نشریه آموزش علوم دریایی
سال ششم شماره 1 (پیاپی 16، بهار 1398)

The general policies of the country's self-reliant defense and security, the development and deepening of the culture of self-esteem, self-sufficiency, innovation and creativity at all levels and dimensions of defense and security, the promotion of the software movement, the production and development of defense and security science, technology, and research, and finally, movement in the boundaries of knowledge with an emphasis on localization and modernization are the main tasks of the country's defense sector. In this regard, higher education, as the basis for the implementation of these policies, is of high significance. The present study aims to explain the coordinates of good governance of higher education in the defense sector. The research is applied in terms of purpose, and the research method is a combination (qualitative and quantitative). Findings indicate that the basic problems and challenges of higher education in the defense sector require a comprehensive and inclusive approach.This goal can be realized throughthe six themesprovided by the present research in the defense sector, including: the design and implementation of a native model for good governance in education, redesigning of the structure and organizational processes of the higher education system, the promotion of transformational culture in the higher education system, design and implementation of a comprehensive system for evaluating the performance of faculty members, human capital management in higher education, and reviewing the content and methodology of education and research in the good governance of higher education in the defense sector.

The purpose of this study was to provide a model for assessing Imam Khomeini Naval Academy. The research method is applied, in terms of objective, quantitative and qualitative research, in terms of data, and mixed, in terms of implementation. The statistical population of the study was educational staff and faculty members of Imam Khomeini Naval Academy, and the total population (108 educational staff and faculty members) was chosen as the sample. The data gathering tool in this research was a researcher-made questionnaire based on the Likert scale to examine the criteria appropriate to the components subtracted from the literature of the research. The face validity of the research questionnaire was examined by individual study, with the opinion of the supervisor and counselor and the content validity of the questionnaire was examined by using Content Validity Ratio (CVR) and Content Validity Index (CVI). The reliability of the questionnaire was assessed using Cronbach's alpha, which was determined 0.97 for the questionnaire. Data were analyzed by using SPSS software and the structural equation modeling was done by using PLS software. By implementing the mentioned methods and after analyzing the data, finally, 17 components and 64 criteria were determined for assessing Imam Khomeini Naval Academy and the Assessment model was presented. The assessment components according to rank are: academic management and leadership with a path coefficient of 0.962445, faculty member with a path coefficient of 0.961076, educational activities with a path coefficient of 0.952113, internal and external stakeholders' satisfaction with the university performance with a path coefficient of 0.939612, rules and regulations with a path coefficient of 0.937116, physical space with the path coefficient of 0.934038, training activities with the path coefficient of 0.929377, information and communication technology with the path coefficient of 0.910458, non-scientific staff with the path coefficient of 0.88950, service with a path coefficient of 0.892893, research activities of the path coefficient of 0.873129, financial resources with the path coefficient of 0.862672, student with a path coefficient of 0.858984, strategic planning with a path coefficient of 0.839829, the educational equipment and facilities with a path coefficient of 0.791491, quality assurance system with a path coefficient of 0.784975, and knowledge management and organizational learning with a path coefficient of 0.551813. Lastly, the final assessment model includes philosophy and objectives, components and criteria, and the mechanism of implementation of the model was presented.

Undoubtedly, in today and future’s network-based and knowledge-based wars, the well-developed and competent human resources is of great significance. Similarly, human resource managers who are the main authorities of hiring and deploying human resources in military organizations, including the military, will have special status and will need the competencies and capabilities to perform their tasks properly. Therefore, the main goal of this research is "providing a religious competencies model of human resource managers of the Islamic Republic of Iran’s Army". The purpose of this research is applied-developmental; the method of conducting this research is survey. The statistical population was comprised of 130 experts and faculty members. According to the Cochran formula, the sample size was 110. Data collection was done through fieldwork using a researcher-made questionnaire in the Likert scale. Reliability of the questionnaire was estimated 0.85 by using the Gutman test. As a result, the final model of the research was presented using four components and 34 indicators.

