1394 7 4 4 226

0 بررسی تأثیر ادراک از سیرت نیکوی مدیران بر اعتماد سازمانی The Effect of Good Characters of Managers on Organizational Commitment (Case of Managers of Tamin Ejtemaei Kerman) https://jipa.ut.ac.ir/article_57351.html 10.22059/jipa.2015.57351 0 این پژوهش، با هدف بررسی تأثیر ادراک از سیرت نیکوی مدیران بر اعتماد سازمانی در سازمان تأمین اجتماعی استان کرمان صورت پذیرفته است. این پژوهش، توصیفی و از لحاظ هدف، کاربردی است. جامعة آماری آن شامل 400 نفر از کارکنان سازمان تأمین اجتماعی استان کرمان است که 196 نفر از آنها به روش نمونه‌گیری تصادفی طبقه‌ای به‌عنوان نمونه انتخاب شدند. به‌منظور جمع‌آوری اطلاعات، از پرسشنامة محقق­ساخته استفاده شد تا سیرت نیکوی مدیران و اعتماد سازمانی سنجش شود. روایی این پرسشنامه با نظر پنج تن از متخصصان رفتار سازمانی و پایایی آن با استفاده از ضریب آلفای کرونباخ تأیید شد. برای تجزیه و تحلیل اطلاعات، از نرم‌افزارهای SPSS 19، AMOS 18 و EQS6.1 استفاده شد. مطابق نتایج، سیرت نیکوی مدیران با مؤلفه‌های شجاعت، تواضع و فروتنی، حکمت، شور و اشتیاق، غمخواری و شوخ‌طبعی، با اعتماد سازمانی کارکنان در سازمان تأمین اجتماعی استان کرمان رابطة مثبت و معنادار دارد. به­عبارت دیگر، هرچه کارکنان، ادراک مطلوب‌تری از سیرت نیکوی مدیران داشته باشند، اعتماد آنها به سازمان متبوعشان افزایش می­یابد. 1 This study aims to investigate the effect of good characters of managers on organizational trust in Tamin Ejtemaei in Kerman based on the Islamic hints. This research is descriptive-applicable in terms of objective. Population was 400 managers of Tamin Ejtemaei Organization in Kerman province. A sample of 196 people was selected by Cukran's Formula. A self-administrated questionnaire was employed to measure good characters of managers and organizational trust that vas validated by 5 experts and Cronbach's alpha. To analyze data, SPSS, AMOS, and EQS software were used. Results indicated that good characters of managers including integrity, courage, humility, wisdom, passion, compassion, and humor have a positive and significant influence on organizational trust. In other words, the more suitable perceptions about good characters of managers, the more organizational trusts of employees. 657 674 رضا عباچیان قاسمی Reza Abachian Ghassemi دانشجوی دکتری مدیریت بازرگانی گرایش رفتار سازمانی و منابع انسانی،پردیس میرداماد دانشگاه اصفهان،اصفهان ،ایران Iran r_abachian@yahoo.com علی نصراصفهانی ali nasr esfahani استادیار گروه مدیریت، دانشکدۀ علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران Iran alin@ase.ui.ac.ir عباس عباس پور abbas Abbaspour دانشیار گروه مدیریت، دانشکدة روان‌شناسی و علوم تربیتی، دانشگاه علامه طباطبائی، تهران، ایران Iran abbaspour1386@gmail.com علی‌اکبر فرهنگی Ali Akbar Farhangi استاد گروه مدیریت، دانشکدة مدیریت دانشگاه تهران، تهران، ایران Iran Good characters Organizational trust Tamin Ejtemaei Organization زنگویی، الف.، اکبری بورنگ، م. و حسینی، م. 1392. بررسی رابطۀ هوش هیجانی و شایستگی اجتماعی با موفقیت تحصیلی دانش‌آموزان مقطع متوسطه.##Abbaspour, A. & Dehghani, A. R. (2012). Study of comparative and analytical characteristics of employee training system characteristics of employee training system, Journal of punlic administration, 4(10): 101-118. (In Persian)##Agarwal, V. (2013). Investigating the convergent validity of organizational trust. Journal of communication management, 17(1): 24–39.##Barker, C. & Coy, R. (2003). The heavenly virtues of leadership, management today series. Sydney: McGraw-Hill.##Bijilsma, K. & Koopman, P. (2003). Introduction: Trust within Organization, Personal rewiew, 32(5): 1-10.##Braine, R. D. (2007). Leadership, character and its development: A qualitive exploration, Journal of human resource management, 5(1): 1-10.##Burbaugh, B., J. Kaufman, E., K. & Cletzer, D. A. (2014). When is Courageous Leadership Invisible? Virginia tech, 2: 1-25.##Caligiuri, P.M. (2005). The being five personality characteristics as predictors of expatriate’s desire to terminate the assignment and supervisor performance. Personnel psychology, 53(1): 67-88.##Connell, N.A.D. & Mannion, R. (2006). Conceptualization of trust in the organisational literature. Journal of health organization and management, 20(5): 407-433.##Dietz, G. & Hartog, D. N. D. (2006). measuring trust inside organizations, Personnel review, 35(5): 555-588.##Duckworth, A., Peterson, C., Matthews, M. & Kelly, R. (2007). Grit: Perseverance and Passion for Long-Term Goals. Journal of personality and social psychology, 92(6): 1087-1101.##Kharazmi, O. A. & Nedaei, A. (2014), The influence of trust on flourishing innovation: study of pardis science & technology park in tehran. Journal of punlic administration, 6(2): 227-248.##Lamsa, A. M. & Pucetaite, R. (2006). Development of organizational trust among employees from a contextual perspective. Business ethics, 15(2): 130-141.##Lanctot, J. D. & Irving, J. A. (2010). Character and Leadership: Situating Servant Leadership in a Proposed Virtues Framework. International journal of leadership studies, 6(1): 28-50.## Lee, H. J. (2004). The role of competence-based trust and organizational identification in continuous improvement, Journal of management psychology, 19(6): 623-639.##Lindar, O. (2010). Trust in co-workers and employee behaviors at work. International review ofbusiness research papers, 6(1): 194-204.##Mckenna, R. & Campbell, V. (2011). The character x factor in selection leaders: beyond ethics, vietues, and values. Journal of values-based leadership, 5(2): 39-48.##Miller. J. (2009). Relationship with humility. Divine Trust, Australia at Smashwords, 14: 1-59.##Mollering, G., Bachmann, R. & Lee, S. H., (2004). Introduction understanding organizational trust foundations constellations, and issues of operationalisation, Journal of management psychology, 19(6): 556-570.##Myranda, S., Grahek, A., Dale, T. & Toliver, A. (2010). The character to lead: a closer look at character in leadership, American psychological association, APA Journal, 12: 1-49.##Nabilou, A. & Assef, A. (2014). Investigation of Mazlo's hierarchy of needs in Saadi's Golestan, Journal of textology of Persia, 6(2): 43-66. (In Persian)##Naderi, A. & Asadi, A. (2014). Analysis of the effect of good characters of managers on trust, citizenship behavior, and knowledge distribution: An empirical study in Nashr Industry, Quarterly journal of Ketabe Mehr, 15: 83-104. (In Persian)##Nadi, M.A. & Moshfeghi, N. (2009). Identification of teachers' perceptions about the relationships among organizational trust, communicative and affective commitment to ptovide a structural equation modeling for Isfahan Education Office, Quartely journal of leadership and educational Management, 3(4): 155-174. (In Persian)##Nasr Esfahani, A., Farokhi, M. & Amiri, Z. (2011). The effect of good charater of maangers on employees' happiness based on Islamic principles. Islamic management journal, 20(1): 61-79. (In Persian)##Nasr Esfahani, A., Shol, S. & Arefnezhad, M. (2012). Investigating the effect of managers’ good character on staff’s organizational citizenship behavior (Case study: Isfahan University), Management research, 5(15): 45-62. (In Persian)##Pain, K. D. (2003). Guidelines for measuring trust in organizations. Available At: www.instittuteforpr.com## Peterson, C. & Seligman, M. E. (2004). Character strength and virtues: A Handbook and classification, Published by American Psychological Association, Oxford University press.## Roman, S. & Ruiz, S. (2005). Relationship outcomes of perceived ethical sales behavior: The customer’s perspective. Journal of business research, 58(4): 439-445.##Sankar, Y. (2006). Character not Charisma is the critical measure of leadership excellence. Journal of leadership & organizational studies, 9: 45-55.##Sarros, J. K., Cooper, B. M. & Hartican, A. (2006). Leadership and character, Emerald Group Publishing Limited, 27(8): 682-699.##Sing, D. (2012). Enhancing insights on the leadership role of South African public servants theoretical and conceptual perspectives, school of management, Information technology and governance univercity of Kwazula- Natal, 20(2): 8-33.##Tan, H. H. & Lim, A.K.H. (2009). Trust in coworkers and trust in organizations. Journal of psychology, 143(1): 45-66.##

0 طراحی مدل توسعۀ مدیریتی کتابخانه‎های دیجیتال در کشور با رویکرد منبع‎محور Designing a management model for developing digital libraries in Iran (Recourse-Based View approach) https://jipa.ut.ac.ir/article_51865.html 10.22059/jipa.2015.51865 0 علی­رغم اینکه بیش از یک دهه از ایجاد کتابخانه‌های دیجیتال در کشور می‌گذرد، این کتابخانه‌ها به رشد و توسعه و رسیدن به رسالت واقعی­شان- که همانا پاسخگویی به نیازهای امروز مخاطبانشان است- دست نیافته­اند. در این میان، عواملی مانع و بازدارنده و مؤلفه‌هایی نیز در توسعۀ کتابخانه‌های مذکور محرک و مؤثرند. این پژوهش با هدف شناسایی عوامل پیش­برنده با رویکرد منابع پنج‌گانۀ سازمانی و ارائۀ آنها در قالب یک مدل توسعۀ مدیریتی انجام شده است. روش پژوهش براساس نظریۀ برخاسته از داده‌ها و به شیوۀ سیستماتیک است. جامعۀ آماری پژوهش حاضر خبرگان حوزۀ کتابخانه‌های دیجیتال بوده  و داده ها براساس مصاحبۀ نیمه‌ساختاریافته گردآوری شدند  تا آنجایی­ که اشباع نظری حاصل شود. داده‌ها پس از کدگذاری باز و شکل‌گیری طبقات اصلی، طی کدگذاری محوری در قالب مدل پارادایمی ارائه می­شوند و در مرحلۀ کدگذاری انتخابی، دربارۀ مدل مدیریتی توسعۀ کتابخانه‌های دیجیتال در کشور بحث و نظریه‌پردازی می­شود. 1 After passing more than one decade of appearance of digital libraries in Iran, they couldn’t meet their real mission, which is responding to audience needs. Surely, this problem is affected by potentially and real factors. So this research wants to recognize resistant factors and driving factors by recourse oriented approach, and then to fit them in integrated model.Research method which we apply is grounded theory, we use systematic method in three level and steps. Research data is collected from documented research, twenty deep interview with digital library experts. After coding step, this data sit in paradigm model format and development digital library model of Iran formed. 675 698 المیرا جنوی Elmira Djanavi دکتری علوم کتابداری و اطلاع‌رسانی، دانشگاه آزاد اسلامی، واحد علوم و تحقیقات تهران، ایران Iran e.djanavi2007@gmail.com فهیمه باب الحوائجی Fahime Babolhavaeji دانشیار گروه علوم کتابداری و اطلاع‌رسانی، دانشگاه آزاد اسلامی، واحد علوم و تحقیقات تهران، ایران Iran f.babalhavaeji@gmail.com digital library development of digital library digital library development model resource-based view approach Iran Aebi, D. & Largo, R. (2008). Re-engineering Library Data- the long way from ADABAS to Unimarc, Institute for Information Systems.##2.      Alipour Hafezi, M. (2009). Interoperability of information between digital libraries information systems: proposing a model, Ph.D Thesis, Islamic Azad University, Science and Research Branch. (In Persian)##Ani, Okan E.; Esin, Jacob E.; Edem, Nkoyo (2005). Adoption of information and communication technology (ICT) in academic libraries, A strategy for library networking in Nigeria. The Electronic Library. www.emeraldinsight.com/0264-0473.htm.##Corall, S. (2010). Educating the academic librarian as a blend professional: a review and case study. Library Management, 31(8/9): 567 - 593##Ioannidis, Yannis; Maier, David (2005). Digital library information technology infrastructures. Digital Library, 5: 266-274.##Anunobi, C. V. & Ezani, M. I. (2011). Digital library development in university. Challenges and prospects. Library Hi Tech, 29(2): 373-386.##Attaran, M. (2004). Exploring the relationship between information technology and business reengineering. Information and management, 41(5): 585-596.##Baker, D. (2006). Digital library future: A UK HE and FE perspective. Interlending and Document Supply, 34(1): 4-8.##Bhardwaj, R. Kr. & Shukla, R. K. (2008). Re-engineering of library and information services through web modeling in Delhi College of Engineering, Assistant Librarian and librarian.##Castelli, D. (2006). Digital library of future and the role of libraries. Library Hi Tech, 24(4): 496-504.##Cervone, H. F. (2006). Disaster recovery and continuity planning for digital library systems. International digital library perspectives, 22(3): 173-178.##Chen, H. (2005). Digital library development in the Asia Pacific. LCADL (2005), LNCS3815: 509-524. Springer-verlag Berlin Heidelberg.##Chor, N. V. & Salwe, S. M. (2010). Library source and service in digital environment. Proceeding of state level seminar on role of information technology in library, Karad (8-9 April).##Clark, K. & Samantha, A. (2001). Internet use to perform collection development among Independent school librarians in the Pacific Northwest, Ph.D Thesis, university of Albama.##Collier, M. (2006). Strategic change in higher education libraries with the advent of the digital libraries during the forth decade of program. Electronic Library and Information systems, 40(4): 334-345.##Collins, M. (2008). Electronic resource management systems (ERMS) Review. Electronic Journal Forum, 34: 276-299.##Edzan, N. N. & Abdullah, A. (2004). Modeling a national collaborate digital library for Malaysian secondary schools. Journal of Educational Media and Library Science, 42(1): 13-20.