Throughout the evolution of organizational behavior Sciences in recent years psychologists have this study has been done the aimed to evaluate the status of positive organizational behavior at cultural and industrial organizations of Qom Province with emphasis on social capital. The Statistical population managers and employees of industrial and cultural organizations located in Qom. The sample was selected by simple random sampling. According to an unlimited number of Statistical population was taken 384 samples. Study the purpose and nature is descriptive survey research. A comparative study of the variables that condition was detected positive organizational behavior in organizations including eligibility (related to human capital) component faith and work ethic and hard (factors related to social capital) and hope, resilience, self-efficacy and optimism is (to component psychological Capital). To check the status of positive organizational behavior and cultural organizations and industrial dimensions was used of the Student's t-test. The results of the analysis showed a significant difference between the positive organizational behavior in organizations and industrial organizations and cultural industries and cultural organizations, there is optimism in the unfavorable condition. And in other aspects of positive organizational behavior, cultural organizations and industries are in good condition.

The effective use of industrial Automation systems in Iranian industrial organization , is based upon the consideration of the management factor which affect such systems. Iranian industrial organizations , with out considering these factors , manufacture and import the industrial Automation systems . Due to researches in this field , and regard to excessive expenses for constractions and imports of such systems , yet managers are not satisfied . In other world the industrial automation could not help the industrial managers to gain the goals in Iran . Consequently , four dimentions of organizations effectiveness were identified : Organizational structure , Organizational Culture , Quality of Work Life and management Style . The authors has found that effective automation in Iranian ,industries , should be moved toward organic structure , Innovative Culture , Satisfaction Quality of Work Life Delegative management .

Media management is a new research field in the world. In our country, this discipline is new-fangled and thus not all the dimensions are reviewed yet. Unfortunately, this scientific discipline is strongly under the influence of management in industrial organizations while there are essential differences between them. Therefore, one primary theoretical and applied measure is understanding the essential difference between media and industrial organizations so that media managers and researchers apart from this verbal similarity which roots in their reality as organization, concern their differences as well. A better understanding of media management and its reality will result in better management of this kind of organization. This article therefore is an attempt to describe media organization characters and its differences with industrial organization.

In new millennium, knowledge is identified the only source of sustainable competitive advantage; therefore, creation, accumulation and manage, it has become to the strategic value creation in the organization. Knowledge nest mainly in human capital of organization and establishment of knowledge management in various units of the organization can help its development. The goal of the research assess circumstance of knowledge management in education unit of Iranian industrial organization. The research did mixed method and Research population were Industrial organizations of the Ministry of Oil, which includes marine oil, refining and distribution, petrochemicals and pars oil and gas in Tehran.The sampling had two parts: in quantitative section was census method and qualitative section was the purposive sampling. The quantitative and qualitative data gathered with questionnaires and interviews with experts. The findings show that the study of knowledge management in industry organizations is relatively poor, The findings also revealed the need for a model for the establishment of knowledge management.

Agile innovation is a gradual way of managing design and engineering activities, information technology and other business areas that aim to develop new products or services in a highly flexible and interactive way. The present study, by acknowledging the above, seeks to identify and present the framework of agile innovation components in defense industrial organizations and seeks to answer the main question that can be useful for the agile innovation of industrial defense organizations. This study was conducted using descriptive-survey method and using 10 experts to extract the basic components of two methods of extensive library research and Delphi technique. Finally, 31 items were categorized into three dimensions. To evaluate the validity of the model, the Level software was used. A statistical society of 220 people who were purposefully selected responded to the questionnaire questions. The main results of the research are as follows: In order to achieve agility innovation in industrial defense organizations, organizational dimensions (16 components), strategic (7 components) and industrial (8 components) should be considered.

