Government Organizations

INTRODUCTION: The efficiency and development of any organization largely depend on the proper use of human resources. In today's organizations, to reduce organizational silence, employees express their ideas and share their views to increase organizational efficiency. This study was conducted to qualitatively explain the cultural and environmental factors that reduce organizational silence in government organizations. METHODS: This applied study was conducted based on a descriptive-analytical approach and implemented through the field research method. The samples (n=18) were selected among senior managers of government organizations using purposive sampling and the sample size required amount was based on theoretical saturation criterion. The required data were collected through holding interviews and they were analyzed using the grounded theory method. FINDINGS: The results showed that the four selective codes of "progress", "appropriate cultural background", "lack of proper attribution" and "increasing culture in the field of teamwork" could explain the concept of organizational silence. CONCLUSION: According to the results, the roots of the formation of this destructive and inhibitory organizational phenomenon are lied in the context of social, cultural, and political interactions, identified under the influence of "environmental and cultural factors", and started via social learning. These environmental and cultural factors can be programmed and corrected to guide and control organizational silence and direct the constructive voice of the organization.

Purpose: Rumor management in the context of social networks for government organizations is very important in order to maintain the organization's reputation and improve its performance. Therefore, the current research was conducted with the aim of designing a qualitative pattern of rumor management in the context of social networks in the Iranian government organizations. Methodology: The current research in terms of purpose was applied and in terms of its implementation method was qualitative. The research population was experts in the field of public administration and organizational behavior in the field of research. The sample of the present study according to the principle of theoretical saturation was estimated to be 15 people which this number was selected by the purposeful sampling method and they were subjected to semi-structured interviews, and its validity was confirmed by the triangulation method and its reliability was estimated by the Cohen's kappa coefficient method 0.719. Data were analyzed by coding method in MAXQDA-2020 software. Findings: The findings of this research indicated that 95 open codes, 5 core codes and 2 selective codes were identified for rumor management in the context of social networks in the Iranian government organizations. In this study, the selected codes were included the malicious rumors with three core codes of bad feelings, rumor transmission and thinking power, and innocent rumors with two core codes of trust building and reference support. Finally, the output of the software was drawn for the qualitative pattern of rumor management in the context of social networks in the Iranian government organizations. Conclusion: Based on the findings of the present research, the managers of Iranian government organizations can prevent their destructive effect on the advancement of the organization's goals by managing malicious rumors and innocent rumors.

Purpose: The purpose of this research was to provide a model for dynamic knowledge management in Iranian government organizations.Method: This research is applied in terms of purpose, survey-exploratory in terms of approach, and qualitative in terms of type. The statistical population of this research was a group of experts, including university professors, and senior managers of the Zanjan Province Industry, Mining and Trade Organization, and based on theoretical sampling, 11 of them were selected as a statistical sample and were interviewed. The approach adopted in this research to analyze the interviews was theme analysis.Findings: The results of the research led to the presentation of a new model in the field of dynamic knowledge management in Iranian government organizations, including five main variables (including: promotional levers of dynamic knowledge management, intra-organizational factors of dynamic knowledge management, extra-organizational factors of dynamic knowledge management, executive levers of dynamic knowledge management, and expected consequences of dynamic knowledge management).Conclusion: The results of this research showed that if dynamic knowledge management is implemented well in Iran's government organizations, it can be expected that organizational productivity and agility and the satisfaction of stakeholders will improve.