seyedeh fatemeh ghasempour ganji

The current study aims to deepen the knowledge of the direct and indirect effects of entrepreneurial marketing on customer satisfaction through customer value. The statistical population of this study is food and agricultural products exporting companies participating in the 27th International Agrofood Exhibition in Tehran 2020. Finally, 259 questionnaires considering systematic random sampling methods were explored by structural equation modeling (SEM) using Smart PLS3 software. The result reveals that entrepreneurial marketing affects customer satisfaction directly and indirectly through customer value. Moreover, innovativeness, pro-activeness, resource leverage, and customer orientation increase both customer value and customer satisfaction positively. However, the impact of risk-taking on both customer value and customer satisfaction is not significant. This study contributes to the theoretical ground of entrepreneurial marketing literature by providing this knowledge that which dimensions may affect satisfaction directly and indirectly through customer value.

All organizations encounter diversity in human resources (HR) to some extent that requires effective management. Diversity management (DM) practices play an important role in reducing the negative effects of diversity and increasing its positive effects. Therefore, the present research was conducted to explain the DM practices and consequences in the top governmental organizations in Iran, using thematic analysis. In this regard, interviews were conducted with 18 HR managers and executives in seven top governmental companies. MAXQDA software was used to analyze the collected data. The results of the research showed that diversity and equality management practices include the main themes of human resource management practices with an equality and justice approach (inclusion and equality in providing services to employees; equality in training courses; employment process with an equality approach; equality in employee performance evaluation; equality of pay, reward and promotion policies) and human resource management practices with diversity management approach (compensation for services with diversity management approach; diversity-oriented recruitment, selection and hiring process; performance evaluation in the field of diversity; diversity management training). Moreover, the consequences of diversity management includes two main themes of consequences at the individual level (empowering human resources; improving job response) and consequences at the organizational level (improving organizational performance, reducing organizational conflict and protests).

Based on a resource-based view and contingency-based approach, the current research investigated the link between several internal and external factors, export entrepreneurship and export performance, considering the moderating impact of psychic distance and network capacities. A random sample of 296 export managers was chosen to collect the research data, which were examined through PLS structural equation modeling. Findings demonstrated that export-learning-orientation and export entrepreneurship positively affect export performance. Moreover, export commitment and competitive intensity were the key attributes and predictors of export entrepreneurship. Psychic distance did not affect export entrepreneurship directly but had a negative moderating impact on the link between export-learning-orientation and export performance. Moreover, the moderating effect of network capacities on the link between export entrepreneurship on export performance was confirmed. Evidence from this study suggests that export entrepreneurship is multifactorial, driven by a variety of internal and external factors that are primarily contextual. Export managers of SMEs can use above findings in their decision-making and actions about the firms' export activity to enhance export performance.

This article aimed to analyze the direct and indirect impact of diversity management on innovative behavior through employee engagement and affective commitment. The sample used in this study came from a survey of 225 respondents who were employees of one of the prestigious universities in Mashhad. The data was gathered using a questionnaire and analyzed by structural equation modeling with Warp PLS 5. This research verified the direct effect of diversity management on employee innovative behavior. Moreover, results show that diversity management predicts employees’ affective commitment and employee engagement. The impact of affective commitment and employee engagement on employees’ innovative behavior was confirmed, too. The results show that diversity management, affective commitment, and employee engagement predict each phase of idea generation, idea promotion, and idea implementation. Based on this study, we recommend that human resource practices should institutionalize effective diversity management like training, employment, progression, and promotion. Furthermore, the high level of employee engagement and affective commitment could be considered by universities to increase innovative behavior. The current research addresses a gap in the current literature in the diversity management and innovative behavior context by employing different theoretical bases, including Social Exchange Theory and Institutional Theory.

The effectiveness and efficiency of any organization is dependent on the empowerment of its human resources as well as the presence of an ethical climate and organizational support. Hence, this article aims to analyze the impact of employee empowerment, ethical climate, and perceived organizational support on employee turnover intention directly and indirectly with the mediating role of job satisfaction. The data related to a sample of 215 employees of one of the biggest universities in Mashhad, Iran, was obtained using a questionnaire, which was then analyzed by Warp PLS 4. Results show that job satisfaction has a negative effect on turnover intention. Moreover, the positive effect of employee empowerment, ethical climate, and perceived organizational support on job satisfaction and the negative effect of ethical climate and perceived organizational support on turnover intention are supported. Results also support the point that job satisfaction mediates the effect of ethical context and perceived organizational support on turnover intention. The current study contributes to the present organizational literature on the social exchange theory and human resource outcomes. Guidelines are provided to the managers on how to address job satisfaction and turnover intension.

Now a days, there is an urgent need for doing research on the factors influencing job responses as a result of increasing women’s roles in various occupations. The purpose of this study was to evaluate the impact of ethical context on female staff’s job responses at Ferdowsi University of Mashhad. It is also intended to investigate the role of moderator variable of work values. We based our analysis on data from a random sample of two-stage classification. The sample which includs 210 subjects was determined by Morgan table. For data analysis, we used the mean test, correlation test, confirmatory factor analysis and structural equation by using WARPPLS software. The results indicate that the perception of ethical context on job satisfaction (0.56 = β) and turnover intention (0.36- = β) is effective. Also the moderator of the work values on job satisfaction (0.44 = β) is approved. However the relationship (0.53 = β) and the rewards (0.35 = β) have more effective role comparing with the relationship between ethics in the organization and job satisfaction.

An organization requires careful planning in the field of human resources for its optimal use of human resource. One of the variables affecting HRP is turnover intention. The purpose of this research contributes to the human resource planning with emphasis on the influence of moral texture on female employee's turnover intention in one university. It also examines the role of variable moderator of work values. We based our analysis on data from a random sample of two-stage classification. The samples which include 210 subjects were determined by Morgan table. For data analysis, we used ANOVAs test, confirmatory factor analysis and structural equation by using WARPPLS software. The results of the interviews show that in spite of high turnover intention of the organization, staff refused to do so for the reasons such as lack of better alternative jobs outside the organization and also benefiting from formal employment. A very surprising finding made it clear that the intention of turnover among university staff was greater than in other departments. This reality in human resource planning should be taken into consideration by human resource management. The results also indicate that the perception of ethical context has an effect on turnover intention. The role of moderator work value was approved for leaving the organization. However, the relationship and reward value has more effective role on the relationship between ethical context and turnover intention.