محمود قربانی

The aim of the current research was to design a sports tourism development model in the northern region of the country with a land-use approach. The research method is descriptive-correlation. The data were collected in a field form using a questionnaire. The face and content validity of the questionnaire were confirmed by experts in sports management, marketing, and sports tourism (15 people), and the construct validity was also confirmed by confirmatory factor analysis. The reliability of the findings was confirmed using Cronbach's alpha and composite reliability. The statistical population included employees of organizations related to the field of tourism and sports (researchers and professors in the field of sports tourism, executive directors of tourism and cultural heritage organizations, and sports organizations). A sufficient number of targeted and non-random sampling were selected in the structural equation approach (320 people). Finally, the data from 300 complete questionnaires were analyzed. Descriptive data analysis was done with SPSS software, and the inferential part was conducted using the structural equation modeling method (factor analysis) with PLS software. The results showed that the most important factors affecting the development of sports tourism in the northern regions, in order of importance and priority, include natural attractions and events (0.89), climatic conditions (0.84), managerial-executive factors (0.70), cultural-social factors (0.65), laws and policies (0.64), infrastructure and accommodation (0.51), and transportation flow (0.46). The development of sports tourism in the northern regions of the country requires serious attention to seven groups of effective factors identified in this area. It is also necessary to consider the priority and importance of each of the identified factors in the planning of this industry in the mentioned region.

Medical sciences universities grapple with high work pressure and the ongoing challenges posed by the pandemic. Addressing the need to bolster organizational adaptability and resilience in the face of these stressors, this study aimed to identify and forecast models that can enhance organizational resilience through a future research lens.

This research follows a developmental-applicative objective by employing a mixed exploratory approach within a qualitative framework. The study's participants encompassed management science experts and senior managers from medical sciences universities, selected based on specific characteristics and criteria. A total of 26 individuals were chosen to form the expert group and Delphi panel using a non-probability targeted (judgmental) sampling method.

Through the Delphi technique and the assessment of various consensus indicators, the study proposes an organizational resilience model incorporating a future research perspective for medical sciences universities. The model comprises 14 dimensions and 71 components, with eight dimensions and 38 components focusing on assessing organizational resilience, and six dimensions and 33 components dedicated to evaluating future research aspects.

The study advocates for officials and managers to use the model's components to enhance the resilience of medical sciences universities, particularly when adopting a future research-oriented approach.

In order to improve any phenomenon, one must identify its basic concepts and components, and then define a model in which the identified concepts and components interrelate and collectively define the given phenomenon. As for the concepts of intellectual capital and organizational learning, and the design of a comprehensive model, a group of 25 university professional who are experts in education was selected using the snowball method, was given a questionnaire which was constructed by the author and verified by the experts as adequately valid and reliable. The collected data were analyzed using both qualitative and quantitate methods yielding a model that was eventually confirmed as appropriate by the experts. Furthermore, confirmative factor analysis of the data showed that they are well coordinated within a factorial structure. The model not only expands the two concepts, but identifies their dimensions as well. Given the validity, reliability, and the calculated variances were at an acceptable level, the model is considered as appropriate.

Lack of familiarity with netiquette or virtual professionalism will be considered a problem for each of the two key elements of the educational system(teacher and student)will lead to misunderstandings and sometimes behaviors that are far from their dignity.The aim of this study is to design the netiquette model in the virtual education of medical students.

At first by reviewing the literature on the subject and library studies,the dimensions and components related to the subject were extracted and then to design the conceptual model of the research using the Delphi research method and an expert panel,the most important dimensions and components of Netiquette were determined.The statistical community included 15experts who were selected in relation to the research topic.

the Netiquette model was finalized with 10dimensions and 31components.The dimensions in the Netiquette variable include setup,evaluation and Netiquette rules and in the e-learning variable it includes technology,education,management,user interface design,ethical,organizational and evaluation.The criteria for accepting each component was its placement in the 3rd to 4th quartile.In this regard according to the agreement,there is no need to continue the Delphi process.

