usef ramezani

Marketing researchers believe that the shopping process is a decision-making process and includes the steps that the buyer goes through to decide what kind of products to buy. The online shopping environment helps buyers to spend less time making decisions by accurately evaluating product information and comparing it with other products.
The purpose of this research is to investigate the effect of individual biases on online shopping behavior with regard to the mediating role of ethnocentrism (ethnic prejudices) of consumers (case study: domestic clothing brands on Instagram).
The research method is applied in terms of purpose and descriptive-correlation in terms of data collection method.
The statistical population in this research includes all the customers of the domestic brands of the clothing industry in Mashhad, whose number of customers is uncertain.
Therefore, in the statistical sample using Cochran's formula, 384 samples were selected by non-random sampling method.
The research tool was a 49-question questionnaire, whose content validity, according to the opinion of experts, and construct validity were measured based on the confirmatory factor analysis technique; also, to evaluate the reliability of the questionnaires, Cronbach's alpha test was used and for data analysis, the structural equation technique was used by applying Smart PLS software. The results indicated that consumer ethnocentrism mediates the effect of individual prejudices on online shopping behavior. Also, individual prejudices have a significant effect on consumers' ethnocentrism (ethnic prejudices) and consumers' online shopping behavior.

The purpose of this study is to investigate the factors affecting the willingness to share knowledge in social networks. This research is applied research. The statistical population of the study consisted of postgraduate students of higher education institutes in Mashhad who were selected through the non-probability sampling method. Data were analyzed using descriptive and inferential statistical methods and structural equations "SEM" in Smart PLS software. According to the results, interactive factors, pleasure in helping others, trust, perceived usefulness, ease of use Perceived, and adaptation have a positive and significant effect on attitude toward knowledge sharing, and organization of effort has a negative effect on attitude toward knowledge sharing. Knowledge automation does not affect attitudes toward knowledge sharing. Also, the influence of coworkers on the subjective norm of users has a significant positive effect on knowledge sharing. Knowledge automation factors, perceived ease of use, and accessibility of resources have a significant and positive effect on users' perceived behavioral control over knowledge sharing, as well as an attitude toward knowledge sharing, perceived behavioral control of knowledge sharing has a tendency to share knowledge in Social networks have no effect and subjective norms about knowledge sharing have a positive and significant effect on the willingness to share knowledge in social networks.

Since the modern organizational behavior and performance have faced to increasing complexity, so the awareness of managers and staff with these complexities and, consequently, efforts to increase human resource performance is essential. The purpose of this study is the investigation the effect of emotional work on job performance considering the moderating role of organizational, manager and colleague on 1396 among employees of a public organization in Mashhad. For this purpose, the sample consist of 376 was selected with stratified random sampling method. In order to collect information, a standard questionnaire for emotional work, job performance, organizational, manager and colleague support was distributed and finally, Structural equation modeling was used to test the hypotheses. There are many studies about job performance and organizational support, but the innovation aspect of this research is the examination of the variables of emotional work, job performance, organizational, manager and colleague support that are combined in a single model.

Job Performance
One of the basic variables in organizational behavior is job performance. job performance is closely related to organizational performance and it measures the role of individual efforts and behaviors in achieving organizational goals.
Emotional work
Emotional work is the use of various strategies to express feelings in interaction with the client. Grande is one of the experts who considered two types of behavior in the concept of emotion. The first type is surface action strategy which involves suppressing real feelings and pretending to be desirable. The second type is the deep acting strategy which means that the person in the conscience adjusts or changes his feelings to choose the appropriate emotional sight. According to the theoretical framework and research background, the following hypotheses are proposed:
Deep acting has a significant and positive impact on job performance.
Surface acting has a significant and positive impact on job performance.
Organizational, manager and colleague support
Organizational support theory suggests that employees form a general view of the extent to which organizations support them and in exchange of this support, they try to achieve organizational goals. The manager support takes place when employees understand that manager’s value their participation, and they pay attention to their well-being, interests and comfort; because the managers represent the organization and are responsible for guiding the staff and evaluating their performance. Colleague support is defined as the employee's belief in the quality of helping colleagues' communications. According to the theoretical framework and research background, the following hypotheses are proposed:
Manager support moderates the impact of deep acting on job performance.
Manager support moderates the impact of surface acting on job performance.
Colleague support moderates the impact of deep acting on job performance.
Colleague support moderates the impact of surface acting on job performance.
Organizational support moderates the impact of deep acting on job performance.
Organizational support moderates the impact of surface acting on job performance.

This research is applied in terms of its purpose and it is a survey type in terms of its nature. For measuring variables, standard metrics of previous studies were used and have been localized to use in the Iranian organizational context using the translation-return-translation method. The face and content validity of the final questionnaire was confirmed by reviewing the sights of management experts. in order to measure the variables of this study, emotional work questionnaire, support questionnaire and Patrison (2004) job performance questionnaire were used. Also, the construct validity of the questionnaires was evaluated using confirmatory factor analysis technique using smart PLS software and the significance of the related items to the structures was confirmed. furthermore, the reliability of the tools was evaluated using the cronbach's alpha coefficient and all values were higher than 0.7, which means that the questionnaires have the necessary reliability. All metrics were measured using the Likert scale of 5 and in the range of "1 = completely agree" to "5 = completely oppose".Population of this study consist of 2000 managers, experts and employees of a public organization in Mashhad. A sample of people was selected using Cochran formula and stratified random sampling method. In order to analyze the data, various statistical methods such as Pearson correlation analysis were used to calculate zero-order correlation coefficients, structural equation modeling was used to examine the fitting of the structural equation model with the collected data. The analysis was accomplished using Smart PLS software and a statistical package for the social sciences (SPSS v.19).

Structural equation model which used partial least squares method (PLS) in its solution was analyzed and interpreted in two stages. First, the model was measured and then the structural model was analyzed and interpreted. After assuring the validity of the model, the hypotheses were tested. The basis of the path coefficients is to have the corresponding significant value greater than ± 1.96. The effect of deep and surface acting on job performance is 0.14 and 0.17 respectively, the significant value of each relationships is 664/2 and 822/2; both of which are greater than 1.96. It can be concluded that these coefficients are positive and significant. Hypotheses related to the moderator role of organizational, manager and colleague support were implemented simultaneously using the structural equation and Smart PLS software. The path coefficients for interactive variables are estimated to be 0.43, 0.51, 0.16, 0.33, 0.17, and 0.20 respectively. According to the amount of T statistic for these variables which is greater than the critical value of 1.96, it can be concluded that these path coefficients are significant at the error level of 0.05. This means that organizational, manager and colleague support moderate the relationship between deep and surface acting with job performance. It is clear from the path coefficients that the improvement of organizational, manager and colleague support increases the effect of surface and deep acting on job performance.

CONCLUSIONS & SUGGESTIONS

The results of this research in general indicate that emotional work affects job performance. also the organizational, manager and colleague support influences this relationship. The hypothesis 1 proposes that "emotional work has a positive and significant effect on job performance" which includes two hypotheses: "Deep acting has a positive and significant effect on job performance" and "surface acting has a positive and significant effect on job performance." The results confirm these two hypotheses. Also, the effect of surface acting on job performance is more than the effect of deep acting. Based on research findings, it can be argued that the organizational, manager and colleague support moderates the relationship between deep and surface acting with job performance.