This research was conducted with the aim of investigating the effect of knowledge management strengthening factors in optimizing the performance of IRI navy organization. Statistical population of the research was 280 IRI navy’s senior commanders and 120 of them were selected as sample. Knowledge management strengthening questionnaire was used to collect data. Findings indicated that knowledge management strengthening factors include T-shaped skills, organizational membership participation, knowledge creation process and IT support have significant effect on organizational performance, which requires authorities to have the necessary planning to strengthen the staff's T-skills, their participation, and support for information technology as well as to support the creation of new knowledge in order to to optimize the desirable performance of the staff.

This research was aimed at presenting a conceptual model of human capital efficiency in the IRI Navy. So far, studies have been done in the field of efficiency in different organizations, in which the factors affecting the efficiency of manpower have been considered. But this study presents a general model of human resource efficiency. In this research, by reviewing previous researches and available scientific documents and using experts’ opinion, a conceptual model of human capital efficiency in IRI navy was presented. The research method was qualitative research in which the data-driven theory (grounded theory) was used. To evaluate the accuracy of the model, the MAXQDA software has been used. Based on the data collected in this study, six main categories should be considered for the conceptual model of human capital efficiency in the IRI navy and the relationship between them presented in the form of a conceptual model.

The present study aims to investigate the effect of cultural in-service training on organizational innovation at Iranian Fisheries Organization. The sample size was 170 individuals selected by Cochran method and the sampling method was simple random sampling. A questionnaire measuring instrument was used to collect the required data. Validity and reliability of the instrument were verified through Cronbach's alpha, composite reliability, average variance extracted, Fornell-Larcker criterion, and using experts' opinions. To test the research hypotheses, partial least squares method has been used through structural equation modeling. The results of data analysis indicated that cultural education was effective in organizational innovation at Iranian Fisheries Organization. Cultural training of skill development (0.95) could explain the variance of cultural in-service training more than other questions. The component of cultural training of creativity (0.53) was able to distribute the variance of cultural in-service training less than other questions. In other words, this item is less effective than other items regarding the mentioned factor. The positive effect of cultural in-service training on manufacturing, process, and administrative innovation is 0.65, 0.72 and 0.53 respectively. Cultural in-service training had the greatest impact on process innovation.

The main purpose of the research was to design a Model of the Impact of the quality of Physical Education Courses on Students' mental Health, Spiritual Health and Happiness (Case Study: Marine Science Students of Mahmoud abad. This research was carried out in mixed (qualitative and quantitative) method. In the qualitative section of the research, after reviewing the theoretical foundations, a questionnaire was designed by the research group and then provided to experts and experts (Delphi group) as reviewed in three stages. The members of the Delphi team were sports exports and faculty members involved in the field of research that were selected as snowball. After the qualitative stage, the questionnaires were distributed in the form of a questionnaire of 22 questions among the students of the Faculty of Marine Sciences of the Oil University and the Faculty of Engineering and Technology of Mahmoud Abad, who completed the unit of education. After determining the reliability, the final model of the research was designed using by Structural Equation Modeling (SEM). The results showed that the quality of physical education courses influences mental health, spiritual well-being and happiness of students. The findings also showed that spiritual well-being with a coefficient of 0.52 and mental health with a coefficient of 0.60 affects happiness. Regarding the findings of the model, it is suggested that the content of physical education courses be matched to the needs of students in order to boost students' talent and skills.

The Caspian Sea, with an area of 424300 and 438690 square kilometers, is the world's largest lake. However, the sea is not included in the Convention on the Law of the Sea and is subject to a special legal regime.The emergence of four contenders from the newly independent states of the Soviet Union, the increase of coastal states of the Caspian Sea from two to five countries (Iran, the Russian Federation, Azerbaijan, Kazakhstan, and Turkmenistan), the emergence of consortia and trans regional powers to invest in oil and gas extraction in the region, the efforts of the emerging countries to have a greater share than that of the former Soviet Union established in the 1921 and 1940 Contracts between Iran and the former Soviet Union were the factors which necessitate the establishment of a legal regime focusing on issues such as flight over sea, shipping regime, fishing, marine pollution, an appropriate mechanism for the sharing of oil resources, etc. These factors also necessitate the existence of a strategic action model which seeks to preserve the national interests, regional control, territorial distribution, and multilateral cooperation. The present study aims to evaluate the legal regimes established for this lake (August 12, 2018) and identify the strategic action model of Iran in the Caspian Sea. The pursuit of Iran's right to take advantage of the sea interests will be our most important consideration during this evaluation.

