مجله مدیریت فرهنگ سازمانی
پیاپی 23 (بهار و تابستان 1390)

Today, the necessity of theories localizing, especially in humanities, is the public want in Iranian scientific society. Using the Islamic texts for theorizing in new area is one of the suitable approaches for localizing which is developing continuously. But because of poor methodology in this approach, the results are not acceptable. The purpose of this article is introducing a qualitative method in theorizing for doing Islamic researches. In order to approve the efficiency, we have used this method in a case study and explained its implementation step by step. The methodology of Grounded theory has been chosen for this purpose. Author believes that this methodology is one of the methods that can be used in Islamic researches. The stages of implementation of this method which has been known as "Coding", is convenient with the method of research in Islamic texts. For open coding, we used the document analysis and for classifying the factors and discovering the relations among components and dimensions in two stages of principal coding and selective coding, we have used the expert test. For modeling stage, the multi opinion technique has been used. Creation of 34 dimensions has been the results of this research that have been classified in five categories: 1. Effective variables, 2. Field maker variables, 3. Preventive variables, 4. Output and results 5. Empowerment dimensions.

Nowadays knowledge is a strategic and valuable resource as well as a property for any organization. Without proper management and use of this valuable resource, providing good quality products and services is difficult and sometimes impossible. On the other hand, implementing knowledge management without appropriate structure is not possible. Organizations should adopt structures that allow them to create and tranfer more possible knowledge. organizational structure affects on information flow as well as environment and nature of human interactions and eventually competitive advantages in knowledge economy. In order to reach to this kind of structure, the relationship between formality, complexity and centralization and knowledge management in press division of Iran Khodro were examined. The results show that there is a significant relationship between organizational structure and its dimensions and knowledge management. Finally, we used multiple regression to investigate the simultaneous effects of organizational structure dimensions on knowledge management.

This study examines the effects of organizational culture (OC) on corporate entrepreneurship (CE) among small and medium enterprises (SMEs). First, some models were developed to measure organizational culture and corporate entrepreneurial activities. These models measure the key factors of OC that influence personnel to initiate CE and different entrepreneurial activities that SMEs applied for success. For this purpose, the stratified data sampling method was used and samples were selected from middle managers of SMEs in Yazd Province. Based on factors loading scores and components loading distribution, latent factors were extracted and named. The study concluded the existence of twelve different factors for OC and four factors for CE. These results were confirmed by other relevant studies. Validity of conceptual models derived in respect of OC and CE was assessed through path analysis and confirmatory factor analysis. The results indicated the causality between indicators and latent factors. Then, a structural model was developed based on the relationship between latent factors of OC and corporate entrepreneurship. Result confirms the effects of all cultural factors except for strategic motives on SME's innovational actions. coordination factor has negative effect and tendency to change has the most effect on innovation and organizational self renewal. Developing the culture to be open to changes is the best solution in order to succeed in the small and medium enterprises. The climate of harmony has more effect on Risky investments in business.

In the 21st century interaction among the various disciplines is the focus of the attempts regarding the redefinition of the approaches and mental models. Scientific advances in physics and the formation of Quantum Physics have developed human understanding about complex and chaotic phenomena. Scientific influence of Quantum Theory caused the principles and concepts of this science to be used as a paradigm in other disciplines including management science. The purpose of this paper is to explain quantum theory implications for management knowledge. To reach this aim, literature review and interpretive hermeneutic approach have been used in this article. Based on literature review, concepts, principles and laws of quantum theory have been realized and their implications for management knowledge were explained. The results indicated that quantum paradigm in management has extraordinary analytical potentiality. Quantum paradigm can be useful to understanding and improving organization, leadership and management in very complex situations. The value of this paradigm is explanation of organizational life in the new perspective, and the main characteristics of this perspective are uncertainty, ambiguity and complexity.

Talent management is defined as a series of integrated activities to ensure attraction, retention, motivation and development of required talented employees by the organization, now and in the future. This study seeks to identify factors that measure talent management and for this purpose, Factor analysis (exploratory and confirmatory) has been used. Data was obtained from one hundred and twleve managers in Machinery and Industrial Equipment Industry and was analyzed using LISREL8.50 and SPSS16. Findings indicate that talent management can be measured by seventeen factors and that major factors measuring talent management are talent recognition, talent motivation, talents job support and talent creativity and innovation.

Public accountability is a sign of modern and democratic administration. Accountability has become a topic of concern in governance literature. The question of holding politicians and administration accountable in new governance environment, where many traditional means for controlling government have been no longer fully applied, has gained wide recognition. As a consequence, new types of accountability have been sought and identified. The article discusses the shifting conceptualization of accountability on the basis of Erkkila typology in light of changes in the patterns of administration (governance) in the literature of public administration. It argues that this shift can be related to the structural changes that have taken place in politics and public administrations from the late 1980s to the present. Also, the argument is made that instead of trying to identify new mechanisms of accountability, more attention should be paid to the transformations taking place among traditional mechanisms of accountability and their potentials in the new institutional design. This article attempts to examine this shift through using descriptive-analytical method and deductive reasoning.

The aim of this research is to evaluate the performance of the Office of Telecommunications in Abadeh in terms of client satisfaction. This is a field research which has been conducted through survey. The research population consists of twenty five managers and experts, seventy five employees of the Office of Telecommunications and two hundred of its customers. Due to the small size of the research population, all the population was surveyed. The validity of the questionnaire was confirmed through studying organizations’ documents and by the research advisors and consultants. Research reliability was assessed by calculating Cronbach Alpha. In analyzing the data, descriptive and analytic statistics were used. Research findings represent that the observed F-values of input, process, output, feedback factors and environmental interactions were not statistically significant at p<0.05 and client satisfaction in regard to five-factor indicator of organizational performance were the same. In general, client satisfaction of organizational performance was higher than average in terms of the frequency of their interactions with this office and their level of education. In addition, observed F-values of five-factor system indicator of this organization were statistically significant and managers’, experts’ and employees’ views regarding organizational performance were different, such that managers’ and customers’ satisfaction with the performance were lower than that of employees.