Guaranteeing the accomplishment of the goals of productivity of the industrial organizations of the Ministry of Defense and Logistics of the Armed Forces requires a realistic measurement of productivity based on effective factors and criteria in this field. This study aimed to identify and prioritize the factors and criteria which influence the productivity of industrial organizations of the Defense Ministry. The statistical population in this study included the elites and specialists of the industrial organizations of the Defense Ministry who were selected through the stratified random sampling method. This study employed a descriptive-survey method and its data collection was done through desk and field studies using interviews with experts and specialists in the defense industry through the researcher-made questionnaire. Also, Cronbach's alpha and factor analysis techniques (techniques) were used to assess the reliability and construct validity of the questionnaire, respectively. In order to analyze the data, statistical methods such as "T Student" test and analysis of variance were used and Multi-criteria decision making was employed to determine and prioritize the weights of factors from the hierarchical analysis approach. The results showed that regarding the productivity of industrial organizations of the Defense Ministry, there were six affective factors: Capability building, focus on customer, timely provision of resources, monitoring (control) of the operation risk, conversion speed and price stabilization. Also, the three factors of capability building, focus on customer and conversion speed are the most effective ones and the other three factors, i.e. providing resources, monitoring (controlling) the risk of operations and stabilization of price, respectively, are the next priorities that play an significant role in the productivity of industrial organizations of the Defense Ministry.

Market organizations and companies providing consulting services, industrial management organization as a pioneer in this field, should have the agility needed on the environmental dynamics. The aim of this study was to evaluate and measure the agility of the organization. Therefore, in this case 200 questionnaires were distributed randomly between experts (customers and experts). The data were analyzed by analysis of hierarchical and fuzzy logic. Results indicate that the level of importance of sub criteria such as feeling, understanding and anticipating changes - a strategic vision - Flexibility in Organization - fast and timely delivery of products are very important to the industrial management. Industrial management organization agility in all the following needs to meet the criteria and the speed was low (24%) and in competency and flexibility was moderate (50%). Generally due to the weight and agility of each criterion, total agility of Industrial Management was evaluated6/42%. This means that agility and agility of organizations come together and is recoverable. That means by a timely and appropriate action, can push organization toward agility.

Agile innovation for defense industrial organizations means a set of processes, tools and methods to improve the ability to respond quickly to changing market and customer needs, actual and potential threats combined with cost control and improving the quality of products and services. An agile innovation industrial system with its extraordinary capabilities is (internal capabilities such as hardware and software technologies, human resource and skilled management) to achieve rapid and immediate market changes (including speed, flexibility, customers and responsiveness) and actual and potential threats. So, this study aims to develop a strategic model of agile innovation of defense industrial organizations. Data were collected through a review of library information and interviews with 20 experts. After open, pivotal and selective coding in thirty-seven categories, the study of strategic model of agile innovation was developed and the theory of agile innovation of defense industrial organizations was expressed in ten cases. Also, in order to evaluate the validity and reliability of the proposed model, a researcher-made questionnaire was developed and a statistical sample of 110 people answered the questions. Due to the non-normality of the data, Smart-Plus software was used to analyze the data. It is concluded that the consequence of agile innovation of defense industrial organizations can be expressed as the stability of new innovation in a changing environment, the establishment of an intelligent defense industrial system and gaining the advantage of the defense sector.

The emergence of a wide range of digital technologies has fundamentally changed the nature, process and outcomes of innovation. Researchers emphasize the distinction between digital innovation and traditional innovation and consider it necessary to theorize in this field due to the novelty of the concept of digital innovation. In this research, in an inductive way with the aim of conceptualizing and identifying the main dimensions of digital innovation in industrial organizations, first, using the systematic literature review approach, related articles were examined in the period from 2014 to 2022, and 48 articles were selected for analysis. Then, using the grounded theory approach, open, axial, and selective coding procedures were performed. According to this, the main dimensions of digital innovation were categorized in the form of a paradigm model include causal factors (13 categories under the 4 main dimensions of digital industrial platform and technology management, digital innovation ecosystem management, intelligent processes, digital structure and organization), contextual factors, intervening factors, strategies, and consequences. Also, by reviewing the definitions and identified dimensions, a novel definition for digital innovation in industrial organizations was presented. The resulting theoretical framework, in addition helping further conceptualization of this phenomenon, can be used in the design of organizations' digital innovation maturity models.