##Flatley, R. K. & Prock, K. (2009). E-resource collection development: A survey of current practices in academic libraries. Library Philosophy and Practice, 11(2): 1-4.##Grau, G., Maide, N.A.M. & Franch, X. (2008). Prim: An i*-based process re-engineering method for information systems specification. Information and Software Technology, 50(1-2): 76-100.##Greenough, C. (2003). Engineering the finite element library the transformation of lagacy Fartran library. Mathematical software group. Available at: http://www.cse.clre.ac.uk##Graves, Karen J.; Martin Elaine, R (1998). RE-Engineering the library for improved access to electronic health information: One research library’s experience. INSPEL 32(3): 182-188##Hernon, p. & Schwartz, C. (2009). Leadership: Developing a research agebda for academic libraries. Library & Information science Research, DOI: 10.1016/j.lisr.001, www.sciencedirect.com  ##Isfandiari Moghaddam, A. & Zohdi, S. (2012). The study of the skills and capabilities of digital libraries: Case study of Tabriz university librarians. Library and Information Science, 59(3):191-203. (In Persian)##Jeevan, V.K.J. (2004). Digital library development: Identifying source of content for developing countries with special reference to India. The International Information and Library review, 36: 185-194.##Joint, N. 2006. Digital library future: Collection development or collection preservation. Library Review, 55(5): 285-290.##Karandish, N. (2006). The investigating of the failures of intellectual property rights laws in the country for use in digital libraries in Iran. M.A Thesis, university of Tehran, Tehran. (In Persian)##Karami, S. (2009). The review of the view of art and cultural organization of Tehran municipality managers in digitalization of libraries. M.A Thesis, Islamic Azad University, Tehran North Branch. (In Persian)##Kibrige, H. M. & Depalo, L. (2001). The education function in a digital library environment: A challenge for college a research libraries. The Electronic Library, 19(5): 283-295.##Lee, Heejung; Suh, Hyo-won. (2006). Workflow structuring and reengineering method for design process. Computer and industrial engineering, 51(4): 698-714##Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Beverly Hills: Sage.##McDonald, Andrew (1998). The human factor in digital library development. LNCS 1513: 761-769. Springer-Verlag Berlin Heidelberg.##Marmor, M. (2006). The ARTStore digital library: A case study in collection building. Collection Building, 25(3): 95-99.##Mohsenzadeh, F. & Isfandiari Moghaddam, A. (2011). Perceptions of library staff regarding challenges of developing digital libraries: The case of an Iranian university. Program: Electronic Library and Information Systems, 45(3): 346-355.##Morad Haseli, M.; Fahim Nia, F.; Alipour Hafezi, M.. Technical skills of digital librarians: Suggested list, Proceedings of the First International Conference on Digital Libraries, a decade of digital libraries in Iran Looking to the future; 2014 Jan 28; Tehran, Iran; 2014. P. 197-208. (In Persian)##Mozafar Magham, A. (2008). The view of Tehran special library managers about the creation of digital library. National studies on librarianship and information organization, 19(4): 211-226. (In Persian)##Nadi Ravandi, S. (2009). Compare of used metadata elements in Iranian digital libraries with Dublin core standard, M.A Thesis, Iran University of medical sciences. (In Persian)##Namazi, A. (2003). The explanation of the important parameters in the design of digital libraries in Iran, M.A Thesis, Tarbiat Modares University, faculty of engineering and technology, Tehran. (In Persian)##Naqvi, S.J. & Al-Shihi, H. (2013). Practicing M-Application services opportunities with special reference to Oman. Issues in Informing Science and Information Technology, 10(1): 341-353.##Norouzi, Y. (2011). Axes of development in digital libraries. Research on information science and public libraries, 17(1):129-153. (In Persian)##Norouzi, Y. & Djafarifar, N. (2014). Development strategies for digital libraries, Case study: The views of central library of Tehran universities managers. First national conference of digital library, 29 January. (In Persian)##Radfar, H. (2011). The study of collection development in digital libraries in Iran: proposing a model, Ph.D Thesis, Islamic Azad University, Science and Research Branch. (In Persian)##Salajeghe, M.; Soleymani Nezhad, A.; Ghaem Maghami, M. The challenges of Kerman university library materials and digital resources, Proceedings of the First International Conference on Digital Libraries, a decade of digital libraries in Iran Looking to the future; 2014 Jan 28; Tehran, Iran; 2014. P. 80-89. (In Persian)##Schaffler, Hildegard (2004). How to organize the digital library: reemgineering and change management in the Boyeriche Staatsibivliothek Munich. Library Hi Tech, 15(4): 340-346. ##Shuva, N.Z. (2012). B uilding Digital Libraries in Bangladesh: A developing country perspective. The International Information and Library Review,  44: 132-146##Sun, J. & Yuan, B. Z. (2012). Development and charactristics of digital library as a library branch. IEIR Procedia, 2: 12-17.##Yang, L. (2012). Development strategy of digital library in university based on SWOT analysis. Software Engineering and Knowledge Engineering, 2, AISC115: 893-900.##Youngok, C. & Rasmussem, E. (2006). What is needed to education future digital librarians: A study of current practice an staffing patterns in academic and Research Libraries. D-Lib Magazine, 12(9): 3.##

0 بررسی تأثیر عوامل مؤثر بر اجرای موفق رویدادهای فرهنگی از دیدگاه گردشگران Study of Effective Factors on The successful implementation of cultural events from the perspective of tourists, Case study SADEH celebration https://jipa.ut.ac.ir/article_57352.html 10.22059/jipa.2015.57352 0 گردشگری رویداد، یکی از راهبرد‌های مهم برای توزیع گردشگری به‌صورت عادلانه و منظم در مناطق و زمان‌های مختلف در کشور محسوب می‌شود. این پژوهش، به پرشدن شکاف پژوهشی در حوزۀ رویدادهای فرهنگی کمک می‌کند و در آن، تأثیر عوامل مؤثر بر اجرای موفق رویداد جشن سده در استان کرمان بررسی می­شود. پژوهش از نظر هدف، کاربردی و از لحاظ جمع‌آوری اطلاعات، توصیفی- پیمایشی است. جامعة آماری، گردشگران حاضر در جشن هستند و برای تحلیل فرضیه­های مدل و نیز آزمون روابط بین متغیرها، از رویکرد مدل‌سازی معادلات ساختاری مبتنی­بر حداقل مربعات جزئی استفاده شده است. برای تجزیه و تحلیل داده‌های پژوهش، 109 پرسشنامة درست جمع‌آوری و با نرم‌افزار Smart-PLS تحلیل شد. مطابق نتایج، از میان سه عامل مؤثر، کیفیت اجرا بیشترین اثر را بر رضایت، تصویر مقصد و تجربة به‌یادماندنی در ذهن گردشگران دارد و سایر متغیرها، در سطح اطمینان 95 درصد، اثر معناداری بر شاخص‌های اجرای موفق ندارند. 1 Today event tourism is an important strategy for distributing tourism accurate and square in different areas and in different times. This research helps to fulfill the research gaps in terms of cultural events and also will try to survey the sensational elements in order to have a successful implement every year in Kerman province for Sadeh celebration. The research in terms of goal is practical and in terms of information is describing. The statistic society research, the tourists will be in the celebration for analyzing the theories and examining the relation between researches variables from approach making model of the structural equivalents for partial least square or PLS to be used. . For analyzing data of the research totally 109 questioners was correctly gathered and also analyzed by Smart-PLS software. The results has shown that from these three important elements, executing quality has got the most effective in terms of satisfaction, destination image and memorable experience to the minds of the tourists. The other variables of the research cannot have a meaningful effect on the 95% confidence of Successful Executing Events Indicators. 699 720 محسن نظری Mohsen Nazari دانشیار گروه مدیریت بازرگانی، دانشکدة مدیریت، دانشگاه تهران، تهران، ایران Iran mohsen.nazari@ut.ac.ir زاهد قادری Zahed Ghaderi استاد مدعو گروه مدیریت بازرگانی، دانشکدة مدیریت، دانشگاه تهران، تهران، ایران Iran zahedghaderi@yahoo.com سیده فروزنده فضلوی Seyede Forozande Fazlavi دانشجوی کارشناسی ارشد، مدیریت بازرگانی گرایش جهانگردی، دانشکدة مدیریت، دانشگاه تهران، تهران، ایران Iran f_fazlavi@yahoo.com Cultural Events Destinations images Memorable experience Successful Executing Events Indicators Tourists Satisfaction Agha Abbasi, Y. (2010). Sadeh, A ritual show. Journal of Iranian Studies. 9(17): 1-10. (In Persian)##Ameriyan. H. & Shiva. O. (2014). Culture and ethnicities of Iran. Tehran: Jahad Daneshgaahi Press. (In Persian)##Baker, D. A. & Crompton, J. L. (2000). Quality, satisfaction and behavioral intentions. Annals of Tourism Research, 27: 785–804.##Bitner, M. J. & Hubbert, A. R. (1994). Encounter satisfaction versus overall satisfaction versus quality: The customers' voice. In Rust, R. T. & Oliver, R. L. (Eds.), Service quality: New directions in theory and practice (pp. 72–94). Thousand Oaks, CA: Sage Publications.##Bruwer, J. (2014). Service quality perception and satisfaction: buying behaviour prediction in an Australian festivalscape. International Journal of Tourism Research, 16(1): 76-86.##6.        Buhalis, D. (2000). Marketing the competitive destination of the future. Tourism Management, 21(1):97-116.##Chalip, L. & Costa, C. A. (2005). Sport event tourism and the destination brand: Towards a general theory. Sport in Society, 8(2): 218-237.##Chen, Y. F. & Mo, H. E. (2012). Attendees' perspectives on the service quality of an exhibition organizer: A case study of a tourism exhibition. Tourism Management Perspectives, 1: 28-33.##Crompton, J. L. (1979). An assessment of the image of Mexico as a vacation destination and the influence of geographical location upon that image. Journal of travel research, 17(4): 18-23.##Derrett, R. (2004). Festivals, events and the destination. Festival and events management, 32-64.##Dominici, G. & Guzzo, R. (2010). Customer satisfaction in the hotel industry: A case study from Sicily. International Journal of Marketing Studies, 2(2): 3-12.##Eshghi, A., Roy, S. K. & Ganguli, S. (2008). Service quality and customer satisfaction: an empirical investigation in Indian mobile telecommunications services. Marketing Management Journal, 18(2).##Esu, B. B. & Arrey, V. M. E. (2009). Tourists’ satisfaction with cultural tourism festival: A case study of Calabar Carnival Festival, Nigeria. International Journal of Business and Management, 4(3): p116.##Getz, D. (1991). Festivals, special events and tourism. New York, NY: Van Nostrand Reinhold.##Getz, D. (2009). Event tourism: definition, evolution, and research. Tourism Management, 29: 403–428.##Getz, D. (2013). Event studies. Routledge.##Gharakhloo. M. (2007). Geography of tourism and leisure planning. Tehran: Jahad Daneshgaahi Press. (In Persian)##Go, F. M. & Govers, R. (2000). Integrated quality management for tourist destinations: A European perspective on achieving competitiveness. Tourism Management, 21(1): 79-88.##Godfrey, K. & Clarke, J. (2000). The tourism development handbook: A practical approach to planning and marketing. Cengage Learning EMEA.##Hall, C.M. (1993). Hallmark tourist events: Impacts management and planning. London: Belhaven.##Hawkins, d. & Best Rojer, J. (2006). Consumer behavior. McGraw-Hill.##Kaplanidou, K. (2007). Affective event and destination image: Their influence on Olympic travellers’ behavioural intentions. Event Management, 10(2-3): 159-173.##Kim, H. & Chen, J. S. (2015). Destination image formation process a holistic model. Journal of Vacation Marketing, 175: 503-510.##Kim, J. H. (2014). The antecedents of memorable tourism experiences: The development of a scale to measure the destination attributes associated with memorable experiences. Tourism management, 44(2014): 34-45.##Kim, J. H., Ritchie, J. R. B. & McCormick, B. (2012). Development of a scale to measure memorable tourism experiences. Journal of Travel Research, 51(1): 12-25.##Lee, S.Y., Petrick, J.F. & Crompton, J.L. (2007). The roles of quality and intermediary constructs in determining festival attendees’ behavioural intention. Journal of Travel Research, 45(4): 402–412.##Lee, Y. K., Lee, C. K., Lee, S. K. & Babin, B. J. (2008). Festivalscapes and patrons’ emotions, satisfaction, and loyalty. Journal of Business Research, 61: 56–64.##Liou, D. Y. (2010). Beyond Tokyo rainbow bridge: Destination images portrayed in Japanese drama affect Taiwanese tourists’ perception. Journal of Vacation Marketing, 16(1): 5-15.##McKercher, B., Mei, W. S. & Tse, T. S. (2006). Are short duration cultural festivals tourist attractions. Journal of Sustainable Tourism, 14(1): 55-66.##Milman, A. (2012). Postcards as representation of a destination image: The case of Berlin. Journal of vacation marketing, 18(2): 157-170.##Muganda, M., Sirima, A. & Ezra, P. M. (2013). The role of local communities in tourism development: Grassroots perspectives from Tanzania. Journal of Human Ecology, 41(1): 53-66.