In the virtual education of the University of Medical Sciences, one of the ways to prevent the occurrence of many disorders in communication between professors and students is to familiarize them with the Netiquette process. Lack of familiarity with netiquette in cyberspace will overshadow activities such as educational design and content editing

Intellectual and social capital are important organizational assets that can greatly help the organization in creating and sharing knowledge to improve the organization's performance. Therefore, the current research was developed with the aim of designing and presenting the mentioned model and validating it in Mashhad University of Medical Sciences.

This research is of a mixed type. The research strategy in the qualitative part is content analysis and in the quantitative part, survey. The statistical sample in the qualitative stage was 13 experts and university specialists who were selected as the sample size using the principle of saturation and the purposeful and judgmental sampling method. The statistical sample in the quantitative section was all the employees and faculty members of Mashhad University of Medical Sciences in the number of 15415. The data collection method is indepth and semi structured interview in the qualitative part and questionnaire in the quantitative part. To analyze the data of this research, in the qualitative part of the software, Maxqda version 2018, and in the quantitative part, SPSS and structural equations were used from AMOS.

The findings in the mentioned model include intellectual capital in 4 dimensions of human capital, structural, customer respect and innovation, and social capital in 3 dimensions of structural, relational and cognitive capital. In the quantitative part, the results showed that the mentioned model has the required validity.

According to the results of the research, it is possible to strengthen social capital in structural, relational and cognitive dimensions by strengthening intellectual capital.

The purpose of this research is to study social responsibility in the power distribution company of Khorasan Razavi province. For this purpose, conducting a research with a mixed approach was put on the agenda. First, in the qualitative part, by using the content analysis method, dimensions, components and indicators of corporate social responsibility were extracted in 6 dimensions, 28 components and 72 indicators. The statistical population in this section included all scientific texts (books and articles) in the field of corporate social responsibility. Then, in the quantitative part, the model presented using the structural equation modeling technique in three stages including: fitting the measurement model, fitting the structural model and general fitting the model and using PLS software in the electricity distribution company of Razavi Khorasan province. was evaluated. The statistical population in this section consisted of all top, middle and operational managers of Khorasan Razavi Province Electricity Company, numbering 167 people, from which 115 people were selected as a statistical sample using the Karjesi and Morgan table. Then, according to the obtained results, the rank of each of the dimensions, components and indicators in the model was determined in Razavi Khorasan Electricity Distribution Company and the results were reported. Electric company managers can take advantage of the results of this research in order to improve the social responsibility of managers in the Razavi Khorasan province electric company complex.

The purpose of the present study was to present an innovative university model for and among the Islamic Azad Universities of North Khorasan. The researchers applied the qualitative method to carry out the study and the ‘theme analysis’ to analyze the data. The target population was comprised of the experts in the field of management of whom 20 subjects were selected as the expert panel. By applying an interview protocol, the data was collected and by using the software ‘NVIVO’ the data was analyzed. The findings of the study indicated that, based on the expert panel’s views, an innovative university among the Islamic Azad Universities of North Khorasan enjoyed five selective indicators (codes), thirteen indicators (codes) of orientation, and fifty nine free codes. To measure the validity of the qualitative phase of the study, the researchers used the expert-triangulation method which was conducted by two experts in management. Thence, the identified selective indicators (codes) were ranked by applying the Friedman Test. The results of this section showed that the personality, organizational structure, and information technology dimension characteristics respectively enjoyed the utmost significance in structuring an innovative university. Therefore, according to the findings of the present study, to materialize an innovative university, one is required to closely prioritize the personality, organizational structure, and information technology characteristics.

The purpose of this study was to design and explain the model of ethical leadership with social responsibility of high school staff in the seven districts of Mashhad. The research was in development-applied and mixed method. First, with the Delphi technique, the opinions of 24 experts in educational management and experienced management of the seven districts of Mashhad were collected. Then, the research questionnaire was designed according to the obtained dimensions and components. The face , content validity (15 experts in the field of study) and reliability (Cronbach's alpha 0.80) confirmed, and among 377 Mashhad high school staff , which were selected randomly, distributed.Data analysis was performed using structural equation methods and Spss and Amos software. Ethical leadership style had 4 dimensions (14 components) that individual and managerial dimensions had the highest importance. Also, organizational social responsibility had 4 dimensions (16 components) which the environmental and social dimensions were the most important. Given the importance of ethical leadership with organizational social responsibility in promoting the level of organization productivity and individual , managerial, environment and social dimensions priorities , managers of education and schools should pay special attention to such components.

