Foresight

The relationship between employment and academic motivation among college students is a critical issue that requires in-depth research. With the increasing higher education costs, more students take part-time or full-time jobs during their studies to pay for their tuition and living expenses. While employment can provide college students valuable work experience and financial support, it can also negatively impact their motivation and academic performance. The present applied-descriptive study is organized into two parts. The first part used documentary and library studies to compile the topics, and the second analyzed the research findings through the distribution of questionnaires and the use of SPSS software. In this study, 50 of the 100 participants were men, and 50 were women. Of these participants, 75 were in the age range of 18-25 and 25 in the age range of 26-30 years. The findings of inferential statistics demonstrated that employment, foresight, and extrinsic motivation have a strong positive and significant relationship with students’ academic motivation. In addition, a relatively weak relationship existed between intrinsic motivation and students’ academic motivation.

The present study was conducted with the aim of scenario planning of the future of strategic agility in the Ministry of Sports and Youth of the Islamic Republic of Iran through using future research. The method used in this research is scenario-based planning, which is designed and performed in eight steps. The method of data collection in this qualitative study was based on interview, expert panel and Delphi survey. Twenty experts with specialized knowledge or practical experience were selected as the participants of the research through using snowball sampling. In the first part, acceleration to affairs and processes, the application of new managerial competencies, innovative and agile organizational structure, the use of emerging technologies, and the existence of a system of encouragement and punishment based on strategic agility were identified as key drivers. In the second part, it identifies and describes possible and compatible scenarios based on the drivers and related uncertainties, and it was found that out of the two proposed scenarios, only one scenario is in a promising situation. According to this scenario, by increasing the speed of the affairs and processes, the use of new managerial competencies, agile organizational structure, emerging technologies, and the existence of an incentive system, we can see the improvement of strategic agility in the Ministry of Sports and Youth.

Purpose: Organizational transparency plays an important role in improving the performance of various organizations, especially service organizations. Therefore, the purpose of this study was to determine the relationship between e-governance foresight and the organizational transparency of managers in order to present a model. Methodology: This research was applied in terms of purpose and mixed (qualitative and quantitative) in terms of implementation method. The qualitative part of the community was experts related to the field of research, 12 people were selected as a sample according to the principle of theoretical saturation with non-random sampling and snowball methods. In 2017, there were 7170 people in the quantitative sector of managers of export banks in Tehran province, of which 365 people were selected as a sample according to the table of Karjesi and Morgan by simple random sampling. The research tool was semi-structured interview in the qualitative part and researcher-made questionnaires in the quantitative part, whose psychometric indicators were confirmed. Qualitative part data were analyzed with open, axial and selective coding method in MAXQDA software and quantitative part data were analyzed with exploratory factor analysis and structural equation modeling methods in SPSS and Smart PLS software. Findings: The findings of the qualitative section showed that the e-governance foresight has 75 indicators and 17 components in 6 dimensions: organizational, technical, information and data, marketing, resources and perspective and organizational transparency, 60 indicators and 15 components in 6 dimensions: information transparency, economic transparency, transparency The client had management transparency, organizational transparency and human resources transparency. Also, the findings of the quantitative section showed that the factor load and average variance extracted of all dimensions and components were higher than 0.70 and 0.50, respectively, and their reliability was calculated higher than 0.60 with Cronbach's alpha and combined methods. In addition, the relationship model of e-governance foresight with managers' organizational transparency had a good fit, and e-governance foresight and all its 6 dimensions including organizational, technical, information and data, marketing, resources and perspective had a positive and meaningful effect on managers' organizational transparency (05 /0P<). Conclusion: According to the results of this study, e-governance foresight had a positive effect on the organizational transparency of managers. Therefore, to improve organizational transparency, it is possible to improve the foresight of e-governance and its components including organizational, technical, information and data, marketing, resources and perspective.