##O’Sullivan, D. and Jackson, M.J. (2002). Festival Tourism: A contributor to sustainable local economic development, Journal of Sustainable Tourism, 10(4): 325–342.##O’Toole, W.J. (2005). Engineering Events: A Comparison of the standard Project Management Methodology with the Management of Events and Festivals, M.A Thesis, University of Sydney, Australia.##Papadimitriou, D. (2013). Service quality components as antecedents of satisfaction and behavioral intentions: The case of a Greek carnival festival. Journal of Convention & Event Tourism, 14(1): 42-64.##Parasuraman, A., Zeithaml, V. A. & Berry, L. L. (1988). SERVQUAL: Multi-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1): 12–40.##36.     Philip, G. & Hazlett, S. A. (1996). The measurement of service quality: a new P-C.P. attributes model. International Journal of Quality and Reliability Management, 14(3): 260-288.##Pine, J. & Gilmore, J. (1999). The Experience Economy. Boston: Harvard Business School Press.##Pizam, A. (2010). Creating memorable experiences. International Journal of Hospitality Management, 29(3): 343.##Ranjbariyan, B. & Zahedi. M. (2004). Event tourism, diversity and management. Quarterly Journal of tourism, 5: 27-51. (In persian)##Reynolds, W. H. (1965). The role of the consumer in image building. California Management Review, 7(3): 69–76.##Robinson, M., Picard, D. & Long, P. (2004). Festival tourism: Producing, translating, and consuming expressions of culture(s). Event Management, 8(4): 187–189.##Rodríguez del Bosque, I. A., San Martín, H. & Collado, J. (2006). The role of expectation in the consumer satisfaction formation process: Empirical evidence in the travel agency sector. Tourism Management, 27(3): 410-419.##Solberg, H. A. & Preuss, H. (2007). Major sport events and long-term tourism impacts. Journal of sport Management, 21(2): 215-236.##Su, A. Y. L. (2004). Customer satisfaction measurement practice in Taiwan hotels. International Journal of Hospitality Management, 23(4): 397-408.##Sung Moon, K., Kim, M., Jae Ko, Y., Connaughton, D. P. & Hak Lee, J. (2011). The influence of consumer's event quality perception on destination image. Managing Service Quality: An International Journal, 21(3): 287-303.##Trošt, K., Klarić, S. & Ružić, M. D. (2012). Events as a framework for tourist destination branding–case studies of two cultural events in Croatia. Izlazi u samo elektroničkom izdanju: NE.##Tung, V. W. S. & Ritchie, J. B. (2011). Exploring the essence of memorable tourism experiences. Annals of Tourism Research, 38(4): 1367-1386.##Watt, D. C. (2012). Event management in leisure and tourism. Translated by: Khoshghadam Akhlaghi & Moghaddam. Tehran: Rasa Press. (In Persian)##Yeoman, I. (2004). Festival and events management: An international arts and culture perspective. Routledge.##Yoon, Y. S., Lee, J. S. & Lee, C. K. (2010). Measuring festival quality and value affecting visitors’ satisfaction and loyalty using a structural approach. International Journal of Hospitality Management, 29(2), 335–342.##

0 تحلیل چند سطحی عوامل مؤثر بر انگیزۀ خدمت در بخش عمومی Multilevel Analysis of Factors that Effect on Public Service Motivation https://jipa.ut.ac.ir/article_57353.html 10.22059/jipa.2015.57353 0 دانش سازمانی در حال حرکت به سمت شکل‌گیری پارادایمی است که بتواند شکاف میان سطوح خرد و کلان را در تئوری‌ها و پژوهش‌ها کم یاحذف کند. یکی از موضوعاتی که به ماهیت چندسطحی آن در پژوهش‌های اخیر توجه شده است، موضوع انگیزۀ خدمت در بخش عمومی است. در این پژوهش، انگیزۀ خدمت در بخش عمومی در جایگاه ‌ساختاری چند‌سطحی‌ بررسی شده است. داده‌ها به‎کمک نرم‌افزار تحلیل خطی سلسله‌مراتبی (HLM) که یکی از روش‌های تجزیه‎وتحلیل چند‌سطحی است، تحلیل شده‎اند. با بهره‎مندی از روش نمونه‌گیری طبقه‌ای، پرسشنامۀ استاندارد در اختیار کارکنان 38 سازمان زیرمجموعۀ شهرداری تهران قرار گرفت و 824 پرسشنامه ‌تجزیه‎وتحلیل شد. خروجی نرم‎افزار نشان‎دهندۀ روابط چند‌سطحی متغیرهای پژوهش بود. انسجام گروه کاری به‎عنوان متغیر سطح گروهی، سبب تعدیل رابطه میان رهبری تحولی و انگیزۀ افراد برای خدمت در بخش عمومی می‌شود. بر اساس نتایج، اگر‌چه رهبری ‌عامل تعیین‌کنندۀ انگیزۀ خدمت در بخش عمومی است، مؤلفه‌های گروه‌های کاری تأثیر بیشتری در این زمینه دارند؛ به‌طوری‌که انگیزۀ خدمت در بخش عمومی (متغیر سطح فردی) توسط کیفیت ارتباط اعضای گروه تحت‌تأثیر قرار می‌گیرد. ‌از یافته‌های مهم این تجزیه‎وتحلیل چندسطحی، اثر تعدیل‌کنندۀ جو سازمانی (متغیر سطح سازمانی) بر رابطۀ بین عوامل فردی و گروهی است. 1 organizational science is moving toward the development of a paradigm that can bridge the micro-macro gap in theory and research. In this research, Public service motivation as a multi level construct is studied,using multi level approaches and by the means of hierarchical linear modeling (HLM) which is one of the multi level analysis techniques. Random Sampling method was employed in a standard questionnaire to gather information from administration staff of38 organization in Tehran Municipality and824 questionnaires were analyzed.Total output of statistical analysis indicates surface and multi level relations of variables of research in three levels of individuals,working groups and organization. The achieved results show that although leadership is a determining factor to empower public service motivation, but working groups have more effective role in this regard, in such a manner that public service motivation are being impressed by the quality of relation between members of group. The important point that is presumed from this tri-level analysis is mentionable modifying effect of organizational cliement on the relations between individual and group factors. 721 742 حامد دهقانان Hamed Dehghanan استادیار مدیریت منابع انسانی، دانشکدۀ مدیریت و حسابداری دانشگاه علامه طباطبائی، تهران، ایران‌ Iran dehganan@yahoo.com Public Service Motivation Organization Climate Multilevel approach Transformational Leadership relation between members of group Alonso, P. & Lewis, G.B. (2001). Public Service Motivation and Job Performance: Evidence from the Federal Sector. American Review of Public Administration 31 (4): 363-381.##Armistead, C. & Kiely, J. (2003). Creating strategies for managing evolving customer service. Managing Service Quality, 13 (2):164-70.##Bellé, N. (2014). Leading to Make a Difference: A Field Experiment on the Performance Effects of Transformational Leadership, Perceived Social Impact, and Public Service Motivation. Journal of Public Administration Research and Theory, 24 (1): 109-136.##Brewer, G.A. (2012). Public Service Motivation:Theory, Evidence, and Prospects for Research. Paper presented at the Annual Meeting of the American Political Science Association. Boston, MA.##Brewer, G.A., Selden, S.C. & Facer, R. L. (2000). Individual Conceptions of Public Service Motivation. Public Administration Review, 60(3): 254-264.##Bruno, S. (2013). Organizational Control Systems and Pay-for-Performance in the Public Service. Organization Studies, 34 (7): 125- 147.##Caillier, G.J. (2014). Transformational Leadership and Whistle-Blowing Attitudes: Is This Relationship Mediated by Organizational Commitment and Public Service Motivation. American Review of Public Administration, 44 (2).  DOI: 10.1177/0275074013515299.##Capman, J.A. (2012). A framework for transformational change in organization. leadership and organizational development journal, 23(1): 338-342.##Church, A. (1997). Managerial self-awareness in high-performing individuals in organizations. Journal of Applied Psychology, 82 (2): 281-292.##Crosby, L.A. (2002), Exploding some myths about customer relationship management, Managing Service Quality, 12 (5):261-277.##Frey, B.S. (2013). Organizational Control Systems and Pay-for-Performance in the Public Service. Organization Studies, 34 (7): 949-972.##Jabnoun, N. & Rasasi, A.J.A. (2005), Transformational leadership and service quality in UAE hospitals. Managing Service Quality, 15 (1): 70-81.##Jonserd, G.S. & Rooser, C. (2002). Determinants of customer-perceived service quality: a confirmatory factor analysis approach. Journal of Services Marketing, 16 (1): 9-34.##Jurdge, T.A, Bono, J.E., Ilies, R. & Gerhardt, M.W. (2002). Personality and leadership: a qualitative and quantitative review. Journal of Applied Psychology, 87 (4): 65-80.##Hair Jr. J.F., Black, W.C., Babin, B.J. & Anderson, R.E. (2012). Multivariate Data Analysis, 6th ed. Pearson Education International, Harlow.##Hassani Kakhaki, A. & Zahedi, SH. (2012). A Model for Explaining the Role of Participation of Employees in Public Sector Human Productivity Enhancement. Journal of Public Administration, 4(1): 69-90. (in Persian)##Higgt, M.J. (2003). Making sense of leadership in the 21st century. Leadership & Organization Development Journal, 24 (5):273-84.##Hondeghem, A. (2005). Public Management Institute Values and motivation in public administration. Public Service Motivation in an international comparative perspective Joint EGPA-ASPA Conference. Ethics and integrity of governance-The first transatlantic dialogue Leuven (Belgium), 2-5 June. 47-52.##Hosseini, F., Rayej, H.,  Estiri, M. & Sharifi, S.M. (2010). A survey on Relationship between Organizational Culture & TFL and LMX Leadership Styles, Journal of Public Administration, 2 (4): 55-72.(in Persian)##Houston, D.J. (2014). Public-Service Motivation: A Multivariate Test. Journal Public Adm Res Theory, 24 (1): 109-136.##Kaiser, L.C. (2014). Job Satisfaction and Public Service Motivation, Applied Sciences for Public Administration, IZA Discussion Paper. 7935. Available in: http://ftp.iza.org/dp7935.pdf.##Kennedy, K.N., Deeter-Schmelz, D.R. & Wech, B.A. (2009). Multi level analysis of customer contact teams. Journal of Services Marketing, 23(6): 436-448.##Leavy, B. (2002). Creativity – the new imperative, Journal of General Management, 28 (1):70-85.##Leete, L. (2000). Wage Equity and Employee Motivation in Nonprofit and For-Profit Organizations. Journal of Economic Behavior and Organization, 43(4): 423-446.##Liu, B., Yang, K. & Yu, W. (2014). Work-Related Stressors and Health-Related Outcomes in Public Service, Examining the Role of Public Service Motivation. American Review of Public Administration, 44 (2). doi: 10.1177/0275074014524298.##Mann, G.A. (2006). A Motive To Serve: Public Service motivation in Human Resource management. Public Personnel Management, 35 (1): 201-210.##Marks, M. & Printy, M. (2013). Principal Leadership and School Performance: An Integration of Transformational and Instructional Leadership. Educational Administration Quarterly, 39(3): 107-114.##Milne, P. (2007). Motivation incentives and organisational culture. Journal of Knowledge Management, 11(6): 4-50.##Moynihan, D.P. & Pandey, S.K. (2007). The Role of Organizations in Fostering Public Service Motivation. Public Administration Review, 67(1): 40-53.##Naff, K.C. & Crum, J. (2013). Working For America: Does public service motivation make difference? Review of Publice Administration, 19(4): 5-16.##Perry, J. L. & Wise, L.R. (1990). The Motivational Bases of Public Service. Public Administration Review, 50(3): 367-373.##Prabhu, V.B., Robson, A. & Mitchell, E. (2002), Business excellence in the public sector – a comparison of two sub-groups with the "private" service sector. TQM Magazine, 14 (1): 34-43.##Rainey, H.G. (1997). Understanding and Managing Public Organizations. Francisco, CA: Jossey-Bass Publishers.##Rice, G. (2006). Individual values, organizational context and selfperceptions of employee. Journal of Business Research, 59(9): 87-112.##Sabokroo, M., Kalhorian, R., Kamjoo, Z. & Taleghani, GH. R. (2011). Work-family Conflict: The Role of Organizational Supportive Perception in Turnover Intention (Case study of nurses of Tehran’s hospitals. Journal of Public Administration, 3(6): 111-126. (in Persian)##Sangmook, K. (2006). Public service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27 (8): 16-47.##Schott, C., Van Kleef, D. D. & Steen, T. (2013). What does it mean and imply to be Public Service Motivated? The American Review of Public Administration, 45(5): 1-19.##Scott, P. G. & Pandey, S.K. (2005). Red Tape and Public Service Motivation. Review of Public Personnel Administration, 25 (2): 155 –178.##Tatham, R.L., Hair, F.H. Jr, Black, W.C., Babin, B.J. & Anderson, R.E. (2012). Multivariate Data Analysis. 6th ed. Pearson Education International.##Yu, W., Liu, B. & Yang, K. (2014). Work-Related Stressors and Health-Related Outcomes in Public Service, Examining the Role of Public Service Motivation. American Review of Public Administration, 44 (2): 938-954.##Wright, B. E. & Pandey, S.K. (2014).  Public Service Motivation and the Assumption of Person–Organization Fit: Testing the Mediating Effect of Value Congruence, Administration & amp Society, 40(5): 502-521.##Zareie Matin, H., Alvani, M., Jandaghi, Gh. & Ahmadi, F.(2010). A Comprehensive Model for identify factors impact on develop of organizational citizenship behavior (Case study: People in staff of Iranian national oil Firm). Journal of Public Administration, 2(5): 39- 56.(in Persian)##Zeinabadi, H. (2011). Transformational leadership and organizational citizenship behavior in school: Retesting and changing a tested model in industry. Journal of Public Administration, 3(7): 63-80. (in Persian)##