Due to the changes that have taken place inside and outside organizations today, the organization needs to be more innovative, flexible and dynamic. Team building, by combining different realities and perspectives to create new capabilities, leads to innovation in organizations. The present study aims to investigate and develop a team-based organization model with an organizational innovation approach. This research is exploratory In terms of purpose. Also, a combination of quantitative and qualitative research method is used. Moreover, data collection tools are questionnaires and interviews. The statistical population was all employees of incubators and science and technology parks in Razavi Khorasan, that 108 employees were selected as a sample based on Cochran's formula. Data analysis was performed by confirmatory factor analysis using Amos software to validate the model. Performing the necessary calculations in the software while confirming the relationships between the latent variables in the structural model indicates that CFI value for the first-order measurement model of innovation and team-based organization Also, the second-order factor analysis model is equal to 0.903, 0.901 and 0.908, respectively. Given that it is more than 0.9, we can say that the data is very well fitted. According to the research findings, it can be conducted that focusing on variables of team-oriented organization can increase the organizational innovation of employees.

Organizational transparency is one of the tools that helps organizations in achieving goals, especially health-related goals. Due to the increasing role of organizational transparency and organizational health in achieving organizational goals, especially the impact of these two dimensions in healthcare organizations such as universities of medical sciences whose goal is to improve society's health, this study aims to identify the dimensions and components of organizational transparency with a health promotion approach It was organized in the University of Medical Sciences.

This study was applied in terms of purpose, which was carried out using the Delphi method. The research community was experts who were familiar with the research subject, and according to the principle of theoretical saturation, 25 of them were selected by purposeful and snowball sampling methods. The data of the current research were collected with tools including review of library resources and interviews with experts and analyzed after three rounds of Delphi.

The results showed that the dimensions and components affecting organizational transparency include dimensions: organizational transparency with eight components, information management, organizational accountability and human resource management with seven components each, trust and monitor ability and administrative automation with six components each. Religious and spiritual education, organizational control, participation, and responsibility were each with four components, lack of secrecy, information technology, culture building, and organizational whistle-blowing were each with three components. Also, the dimensions and components affecting organizational health included: effectiveness with seven components, cohesion with six components, optimal distribution of power with five components, morale, innovation, autonomy, adequacy of communication, and goal focus with three components each.

According to the results of this study, health professionals can design and implement programs to improve organizational transparency with the approach of promoting organizational health, and the University of Medical Sciences can identify the above components for organizational health and organizational transparency.

Since higher education centers and universities are among the large and complex organizations that are more specialized and efficient than the other human resources organizations in providing and manpower training, they have a special sensitivity. Also, considering that human development in line with coordination and harmony with the great changes of society, is the main task of the higher education system, this requires universities to have the necessary qualifications of educational administrators (Ismaili et al., 1397). The purpose of this study was to design a competency model for training managers of higher education centers to apply professional skills

This study was conducted in an applied type and in a combined method of exploratory mixed type (qualitative-quantitative). Expert concurrence was used to determine the dimensions of competency components and professional skills based on theoretical foundations.

Six dimensions for professional skills, which include: 1. Technical, human, 3. Perceptual, 4. Communication, 5. Cartesian skills, 6. Innovative skills. Managerial skills 3. Organizational factors 4. Entrepreneurial competence 5. Business competence 6. Leadership 7. Decision making 8. Collaboration. Explain and predict. Professionals are 75% effective in training competitors.

The results showed that higher education centers in order to achieve these categories step by step and gradually according to a roadmap and long-term strategic plan and in order to implement it, it is necessary to formulate an action plan. It helps.

