organizational context, Talent Selection, Talent utilization), intervening conditions (psychological (individual) factors, Individual factors, Management factors), and strategies (Talent sourcing, Empowerment of managers and employees, Proportion of job and employment, Succession, Foresight and Cognitive Strategy) and Consequences (Organizational results, Public satisfaction, Futurization). Conclusion : Conclusion: Recent developments in the field of human resources have made this field doubly important. Organizations try to employ the most specialized people at management levels, and therefore talent management, as a key king, examines the types of situations involved in this field. Proper use of talents leads to success and puts the organization on the right track.

This article examined the organizational ambidexterity model for digital innovation in the banking industry and explained the dimensions of the ambidexterity model in this organization. Regarding intense competition and rapid changes and variations in products, processes, and technologies in today's world, organizations and managers must be ambidextrous to remain successful over time; Ambidexterity means the ability to simultaneously succeed in two contradictory abilities, for example, ambidexterity such as taking advantage of present opportunities, and discovering and creating new opportunities for the future, adaptation, alignment, flexibility, and efficiency. But the key questions are “what are the dimensions and components of organizational ambiguity?”, and “What is the current and favorable situation of Saderat Bank of Iran in this regard? Orienting an organization as an integrated set in order to reach ambidexterity and sustain it requires a set of causal, contextual, interventional, and strategic factors which ultimately lead to the consequences of organizational ambiguity. This study identified the dimensions and components of organizational ambidexterity through reviewing the literature on organizational ambidexterity as well as interviewing an expert group and analyzing their viewpoints. Then, by distributing a researcher-made questionnaire and statistical analysis, it examined the research pattern in the current and desirable situation of the organization.