0 تبیین ارتباط توانمندسازی کارکنان با نوآوری در خدمات عمومی با تأکید بر تعلق‌خاطر کاری Psychological Empowerment and public services innovation; with emphasise employee engagement https://jipa.ut.ac.ir/article_57354.html 10.22059/jipa.2015.57354 0 سازمان‌های دولتی، به‌عنوان یکی از ارکان مهم در تأمین خدمات عمومی و اساسی مورد نیاز شهروندان و به‌عنوان تدوین‌کنندگان و مجریان قوانین و خط‌مشی‌های عمومی، در اقتصاد خدمات­محور امروزی، در هر جامعه‌ای از جمله ایران نقش مهمی ایفا می‌کنند؛ ایفای چنین نقشی، مستلزم رویکرد نوآورانه در خدمات عمومی و به‌کارگیری راهبردهای مناسب در تحقق این امر است. پژوهش حاضر، تأثیر توانمندسازی نیروی انسانی به‌عنوان یکی از راهبردهای مهم سازمانی در حوزۀ مدیریت منابع انسانی را بر نوآوری در خدمات عمومی، با نقش تعدیل‌کنندۀ تعلق‌خاطر کاری بررسی می­کند. در این پژوهش، برای تبیین مفهوم توانمندسازی کارکنان، از مدل اسپریترز (1995) و برای بررسی تعلق‌خاطر، از مدل شاوفی و باکر (2002) استفاده شده است. از سوی دیگر، ابعاد مدنظر درمورد نوآوری در خدمات عمومی، شامل نوآوری در ارائۀ خدمات، نوآوری در فرایند و فرهنگ نوآوری است. جامعۀ آماری در این پژوهش، شامل سازمان‌های برتر تهران در جشنوارۀ شهید رجایی در سال 1392 است. نمونه‌گیری به روش تصادفی انجام گرفته و برای تجزیه و تحلیل آماری، از مدل معادلات ساختاری و نرم‌افزار لیزرل استفاده شده است. نتایج نشان می‌دهد چهار بعد توانمندسازی کارکنان (احساس شایستگی، احساس معناداربودن شغل، احساس مؤثربودن و احساس اعتماد) با نوآوری در خدمات عمومی، رابطۀ معنادار دارند. همچنین تعلق‌خاطر کاری، ارتباط بین توانمندسازی و نوآوری در خدمات عمومی را تعدیل می‌سازد. 1 Public organizations as an important element in the provision of basic public services for citizens and as policy makers and implemente agents of have an important role in every society’s economy (It is characterized by being a service-oriented) including Iran. Playing such a role requires an innovative approach to public services and using appropriate strategies to accomplish this. The present study was to examine the relationship between the employees’ empowerment and Public Service Innovation through work engagement. The statistical community in this research is the premier organizations of Tehran in Shahid Rajaei Festival in the year 1392. And we used the questionnaire in order to collecting data. Also, in order to perform the test descriptive statistics SPSS software and for analyzing data, the LISREL software conducting path analysis was used. The results showed that the realization of the four dimensions of psychological employees empowerment (Meaningful job, Competence, Impact, Trust In Others) with public services innovation have a significant relationship. As well, work engagement is a moderator variable and moderate the relationship between employees empowerment and innovation public service. 743 764 طیبه عباسی Tayebe Abbasi استادیار گروه مدیریت دولتی، دانشگاه تهران، تهران، ایران Iran t.abbasi@ut.ac.ir غلامرضا طالقانی Gholamreza Taleghani دانشیار گروه مدیریت دولتی، دانشگاه تهران، تهران، ایران Iran gtalghani@ut.ac.ir سمیه رجب زاده Somayye Rajabzade دانشجوی کارشناسی ارشد مدیریت دولتی، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران Iran rajabzadeh@ut.ac.ir : Psychological Empowerment public services innovation work engagement Abtahi, S. & Abbasi, S. (2007). Empowering employers, Karaj. Institute of management researches and educations. (In Persian)##Agarwal, V. (2013). Investigating the convergent validity of organizational trust. Journal of Communication Management, 17(1): 24–39.##Babayi Khalaji, M., Ahmadi, S.A.A. & Shahbazi, M. (2013). Factors affecting on nurses work engagement in Farabi Hospital. Public management journal, 4(5): 29-56. (In Persian)##Barton, H. & Barton, L. C. (2011). Trust and psychological empowerment in The Russian work context. Human Resource Management Review, 21: 201–208.##Bloch, C. & Bugg, M. M. (2013). Public sector innovation—From theory to measurement. Structural change and economic dynamics, 27: 133– 145.##Chughtai, A. & Buckley, F. (2011). Work engagement antecedents, the mediating role of learninggoal orientation and job performance. Career Development International, 16(7): 684-705.##Danesh Jafari, D. (2015). Service economy in Iran’s legal documents, The first conference of service management, Management faculty of Tehran University.##Den Hertog, P., Van der Aa, W. & de Jong, M. W. (2010). Capabilities for managing service innovation: towards a conceptual framework. Journal of Service Management, 21(4): 490-514.##Fernandez, S. & Moldogaziev, T. (2009). Forthcoming empowering public sector employees to improve performance: Does it work? American review of public administration.##Fernandez, S. & Moldogaziev, T. (2011). Empowering public sector employees to improve performance: Does it work. American review of public administration, 41: 23-47.##Fernandez, S. & Moldogaziev, T. (2012). Employee empowerment, self-determination and job satisfaction: An empirical analysis of employee empowerment practices in the U.S. Federal Bureaucracy. Paper presented at the Converging and Conflicting Trends in the Public Administration of the US, Europe, and Germany Conference, Speyer, Germany.##Ghani, N. A. A., Bin Raja, T. A. B. S. & Jusoff, K. (2009). The impact of psychological empowerment on lecturers’ innovative behaviour in Malaysian private higher education institutions. Canadian Social Science, 5(4): 54-62.##Gonzalez, R., Llopis, J. & Gasco, J. (2013). Innovation in public services: The case of Spanish local government. Journal of Business Research, 66(10): 2024-2033.##Greasley, K., Bryman, A., Dainty, A., Price, A., et al. (2005). Employee perceptions of empowerment. Employee relations, 27(4): 354-368.##Hill, F. & Hug, R. (2004). Employee empowerment: Conceptualization, aims and outcomes. Total Quality Management Journal, 15(8): 1025-1041.##Isakhani, A. (2013). Explaining the role of occupational and personal resources in employee engagement, Public management journal, 2(5): 73-96. (In Persian)##Johannessen, J. (2013). Innovation: A systemic perspective–developing a systemic innovation theory. Kybernetes, 42(8): 1195-1217.##Kennedy, E. & Daim, T. U. (2010). A strategy to assist management in workforce engagement and employee retention in the high tech engineering environment. Evaluation and program planning, 33(4): 468-476.##Khan, M. & Khan. M. A. (2009). How technological##innovations extend services outreach to customers (the changing shape of hospitality services taxonomy). International Journal of Contemporary Hospitality Management, 21(5): 509-522.##Kim, S. (2002). Participative management and job satisfaction: Lessons for management leadership. Public Administration Review, 62(2): 231-241.##King Kauanui, S. & Kevin D. T. (2007). Entrepreneurship and spiritual leadership an exploration using grounded Theory. Journal of managerial psychology, 6(9): 8-5.##Knol, J. & Van Linge, R. (2009). Innovative behaviour: The effect of structural and psychological empowerment on nurses. Journal of Advanced Nursing, 65(2): 359-370.##Koyuncu, M., Burke, R. J. & Fiksenbaum, L., (2006). Work engagement among women managers and professionals in a Turkish bank: Potential antecedents and consequences, Equal opportunities international, 25(4): 299–310.##Kuo, T.H., Ho, L.A., Lin, C. & Lai, K.K. (2009). Employee empowerment in a technology advanced environment. Industrial management and data systems, 110(1): 24-42.##Lee, H., Cayer, N.J. & Lan, G.Z. (2006). Changing federal government employee attitudes since the civil service reform act of 1978. Review of public personnel administration, 26(1): 21-51.##Lekhi, R., (2007). Public service innovation: A research report for the work foundation‘s knowledge economy programme, Research Republic LLP.##Macey, W. H., Schneider, B., Barbera, K. & Young, S. A. (2009). Employee Engagement. London, UK: Wiley/Blackwell.##Mauno, S., Kinnunen, U. & Ruokolainen, M. (2007). Job demandsand resources as antecedents of work engagement: A longitudinalstudy. Journal of vocational behavior, 70(1): 149–171.##Mishra, A.K, & Spreitzer, G.M. (1997). Explaining how survivors respond to downsizing: The roles of trust, empowerment, Justice and Work Redesign, Working Paper. Michigan State University.##Mosazadeh, M. R. (2008). Administrative law, general and Iran. Tehran: Mizan Press. (In Persian)##Mulgan, G. & Albury, D., (2003), Innovation in the public sector, Strategy Unit, Cabinet Office, October.##Osborne, S. (1998). Naming the beast: Delivering and classifying service innovations in social policy. Human Relations, 51(9): 1133-1154.##O'Sullivan, D. (2008). Applying Innovation: Sage Publishing, Thousand Oaks, California.##Park, S.M. and Rainey, H.G. (2007). Antecedents, mediators and consequences of affective, normative, and continuance commitment: Empirical tests of commitment effects in Federal agencies. Review of public personnel administration, 27: 197-226.##Robbins, S. (1996). Organizational behavior management, Translated by: Parsaeian, A. & Arabi, M., Tehran: Institute of Business Studies and Research. (In Persian)##Schaufeli, W.B. & Bakker, A.B. (2003). UWES Utrecht work engagement scale: Test manual. Unpublished manuscript, Department of Psychology, Utrecht University.##Schaufeli, W.B. & Bakker, A.B. )2010(. The conceptualization and measurement of work engagement. In: Bakker, A.B. & Leiter, M.P. (Eds.), Work Engagement: A handbook of essential theory and research. Psychology Press, New York, NY: 10–24.##Schaufeli, W.B., Salanova, M., González-Roma, V. & Bakker, A.B., )2002(. The measurement of engagement and Burnout: A two sample confirmatory factor analytic approach. Journal of happiness studies, 3:71–92.##Schaufeli, W.B., Taris, T.W. & Van Rhenen, W. )2008(. Workaholism, Burnout and Engagement three of a kind or three different kinds of employee well-Being. Applied psychology—an international review, 57(2): 173–203.##Shokley-Zalabak, P., Ellis, K. & Winograd, G. (2000). Organizational Trust: What It Means, Why It Matters. Organizational development journal, 78(18): 35-48.##Spreitzer, G.M. (1995), Psychological empowerment in the workplace: Dimensions, measurement, and validation”, Academy of management Journal, 38(5): 1442-1465.##Spreitzer, G.M. (1996). Social structural characteristics of psychological empowerment. Academy of management journal, 39(2): 483-504.##Sun, L., Zhang, Z., Qi, J. & Xiong Chen, Z., (2012). Empowerment and creativity: A cross-level investigation. The leadership quarterly,23(1): 55–65.##Taheri, Y., Jebran, Mohammad and Jafariniya, Said. (2014). Examining The Relationship Between Transformational Leadership and Organizational Citizenship Behavior, According To The Role Of People Empowerment. Public management journal, 4(6): 769-789. (In Persian)##Thomas, K. & Velthouse, B. (1990). Cognitive elements of empowerment: An interpretive model of Intrinsic task motivation. Academy of management review, 23(5): 666-681.##Walker, R. M. & Jeanes, E. (2001). Innovation in a regulated service: The case of English housing associations. Public Management Review, 3(4): 525-550.##Windrum, P. (2008). Innovation and entrepreneurship in public services, In Windrum, P. & Koch, P. M. (2008). Innovation in public sector services: entrepreneurship, Creativity and management, North Hampton, MA: Edward Elgar. PP: 3-21.##Wright, B. E. and Kim, S. (2004). Participation‘s influence on job satisfaction: The importance of job characteristics. Review of public personnel administration, 24: 18-40.##Yukl, Gary A. And Becker, Wendy S. (2006). Effective Empowerment in Organisations. Organisations management journal, 3(3): 210-231.##Ziyaee, M. S., Nargesyan, A. & Aybaghi, S. (2009). The survey of role of spiritual leadership in employee empowerment in Tehran University. Public management journal, 1(1): 67-86. (In Persian)##Brunetto, Y. & Farr-Wharton, R. (2007). The moderating role of trust in SME owner/managers‟ decision-making about collaboration. Journal of Small Business Management, 45(3): 362-387.##Chen, J., Tsou, H. T., & Huang, A. Y. (2009). Service delivery innovation antecedents and impact on firm performance. Journal of Service Research, 12(1): 36-55.##Deci, E. L., Connell, J. P. & Ryan, R. M. (1989). Self-determination in a work organization. Journal of applied psychology, 74(4): 580.##Ergeneli, A., Saglam, G. & Metin, S. (2007). Psychological empowerment and its relationship to trust in immediate managers. Journal of business research, 60: 4-49.##Ertürk, A. (2012). Linking psychological empowerment to innovation capability: Investigating the moderating effect of supervisory trust. International Journal of Business and Social Science, 3(14): 153-165.##Fawcett, S. E.,  Jones. S. L. & Fawcett. A. M. (2012). Supply Chain trust: The catalyst for collaborative innovation. Business Horizons, 55(2): 163–178.##