This study was carried out to investigate the role of group wares in increasing organizational learning capability in Farhangian University. In order to investigate the effects of deterrence (barriers) or promotion (facilitation) of the group ware and information technology on organizational learning capability was studied.

The present study was performed by mixed method. In the "qualitative method" with "referring to the opinion of Delphi experts" and "documentary analysis" this field was done. Components affecting the learning ability of Farhangian University, based on library studies and semi-structured interviews with "scientific and executive experts", are identified and in a small part then by methods of measuring content validity ratio (CVR) and content validity index (Content validity) index: CVI) 9 components were identified and its reliability was confirmed through a pre-study in a sample of 30 people using Cronbach's alpha method. One of the most important was organizational technology (software group) which was discussed in this study

 In the qualitative research section, by referring to the specialized panel, component identification was performed and In a small study, after validation and validity assessment, the results showed that. Among the 6 items, "Using previous experiences" did not have a favorable status, did not obtain sufficient validity and was excluded from the study. Calculations are performed in SPSS22 .

The results showed the group ware effective mediation role in the implementation of administrative, research and educational processes and also in the development of intellectual capital in the university in order to prevent disruption in the teaching-learning process. Finally, effective solutions were proposed to improve the organizational learning capability with the help of group wares.

This study aimed to develop a qualitative model of intellectual capital promotion with an organizational innovation approach in the General Department of Education of Khorasan Razavi Province and the seven districts of the Mashhad Education Department. It was applied-developmental in terms of purpose, mixed (quantitative-qualitative) in terms.

This study method was descriptive in terms of data collection. The statistical population consisted of academic and professional education experts, of whom 20 people were selected using purposive sampling. After conducting library and exploratory studies, a list of the propositions concerning the dimensions and components of the research variables was provided and after receiving the quantitative and qualitative corrective comments, it was confirmed by academic and professional education experts. During the three stages of Delphi After determining and confirming the reliability  using Cronbach's alpha coefficient(.947),(.842) and(.947). it was distributed to the Delphi members in the form of a researcher-developed questionnaire. Data were analyzed by the statistical procedures and (SPSS) and experts reached a consensus about research dimensions and research components using Kendall's coefficient of concordance.

The results showed there were three dimensions and 25 components of intellectual capital and there were six dimensions and 19 components of organizational learning.

Finally,  the qualitative model of intellectual capital promotion with an organizational innovation approach was developed by experts.

The aim of this study was to identify and explain the competencies of entrepreneurial university managers in the framework of qualitative approach and content analysis. The statistical population consisted of 20experts in the field of entrepreneurship education or active members in entrepreneurship centers. Delphi questionnaire, dimensions and components were compiled based on the consensus of experts. The questionnaire was distributed among the statistical community. Entrepreneurial University and the number of 11 dimensions and 11 components for the organizational learning variable were obtained. Finally, after the end of the third year, the conceptual model of the research included 22 dimensions and 34 components for the entrepreneurial university variable and 6 dimensions and 6components for the organizational learning variable that formed the final questionnaire.Managers of entrepreneurial universities in the behavioral dimension of entrepreneurial university and in the components of managers with teamwork skills, manager There are creative and innovative, managers with the spirit of adaptation to the environment, managers with the spirit of risk-taking and innovative and creative faculty members. Behavioral dimension in entrepreneurial university from the point of view of experts: 1. Managers with the spirit of extraversion and adaptation to the environment 2.Kartimi encouragement in the university 3. Managers with a spirit of risk-taking 4. Managers with teamwork skills 5. Managers with a spirit of creativity and innovation 6. Managers with the characteristics of innovative people. In terms of prioritizing the components of the behavioral dimension in organizational learning according to experts: 1. Encourage members to work in a team.

