Organizational Empowerment

Purpose: The purpose of this study was to present a model of organizational empowerment based on knowledge management among employees of Sepah Bank branches in Tehran. Methodology: The present study was applied in terms of purpose, and in terms of data collection, it was a mixed research (qualitative and quantitative). The statistical population consisted of academic and organizational experts including senior managers of Sepah Bank in Tehran and the quantitative department included all employees of Sepah Bank in Tehran. Sample size was estimated in theoretical saturation (20) in qualitative section and 343 in quantitative section. Purposeful sampling and stratified random sampling were used for quantitative sampling. Data were collected through qualitative interviews and quantitative researcher-made questionnaires based on 5-point scale. The face and content validity of the questionnaire was confirmed by several experts, validity was calculated by means of variance mean and divergent validity was calculated by AVE. The reliability of the questionnaire was 0.968 through Cronbach's alpha. Data were analyzed using Cronbach's alpha, AVE, AVE root matrix, Kolmogorov-Smirnov test, confirmatory factor analysis, and one-sample t-test. Findings: The results resulted in the identification of 17 components and 66 indicators, including 14 affective components including trust, motivation, commitment, emotional intelligence, participation, communication, structure, education, culture, leadership, technology and reward and 3 affective learning components. Organizational, organizational entrepreneurship and performance, a moderating variable (personality traits) and knowledge management as independent variables affect organizational empowerment based on knowledge management. Other results showed that the status of identified components in organizational empowerment based on knowledge management is desirable. In addition, mechanisms, facilitators, and barriers to organizational empowerment based on knowledge management were also presented. Finally, a research model consisting of influencing factors, content phenomena (constituents, facilitators, barriers, and effective mechanisms for organizational empowerment based on KM) was presented and the degree of fit was confirmed by experts with 95% confidence. Conclusion: Choosing important and effective knowledge and capabilities in the organizational field and enhancing organizational skills is a very effective way of empowering organizational personnel that can lead to enhancing organizational efficiency and organizational integrity of an organization's personnel.

The increase of terrorist acts and the essential, methodological and instrumental evolution of terrorism have led to the emergence of various forms of terrorist acts that cannot be combated with conventional and existing patterns. In this study, the researcher has addressed the comprehensive model for the fight against terrorism in order to enhance the domestic knowledge of this phenomenon and to pay attention to the practical needs existed in this field. The researcher by using descriptive-analytical method aims to identify both positive and negative aspects of comprehensive model for fighting terrorism. This model is based on six strategic policies as follows:A) Policies designed and implemented for the purpose of physical confrontation, weakening and/or elimination of terrorist unit, such as information dominance, organizational empowerment and operational dominance. B) Policies designed to socialize counter-terrorism and are meant to create a powerfully integrated society which has a high degree of impenetrability and certitude in potential terrorist acts. From this perspective, the priority is given to strengthen internal consistency, to heighten public awareness, and to increase the threshold of social tolerance and insight.