0 تأملی بر التزام شغلی در پرتو سرمایۀ روان‏ شناختی با در نظرداشتن اثر میانجی تحلیل‏ رفتگی شغلی A reflection on job Engagement in view of psychological capital by considering the mediated role of job Burnout. https://jipa.ut.ac.ir/article_57355.html 10.22059/jipa.2015.57355 0 هدف پژوهش حاضر ارائۀ راهکارهای کاربردی به‌منظور کاهش تحلیل‏رفتگی شغلی پرستاران، براساس سرمایۀ روان‏شناختی و التزام شغلی است. پژوهش حاضر از نظر هدف کاربردی به‎شمار می‎رود و از نظر چگونگی گردآوری داده‏ها، توصیفی و از نوع همبستگی است و به‌طور مشخص مبتنی بر مدل معادلات ساختاری (SEM) اجرا می‎شود. در این پژوهش ابتدا مدل نظری و فرضیه‏ها بین متغیرها توسعه داده شد. سپس با کمک مدل معادلات ساختاری، فرضیه‏های پژوهش بررسی شدند. جامعۀ ‏آماری پژوهش تمام پرستاران یکی از بیمارستان‏های دولتی شهر تهران (263 نفر) است. حجم نمونه بر‌اساس جدول مورگان و با بهره‏مندی از روش نمونه‌گیری تصادفی ساده 160 نفر به‎دست آمد. داده‏ها از طریق پرسشنامه جمع‏آوری شدند. نتایج این پژوهش نشان داد، بین سرمایۀ روان‏شناختی و ابعاد آن (خودکارآمدی، امید، انعطاف‏پذیری و خوش‏بینی) با تحلیل‏رفتگی شغلی رابطۀ منفی و معنادار و با التزام شغلی رابطۀ مثبت و معنادار وجود دارد. همچنین رابطۀ منفی و معناداری بین تحلیل‌رفتگی شغلی و التزام شغلی مشاهده شد. تأثیر میانجیگری تحلیل‏رفتگی شغلی در تأثیر سرمایۀ روان‏شناختی بر التزام شغلی پرستاران نیز به تأیید رسید. 1 The purpose of this study is to examine the impact of psychological capital and job Engagement on reduce Job Burnout of nurses . this study, as a matter of goal or purpose, is an applied research and the way of collecting the data is descriptive and in the form of correlation; and clearly based on the structural equation model (SEM).in this research, firstly the theoretical model and the theories between the variables were developed and for surveying the research theories the structural equation was used. Nurses one of public hospitals in Tehran city are the statistical population(263 persons). Therefore, for this research, 160 persons are picked based on the Morgan table using random sampling. A questionnaire was used to collect the data. The results of this study show that there is a significant and negative relationship between psychological capital and (It’s aspects: Self-efficiency, hope, resilience and optimism) job Burnout and there is a positive and significant relationship between psychological capital and job Engagement. Besides, In this study We achieved a negative and significant relationship between job Burnout and job Engagement. The mediating role of job burnout in the capital impact on nurses’s job Engagement was confirmed. 765 782 غلام رضا طالقانی Gholamreza Taleghani دانشیار دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران Iran ghtaleghani@yahoo.com بهروز پورولی Behroz Pourvali دکتری مدیریت منابع انسانی، دانشکدۀ مدیریت، دانشگاه تهران، تهران، ایران Iran purvali@ut.ac.ir معصومه محمدی Masome Mohammadi کارشناس‎ارشد مدیریت بازرگانی، دانشکدۀ حسابداری و مدیریت، پردیس فارابی دانشگاه تهران، قم، ایران Iran mohammadi69@ut.ac.ir مژگان دیانتی Mojgan Dianati کارشناس‎ارشد مدیریت بازرگانی، دانشکدۀ حسابداری و مدیریت، پردیس فارابی دانشگاه تهران، قم، ایران Iran mojgan.diyanati68@gmail.com Job Burnout Job engagement Psychological capital Akaike, H. (1987). Factor analysis and AIC. Psychometrika, 52 (3): 317-332.##Armstrong, M. (2007). A Handbook of Employee Reward Management and Practice. Translated by seyed Javadin, Pour vali, Jamali pouya. A handbook of employee reward management and practice. Tehran, Arg press.##(in Persian)##Avolio, B. & Luthans, F. (2008). The high impact leader. McGraw Hill Professional.##Bakker, A. B. & Leiter, M. P. (Eds.). (2010). Work engagement. A handbook of essential theory and research. Psychology Press.##Bledow, R., Schmitt, A., Frese, M. & Kühnel, J. (2011). The Affective Shift Model of Work Engagement. Journal of Applied Psychology, 96(6): 1246-1257.##Corner, J. (2001). Cancer, Care and Society. In: Corner J, Bailey C , ed Cancer Nursing: Care in Context, 1st ed, Blackwell, United Kingdom.##Driller, E., Ommen, O., Kowalski, C., Ernstmann, N. & Pfaff, H. (2011). The relationship between social capital in hospitals and emotional exhaustion in clinicians: A study in four German hospitals. International Journal of Social Psychiatry, 57(6): 604-609.##Freudenberger, H. J. (1974). Staff burn‐out. Journal of social issues, 30(1): 159-165.##Gächter, M., Savage, D. A. & Torgler, B. (2011). The relationship between stress, strain and social capital. Policing: An International Journal of Police Strategies & Management, 34(3): 515-540.##Giallonardo, L.M., Wong, C.A. & Iwasiw, C.L. (2010). Authentic leadership of preceptors: predictor of new graduate nurses / work engagement and job satisfaction. Journal of Nursing Management, 18(8): 933-1003.##Hajloo, N. (2013). Iranian psychometrics characteristics of abbreviated form of UTER CHET job enthusiasm scale (UWES-9). Journal of knowledge and research in applied psychology, 2(14): 61-68. (in Persian)##Hodges, T. D. (2010). An experimental study of the impact of psychological capital on performance, engagement, and the contagion effect. Dissertations and Theses from the College of Business Administration.##Inzlicht, M., Aronson, J., Good, C. & McKay, L. (2006). A particular resiliency to threatening environments. Journal of Experimental Social Psychology, 42(3): 323-336.##Kahn, W.A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of management journal, 33(4): 692-724.##Leiter, M.P., Gascón, S. & Martínez-Jarreta, B. (2010). Making Sense of Work Life: A Structural Model of Burnout. Journal of Applied Social Psychlolgy, 40(1): 57-75.##Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. The Academy of Management Executive, 16(1): 57-72.##Luthans, F., Avolio, B.J., Avey, J.B. & Norman, S.M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel psychology, 60(3): 541-572.##Luthans, F., Youssef, C. M. & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford, UK: Oxford University Press.##Maslach, C. & Jackson, S.E. (1981). The measurement of experienced burnout. Journal of occupational behavior, 2(2): 99-113.##Maslach, C. & Jackson, S. E. (1993). Maslach Burnout Inventory Manual, 2nd ed. Palo Alto, CA: Consulting Psychologists Press.##McAllister, M. & McKinnon, J. (2009). The importance of teaching and learning resilience in the health disciplines: a critical review of the literature. Nurse education today, 29(4): 371-379.##Neysi, A., Arshadi, N. & Rahimi, E. (2011). The causal relationship between psychological capital and positive emotions, psychological welfare, job performance, job commitment. Journal of psychological achievements (educational and psychological sciences), 1(4):19-46. (in Persian)##Paek, S., Schuckert, M., Terry Kim, T. & Lee, G. (2015). Why is hospitality employees’ psychological capital important? The effects of psychological capital on work engagement and employee morale. International Journal of Hospitality Management, 50: 9–26.##Philippe, F. L., Lecours, S. & Beaulieu‐Pelletier, G. (2009). Resilience and positive emotions: Examining the role of emotional memories. Journal of personality, 77(1): 139-176.##Rothmann, S. & Essenko, N. (2007). Job characteristics, optimism, burnout, and ill health of support staff in a higher education institution in South Africa. South African Journal of Psychology, 37(1): 135–152.##Rutter, M. (1987). Psychological resilience and protective mechanisms. American Journal of Orthopsychiatry, 57(3): 316-331.##Schaufeli, W. B., Salanova, M., Gonzalez-Roma, V. & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1): 71-92.##Schaufeli, W. B. & Bakker, A. B. (2003). Test manual for the Utrecht Work Engagement Scale. Unpublished manuscript, Utrecht University, The Netherlands. Retrieved from http://scha ufeli.com.##Seyed Javadin, S.R. & Nargesiyan, A. & Babashahi, J. (2010). Measuring the relationship between be accustomed to work and behaviorial characteristics. Journal of public management vision, (3): 47-62. (in Persian)##Snyder, C.R. (2002). Hope Theory: Rainbows in the Mind. Psychological Inquiry, 13(4): 249-275.##Sweetman, D. & Luthans, F. (2010). The power of positive psychology: psychological capital and work engagement. In: Bakker, A.B., Leiter, M.P. (Eds.), Work Engagement: A Handbook of Essential Theory and Research. Psychology Press, New York, NY, pp. 54-68.##

0 بررسی تأثیر مدل ویژگی‏ های شغلی بر کامیابی در کار (مطالعۀ موردی: بانک رفاه) Investigating the impact of Job Characteristics Model on thriving at work (Case Study: Bank Refah) https://jipa.ut.ac.ir/article_51735.html 10.22059/jipa.2015.51735 0  یکی از ‌مفاهیم جدید مطرح‌شده در حوزۀ پژوهش سازمانی مثبت، مفهوم کامیابی در کار است. کامیابی در کار زمانی تحقق می‌یابد که افراد‌ هنگام انجام وظایف شغلی خود به‌طور هم‌زمان یادگیری و سرزندگی را تجربه کنند. در صورتی‌که بتوان مشاغل را به‌گونه‌ای طراحی کرد که افراد احساس کامیابی کنند، سازمان‌ها می‌توانند از پیامدهای مثبت آن بهره‌مند شوند. یکی از رویکردهای انگیزشی برای طراحی شغل، مدل ویژگی‌های شغلی است. سنجش تأثیر هر یک از عناصر مدل ویژگی‌های شغلی در ایجاد کامیابی افراد، هدف این پژوهش است. جامعۀ آماری این پژوهش، کارکنان بانک رفاه است که به روش تصادفی ساده از آنها نمونه‌گیری شده است. حجم نمونۀ آماری با استفاده از فرمول جامعۀ محدود، 269 نفر برآورد شد. پژوهش حاضر از نظر چگونگی گردآوری اطلاعات، توصیفی از نوع همبستگی است. یافته‌های پژوهش نشان می‌دهد از میان پنج بعد مدل ویژگی‌های شغلی، سه بعد اهمیت وظیفه (143/0=  βو 05/0 p <)، استقلال (175/0=  βو 05/0 p <) و بازخور (158/0=  βو 05/0 p <) بر کامیابی در کار، تأثیر مثبت و معناداری دارند. 1 One of the most newest concepts in the field of Positive Organizational Scholarship (POS) is the concept “thriving at work”. Thriving at work is realized when people experience learning and vitality simultaneously while doing their job tasks. If jobs are designed so that people feel thriving, organizations can exploit its positive consequences. One of the motivational approaches to job design is Job Charachteristics Model (JCM). The aim of this study is investigating the impact of each of JCM’s components on thriving at work. Statistical population of this study is employees of Bank Refah and the sampling method is simple random sampling. The sample size was stimated 269 by using limited population formulate. This study is used a discriptive and correlation research. The results show that among the five components of JCM, three components including task significance (p< 0.05, β= 0.143), autonomy (p< 0.05, β=0.175) and feedback (p< 0.05, β=0.158) have positive and significant effect on thriving at work. 783 802 حسین ایمانی Hossein Imani کارشناس‎ارشد مدیریت منابع انسانی دانشگاه تهران، تهران، ایران Iran hossein.imani66@gmail.com آرین قلی پور Arian Gholipour استاد مدیریت منابع انسانی‏، دانشکدۀ مدیریت، دانشگاه تهران، ایران Iran agholipor@ut.ac.ir سید رضا سید جوادین Seyed Reza Seyed Javadin استاد مدیریت منابع انسانی دانشگاه تهران، تهران، ایران Iran rjavadin@ut.ac.ir Job design Job Characteristics Model Thriving at work Abele, A. E. & Wiese, B. S. (2008). The nomological network of self-management strategies and career success. Journal of Occupational and Organizational Psychology, 81(4): 733–749.##Akbari, M., Shakiba, H., Ziaee, M. S., Marzban, Sh. M. & Razi, S. (2013). Studying relation between Organizational Health and Organizational Entrepreneurship: The Case of University of Tehran. Journal of public administration, 5 (1): 1-20. (in Persian)##Brand, J. E., Warren, J. R., Carayon, P., & Hoonakker, P. (2007). Do job characteristics mediate the relationship between SES and health? Evidence from sibling models. Social Science Research, 36(1): 222–253.##Brass, D. J. (1981). Structural relationships, job characteristics, and worker satisfaction and performance. Administrative science quarterly, 26(3): 331-348.## Carayon, P., Smith, M.J. (2000). Work organization and ergonomics. Applied Ergonomics, 31(6): 649-662.##Carmeli, A. & Spreitzer, G.M. (2009). Trust, Connectivity, and Thriving: Implications for Innovative Behaviors at Work. Journal of Creative Behavior, 43 (3): 169-191.##Champoux, J. E. (1991). A multivariate test of the job characteristics theory of work motivation. Journal of Organizational Behavior, 12(5): 431–446.##Danna, K. & Griffin, R. W. (1999). Health and Well-Being in the Workplace: A Review and Synthesis of the Literature. Journal of Management, 25 (3): 357-384.##De Spiegelaere, S., Van Gyes, G., De Witte, H., Niesen, W. & Van Hootegem, G. (2014). On the Relation of Job Insecurity, Job Autonomy, Innovative Work Behaviour and the Mediating Effect of Work Engagement. Creativity and innovation management, 23 (3): 318-330.##Dierdorf, E. C. & Morgeson, F. P. (2013). Getting what the occupation gives: exploring multilevel links between work design and occupational values. Personal psychology, 66(3): 687–721.##Ettner, S. L. & Grzywacz, J. (2001). Workers’ perceptions of how jobs affect health: A social ecological perspective. Journal of Occupational Health Psychology, 6(2): 101–113.##Fried, Y. & Ferris, G. R. (1987). The validity of the job characteristics model: A review and meta-analysis. Personnel Psychology, 40(2): 287–322.##Gholipour, A. (2011). Human resources management (conceptions, theories and applications).Tehran: Samt publication. (in Persian)##Griffin, R. & Moorhead, G. (2011). Organizational behavior. Alvani, M., and Taghizadeh memarzadeh, Gh., Trans. Tehran: Morvarid publication.