Organizational learning

The aim of this study is to define and design organizational learning model among the country’s National Petrochemical Company employees. According to the design and explanation of organizational learning model in the Petrochemical Company, we first study the subject by using library studies, theoretical foundations and variable components. Then we designed a new questionnaire through interviews, to examine the views of the population on the basis of the local culture. Then, the questionnaire distributed among the population with using the software SPSS by exploratory factors analysis to identify factors and sub-factors is confirmed by confirmatory factor analysis and structural factors. Finally, management experts assessed the model from different dimensions. Statistical Society of managers and staff of petrochemical, informants and elites of organizational learning of petrochemical such as university professors, researchers and those who have information from process of petrochemical organization will be selected. We will use Random sampling methods to test the quantitative and qualitative targeted selection for testing qualitative part to complete theories. The mixed method will be used in this research. For analysis of data resulted from interviews, the theory-based method will be used. This theory-based method is not theory but it is used for discover sleeping data in theory. So, the theories appear slowly in a gradual process of abstraction of the data and after obtaining qualitative information from the raw data, we will analysis them by quantitative methods and suitable test.

Human Resource Development (HRD) at work is now a prominent and central of Human Resource Management (HRM). This course is designed to provide a complete, integrated introduction to the process, practices and perspectives of the important area of people management. The process of HRD at work is an interparty of the overall performance management of organizations. Selected, repressive and prominent practices in HRD at work are explored, using case studies to illustrate what this process involves in practice. Finally, contemporary perspectives that should illuminate concerns, concepts, arguments and evidence are explore course is thus an ‘all in one’ view of processes, practices and perspectives. There are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees named as organizational silence. The base of our model factors are from Morrison & Milliken. They know organizational silence as a “collective” phenomenon and these factors have been organized under levels of analysis (1) Top management team characteristics, (2) Organizational and environmental characteristics, (3) Affecting employee interaction, (4) Managerial belief, (5) Organizational structures and policies, (6) Managements’ fear of negative feedback and (7) Demographic dissimilarity.

Background: Today, employee productivity is an important issue for organizations and the role of work ethics and learning in productivity is considered important. Therefore, the purpose of this study was to predict employee productivity based on work ethics and organizational learning. Method: The method of the present study was descriptive-correlation. The statistical population included the employees of the Social Security Organization (404 people) whose sample size was selected based on Cochranchr('39')s formula and random sampling method (n=205). The research instruments were Hersey and Blanchard (1983) employee productivity questionnaire, Gregory (1990) work ethic and Nife (2001) organizational learning questionnaire, the reliability of which was obtained by Cronbachchr('39')s alpha test (0.84). Descriptive statistics were analyzed with SPSS26 software and inferential statistics were analyzed with Amos24. Results: Data analysis showed that the variables of work ethic and organizational learning can predict 0.45 variance of the criterion variable (employee productivity). Also, work ethic and organizational learning had an impact factor of 0.51 and 0.43, respectively, on employee productivity (p <0.05). Conclusion: According to the results, it can be said that work ethic and organizational learning are effective on employee productivity. Therefore, to increase organizational productivity, more attention should be paid to work ethic and organizational learning.

Purpose: What is changing today is expanding customer loyalty. In organizations such as the Melli Bank, customer relationship management is more sensitive. Because the customer is considered to be part of the service provided in the service delivery process, and the customers are the lifeblood of the banks. The Melli Bank can not only seek new customers, but also keep customers and convert them to loyal customers as one of the priorities. Customer relationship management is a multi-faceted approach to marketing, sales and customer care. The Melli Bank manages customer relationship management in order to create customer loyalty and improve organizational performance. The purpose of the present study was to identify the organizational impact on organizational performance by considering the relationship between marketing integration in the employees of the Melli Bank of Isfahan Is. Methodology: This research, in terms of applied purpose and in terms of nature and method, is a descriptive survey. The statistical sample is 299 employees of the Melli Bank of the city of Isfahan. Findings: The method of collecting theoretical bases, libraries and data collection tools, a researcher-made questionnaire with Cronbach's alpha, 0/851 and response rate of 0/93.Conclusion: The results of the analysis indicate that organizational learning is effective on the performance of communication management.

Purpose: The purpose of the present study was to present an applied model for implementing knowledge management training. Methodology: The purpose of this study was applied, and the research method was descriptive-survey and cross-sectional. The statistical population of the study consisted of Mazandaran city managers with experience of management and selected public administration professors in the universities of Mazandaran province (Qualitative) as well as all official, contracted, contracted, volumetric and corporate staff of Sari municipality (quantitative) in summer 1977 (1255). The analysis was based on data collected from 10 mayors and 295 staff of qualitative and quantitative subjects, using stratified random sampling and Cochran's formula (for quantitative phase). Was. The sampling method was "Samples containing rich information" (for the qualitative stage) from the target population. Data were collected in a qualitative phase using semi-structured interviews based on data theory and in a quantitative phase using a designed questionnaire including 88 items based on 5-point Likert spectrum, collected through soft SPSS and AMOS were analyzed. Exploratory and confirmatory factor analysis and Friedman test were used for data analysis. Findings: The results showed that the model of knowledge management training implementation includes 12 variables: organizational culture, organizational structure, information technology, human resources, knowledge process, leadership and leadership support, organizational learning, organizational strategies, communication, environment, It was motivation (benchmarking) and benchmarking. Conclusion: Knowledge management as a process effectively utilizes the competencies, experiences, specialties, skills, talents, thoughts, ideas, actions and imaginations of individuals and integrates them into the organization's information resources to achieve its goals.

