فصلنامه فرایند مدیریت و توسعه
سال سی و دوم شماره 3 (پیاپی 109، پاییز 1398)

This research has been conducted to examine the impact of career adaptability on career plateau by explaining the mediating role of person-job fit and person-organization fit. In terms of purpose, the study is applied and it was conducted by descriptive / survey method. The statistical population of the study was comprised of all employees of the National Iranian South Oil Company and using Morgan sample size table, 356 people were selected through combined sampling method, stratified random sampling and non-random convenience sampling. The results of data analysis using structural equation modeling showed that the career adaptability, person-job (P-J) fit and person-organization (P-O) fit have a positive and significant effect on career plateau. Also, career adaptability through the mediating role of person-job (P-J) fit and person-organization (P-O) fit have a significant and negative effect on career plateau.

In the current world, with the advancement in information and communication technologies, organizations in the public and non-public sectors have embarked on e-participation in relationships between service organizations and main stakeholders. The purpose of this study is to determine the impact of citizens' trust toward e-participation with regarding to moderating role of perceived risk and ambiguity acceptance, and mediating role of citizens’ attitudes and belief in power distance. The statistical population of this study is citizens of the recipients from the Tehran Municipality Organization. Since in the path analysis, the sample size is determined on the basis of the number of structural indicators and also the level of significance, 384 questionnaires were distributed to determine sample size using Cohen table. The results indicate that e-participation is at a moderate level. Research findings suggest that citizens' confidence in e-participation is positive and the ambiguity in the relationship between these two variables appears as mediator. Meanwhile, the findings of the research indicate that e-participation are not affected by citizens’ attitudes. In addition, the research findings show that the "belief in power distance" has moderated the relationship between citizens’ trust and e-participation, but the “perceived risk” variable is not appearing as a moderator in the relationship between citizen's attitudes and e-participation.

Dignity is one of the new and influential concepts that come about in the field of human resources (especially the future of human resources), therefore, organizations should consider it from now. In the field of human resource research, rarely addressed the issue of human dignity and respect for employees. This research looks at factors that can make future changes to the dignity of human resources in the organization. Research method is exploratory & explanatory. Sampling is targeted and snowballed. The research community is 14 experts of the organization. In this way, the depth of the raw data with open, selective, and theoretical coding reveals the results. With open coding 148 items founded, At the theoretical coding stage, these factors are extracted: Internet and social network deployment, the use of smart chips in human resource management, cyber security, the creation of virtual organizations and teamwork, the transformation of values over time and differences in the definition of respect between different generations, ethics in management, Privacy, individual contexts, organizational and social contexts. They are summarized in the selective coding stage of the three force driver: information technology, ethics, and the platforms necessary to maintain dignity. By using these force drivers can imagine different scenarios for the future of human resource dignity of the organization. Managers and employees can use these scenarios to implement the future of human resource dignity of the organization in such a way as to benefit the organization and employees, so that the organization achieves the desired results, as well as employees have respect and dignity.

The Public-private partnership is an increasingly popular choice for policymakers in implementing public projects and a solution to reform the health sectors in many countries, especially in the face of financial resource shortage. Currently, their success in achieving objectives has been questioned by both public and private partners' perspective. Exploratory research to investigate critical success factors in PPPs was conducted by interviewing PPPs experts and practitioners in the Iran Pharmaceutical industry. A thematic analysis was performed and 9 themes were identified namely: (1) transparent legal and regulation framework; (2) stable macroeconomic condition; (3) appropriate risk allocation and sharing; (4) government guarantees; (5) choosing the right partner; (6) strong commitment and trust; (7) Public mindset towards private sector; (8) clear goals and objectives; and (9) consistent monitoring. Among other findings, the research suggests the importance of PPPs evaluation and the lack of knowledge, specifically for pharmaceutical PPP projects. The research contributes to the theoretical development of PPP critical success factors. It points out several issues that need to be addressed when attempting to use the PPP approach, considering the partners' perspectives towards a partnership.

Today, Merger and Acquisition (M&A) is an important strategic tool to address various motives in industries/ organizations, but many of these strategies were doomed to fail. One of the main reasons for these failures is because of the complexity and the multiplicity of factors contributes in M&A process. The main idea of the current article is to develop a comprehensive M&A framework that specifies success factors and managerial hints in each particular stage of M&A deal. For this purpose, authors carried out a systematic review of M&A literature within 2912 related documents (articles, textbooks and consultant websites) and 101 documents were selected and analyzed by the latest version of the Atlasti 8 software. Outcome of the article is the 8 phases M&A management framework: 1) M&A Intelligence 2) M&A Planning and Strategy Formulation 3) Strategic Appraisal and selecting Targets 4) Negotiation 5) Due-Diligence and Risk Analysis 6) Closing and Announcement 7) Merger integration 8) Strategic Control  that  provides new insights for incumbent executives for better management of M&A deals.

The rise of various and different need theories demonstrates human constant occupation for the recognition of self. Every one of these theories which predominantly overlaps the others introduces diverse categories but we find out with a certain deliberation that all theories lead to satisfy a need and that is a "need to Firmness". Firmness may be known a lack of constant occurrence of events, behaviors or stimulations that could unsettle performance and equilibrium of a human and social system. Therefore, in the event of occurrence of firmness, the equilibrium will prevail the system. Since the firmness's bear stages, a real human legal system or legal organizations system may have much more acquisitiveness to satisfy their needs, temporarily unsettle their firmness in order to achieve a superior firmness. Just as an investor who invests in a project temporarily, put their economic stability at risk to achieve growth. In this doctrinal paper tries to bring closer the need and firmness theories to make a contribution to a new science in the fields of administrative and behavioral sciences.