This research is applied in terms of purpose and qualitative in terms of method. The statistical population in the qualitative section included all professors of educational sciences and management groups and senior staff managers of higher education institutions as well as managers and deputies of education in the seven districts of Mashhad. After designing the initial conceptual model based on the theoretical foundations and background of the present research and qualitative analysis; The dimensions and components of the model were sent to 20 experts, and the validity of each of the questions was measured and monitored in three different stages of Delphi. Therefore, the validity of the research instrument was assessed and evaluated as a formal validity according to the opinions of experts. Factor analysis was also used. Using pre-test data from a sample of 25 members, the Cronbach's alpha coefficient was calculated to be greater than 0.8. Based on the findings of this study, the succession model has been identified in 4 dimensions of policy determination, volunteer evaluation, volunteer training and effectiveness evaluation. The relevant model consists of 9 components that have the greatest impact on succession.

Organizations are increasingly facing dynamic and changing environments. Due to more complexity for organizations to adapt to environmental changes, the education organization like the other ones should be able to adopt new technologies to give appropriate responses to environmental changes. This social institution plays a critical role in the management of society and the sustainable development of the country. Therefore, its continued growth can be guaranteed by promoting intellectual capital and moving towards innovative behaviors. accordingly, the purpose of this research was to investigate the impact of intellectual capital on organizational innovation.

THEORETICAL FRAMEWORK:

A brief look at intellectual capital literature shows that there exists no consensus on its definition between scholars. However, there is agreement on its economy-oriented and knowledge-oriented approaches to it and researchers consider the main three components of intellectual capital as human, structural, and customer capital. Intellectual capital is the total hidden assets of the organization that are not shown in the balance sheet. Therefore, it includes both what is in the brains of the organization's members and what remains after people leave the organization. On the other hand, organizational innovation which is an intangible and inimitable resource can be defined as the successful implementation of new ideas encompassing changes in the structure and processes of an organization to apply new management, work, and operational concepts.

A quantitative approach in the form of a survey-analytical strategy was used to conduct the research. The study population consisted of all managers and administrative experts of the General Department of Education of Razavi Khorasan province. Using Cochran's formula, the sample size was calculated to be 282 people. To collect data, a questionnaire with five-point Likert-type scales was utilized. Finally, Structural equation modeling was conducted in SmartPLS software to test the research hypotheses.

In terms of the components of intellectual capital, the findings showed that human, structural, and relational capital respectively has the highest mean. Regarding the components of organizational innovation, the components of technical and managerial innovation had the highest and lowest mean respectively. While all the path coefficients were significant, the component of relational capital had the strongest effect (β=0.532) on organizational innovation. This finding highlights the importance of relational capital. In total, intellectual capital was able to explain about 72 percent of the variance in organizational innovation.

CONCLUSIONS & SUGGESTIONS:

Since the effect of the three components of intellectual capital on organizational innovation was positive and significant, it can be recommended to investigate the affecting factors of these components separately in the organization of education. To facilitate the implementation of new ideas in this organization, we propose setting up a suggestion system using IT technology in line with promoting open innovation. Moreover, to implement more educational innovations, it is suggested to make strategic agreements and links with scientific centers such as universities, knowledge-based firms, and science and technology parks.

 In the 21st century, the mission of the university is to train human resources and the next generation to be committed, innovative and entrepreneurial. Be innovative and entrepreneurial and believe in yourself. Therefore, the purpose of this study was to design an entrepreneurial university model with an organizational approach in higher education.

Design/ methodology/ approach:

   This research was conducted in terms of applied-developmental goal, in terms of descriptive nature and in terms of method, combined (mixed). The statistical population in the qualitative section was 20 people including experts in the field of entrepreneurship education and members of entrepreneurship centers and in the quantitative section was 967 faculty members of Khorasan Razavi Azad Universities, of which 258 people were selected as a statistical sample. The sampling method in the qualitative part was the targeted method and snowball and in the quantitative part was the quota sampling method. The method of data collection was library and field methods and measurement tools in the qualitative part using the Delphi technique and in the quantitative part according to the corona conditions was an online researcher-made questionnaire whose questions were taken from interview data. In order to test the research hypotheses, the structural equation modeling method was used and for this purpose, AMOS statistical software version 24 was used.

