فصلنامه علوم مدیریت ایران
پیاپی 60 (زمستان 1399)

Nowadays, organizational change has become a vital issue at workplace. The changes that are usually initiated to have positive results on employees behavior, may result in negative consequences. The more complex these changes, the greater the likelihood of ambiguity and error to occur. The occurrence of an error may creates negative emotions, which in turn lead to more errors, and eventually, a vicious cycle is created. Employees resilience and their ability to learn from errors will breaks up this cycle. The purpose of this study is to examine the role authentic leadership plays in employee resilience and their learning from error. This research has been carried out in an auto parts manufacturing company with a statistical population of 200 people and a sample size of 155 people. The research is exploratory from purpose dimension, applied from audience and cross sectional from duration.  We used quantitative data obtained from standard questionnaires and analyzed it by SPSS software. The results of the study, reveal that all hypotheses were confirmed and all research variables have a significant correlation with each other, that is the authentic leadership has a positive effect on both resilience and error learning variables, and the resilience has a positive mediation role between authentic leadership and learning from error.

Public-Private Partnership (PPP) is a new way to actively involve private sector in public sector projects and services worldwide. The main reason for this partnership is to improve productivity and quality in public services and to fund public major projects. This study aims to identify the factors affecting the success of public-private partnership in urban development infrastructure projects in Tehran Municipality. This mixed study from audience dimension is applied, in terms of purpose exploratory and in terms of duration is cross-sectional. Data in qualitative phase collected through a semi-structured interviews and in quantitative phase through the researcher-made questionnaire. We used thematic analysis to identify factors affecting public-private participation in urban development infrastructure projects. Then, to determine the effectiveness of each factor, we adopted a confirmatory factor analysis. The results show that factors affecting the success of public-private partnership in Tehran urban development infrastructure projects are transparent processes and procedures; Knowledge, skills and support of managers; Legal support and incentives; administrative system decency; Political stability and support; Capacity Building; Policy-making.

Despite investigation of the impact of cultural values on conflict management styles in some studies, considering their interrelationship from cross-cultural perspective can be interesting. This study aims to examine the impact of cultural values on conflict management styles among Iranians and Chinese. This study is sample survey and questionnaires were applied to collect required data. The population of this study consisted of Chinese employees working in china’s private sector and Iranian employees working in some medium-sized companies as well. The results indicated high level of power distance as well as high level of in-group collectivism than institutional collectivism among Iranians. Results also showed high level of power distance and both types of collectivism among Chinese. According to the results of this study, Iranians and Chinese use different styles to manage conflicts. Regarding the role of cultural values,, whereas Iranians prefer compromising style, Chinese use collaborating style to handle organizational conflicts.

Customer persuasion is one of the most important issues in selling the products of commercial companies. Social psychology techniques are designed to persuade customers to be able to easily select and purchase products and services when making a purchase decision. The principle of reciprocity has two techniques of door in the face and that's not all of them, which have been the subject of limited studies. The purpose of this study was to investigate and analyze the effects of retaliatory retaliation techniques on consumer behavior after purchase on the four structures of customer trust, commitment, satisfaction and loyalty. Morgan table was used to determine the sample size. To collect the required data, 386 questionnaires were distributed among the customers of selected travel and tourism services offices. SPSS software was used to analyze the research data in descriptive statistics, and Smart PLS software was used to analyze the model through structural equations and partial least squares method. The results of this study showed that the principle of reciprocity directly affected the trust, commitment and satisfaction of the customers of tourism offices and also indirectly affected customer loyalty. The final fit of the proposed research model was equal to 0.619, which showed that the research model was strong and the research hypotheses were confirmed.

The purpose of this study was to determine the relationship between career Plateau and organizational performance considering  the mediating role of organizational justice. The research method was descriptive in term of purpose and applied from audience dimension. In this correlational study, the statistical population included the employees working in the State Tax Administration of the North Tehran, which added up to 725 individuals. We used a random sampling that resulted in choosing 252 employees. In order to collect data, we used three standard questionnaires; the Milliman, J. (1992) on career plateau, Hersey & Goldsmith (2009)on Organizational Performance and Niehoff and Moorman (2005) to measure Organizational Justice. For the correlational analysis  we adopted Structural equation modeling (SEM). The Reliability and validity of the research were confirmed. The results showed that the career plateau directly and indirectly through organizational justice as a mediating variable, affect the relationship between career plateau and organizational performance.