##(in Persian)##Hackman, J. R. & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2): 250-279.##Hackman, J.R., Oldham, G.R. (1980). Work redesign. Reading. MA: Addison Wesley.##Harter, J. K., Schmidt, F.L. & Keyes, C.L.M. (2003). Well-being in the workplace and its relationship to business outcomes: A review of the Gallup studies’, Flourishing: Positive Psychology and the Life Well-Lived. Washington, DC: American Psychological Association.##Hosseini Hashemzadeh, D. (2010). Studying factors effect on job satisfaction of employees of Sanat and Madan bank. Journal of public administration, 2 (5): 1-20. (in Persian)##Judge, T. A., Bono, J. E. & Locke, E. A. (2000). Personality and job satisfaction: The mediating role of job characteristics. Journal of Applied Psychology, 85(2): 237–249.##Katsikea, E., Theodosiou, M., Perdikis, N. & Kehagias, J. (2011). The effects of organizational structure and job characteristics on export sales managers’ job satisfaction and organizational commitment. Journal of World Business, 46(2): 221–233.##Keyes, C.L.M. (2002). The mental health continuum: From languishing to flourishing in life. Journal of Health and Social Behavior, 43(1): 207–222.##Kohn, M., Schooler, C. (1983). Work and Personality: An Inquiry into the Impact of Social Strati Wcation. Ablex, Norwood, NJ.##Link, B.G., Lennon, M.C. & Dohrenwend, B.P. (1993). Socioeconomic status and depression: the role of occupations involving direction, control, and planning. American Journal of Sociology, 98(1): 1351–1387.##Link, B.G., Lennon, M.C. & Dohrenwend, B.P. (1998). Some characteristics of occupations as risk or protective factors for episodes of major depression and nona Vective psychotic disorder. In: Dohrenwood, B. (Ed.), Adversity Stress and Psychopathology. Oxford University Press, New York.##Mausner-Dorsch, H., Eaton, W. (2000). Psychological work environment and depression: epidemiologic assessment of the demand control model. American Journal of Public Health, 90(11): 1765–1770.##Naughton, J. T. & Outcalt, T. (1988). Development and Test of an Occupational Taxonomy Based on Job Characteristics Theory. Journal of Vocational Behavior, 32(1): 16-36.##Nelson, D. & Cooper, C. L. (2007). Positive organizational behavior. (Eds.).  Sage.##Phelan, J., Schwartz, J.E., Bromet, E.J., Dew, M., Parkinson, D., Schulberg, H., Dunn, L., Blane, H &, Curtsi, E.C. (1991). Work stress, family stress, and depression in professional and managerial employees. Psychological Medicine, 21(4): 999–1012.##Plaisier, I., de Graaf, R., de Bruijn, J., Smit, J., van Dyck, R., Beekman, A. & Penninx. B. (2012). Depressive and anxiety disorders on-the job: The importance of job Characteristics for good work functioning in persons with depressive and anxiety disorders. Psychiatry Research, 200 (2-3): 382-388.##Porath, C., Spreitzer, G., Gibson, C. & Grannet, F.G. (2011). Thriving at work: toward its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior,33(2): 250-275.##Robbins, S.P. & Judge, T.A. (2012). Organizational Behavior. Arabi, M. and Taghizadeh Motlagh, M., Trans. Tehran: cultural research bureau. (in Persian)##Roshannejad, M., Sherafat, Sh. & Gholipour, A. (2012). Analysis of relation between job resources and work engagement in educational institutions (case study: University of Tehran). Journal of public administration, 3 (4): 107-122. (in Persian)##Saavedra, R. & Kwun, S. K. (2000). Affective states in job characteristics theory. Journal of Organizational Behavior, 21(2): 131–146.##Smith, M.J. & Carayon-Sainfort, P. (1989). A balance theory of job design for stress reduction. International Journal of Industrial Ergonomics, 4: 67–79.##Spreitzer, G. M., Sutcliffe, K., Dutton, J., Sonenshein, S. & Grant, A. M. (2005). A socially embedded model of thriving at work. Organization Science, 16(5): 537–549.##Spreitzer, G., Porath., C. L. & Gibson, C. B. (2012). Toward human sustainability: how to enable more thriving at work. Organizational Dynamics. 41(2): 155-162.##Taber, T. D. & Taylor, E. (1990). A review and evaluation of the psychometric properties of the job diagnostic survey. Personnel Psychology, 43(3): 467–500.##Taleghani, Gh., Tanaomi, M. M., Farhangi, A. A. & Zarrinnegar, M. J. (2011). Studying factors affect on increase of productivity (case study: Saman bank). Journal of public administration, 3 (7): 115-130. (in Persian)##Terborg, J. R. & Davis G. A. (1982). Evaluation of a new method for assessing change to planned job redesign as applied to Hackman and Oldham’s job characteristic model. Organizational behavior and human performance, 29(1): 112- 128.##Thamari, I., and Rasoulzadeh, B. (2008). Studying factors effect on enhancing motivation of advancement and achievement in managers of cooperatives, Journal of public administration, 1 (1): 33-50. (in Persian)##Wright, T. A. & Cropanzano, R. (1998). Emotional exhaustion as a predictor of job performance and voluntary turnover. Journal of Applied Psychology, 83(3): 486–493.##

0 بررسی تأثیر مشتری‌گرایی مؤسسات خدماتی و بهداشتی بر نوآوری راهبردی (مطالعۀ موردی: بیمارستان نیکان) An Investigation of the Effect of customer orientation of service and health institutions on strategic innovation (A Case of Nikan Hospital) https://jipa.ut.ac.ir/article_57356.html 10.22059/jipa.2015.57356 0 هدف پژوهش حاضر، بررسی تأثیر مشتری‌گرایی بر نوآوری راهبردی در بیمارستان نیکان است. این تحقیق، از نظر هدف کاربردی و از نظر روش، توصیفی است که به­روش پیمایش انجام شده است. جامعۀ آماری پژوهش شامل مدیران و مشتریان بیمارستان نیکان است. تعداد مشتریان نامحدود و تعداد مدیران 20 نفر است. با استفاده از جدول مورگان، 19 نمونه برای استفادۀ آمار استنباطی و درمجموع، 349 نفر نمونه انتخاب شدند. با پخش تعداد بیشتری پرسشنامه، درمجموع 350 نمونۀ سالم تحلیل شدند. برای نمونه‌گیری، از روش نمونه‌گیری تصادفی طبقه‌ای استفاده شد. پرسشنامۀ مشتری‌گرایی داخلی توسط مدیران و سایر بخش‌ها توسط مشتریان تکمیل شد. نتایج نشان­دهندۀ تأثیر مثبت و معنادار مشتری‌گرایی و انواع آن بر نوآوری راهبردی است. 1 The Aim of This Study is Investigation of the effect of customer orientation on strategic innovation in Nikan Hospital, which considered as an applied research and the research methodology as descriptive and based on Survey. The population consisted of hospital managers and customers of Nikan Hospital; Customers Were Unlimited and Managers Population Consisted of 20 Person and the number of managers with the Morgan Sampling Table Selected as 19 samples for use in inferential statistics, In total, 349 samples Selected So for Decreasing the number of Responses, 350 Correct Questionnaire were analyzed in total. In this study, stratified random sampling method was used, In This Research, Internal Customer Orientation Questionnaire was completed by managers and other sectors of questionnaires completed by customers, results showed significant positive effect of customer orientation on Strategic Orientation. 803 818 محمد حقیقی Mohammad Haghighi دانشیار، مدیریت بازرگانی، دانشکدة مدیریت دانشگاه تهران، تهران، ایران Iran mhaghighi@ut.ac.ir سونیا عطایی سعیدی Sonia Ataei Saeidi کارشناس ارشد مدیریت بازرگانی، دانشگاه تهران پردیس ارس، ایران Iran ema_amin77@yahoo.com علی غفاری Ali Ghafari کارشناس ارشد MBA، دانشگاه تهران ، ایران Iran alighafary@ut.ac.ir customer orientation Nikan Hospital Strategic orientation Abraham, J. L., & Knight, D. J. (2001). Strategic innovation: Leveraging creative action for more profitable growth. Strategy & leadership, 29(1): 21-27.##Anderson, E. W., Fornell, C. & Lehmann, D. R. (1994). Customer satisfaction, market share, and profitability: Findings from Sweden. The Journal of marketing, 58(3): 53-66.##Azar, A. & Momeni, M. (2006). Statistics and applications in management, (statistical analysis), First Vol. 10th edition. Tehran: Samt. (In Persian)##Baden-Fuller, C. & Stopford, J. M. (1992). Rejuvenating the mature business: The competitive challenge. Routledge.##Bei, L. T. & Shang, C. F. (2006). Building marketing strategies for state-owned enterprises against private ones based on the perspectives of customer satisfaction and service quality. Journal of retailing and consumer services, 13(1): 1-13.##Chan Kim, W. & Mauborgne, R. (2004). Value innovation: The strategic logic of high growth. Harvard business review, 82(7-8): 172-180.##Cho, H. J. & Pucik, V. (2005). Relationship between innovativeness, quality, growth, profitability, and market value. Strategic management journal, 26(6): 555-575.##Desouza, K. C., Awazu, Y., Jha, S., Dombrowski, C., Papagari, S., et al. (2008). Customer-driven innovation. Research-Technology Management, 51(3): 35-44.##Drucker, P. F. (1994). The theory of the business. Harvard business review, 72(5): 95-104.##Eggert, A. & Ulaga, W. (2002). Customer perceived value: A substitute for satisfaction in business markets? Journal of business & industrial marketing, 17(2-3): 107-118.##Fecikova, I. (2004). An index method for measurement of customer satisfaction. The TQM magazine, 16(1): 57-66.##Fuller, C. B. & Pitt, M. (Eds.). (1996). Strategic Innovation: An International Casebook on Strategic Management. Chapman & Hall.##Gilbert, G. R. & Veloutsou, C. (2006). A cross-industry comparison of customer satisfaction. Journal of services marketing, 20(5): 298-308.##Hallowell, R. (1996). The relationships of customer satisfaction, customer loyalty, and profitability: an empirical study. International journal of service industry management, 7(4): 27-42.##Hamel, G. (1998). Opinion: strategy innovation and the quest for value. MIT Sloan management review, 39(2): 8.##Hanan, M., & Karp, P. (1989). Customer satisfaction: How to maximize, measure, and market your company's ultimate product. American Management Association. Hawkins, D. I., Best, R. J. & coney, K. A. (2006). Consumer Behavior: Building Marketing Strategy, 9th Edition. Translated by: Rousta, A. & Bathaii, A. Tehran: Sargol. (In Persian)##Kanousi, A. (2005). An empirical investigation of the role of culture on service recovery expectations. Managing service quality: An international journal, 15(1): 57-69.##Khoshdahan, A. (2002). Understanding the concepts and measurement of customer satisfaction. Tehran: Khoshdahan. (In Persian)##Kim, W. C., & Mauborgne, R. (1999). Creating new market space. Harvard Business Review, 77(1): 83-93.##Kotler, Ph. (2008). marketing management. Translated by: Forouzandeh, B. Isfahan: Amoukhteh.(In Persian)##Lau, W. J. & Lu, W. (2004). How enterprise make strategic innovation? Productivity research, 7: 143-146.##Lin, H. (2008). Strategic innovation models of transformated enterprise. China Collective Economy.##Markides, C. (1997). Strategic innovation. Sloan Management Review, 38: 9-24.##Markides, C. (1998). Strategic innovation in established companies. MIT Sloan management review, 39(3): 31.##Moingeon, B. & Lehmann-Ortega, L. (2006). Strategic moingeon innovation: How to grow in mature markets. European Business Forum, 24: 50-54.##Oliver, R. L. (1980). A cognitive model of the antecedents and consequences of satisfaction decisions. Journal of marketing research, 17: 460-469.##Palmer, D., & Kaplan, S. (2007). A framework for strategic innovation. Innovation Point LLC. San Francisco.##Peppers, P. & Rogers, M. (2002). The one to one manager: Real world lessons in customer relationship management. Translated by: Ayari, A. Tehran: Afra. (In Persian)##Peter, D. (2001). The discipline of innovation. Harvard Business Review, 95-98.##Philpott, K., & Doley, L. (2009). Channel innovation in the retail banking sector: Best practice initiatives, Customer-orientation and emerging strategic Foci. International Journal of Arts and Sciences, 3 (2): 66-82 (2009). CD-ROM, ISSN: 1944, 6934.## Rajagopalan, N. & Spreitzer, G. M. (1997). Toward a theory of strategic change: A multi-lens perspective and integrative framework. Academy of management review, 22(1): 48-79.##Rangan, V. K. & Bowman, G. T. (1992). Beating the commodity magnet. Industrial marketing management, 21(3): 215-224.##Schlegelmilch, B. B., Diamantopoulos, A. & Kreuz, P. (2003). Strategic innovation: the construct, its drivers and its strategic outcomes. Journal of strategic marketing, 11(2): 117-132.##Stephen, P. R. (1979). Organizational behaviour [M]. China Renmin University Press.##