  In the qualitative part, in the first round of Delphi and according to the opinion of experts, 154 dimensions and 597 components were designed for the entrepreneur university variable and 37 dimensions and 14 components for the organizational learning variable. Finally, after the end of the third round, the conceptual model of the research included 21 dimensions and 34 components for the entrepreneur university variable and 6 dimensions and 6 components for the organizational learning variable, which was a quantitative questionnaire. The results of this study identified the dimensions of entrepreneurial university and organizational learning and the priority of each of them and showed that all 21 dimensions of entrepreneurial university were effective factors on the entrepreneurial university model. Due to the degree of impact (factor load), it was observed that the dimensions of environmental factors, new business creation and entrepreneurial leadership had a greater impact on the entrepreneurial university, respectively. The results also showed that all six dimensions of teamwork, creating a supportive culture in the organization, leadership style, organizational strategy, organizational structure and the role of senior management are effective factors in measuring organizational learning and it was observed that the dimensions of organizational strategy, organizational structure and Leadership style had a greater effect on measuring organizational learning, respectively. Findings indicate that organizational learning with an impact factor of 0.79 has a role in creating entrepreneurship in the university and is effective. The framework of this study led to the presentation of the entrepreneurial university model with an organizational learning approach in higher education and provided the basis for paying attention to the priorities of the entrepreneurial university in the free universities of Khorasan Razavi.  Limitations & Consequences: The limitations of this research are: due to lack of time and cost, it was not carried out in the universities of the country. Triangulation method was not used in this research due to the lack of observation. Due to the Corona situation, sampling was done in a small part of the quota sampling type.

Practical Consequences: 

The framework of this research can lead to the presentation of the Entrepreneurial University model with an organizational learning approach in higher education and provide the context to pay attention to the priority of Entrepreneurial University factors in higher education.

Innovation or value of the Article: 

The present research is the only research in the field of designing an entrepreneurial university model in higher education, which has been carried out according to the organizational learning approach.

In today's world, Intellectual capital and social capital have important organizational capabilities and assets that can help the organization in creating and sharing knowledge to improve the performance of the organization. Hence, for today's organizations, the design of metrics and indicators related to intellectual capital and social capital and its development is of great importance. Therefore, the current research was compiled with the aim of explaining the factors related to the promotion of intellectual capital with the approach of social capital in Mashhad University of Medical Sciences in 1400.

The research method is inductive and qualitative. Also, the research strategy is content analysis. The statistical population consisted of university experts and specialists who were selected as the sample size using the saturation principle and snowball sampling method. In-depth and semi-structured interviews were used to collect data. Data analysis was done using the qualitative data analysis method known as content analysis, using Max Kyoda software version 2018.

Based on the research findings, the dimensions and components of intellectual capital in 4 categories and 11 components and the dimensions and components of social capital in 3 categories and 7 components were identified.

Based on the findings of this research, by investing in the organization's social capital in cognitive, structural and relational dimensions, it can be expected that the organization's intellectual capital, including human capital, structural capital, respect for clients and innovation capital, will increase.

Knowledge-based companies of any size need to improve their performance in the form of organizational innovation and in some cases organizational resilience in order to achieve excellence and their desired goals.

To identify the dimensions and components of organizational innovation capability with the organizational resilience approach in knowledge-based companies.

The current research method is interpretive in terms of paradigm, inductive in terms of approach and qualitative in terms of method. The tools for collecting information are library sources and interviews. To collect data, according to the conditions of sampling adequacy and achieving theoretical saturation, 25 experts were selected in a snowball and targeted method.

