نشریه پژوهش های مدیریت منابع انسانی
سال شانزدهم شماره 4 (پیاپی 58، زمستان 1403)

Coopetition is a strategic approach that can address existing shortages in resources and expertise within the healthcare supply chain. Its implementation requires competent managers. The competencies of managers for coopetition have not been previously examined, and this research aims to identify these competencies to fill this research research gap. In order to answer the research question, a qualitative method with an exploratory approach of thematic analysis has been used. In order to collect data, semi-structured interviews were used. The statistical population of the research is the health supply chain experts of Kashan, Aran and Bidgol cities. After thematic analysis , 67 competencies were identified and grouped into 15 categories: "knowledge and innovation competency," "conflict resolution competency," "time management," "visionary and foresight competency," "cognitive pattern competency," "cultural competency," "perceptual competency," "problem-solving and decision-making competency," "team-building and teamwork competency," "leadership competency," "security competency," "personal competencies," "interactive competency," "supervisory competency," and "legal competency". Based on these findings, it is recommended to recruit managers based on the competencies identified in this research and to conduct training programs to strengthen these competencies.

The purpose of the current research is to identify and validate the predictive factors of digital human resource management in Iran's knowledge-based companies. The present research is applied in terms of the philosophical assumptions of the interpretive model and in terms of audience studies. The research sample in the qualitative phase of the academic field experts include university professors, members of the scientific team and managers of knowledge-based companies, and a total of 15 experts were interviewed to collect qualitative data. The qualitative research approach and strategy used is theme analysis using MAXQDA software. The research results showed 34 primary themes (indicators), 14 sub-themes (dimensions) and 7 main themes as predictors (digital competence, digital culture, digital capabilities, digital human resources, digital innovation, digital workforce, gamification) for this The meaning was identified. In this research, indicators and effective factors on digital human resources management based on the natural conditions of Iranian society and especially knowledge-based companies were calculated. Also, the present research helps to enrich the theoretical foundations of digital human resource management.

Today, there are different generations of employees in organizations, and knowing the characteristics and expectations of each generation is essential for their management. The process of teaching and learning is one of the important functions of human resource management; Therefore, in the current research, the expectations of different generations of work in this field are identified. Generations in Iran's current organizations include three generations: X (born 1351 to 1360), Y (born 1361 to 1370) and Z (born 1371 onwards). The purpose of this research is to identify the requirements of the training system for working generations in Tejarat Bank. In the research, have used the theme analysis method. The research paradigm is interpretative and semi-structured interviews were used to collect data. Employees have been selected through targeted sampling of the maximum diversity type. A total of 30 interviews and their analysis led to the identification of 3 main themes, 27 sub-themes and 111 conceptual categories. It was found that different generations have different expectations and opinions in the stages of implementation and effectiveness of training courses, as well as the characteristics of the training course instructor, and in some cases they are close to each other.

One of the most important challenges faced by today's organizations is unethical behavior. In the studied organization, one of the managers' concerns is to prevent such behaviors. Therefore, the aim of this research is to identify the factors that prevent unethical behavior in the organization. To achieve this goal, the qualitative research method of thematic analysis with the approach of King and Horrocks was used, which has three stages descriptive coding, interpretive coding, and overarching themes. In order to collect data, semi-structured interviews were used with managers and senior employees of the studied organization (one of the Iranian companies in the petrochemical industry) who were selected by snowball sampling. The result of conducting 14 interviews, was 94 descriptive codes, 14 interpretive codes, and 4 overarching themes. The results of the research showed that the factors preventing unethical behaviors are composed of individual and psychological factors, interpersonal and group factors, contextual-organizational factors, and institutional and environmental factors, and the components of those are personal beliefs and values; ethics-based attitudes and motives; Morality-based personal behaviors; Ethical collective behaviors and interactions; role models and behavioral coaches; In-group positive attitudes and behaviors; Absence of destructive political behavior; effective and capable management; efficient support, punishment, and control system; development of the transparency system; Effective actions and processes of human resource management; ethical organizational culture; family context, socialization and economic-social and cultural motivators.

The main objective of this study is to identify the Predictors of employees in organizations with meta - synthesis approach. The statistical population included all scientific and research articles in the field of loafing, which were selected through a systematic review of the theoretical literature in the number of 85 samples. Research findings with content analysis in the form of organizational loafing Predictors model, consisting of 2 dimensions (individual and organizational), 7 subcategories (organizational structure, motivation and promotion system, leadership and management style, organizational atmosphere, individual skills and characteristics, attitude and motivation and personality traits) and 21 themes (transparency of goals, rules and regulations, nature and clarity of roles, structures and relationships, motivational system and employee retention, promotion and meritocracy system, exclusivity and job security, organizational justice, leadership style, system Monitoring and evaluation, organization management, cooperative atmosphere, responsibility, staticism, characteristic and ability, skill and expertise, motivation and interest, job satisfaction, attitude and idea, psychological disorders, work personality(avoidant))were obtained.to measure the validity of the study,cohen 'skappa coefficient and also for ranking codes were used shannon entropy. The results indicate that in terms of the ranking of the main categories or dimensions, "organizational dimension" has the most impact, and among the themes, "work personality (avoidant)" and among the codes/indices, "job satisfaction and dissatisfaction" It is most important in the formation of lazy behavior in organizations.

After the victory of the Islamic Revolution, the enemies of the Islamic Republic put various sanctions on their agenda so that they could break the resistance of the people and leaders of Islamic Iran and make them align with their plans. In this situation, the existence of resilient managers and people who can resist these sanctions and even turn threats into opportunities is considered one of the most important pillars of the efficient administration of the country.Based on this, the aim of this research is to identify the characteristics of a resilient manager by examining the model of Shahid Hassan Tehrani Moghadam. The present research was conducted with the qualitative content analysis method. The research data was collected from a total of more than 50 interviews that were compiled in the form of documents and books about them, and then coded. The analysis of the extracted codes presented the characteristics of the resilient manager in the form of a model with 4 main components and 25 dimensions. The research results were organized in the form of four main components of building resilience, namely personal values, life skills, leadership skills and sources of social support.