INTRODUCTION: In Iran, natural disasters are constantly increasing; however, no research has clearly explained the indicators of resilience in such situations. Resilience enhances internal strengths and protects against potential threats to maintain and promote the health of the community. The present study aimed to design a crisis resilience model based on the institutionalization of organizational learning for managers and experts. METHODS: The present exploratory analysis study was performed on a sample size of 215 which was calculated using Cochran's formula. In order to design a crisis resilience model based on the institutionalization of organizational learning, first, the general texts of applied sociology and scientific databases were studied. Afterward, 450 concepts regarding the general institutionalization of culture were extracted and provided for the experts in universities and the Red Crescent Society using the Delphi method. Subsequently, the experts agreed upon 73 concepts regarding the institutionalization of the culture of resilience based on organizational learning. Finally, a questionnaire was prepared based on these 73 concepts. FINDINGS: The first step was the performance of the exploratory factor analysis in the SPSS version22 software on 73 concepts which resulted in the emergence of five main components, including management, objectives, culture, strategy, and education of crisis resilience. These components were identified and named according to the review of the related literature. In the second stage, the DEMATEL technique and software were used to determine the importance and effectiveness of the criteria. Eventually, in the third stage, the LISREL software was used to design the crisis resilience model based on the institutionalization of organizational learning. CONCLUSION: First, the exploratory factor analysis was performed in SPSS software version22 and the effectiveness and susceptibility of each factor were determined using the DEMATEL software. Subsequently, the model components, including the culture, strategy, education, and objectives of resilience were used as the input of LISREL software and the resilience model was designed based on the institutionalization of organizational learning.

INTRODUCTION: Today, organizations live in changing environmental conditions and various factors affect their performance strategies. Therefore, organizations should consider critical situations or crises and identify organizational strategies for crisis prevention and effective and efficient crisis management. To deal with the crisis, organizational learning plays an effective role in strategic preparation for crisis management; moreover, altruistic behavior and social innovation can play a facilitating and effective role in critical situations. Accordingly, the present study aimed to investigates the relationship of organizational learning and strategic preparation for crisis management with the mediating role of social innovation and altruism in the Red Crescent Society, Gilan, Iran. METHODS: This descriptive-correlation study was conducted based on an applied research method. The statistical population includes the staff of the branches of the Red Crescent Society, Gilan, Iran. The participants were selected using the stratified sampling method, and Cochran's formula was used to determine the sample size (n=208). The data were collected through standard questionnaires. FINDINGS: According to the results, organizational learning has a significant and direct effect on altruism, social innovation, and strategic preparation for crisis management. Moreover, social innovation and altruism play a mediating and effective role in the relationship between organizational learning and strategic preparation for crisis management. CONCLUSION: The results revealed that organizational learning has a positive effect on strategic preparation for crisis management, social innovation, and altruism. In addition, an increase in learning improves social innovation, altruism, and strategic preparation for crisis management.

INTRODUCTION: Environmental hazards caused by climate change and urban life prevailing practices have had a much greater impact in recent years than in the past. Aquatic ecosystems are not immune to such threats and their consequences, such as droughts and the emergence of interconnected crises. Since crisis studies are interdisciplinary, the organizational capacity of decision-making entities in urban areas plays a vital role in controlling these complex environmental changes. Therefore, this study aims to investigate organizational resilience as a guiding perspective in the crisis management process emphasizing organizational learning from crisis experience. The objective is to assess the organizational resilience capacity of public and official organizations in Isfahan, Iran, regarding the risks of the drought crisis. METHODS: This study proposes applying the Delphi method, the Bulls-eye method, and Gray relational analysis based on previous theoretical studies. The analysis begins by entering the initial weight of the Delphi method into the algorithm of this integrated method of weighing the values of uncertain indicators, followed by Gray relational analysis to describe the classification of official and public organizations in Isfahan, Iran. The statistical population consists of experts and professionals active in crisis management in the municipalities of Isfahan. The data of the Gray relational analysis decision matrix were obtained from a valid and structured questionnaire (Cronbach’s alpha=0.79) administered to a sample of 70 individuals with the Delphi method examining the quality of decisions by municipal experts from the 15 districts of Isfahan, who were purposefully selected for sampling. The municipalities were prioritized based on relative organizational resilience capacity. FINDINGS: The three indicators of investment, specification of roles, and organizational stability showed the highest weight, while the indicators of learning from previous crisis experiences, reconstruction planning, emergency services, and risk insurance coverage had in order the lowest weights. Organizational resilience of studied districts can be defined in three levels: 1) municipalities of districts 6, 5, 8, and 12 had the highest capacity; districts 2, 11, 9, 14, 15, and 4 showed weaknesses in their organizational indicators; and 3) districts 1, 3, 7, 10, and 13 were intermediate between the previous two levels. CONCLUSION: Considering that a larger number of areas in Isfahan showed low levels of organizational resilience, the status of organizational resilience in public and formal organizations in Isfahan does not report favorable conditions among the research indicators. Therefore, more attention is required to improve the aforementioned organizational indicators to achieve organizational learning from crisis conditions. Awareness of the level of organizational resilience helps to promote organizational learning, improves the crisis management process, and helps planners and managers to perform better in critical situations