The results showed that organizational innovation capability has 13 dimensions. These dimensions explain that for the purpose of resilient innovation, one should pay attention to the ideas and individual characteristics, the organizational and structural capacities of the organization, as well as the amount of core technology, vulnerability and flexibility of knowledge-based companies against crises. Companies' awareness of the surrounding environment and strategies and resilience capabilities should also be taken into consideration. These dimensions and components include individual, structural, operational, technology, innovation, organizational, environmental, situational awareness, vulnerability component, flexibility capacity, resilience capacity, resilience strategy and empowerment

The present study was conducted with the intention of designing a conceptual model for an innovative university with a focus on the organizational learning approach in the Islamic Azad universities of North Khorasan. To carry out the study, the mixed-method was applied and the target population was the experts in the field of management of whom 20 subjects were selected as the expert panel. By applying the ‘theme analysis’, interview protocol, and qualitative data analysis software ‘NVIVO’, the data of the qualitative phase was analyzed.The findings indicated that, based on the experts’ opinions, an innovative university among North Khorasan universities possessed 139 free codes that were grouped into 27 axial codes. Finally they were classified into 10 selective codes. To measure and confirm the validity of the qualitative phase of the study, the investigator-triangulation was used where two university professors of management analyzed and judged the process and the instrument. To continue the study procedures, the questionnaire for the quantitative phase was developed whose face and content validity and reliability were confirmed by employing the Cronbach’s alpha. Thence, the questionnaire was administered to 124 faculty members of North Khorasan Islamic Azad universities, and the findings obtained from the quantitative section of the study indicated that the status-quo of the innovative university and organizational learning approach indices was far below average. Based on the structural equation analysis

Objective-wise, this research falls into the applied category, while a qualitative method has been used, and the model has been designed based on the Delphi method. The statistical population consisted of all educational and administration sciences professors, senior executives of higher education institutes, and deputy directors of the seven school districts in the city of Mashhad during the school year of 2017-2018. Having designed the initial conceptual model based on theoretical background and qualitative analysis, we sent the dimensions and components of the model to 20 well-informed individuals, and the validity of each question was assessed and surveyed in three different stages of the Delphi method. Moreover, after some recommended modifications were made in the questionnaire for this study based on the findings, the final draft of the questionnaire was prepared. Therefore, face validity has been the basis for the assessment of the validity of the research tool, for points of view of well-informed individuals have been used. Factor analysis has also been used. Using the data obtained from the pre-test for a sample consisting of 25 individuals, the Cronbach's alpha was calculated to be greater than 0.8, which indicates the high reliability of the research tool used. Based on the findings of this research, the competence model consists of four dimensions -- individual, communicative, organizational and professional -- and 32 components. Furthermore, the succession method consisted of four stages -- determining policies, assessing candidates, training candidates and evaluating their effectiveness -- and 9 components.

The aim of this study was to design a model for promoting organizational innovation capabilities with an organizational resilience approach in Mashhad knowledge-based companies during 18 months between 2018-2020.

In terms of purpose, this research is applied research, in terms of type, combination (qualitative and quantitative) and in terms of method, descriptive-correlation. The statistical population of the qualitative section: 25 experts in related fields and the statistical population of the quantitative section: managers and senior experts working in knowledge-based companies in Mashhad was 650 people, of which 240 people were selected as a statistical sample. Qualitative sampling was purposeful and in the quantitative part was simple random sampling. The data collection tool was a questionnaire. Structural equation modeling was used to test the research hypotheses.

The findings indicate that the dimensions of organizational innovation ability in the direction of impact on organizational resilience were as follows: Individual dimension (0.287), structural dimension (0.189), operational dimension (0.130), innovation dimension (0.126), technology dimension (0.111), organizational dimension (0.117) and environmental dimension (0.095).Limitations and Consequences: Lack of control and study of the role of other factors affecting the model of promoting organizational innovation capabilities with organizational resilience approach in knowledge-based companies is the limitation of this research. For future research, the role of mediating variables should be carefully considered so that other relationships between variables are as clear and comprehensive as possible.

By having organizational innovation capabilities, knowledge-based companies can identify environmental opportunities and increase organizational resilience.Initiative or value of the article: In this study, the effect of organizational innovation capabilities on organizational resilience in knowledge-based companies is investigated.