0 بررسی رابطۀ میان سبک تفکر راهبردی و سبک بازی کاربران در محیط بازی رایانه‌ای «جنگ قبایل» با هدف ارائۀ راهکارهای مدیریتی برای طراحان و برنامه‌ریزان رسانه‌ای Investigation Of Relation Between Strategic Thinking And Game Style Of Players In Area Of Computer Games (Case study: Clash Of Clans Computer Game) https://jipa.ut.ac.ir/article_57357.html 10.22059/jipa.2015.57357 0 پژوهش حاضر با هدف برقراری ارتباط میان سبک تفکر راهبردی و سبک بازی بازیکنان بازی رایانه‌ای جنگ قبایل و معرفی ابزاری جدید در سنجش مهارت تفکر راهبردی این بازی انجام شده است. بدین­منظور، ابعاد تفکر راهبردی جان پیساپیا از یک­سو و نظریۀ «انواع بازیکنان» از ریچارد بارتل در طراحی مدل مفهومی این پژوهش، درنظر گرفته شده است. در این مطالعه- که به دو روش کمی و کیفی انجام شده است- نمونۀ آماری 51 نفری از بازیکنان بازی جنگ قبایل با محققان همکاری کردند و پاسخ‌های آنان به دو پرسشنامۀ «سبک تفکر راهبردی» و «سبک بازی» تحلیل شد. درنهایت، این نتیجه حاصل شد که میان سبک تفکر راهبردی بازیکنان و سبک بازی آنها در محیط بازی رایانه‌ای جنگ قبایل، ارتباط معناداری وجود دارد. 1 The present study attempts to establish a connection between strategic thinking style and the style of game players in the game that called Clash of clans and thus, introduce a new method in the evaluation of strategic thinking skills of Clash of clans computer games. Therefore, the dimensions of strategic thinking by John Pisapia the one hand and the theory of "players’ type" from Richard Bartle on the other hand in the design of the conceptual model used in this study. The study benefited from the qualitative and quantitative research methods, statistical sample of 51 players worked with the researchers and their responses to two questionnaires "strategic thinking" and "game style" was analyzed. At the end it is concluded that there is a significant relation between, strategic thinking and the players’ game style in the area of Clash of Clans computer game. 819 838 محمد ابویی اردکان Mohammad Ayoubi Ardakan دانشیار گروه مدیریت دولتی، دانشکدۀ مدیریت دانشگاه تهران، تهران، ایران Iran abooyee@ut.ac.ir سعیده جنتی Saeede Jannati کارشناس ارشد مدیریت رسانه، دانشکدۀ مدیریت دانشگاه تهران، تهران، ایران Iran saeede.jannati@ut.ac.ir Clash of Clans Computer Game Game Style Strategic thinking -Amini, M., Bakhtiari, L., Dargahi, H., Karimi, O., et al. (2013). Measurement of systemic thinking among tums senior managers using goldman strategic model. Payavard, 7(3):188-196. (In Persian)##-Andrews, Kenneth R. (1987). The Concept of Corporate Strategy. Illinois: Irwin.##-Azar, A., Gholamzade, R. & Ghanavati, M. (2013). structural path modeling in management: Applying smart PLS software. Tehran: Negahe Danesh. (In Persian)##- Bartle, R. (1996). Hearts, clubs, diamonds, spades: Players who suit MUDs. http://www.mud.co.uk/richard/hcds.htm##-David, F. R. (1993). Strategic Management. 4th Edition. New York: Macmillan.##-Hugo, M. (2012). For CIO’s the Games are just Beginning [Internet]. In: CIO. Available at: http://www.cio.com/article/707253/For_CIOs_the_Games_Are_Just_Beginning##-Information Solutions Group (2011). PopCap games social gaming research 2011 [Internet] Available at: http://www.infosolutionsgroup.com/pdfs/2011_PopCap_Social_Gaing_ResearchResults.pdf##-Kaufman, R. Oakley-Browne, H. Watkins, R. & Leigh, D. (2003). Strategic planning for success: Aligning people, performance and payoffs. San Francisco: Jossey-Bass.##-Kargin, S. & Aktas, R. (2012).Strategic thinking skills of accountants during adoption of IFRS and The New Turkish Commercial Code: A survey from Turkey. Social and Behavioral Sciences, 58: 128-137.##-Liedtka J.M. (1998). Strategic Thinking: Can it be Taught? Long Range Planning, 31(1): 120-129.##-Monnvarian, A., Aghazade, H. & Shahamatnejad, M. (2013). Measuring the strategic thinking of the managers of tehran's municipality. Quarterly Journal of Business Management, 4(12): 129-146. (In Persian)##-Pisapia, J., Reyes-Guerra, D. & Coukos-Semmel, E. (2005). Developing the leader’s strategic mindset: Establishing the measures. Leadership Review, 5(1): 41-68.##-Poh, M. (2010). Evolution of Home Video Game Consoles: 1967 – 2011[Internet].In Hongkiat. Available from:##http://www.hongkiat.com/blog/evolution-of-homevideo-game-consoles-##1967–2011/##-Quinn, J. B., Mintzberg, H. & Ghoshal, S. (1998). The Strategy Process. London: Prentice Hall.##-Sands, F. (2013). Case study: Gamification as a strategic human resource tool to gain organizational competitive advantage via increased employee Engagement (Masters in Business Administration), NationalCollege of Ireland.##-Shaker, A. & Ansari, R. (2012). Comparison research between strategy formulation. Second International Conference of Staretgic Project Management, 4-5 May, Tehran. (In Persian)##-Tuunanen, J. & Hamari, J. (2012). Meta-Synthesis of Player Typologies. Proceedings of DiGRA Nordic Conference: Local and Global– Games in Culture and Society, 1-14.##

0 مدل اجرای خط‌مشی ‌های اصلاح اداری با رویکرد یادگیری The implementation model of administrative reform with learning approach https://jipa.ut.ac.ir/article_51040.html 10.22059/jipa.2015.51040 0 در زمینۀ اجرای خط‎مشی،‏ پژوهش چندانی در سطح جهان صورت نگرفته است و دربارۀ مدل‌های اجرا اختلاف نظر زیادی به چشم می‎خورد. در این پژوهش، تلاش شده است به موضوعی که در فرایند اجرا حلقۀ مفقوده تلقی می‏شود، یعنی ارتقای قابلیت و شایستگی مجریان خط‎مشی‏ها از طریق یادگیری خط‎مشی، پرداخته شود. داده‎های پژوهش کیفی و رویکرد آن نظریۀ داده‎بنیاد است. جامعۀ آماری پژوهش را خبرگان آشنا با فرایند تدوین و اجرای خط‎مشی‏ها و یادگیری سازمانی شکل داده‎اند. از طریق نمونه‎گیری نظری با 16 نفر از آنان مصاحبه‎های عمیق به‎عمل آمد. در این روش، پژوهشگر با رویکردی استقرایی به تدوین نظریه‎ای قابل اتکا در زمینۀ اجرای‏ خط‎مشی‏های تحول اداری (با رویکر یادگیری) و چرخۀ یادگیری خط‎مشی اقدام می‎کند. یادگیری خط‎مشی، به‎منزلۀ پدیدۀ اصلی و ‌هد‌ف نهایی، نظام اداری‏ای با ویژگی‌هایی چون چابکی، خدمات دولتی با کیفیت و ارزان، افزایش و سهولت دسترسی شهروندان به خدمات دولتی، ارتقای رضایت کارگزاران دولتی و افزایش رضایت مردم از خدمات دولتی مشخص شد. همچنین‌ با بهره‎مندی از مدل میدان نیرو، عوامل بازدارنده و پیش‌برنده نیز تعیین شدند. 1 Abstract: In regard to the policy implementation, there are a few research at global level and differences about implementation model are very high. In this research, a missing ring, i. e., enhancement of capabilities and competencies of implementers of policy through policy learning is under consideration. The research approach is based on quality research and grounded theory method. The population is experts who have been interviewed through theoretical sampling by deep interviews. In this method the researcher with a deductive approach and by the use of data prepares a reliable policy making theory. So after open coding, concepts and categories are extracted & will be put under the core category, causal conditions, context, intervening conditions and action and reaction strategies. Accordingly the main phenomenon is “policy learning”, and administrative system with characteristics such as “agility, quality and cheep public services, availability of services to the citizens, people’s satisfaction and satisfaction of employees” are the goals of the model. Also, based on force field theory, barriers and facilitator factors are identified. 839 864 عباس منوریان Abbas Monavvarian دانشیار گروه مدیریت دولتی، دانشکدۀ مدیریت دانشگاه تهران، تهران، ایران Iran amonavar@ut.ac.ir &quot;Policy Making&quot; "implementation of policy" "Administrative reform" "policy learning" Aiken, C. & Keller, S. (2009). The irrational side of change management. The McKinsey Quarterly, (2): 101-109.##Alvani, S.M. (2005). Analysis of Influential Factors on Formation of Public Policies in Islamic Republic of Iran and presentation of optimal Model, Management Studies Quarterly Journal, (30): 117-132. (in Persian)##Alvani, S.M. (2012). Public Policy and Implementation. Law and Appropriation, 1 (Winter): 45-58. (in Persian)##Anderson, J.E. (2010). Public Policymaking: An Introduction, Boston, MA: Wadsworth.##Asgari Azad, M. (2012). Interview with Iranian Students Press (ISNA). news code: 09207201234. (in Persian)##Bardach, E. (1977). The implementation game: What happens after a bill becomes a law. Cambridge, MA: The MIT Press.##Barrett, S. & Fudge, C. (1981). Examining the Policy-action Relationship. Methuen: London.##Barrett, S. & Fudge, C. (1981). Policy and Action: Essays on the Implementation of Public Policy, (eds). London: Methuen.##Barrett, S. & Hill, M. (1984). Policy, Bargaining and Structure in Implementation Theory. Policy and Politics, 12(3): 219-240.##Barrett, S. (2004). Implementation Studies: Time for a Revival? Personal Reflections on 20 Years of Implementation Studies. Public Administration, 82 (2): 249 – 262.##Batterfoss, S. (2009). Examining the Policy implementation. Methuen: London.##Brodkin, F.Z. (1990). Implementation as policy politics. in D. J. Paalumbo and D. J. Calista (eds). Implementation and policy process: opening up the black box. New York, Greenwood Press.##Brunsson, N. (1985). The irrational organization. Chichester: Wiley.##Calista, D. (1994). Policy Implementation, Encyclopedia of Policy Studies edited by S. Nagel, New York: Marcel Dekker.##Coghlan, D. (2000). A Person-Centred Approach to Dealing with Resistance to Change. Beverly Hills: sage.##Creswell, J. W. & Miller, D. L. (2000). Determining Validity in Qualitative Inquiry. Theory into Practice, 39 (3): 124-130.##Danayifard, H. (2009), Theory Building with Deductive approach: Strategy of conceptualizing Grounded Theory. Monthly Journal of Scientific and Reserch of Shahed University, 11: 57-75. (in Persian)##Danayifard, H., Jandaghi GH., Alvani, S.M. & Nik Raftar, T. (2014). Mental models of Ellites around Chalenges of Horizon government in Iran, Vision of Public Management, 2: 9-24. (in Persian)##DeLeon, P. (2001). A Democratic Approach to Policy Implementation. Paper prepared for presentation at the Annual Meeting of the American Political Science Association, August 31, San Francisco.##Edwards, A. (1980). Encountering Development: The Making and Unmaking of the Third World. Princeton: Princeton University Press.##Elmore, R. (1978). Organizational Models of Social Program Implementation, and the Policy Process. Opening up the Black Box, New York: Greenwood Press.##Elmore, R.F. (1980). Backward Mapping. Implementation Research and Policy Decisions. Political ScienceQuarterly, 94: 601–616.##Elmore, R.F. (1985). Forward and Backward Mapping. In K. Hanf and T.A.J. Toonen (eds). Policy Implementation in Federal and Unitary Systems, pp. 33–70. Dordrecht: Martinus Nijhoff.##Etheredge, L.S. (2010). Can Governments Learn? American Foreign Policy and Central American Revolutions. (3th ed). New York: Pergamon Press.##Flint, D. (1998). Change in customers' desired value: A grounded theory study of its nature and process based on customers' lived experiences in the U.S. automobile industry. Doctoral dissertation, The University of Tennessee.##Frederickson, G. H. & Smith, K. B. (2013). The public administration theory primer: Essentials of public policy and administration. Boulder, CO: Westview Press.##Goggin, M., Bowman, A., Lester, J. & O'Toole, L. (1990). Implementation Theory and Practice, Toward a Third Generation. Illinois: Scott, Foresman/Little, Brown Higher Education.##Hall, P. (1993). A Path for Policy. In E. Michael (Ed.). Micro-clusters and Networks: The Growth of Tourism. Amsterdam: Elsevier.##Hall, P. A. (1993). P)olicy paradigm, social learning and the state: The case of economic policy making in Britain. Comparative Politics, 25(3): 275-296.##Hall, T. E. & O’Tool, L.J.Jr. (2000). Structures for policy implementations. Administration and Society, 31(6): 667-686.##Hawlett, M. & Ramesh, M. (2003). Studying public Policy, 3rd ed. Oxford, University Press, Toronto.##Helco, H. (1994). Modern social politics in Britain and Sweden. New Haven, CT: Yale University Press.##Hjern, B. & Porter, D.O. (1981). Implementation Structures. A New Unit of Administrative Analysis. OrganizationStudies, 2(3): 211–227.##Hjern, B. (1982). Implementation Research: The Link Gone Missing. Journal of Public Policy, 2(3): 301–308.##Hogwood, B.W. & Gunn, L. (2011). Policy Analysis for the Real World. 6th ed. Oxford: Oxford University Press. IPPR. (2005). http://www.ippr.org.uk.##Howlett, M. (1995). Studying Public policy. Oxford university press.##Ingram, H. & Schneider, A. (1990). Improving implementation through farming smarter statutes. Journal of Public Policy, 10(1): 67-88.##Irannejad Parizi, M. & Sasan Gohar, P. (2007). Organization and Management from Theory to application, Seventh ed., High Institute of Iranian Banking publication, Iran, Tehran. (in Persian)##Jandaghi, Gh. & Fallah, M. R. (2014). Application of Statistics in Research, Range Aseman Publication, Iran, Ghom. (in Persian)##Jonson, H. & Kanner A. (1979). Improving reform plans through farming smarter statutes. Journal of Public Policy, 10(1): 67-88.##Linder, S. & Peters, G. (1987). A Design Perspective on Policy Implementation. Lexington, MA: Lexington Books.##Lipsky, M. (1978). Standing the Study of Public Policy Implementation on Its Head, In: Burnham, London: Sage.##Majone, G. & Wildavsky, A. (1978). Implementation as Evolution, in H. Freeman (ed). Policy Studies ReviewAnnual, pp. 103–117. Beverly Hills: Sage.##Margo, R. A. & Finegan, T. A. (1996). Compulsory schooling legislation and school attendance in turn-of-the century: a natural experiment approach. Economics Letters, 53(1): 103–110.##Mazmanian, D. A. & Sabatier, P. A. (1981). Effective Policy Implementation. Lexington, MA: Lexington Books.##Mazmanian, D. A. & Sabatier, P. A. (1989a). Implementation and Public Policy with a New Postscript. Lanham, MD: University Press of America.