The present study aimed to provide a model of organizational culture types affecting the perceived organizational performance according to the role of organizational learning has been done. The statistical population of this study includes the employees of the Kohgiluyeh and Boyer-Ahmad Agricultural Jihad Organization. The present study is practical in terms of nature and purpose, in identifying the types of organizational culture of qualitative research, and in identifying the relationships between variables in terms of research method. The statistical population in the fuzzy Delphi method was 15 experts who were sampled by a purposeful judgmental method. At the structural equation modeling, 220 employees were sampled by a simple random method. In order to collect the data, questionnaires were designed in the form of a fuzzy Delphi method and the Likert spectrum. The software used in this study is Smart PLS (version 3), SPSS (version 25), and Excel (version 2016). With the fuzzy Delphi method, between 23 dimensions identified from the literature, 14 were approved by experts. The results of the PLS method indicate that all hypotheses except the effect of the adhocracy culture, development culture, and employees supporting change according to the role of organizational learning on perceived organizational performance were confirmed. The results showed that the leadership component has the highest effect on organizational learning according to the role of organizational learning with a beta of %0.594.

The purpose of the research was to investigate the role of visionary leadership and empowering leadership of school principals On Teacher's Change Tendencies by mediating role of teachers’ organizational learning and professional development. The research population was all the primary school teachers of Kurdistan province. Of those, 364 teachers were selected by proportional stratified random sampling based on the Cochran's Formula. The research method was a quantitative correlational study based on the covariance based structural equation modeling approach. To collect data, the empowering leadership questionnaire (Ahearn, Mathieu and Rapp, 2005); visionary leadership questionnaire (Kanger and Kanango, 1998); Organizational learning questionnaire (Garcia Morales et al., 2006); professional development questionnaire (Nova's, 2008) and tendency to change questionnaire (Dunham et al, 1989) were used. The reliability and validity of the questionnaires were evaluated by the Cronbach's alpha coefficients and confirmatory factor analysis. To analyze the data, structural equation modeling was used by Lisrel software. The results showed that: visionary and empowering leadership of school principals had a direct, positive and meaningful effect on teachers' organizational learning, teachers' professional development and teachers' change tendencies. They had also a positive and significant indirect effect on teachers' change tendencies through organizational learning and professional development. The variables of visionary and empowering leadership of school principals, teachers' organizational learning, and teachers' professional development were able to explain 0.13 of the variance of teachers' change tendencies.

The aim of this study was to analyze the impact of organizational learning and marketing metrics on the marketing performance in the Elon Plast Company of Kermanshah province. It is a functional purpose study with descriptive – survey method. The statistical population includes 100 employees of Elon Plast Company in Kermanshah province. A sample of 80 people was chosen using Cochran formula. Data were collected through organizational learning questionnaire of Nife (2001); marketing metrics of Nazari and Akbari (2015) and marketing performance questionnaire of Nazari and Akbari (2015). The validity (content, convergent, divergent) and reliability (factor loading, composite Reliability coefficient, and Cronbach’s alpha coefficient) of questionnaires indicated that the measurement tools are of good reliability and validity. The results of the research by SMART-PLS software and using t test statistics and path coefficients (β) showed that organizational learning has strong, direct and significant impact on marketing metrics and marketing metrics have strong, direct and significant impact on the marketing performance. Also, organizational learning has strong, direct, indirect and significant impact on the marketing performance. On the other hand, marketing metrics can play the mediating role in the relationship between organizational learning on marketing performance. On the other hand, organizational learning can improve the positive effect that marketing metrics have on the marketing performance as a moderating variable.

The aim of this study was to analyze the impact of social capital and organizational learning on organizational performance in Payame Noor University of Kermanshah province. It is a functional purpose study with descriptive – survey method. The statistical population includes 470 employees of Payame Noor University in Kermanshah province. A sample of 212 people was chosen using Cochran formula. Data were collected through social capital questionnaire of Ownegh (2005), Akbari et al. (2013) and organizational performance of Baharestan et al. (2012). The validity (content, convergent, divergent) and reliability (factor load, composite Reliability coefficient, and Cronbach’s alpha coefficient) of questionnaires indicated that the measurement tools are of good reliability and validity. The results of the research by SMART-PLS software and using t test statistics and path coefficients (β) showed that social capital has strong, direct and significant impact on organizational learning and organizational performance. Also, social capital has strong, direct, indirect and significant impact on the organizational performance. On the other hand, organizational learning can play the mediating role in the relationship between social capitals on organizational performance. On the other hand, social capital can improve the positive effect that organizational learning has on the organizational performance as a moderating variable.