Coaching is a new paradigm in learning and connecting the two words of human capital development and organizational learning that enables individuals to adapt more quickly to environmental change and identify their capacities and abilities and leads to increased organizational productivity through the actualization of the potential skills of organization human resources, which are key drivers of the success of any organization.Therefore, the purpose of this research is to inquiring the factors affecting the establishment of coaching in public organizations that have been done by qualitative method and content analysis. The statistical sample in this research consisted of 12 experts that had some published works in the field of coaching and selected by Snowballing sampling method and MAXQDA software is used for data analysis.The results of the research identified two factors of human and organizational resources. The human resources factor consists of two dimensions of coach and coachee and the organizational resources factor consists both structure and content dimensions.

This study aimed to develop a qualitative model of intellectual capital based on the organizational learning approach in the General Department of Education of Khorasan Razavi Province and the seven districts of the Mashhad Education Department. It was applied-developmental in terms of purpose, mixed (quantitative-qualitative) in terms.
research This study method and descriptive in terms of data collection. The statistical population consisted of academic and professional education experts, of whom 25 people were selected using the purposive sampling. After defining the subject and conducting library and exploratory studies, a list of the propositions concerning the dimensions and components of the research variables was provided and after receiving the qualitative and quantitative corrective comments, it was confirmed by academic and professional education experts. After determining and confirming the reliability using the Cronbach's alpha coefficient, it was distributed to the Delphi members in the form of a researcher-developed questionnaire. Data were analyzed by the statistical procedures and (SPSS 22) and experts reached a consensus about research dimensions and research components using the Kendall's coefficient of concordance (0.723).
The results showed there were four dimensions and 21 components of intellectual capital and there were three dimensions and 12 components of organizational learning.
Finally, the appropriateness of the model was confirmed by the experts using one sample t-test.

Coaching is a new and applied method for human resource development with such goals as improving organizational learning. Coach-oriented organizations, in addition to developing organizational learning patterns, can provide a good platform to enrich individual and organizational goals. In higher education for improving the universities’ organizational learning, it is a major priority in policy-makers agenda to design and evaluate programs such as coaching. Farhangian University is a higher education institute that seeks for sustainable development of human resources, and consequently, values human resource training. Therefore, the main purpose of this study is to develop a model for establishing a coach-oriented organization with the approach of organizational learning at Farhangian University.

 THEORETICAL FRAMEWORK:

Coaching is a method to develop human resources. It can help organizations to create a favorable position compared to their competitors, improve organizational performance, and accelerate learning. A coach-oriented organization is an organization that seeks for growing and fostering its human resources through the coaching technique. By providing factors such as coaching culture, business background, and human resource management, this type of organization prepares a platform to enjoy the benefits of coaching. Organizational learning is a set of interactions to coordinate individual, group, and organizational levels. It is a dynamic process enabling the organization to quickly adapt to environmental changes. During the process of organizational learning, an educational unit continuously improves the level of thinking of members and knowledge acquisition and dissemination. By implementing this approach, the organization moves towards learning.

This is a mixed-methods study. In the qualitative phase, needed data collected through library studies, face-to-face interviews, and the Delphi questionnaire. Delphi panel was comprised of 25 experts based on snowball sampling which is a non-random and purposeful method. In the quantitative phase, the statistical population was comprised of 396 employees of Farhangian University in Razavi, North, and South Khorasan provinces. The sample size of 196 was calculated using Morgan’s table and selected by conducting a stratified random sampling method. The questionnaire obtained from the first phase was utilized in the quantitative phase after evaluating and confirming face validity, content validity by CVI index, construct validity, and Cronbach's alpha reliability. The SPSS software was for descriptive statistics, and for inferential statistics, the structural equation modeling was conducted in SmartPLS and Amos software.

In the qualitative phase, the dimensions and components of the model were finalized after performing four Delphi rounds. In the quantitative phase, the findings indicated the model's goodness of fit. The results were based on a model consisting of 2 variables, 7 dimensions, 27 components, and 131 indicators. Dimensions such as “establishment process” and “learning levels” were the most important respectively in the variables of coach-oriented organization and organizational learning.

CONCLUSIONS & SUGGESTIONS:

The findings indicated that the establishment of coaching in the organization has an impact on organizational learning. Farhangian University was found to have the capacity of becoming a coach-oriented organization if utilizing all the processes of action, execution, and monitoring.