##Mazmanian, D.A. & Sabatier, P.A. (1989b). Top-down and bottom-up approaches to implementation research: a critical analysis and suggested synthesis. Lanham, MD: University of America Press.##Meghir, C. & Palme, M. (2005). Educational reform, ability and parental background. American Economic Review, 95(1): 414–424.##Moghadaspor, S., Danayifard, H. & Kord Naeij, A. (2012). Survey on Key Success factors of some of the Public Policies in I. R. of Iran: case study on Tax Policies. Management of Organizational Culture Journal, (1): 33-68. (in Persian)##O’Tool, L.J. & Meier, K. J. (1999). Modeling the impact of public management: Implications of structural context. Journal of Public Administration Research and Theory, 9(4): 505-526.##O’Toole, L. & Montjoy. R. (1984). Inter-organizational Policy Implementation: A Theoretical Perspective. Public Administration Review, 44(6): 491-503.##O’Toole, L. (2004). The Theory-Practice Issue in Policy Implementation Research, Public Administration 82(2): 309-329.##Paalumbo, D.J. & Calista, D. J. (1990). Implementation and policy process: opening up the black box. New York, Greenwood Press.##Parsons, W. (1995). Public Policy. An introduction to the Theory and Practice of Policy Analysis. Aldershot: Edward Elgar. Barne Policy Studies Review, 6 (3).##Polzel, J. & Trip, B. (2007). Implementation approaches. New York: St. Martin‘s Press.##Pressman, J. & Wildavsky, A. (1973). Implementation. University of California Press: Berkeley.##Pressman, J.L. & Wiidavsky, A. (1984). Implementation. Berkeley. Paperback, 3 edition. University of California Press. ISBN: 9780520053311.##Rezghi Rostami, A.R. (2009). Pathology of Implementation of Industrial Policies in Iran, The third Internation Management Conference, 24 July, Iran, Tehran. (in Persian)##Ripley, T. & Franklin, M. (1982). the politic of policy evaluation, st. Martin s press, Inc.##Rose, R. (1991). What is lesson drawing? Journal of Public Policy, 11 (Jan-March: 3-30.##Runhaar, H. (2006). Policy analysis for sustainable development the toolbox for the environmental social scientist. International Journal of Sustainability in Higher Education, 7(1): 34-56.##Sabatier, P.A. (1986). Paul, Top – down and Bottom – up Approaches to Implementation Research. Journal of public policy, 6(1): 21-48.##Sabatier, P. (1991). Towards Better Theories of the Policy Process. Political Science and Politics June. University of California Press.##Sabatier, P. A. & Mazmanian, D. (1979). The Implementation of Public Policy: A Framework of Analysis. Policy Studies Journal, 8(4): 538-560.##Sabatier, P.A. & Jenkins-Smith, H.C. (1993). Policy Change and Learning: An Advocacy Coalition Approach. West view Press, Boulder.##Sabatier, P.A. (1986). Top-Down and Bottom Up Approaches to implementation research: a critical analysis and suggested synthesis, Journal of Public Policy, 6(10): 21-48.##Sabatier, P.A. (1987). Knowledge, Policy-Oriented Learning, and Policy Change An Advocacy Coalition Framework. Science Communication, 8(4): 649-692. ##Scharpf, F.W. (1978). Interorganizational Policy Studies: Concepts and Perspectives, London: Sage.##Scharpf, F.W. (1997). Games Real Actors Play. Actor Centered Institutionalism in Policy Research. Boulder: Westview.##Scheirer, M.A. & Griffith, J. (1990). Studying micro-implementation empirically: Lessons and dilemmas. in D. J. Paalumbo and D. J. Calista (eds), Implementation and policy process: opening up the black box. New York, Greenwood Press.##Schofield, J. (2000). The old ways are the best: The durability and usefulness of bureaucracy in public sector management. Organization, 8(1): 423-26.##Schofield, J. (2004). A model of learned implementation. Public Administration, 82(2): 283-308.##Shahabi, B. (2010). Human Aspect of organizational agility. Tadbir monthly Journal, 175: 21-24. (in Persian)##Stanley, G. (2008). Trends Towards Reform implementation. (eds). London: Sage.##Strauss, A & Corbin, J. (2005). The principle of qualitative research method. Translated by Biok Ahmadi. Research center of Human Resources and Cultural Studies, Iran, Tehran. (in Persian)##The Report of Strategic Plan of Administrative Reform, Second phase. (2014). Presidency Deputy on Strategic Planning. (in Persian)##Van Meter, D. & Van Horn, C. (1975). The Policy Implementation Process. Administration and Society, 6 (4):445-488.##Walker, J. L. (1983). The origins and maintenance of interest groups in America. American Political Science Review, 77(2): 390-406.##Wanberg, C.R. & Banas, J.T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85(1): 132–142.##Weick K.F. (1991), The non – traditional quality of organizational learning, Orhanizational Science, 2(1): 28-43.##Windhoff, C. & Herbenier, H. (1980). Policy evaluation: Past, present, and future, London: Sage.##Winter, S. (1990). Integrating Implementation Research, in D.J. Palumbo and D.J. Calista (eds), Implementation.##

0 تسهیل آوای سازمانی از طریق رهبری قابل اعتماد «رویکردی به تعاملات رهبرـ پیرو» Enhancing Organizational Voice through Authentic Leadership "Approach to interactions of leader-follower" https://jipa.ut.ac.ir/article_52899.html 10.22059/jipa.2015.52899 0 هدف از این پژوهش، بررسی رابطۀ رهبری قابل اعتماد با آوای سازمانی است. جامعۀ آماری پژوهش، تمام کارکنان ادارۀ کل راه و شهرسازی استان تهران (400 نفر) است که به‎کمک روش نمونه‏گیری تصادفی ساده 169 نفر از آنها انتخاب شدند و به پرسشنامۀ رهبری قابل اعتماد و آوای سازمانی پاسخ دادند. تجزیه‎وتحلیل داده‏ها نشان داد بین رهبری قابل اعتماد و ابعاد آن با آوای سازمانی و ابعادش همبستگی مثبت و معناداری وجود دارد (1/0 p <). از بین ابعاد رهبری قابل اعتماد به‏استثنای بعد خودآگاهی، سایر ابعاد نقش معناداری در پیش‏بینی آوای سازمانی کارکنان دارند. بر اساس نتایج، بین آوای سازمانی کارکنان بر‌حسب متغیرهای جنسیت و سابقۀ خدمت تفاوت معناداری وجود دارد (5/0 p <). این نتایج نشان می‏دهد مدیران می‏توانند با تأکید بر چشم‏انداز اخلاقی، شفافیت ارتباطی و پردازش متوازن اطلاعات، زمینۀ ابراز ایده‏ها و بهره‌‏مندی از همۀ ظرفیت‏های کارکنان را فراهم آورند. 1 The purpose of this study was to analyze the relationship of Authentic Leadership and Organizational Voice. The population of the study was all of the staff ministry of Roads and Urban Development Tehran (N: 400). Using simple random sampling 169 persons selected and Authentic Leadership Questionnaire and organizational voice have responded. Data analysis showed that Authentic Leadership and its components was a significant positive correlation with organizational voice and its dimensions (p  .01). Among the Authentic Leadership dimensions except self-awareness, other aspects had meaningful impact on organizational voice. Results also showed that were significantly different between employee organizational voice with regard gender and work experience (p  .05). These results suggest that administrators can by emphasizing the Moral Perspective, Relational Transparency, and Balanced Processing of information, to provide the expression of ideas and benefit from all the capabilities staff. 865 882 سیروس قنبری Siros Ghanbari دانشیار علوم تربیتی، دانشکدۀ علوم انسانی، دانشگاه بوعلی سینا، همدان، ایران Iran siroosghanbari@yahoo.com خلیل زندی Khalil Zandi دانشجوی دکتری مدیریت آموزشی، دانشکدۀ علوم انسانی، دانشگاه بوعلی سینا، همدان، ایران Iran zandikhalil@yahoo.com محمد فائق محمدی Mohammad Faegh Mohammadi دانشجوی دکتری مدیریت آموزشی، دانشکدۀ علوم انسانی، دانشگاه بوعلی سینا، همدان، ایران Iran mohammadi2642@yahoo.com سهیلا احمدیان فر Soheila Ahmadianfar کارشناس‎ارشد مدیریت آموزشی، دانشکدۀ علوم تربیتی و روان‎شناسی، دانشگاه خوارزمی، کرج، ایران Iran ahmadiyanfar88@yahoo.com Authentic Leadership Ministry of Roads and Urban Development Tehran organizational voice Abbaszadeh, M. & Boudaghi, A. (2014). The Effect of Ethical Leadership on Organizational Adaptive Capacity (The Case Study: Employees of Tabriz University). Journal of Public Administration, 6 (2): 289-308. (in Persian)##Afkhami Ardakani, M. & Khalili Sadrabadi, A. (2013). A Review on the Role of Personality Factors in Formation of Silence in Knowledge Personnel. Management researcher, 5 (18): 65-83. (in Persian)##Alvani, M., Memarzadeh Tehran, G.,  Alborzi, M. & Kazemi, H. (2013). Designing the Model of Spiritual Leadership in Iranian Administrative System. Journal of Public Administration, 3 (13): 21-40. (in Persian)##Avolio, B.J. & Gardner, WL. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3): 315-338.##Cottrill, K. & Denise Lopez, P. & Hoffman, C.C. (2014). How authentic leadership and inclusion benefit organizations. The International Journal Equality, Diversity and Inclusion, 33 (3): 275-292.##Detert, J.R. & Burris, E.R. (2007). Leadership Behavior and Employee Voice: Is The Door Really Open? Academy of Management Journal, 50 (4): 869–884.##Diddams, M. & Chang, G. C. (2012). Only human: Exploring the nature of weakness in authentic leadership, The Leadership Quarterly, (23): 593-603.##Dustar, M. & Esmailzadeh, M. (2014). Organizational Justice and Its Effects on Employees Voice and Performance. Journal of Management Studies In Development & Evaluation, 23(72): 143 - 163. (in Persian)##Farndale, E., Van Ruiten, J., Kelliher, C. & Hope-Hailey, V. (2011). The influence of perceived employee voice on organizational commitment: an exchange perspective. Human Resource Management, 50 (1): 113-129.##Gholamzadeh, D. & Khazaneh, A.T. (2014). Surveying the Relationships between Leadership Styles, Organizational Health and Bullying (Case study: Islamic Republic of Iran Railway). Journal of Public Administration, 5 (4): 157-174. (in Persian)##Giallonardo, L.M., Wong, C.A. & Iwasiw, C.L. (2010). Authentic leadership of preceptors: predictor of new graduate nurses' work engagement and job satisfaction. Journal of Nursing Management, 18(8): 993-1003.##Greenberg, J. & Edwards, M. (2009). Voice and silence in organization. Emerald group publishing. first Edition.##Hames, K.M. (2012). Employees’ voice climate perceptions and perceived importance of voice behavior: links with important work-related outcomes. Thesis of Bachelor of Psychology (Honors), Murdoch University.##Landau, J. (2009). When employee voice is met by deaf ears: quarterly journal. Advanced Management Journal, 74 (1): 4-12.##May, D.R., Chan, A.Y.L., Hodges, T.D. & Avolio, B.J. (2003). Developing the Moral Component of Authentic Leadership. Organizational Dynamics, 32 (3): 247-260.##Mirmohammadi, M. & Rahimian, M. & Jalali Khanabadi, T. (2012). Authentic Leadership and Job Engagement: The Moderating Role of Trust. Journal of Public Administration Perspective, (12): 15-34. (in Persian)##Morrison, E.W. & Wheeler-Smith, S.L. & Kamdar, D. (2011). Speaking up in groups: a cross-level study of group voice climate and voice. Journal of Applied Psychology, 96 (1): 183-191.##Naqvi moghadam, A.R. & Fahima, M. (2013). A comparative study of multi voice in the organizations (Bank Sepah), Office of Inspection and Audit. Bank Sepah, (144): 39-42. (in Persian)##Nichols, T.W. & Erakovich, R. (2013). Authentic leadership and implicit theory: a normative form of leadership? Leadership & Organization Development Journal, 34 (2): 182-195.##Performance Report of ministry of Roads and Urban Development Tehran. (2013). Available on the website of the Statistics of ministry of Roads and Urban Development Tehran, http://www.trudo.ir/fa/statistic.##Rego, A., Sousa, F., Marques, C., Pina, E. & Cunha, M. (2014). Hope and positive affect mediating the authentic leadership and creativity relationship. Journal of Business Research, 67(2): 200-210.##Roof, R. (2013). Authentic leadership questionnaire (ALQ) psychometrics. Asian Journal of Business Ethics, 3 (1): 1-8.##Shamir, B. & Eilam, G. (2005). What’s your story? A life-stories approach to authentic leadership development. The Leadership Quarterly, 16(3): 395-417.##Shams, A. & Samooei, R. & Porriahi, H. (2011). Surveying the Relation between Cooperation of Employees and 5 Sources of Manager's Power in State Hospitals of Isfahan. Health Information Management; 7 (Special Issue): 575-585. (in Persian)##Travis, DJ. & Gomez, J.R., & Mor B. (2011). Speaking up and stepping back: Examining the link between employee voice and job neglect. Children and Youth Services Review, 33(10): 1831-1841.##Walumbwa, F., Avolio, B., Gardner, W., Wernsing, T. & Peterson, S. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Published in Journal of Management, 34 (1): 89-126.##Walumbwa, F., Christensen, A.L. & Hailey, F. (2011). Authentic leadership and the knowledge economy: Sustaining motivation and trust among knowledge Workers. Organizational Dynamics, (40): 110-118.##Wong, C. & Cummings, G. (2009). Authentic leadership: a new theory for nursing or back to basics? Journal of Health Organization and Management, 23 (5): 522-538.##Zahedi, S. & Ebrahimpour, H. & Khalili, H. (2013). Role of Transformational Leadership on Business Performance (In: Tehran Province Gas Company). Journal of Public Administration, 5 (13): 111-128. (in Persian)##Zareematin, H., Taheri, F. & Sayyar.A (2012) Organizational silence: concepts, antecedents, and consequences, Iranian Journal of Management Sciences, 6 (21): 77-104##