فصلنامه پژوهش های مدیریت منابع سازمانی
سال دوازدهم شماره 4 (پیاپی 48، زمستان 1401)

Knowledge is one of the most important factors in the success of the banking system. Banks try to manage the existing knowledge in the organization more effectively and efficiently to improve their performance. Also, considering the important role of digital transformation in the development of organizations, banks try to not only maintain their market share but also surpass their competitors by focusing more on this area and moving towards digital banking. Therefore, efforts have been made to identify the affective dimensions of knowledge management that affect the acceptance of digital banking to rank these factors so that managers in the banking industry can, given the level of impact of these factors, strengthen their use in increasing The level of acceptance of digital banking by their customers. In the first phase of this research, a questionnaire designed to affect the affective dimensions of knowledge management on the acceptance of digital banking was completed by banking experts who are active in the field of knowledge management, information technology, and digital banking. After reviewing the opinions of experts, a pairwise comparison questionnaire was designed using the Delphi technique, and finally, using the Dimatel technique, the affective dimensions of knowledge management on digital banking acceptance were ranked. Since the purpose of the Dimatel technique is to determine how the elements influence each other, in examining the overall indicators, the IT index with the highest value is a strong penetrator and the client index with the lowest value is influenced by other factors.

The aim of this study was to investigate the barriers to effective organizational control in tax affairs department of Gilan province. The research was based on qualitative methodology in terms of applied purpose and descriptive in terms of data collection method. The studied population included all peoples in the tax affairs of Gilan (Rudsar, Lahijan, Chabaksar and Kalachai). Targeted snowball selecting method was used to select the participants and finally 13 heads of tax affairs, technology and accounting managers of the 4 mentioned branches were selected as the participant. Data collection tools included semi-structured interviews with selected participant. Content analysis was used to analyze the data. Data analysis led to the exploring of 38 sub-themes which were classified into 6 main themes as legal and strategic barriers, motivational barriers, ethical barriers, organizational barriers, infrastructure barriers and implementation (process) barriers.

Today, with the increasing intensity of industry competition, organizations must adopt non-traditional management tools and techniques to maintain competitive advantage as a dynamic as a dynamic activity. Therefore, the nature of the dynamic capability in an integrated framework should be examined in organization in a way that focuses on the dimensions of the measurement and how it is developed to create superior performance. Dynamic capability is affected by process alignment interactions and organizational learning culture and their joint effects on competitive performance. On the one hand, organizational agility is one of the mechanisms by which organizations develop their dynamic capabilities and thus enhance their performance. Accordingly, the purpose of this study is to investigate the effect of organizational process alignment and learning culture on competitive performance, with emphasis on the intermediate role of dynamic capabilities and organizational agility. The present study is a descriptive-survey method in terms of applied purpose. The statistical population consisted of IT managers in Tehran, a sample of 290 people based on the Klein formula and selected by available method. In order to collect data, a questionnaire was used and for data analysis, structural equation modeling and PLS software were used. The results of the research show that organizational process alignment and learning culture affect dynamic ability positively. Also dynamic capability strengthens competitive performance of the organization and finally organizational agility affects competitive performance of the organization.

Storytelling is a marketing strategy that any brand, company, product, or service Can take advantage of it. People remember stories. If a story can evoke emotions in consumers, they will never forget that experience. Thus, it is necessary to pay attention to the effectiveness of the content in storytelling to attract potential customers and build a strong relationship with them. The purpose of the following study is to investigate the effect of story content on increasing customers' purchase intention. Therefore, two types of content were used in the content of a hypothetical brand's story in the form of narrative scripting. One of the contents had a personal plot, and the five other commercial contents had different plots.
The statistical population was the female students of public universities in Tehran. A questionnaire with six scenarios was used as a statically tool that was filled out by 270 students. There was a significant difference between the impact of the mentioned stories on the intention to buy. Also, the story with the social responsibility content had a greater impact on the consumer's purchasing intention in comparison to the other story themes.

Despite massive investments in the field of digital human resource management, the failure rate of these projects is high. One of the main reasons for the failure of these projects is the lack of a proper roadmap and methodology for digital human resources. Therefore, the purpose of this study is to provide a roadmap for digital transformation in the field of human resources.

The present study was conducted using a meta-combined method. The data collection tool in the present study is past documents in this field, which generally includes 31 articles. The data analysis method is based on three-step coding.

The results indicate that the roadmap for digital transformation in the field of human resources includes three layers of infrastructure, processes and goals. Infrastructure layer includes: new technical and technological factors, human and cultural factors, managerial factors and organizational factors; The process layer includes three main categories: support activities, core activities and evaluation and development activities, and the objective layer includes: digital staff, digital work environment, strategic integration, improving staff experience, improving time, cost and quality of human resource services.

Today, many organizations meet with many risks to employee development. They are suspicious about return on investment in employee development. Managers expect that developing investments improve employee performance and organizational wellbeing. The organization spent time, cost, and experience on employee development, but the turnover of employees, less of competence, limitation of competence, absence, and leaving the organization cause human resource development risk. The purpose of this research is to review the articles on risks and human resource development. After that, a model of human resource development risk in the knowledge-Based organization was presented. The method of this research is a mixed approach. This mix-method is a developmental and applied study. The model of human resource development risk used was designed based on interviews with 17 experts in this field. To evaluate the model, a fieldwork questionnaire was distributed among 100 experts. The collected data were analyzed via Theme analysis and Structural Equation Modeling. The findings indicate individual dimension is less mentioned in the literature, but it is a high priority for the organizational dimension. perceptual risk, knowledge risk, and behavioral risk are three components of individual risk and human resource environment risk with operational risks are two components of organizational risk. Managers can better analyze via the human resource development risk model in individual and organizational dimensions.

The purpose of this research is identifying competencies of Imam Sadiq University (PBUH) faculty members and prioritizing indicators of identified competencies. In order to do this research, the Mixed method (Qualitative → Quantitative) was used. At first, to identify competencies, semi structured interview was conducted with 23 best-performance faculty members of different faculties who were among top ten faculty members in 10 semesters sequentially and competencies were identified by using Thematic Analysis method. Then, extracted indicators from these interviews in the form of questionnaire were given to faculty members that 23 of them completed it. By conducting IPA, the priority of these indicators was revealed. By doing this research, the competencies of Imam Sadiq (PBUH) University faculty members were classified in three levels. These competencies consist of five dimensions, 16 components and 60 indicators. The dimensions of these identified competencies are research, training, educating, operating and personal dimensions. At the end, IPA method was conducted on these identified competencies and priority of competency indicators was identified.

In recent years, the concept of innovation ecosystems has become commonplace for understanding the process of creating shared value. On the other hand, due to the importance of radical innovations in creating a unique defense capability and evolving of these innovations in a network of different actors, the need for an ecosystem view is felt more. In this research, with a qualitative approach and in the form of a multi grounded theory strategy, using latent content analysis tactics and semi structured interviews, a framework for radical innovators in the Iranian defense sector has been introduced. The interviewees were selected from senior managers in the field of defense innovation by snowball sampling method and the researcher saturated the data after 28 interviews. Findings showed that the components of radical innovations ecosystem include actors, capital, infrastructure, regulations, knowledge, ideas, commonalities and communication channels, culture, and structural principles.