In recent years, human resources has become central to organizations and is a strategic factor for managing the organization. Therefore, the main purpose of this study was to investigate the effectiveness of the experienced employees’ recruitment in the IRI navy and during its accomplishment, other goals included: investigating the effectiveness of examinations, interviews, research and medical checkups on the experienced employees’ recruitment in the provision of specialized personnel in the IRI navy was investigated. The research method is descriptive and the method of information analysis is carried out qualitatively. The research approach is mixed. The statistic population included 47 commanders of naval bases, engineering and technical departments of IRI navy, and 313 managers and supervisors in the workshops and shipyards of the bases working directly with experienced employees, and the data collection method was Field (interviews and questionnaires) and library method. Data analysis is done using SPSS software. The general results of using different tools, such as questionnaires, interviewing the experts and examining documents show that hiring exams, interviews, investigation and medical examinations are effective in experienced employees’ recruitment.

The subject of dual-power leadership is one of the approaches that has recently entered the field of management and leadership and can best stimulate and direct innovation; because it is able to simultaneously apply the exploration and exploitation skills needed for the innovation process. These leaders sometimes use the past experiences for their reactions or decisions and use these experiences as important and crucial resources to maintain and survive their business (Exploitation). This is while they know that they need to have a look at the future in order to adapt effectively in a highly competitive market for resource conservation (Exploration). The topics discussed in this area have recently entered management and leadership literature, and there are no comprehensive models and theories in this field. The purpose of the present research was to identify the components of dual-power leadership based on the studies conducted in this field, and was carried out in a meta-synthesis method. The findings of the research indicated that the dual-power leadership was categorized in three dimensions: Organizational dimension with various components such as organizational capacity-building, influence on others, responsibility, strategy implementation, mastery over the whole organization and organizational characteristics; Environmental dimension with elements such as strategic thinking, foresight, path analysis, and attention to market and customer; and individual dimension with different components of individual capacity development, wisdom and creativity.

The purpose of this study was to provide an optimal model for choosing knowledge management strategies to monitor internal processes using Diemel's combined model and fuzzy network analysis in one of the military organizations. This research has been conducted in two field phases. The statistical population of first phase was 44 of experts who were selected through targeted sampling including the professors of the universities of Tehran, Shahid Beheshti and Supreme National Defense university in the fields of industrial management and engineering, along with the managers and vice ministers of the military organization, and in the second phase, there were 310 staff members of the organization. Out of this 201 people were selected as sample through random sampling method. Data have been gathered using a researcher-made questionnaire, a comparison of couples in the first phase and a standard questionnaire (Bahiraeil et al., 1393) in the second phase to monitor the internal data processes and have been analyzed with the help of SPSS and Super Decision software. After determining the objective, the indicator level (three coding, personalization and combination strategies (Schickerz et al., 2004)) and then sub-indicators influencing the selection of strategies (such as formalities (Shami, 2009 and Boh, 2006), geographic dispersion (Schicheirs et al. 2004 and Boh, 2006 and Sami & Mehregan, 2008), the size of the organization (Schicheirs et al., 2004 and Boh, 2006 and Sami and Mehregan, 2008), conservatism of the managers (Shami, 2009), the nature of the organization's work (Shami, 2009 and Hansen Et al., 1999) have been determined by studying the literature. In order to determine the reliability of the first phase questionnaire, the incompatibility rate was considered to be less than 0.1 and for validity of the five-choice Likert scale spectrum questionnaire of the second phase, exploratory and confirmatory factor analysis has been used and the number of all items was more than 0.4. The results of the first phase of the selection of the strategy, documentation was recognized as the best strategy for monitoring organizational processes, as well as the factors of formalization, size and geographical distribution, the nature of work and conservatism of managers as sub-indicators. The findings of the second phase showed that management strategy was effective in monitoring the process and knowledge management through effective indicators including cost reduction, time reduction, deregulation, reduced risk of losing knowledge due to the absence of organization by individuals, reduction of Knowledge dependence to individuals and the speed of access to knowledge have been effective in monitoring internal processes. The organization is recommended to use technological tools such as DSS and groupware such as document repositories, knowledge maps, workflows and shared databases.