JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2019.270177.2424 30. حوزه عمومی و ارزش عمومی An Analysis of the Concept of Public Policy: Nature, Traits, Ending An Analysis of the Concept of Public Policy: Nature, Traits, Ending Sodagar Hashem Ph.D. Candidate, Department of Public Administration, Farabi Campus, University of Tehran, Tehran, Iran Amiri Ali naghi Prof., Department of Public Administration, Farabi Campus, University of Tehran, Tehran, Iran Emami Seyed Mojtaba Assistant Prof., Department of Faculty of Public Administration, Islamic Studies and Management, Imam Sadiq University, Tehran, Iran 22 12 2018 10 4 506 528 02 12 2018 07 01 2019 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_69293.html

Objective:Understanding the nature of "public policy" is not as straightforward as discerning its instances. The term "public policy" is utilized in an imprecise manner not only by public policy adopters but also by academic society. However, it is obvious that comprehending the essence of this concept is an inevitable prerequisite to various policy sciences, such as policy process, policy analysis, and policy evaluation. The present paper reports an analytical-interpretive research that aims to recognize and explain the essence of "public policy". Methods: In this research, the most significant definitions of "public policy" in the literature were to be analyzed applying thematic analysis. Results: The conclusion puts those concepts existing in the definitions in the three branches: nature, traits, and ending of “public policy”; furthermore, based on this three-dimensional classification, two definitions of “public policy” according two perspectives, “policy audience” and “policy analyst”, are proposed, being comprehensive in representing commons and in distinguishing fundamental differences of definitions. Conclusion: The public policy from the perspective of policy audience could be defined as: “a relatively stable course of action that can be abstracted from a set of interrelated decisions, laws, positions, and actions of one or set of actors ascribing to administration, in dealing with a problem or a matter of concern”; while public policy from the perspective of policy analyst could be defined as: “a set of interrelated decisions, laws, positions, and actions adopted by a policy actor, in dealing with a problem or matter of concern to allocate values desirably in society”.

 Policy Public Policy Public policy’s nature Public policy’s traits Public policy’s ending اشتریان، ‌کیومرث (1376). علوم سیاست‎گذاری و دستاوردهای آن برای ایران. دانشکده حقوق و علوم سیاسی (دانشگاه تهران). 37، 159-170. الوانی، سید مهدی (1392). تصمیم‌گیری و تعیین خط‌مشی دولتی، تهران: سازمان مطالعه و تدوین کتب علوم انسانی دانشگاه‌ها (سمت). الوانی، ‌سید‌ مهدی (1395). کارآفرین سیاسی: بازیگر تحول آفرین عرصه سیاست‎گذاری. سیاست‎گذاری عمومی. 5(2)، 81-91. پورعزت، علی‌اصغر (1390). مبانی مدیریت دولتی، تهران: سازمان مطالعه و تدوین کتب علوم انسانی دانشگاه‌ها (سمت). دانایی‌فرد، ‌حسن؛ حیدری، ‌محمد‌مهدی؛ آذر، ‌عادل؛ قلی‌پور، ‌رحمت‌الله (1394). فهم خاتمه خط‌مشی‌های عمومی در ایران: پژوهشی بر مبنای نظریه‌پردازی داده‌بنیاد. اندیشه مدیریت راهبری. 9(1)، 85-120. دانایی‌فرد، حسن؛ الوانی، سید مهدی؛ آذر، عادل (1386). روش شناسی پژوهش کیفی در مدیریت: رویکردی جامع. تهران: انتشارات صفار ـ اشراقی. عابدی جعفری، حسین؛ تسلیمی، محمد سعید؛ فقیهی، ابوالحسن؛ شیخ‎زاده، محمد (1390). تحلیل مضمون و شبکه مضامین. اندیشه مدیریت راهبردی، 5(2)، 151-198. پورعزت، علی‌اصغر؛ ایمانی، حسین؛ عبدالله‎زاده، امیرحسین (1397). تحلیل محتوای پژوهش‌های فصلنامه مدیریت دولتی دانشگاه تهران. فصلنامه مدیریت دولتی، 10(3)، 387-414. قلی‌پور، ‌رحمت‌اللّه؛ پورسید، ‌بهزاد؛ حمیدی‌زاده، ‌علی؛ امیری، ‌عبدالرضا؛ احمدی‌زهرانی، ‌مریم (1389). بررسی تأثیر سیاست‌پژوهی در فضای سیاست‎گذاری: مطالعه موردی در مرکز پژوهش‌های مجلس شورای اسلامی. فصلنامه مدیریت دولتی، 4(1)، 127-144. مهدی‌خواه، محمدمهدی؛ جمال، خانی‌جزنی؛ امامی، سید مجتبی؛ رمضان‌پور نرگسی، قاسم (1396). نوع‌شناسی ریشه‌های مشاجره خط‌مشی در کشور (مطالعه موردی: خط‌مشی خودکفایی). فصلنامه مدیریت دولتی، 9(4)، 539-568. References Abedi Jafari, H., Taslimi, M.S., Faghihi, A., Sheikhzadeh, M. (2012). Thematic Analysis and Thematic Network, Andisheh Modiriat Rahbordi, 5(2), 151-198. (in Persian) Alvani, M. (2014). Public Policy Making, SAMT, Tehran, Iran. (in Persian) Alvani, M. (2016). Political Entrepreneur: A Transformative Actor in Policy Making. Syasatgozari Omumi, 5(2), 81-91. (in Persian) Anderson, J. E. (1975). Public policy-making. New York: Praeger (Basic concepts in political science). Anderson, J. E. (2003). Public policymaking: An introduction / James E. Anderson. 5th ed. Boston, Mass., Great Britain: Houghton Mifflin. Anderson, J. E. (2011). Public Policymaking: An introduction. 7th ed. Boston, MA: Cengage. Ashtarian, K. (1997). Policy Sciences and its Achievements for Iran. Faculty of Law and Political Science, 37, 159-170. (in Persian) Birkland, T. A. (2011). An introduction to the policy process. Theories, concepts, and models of public policy making. 3rd ed. Armonk, N.Y.: M.E. Sharpe. Bryson, J.M., Crosby, B. C. (1992). Leadership for the common good: Tackling public problems in a shared-power world. San Francisco: Jossey-Bass (Jossey-Bass nonprofit sector series). Cochran, C. L., Malone, E. F. (1995). Public policy: Perspectives and choices. New York, London: McGraw-Hill. Cochran, C.E., Mayer, L., Carr, T.R., Cayer, J.N. (1999). American Public Policy: An Introduction. 6th. New York: Martin’s Press. Colebatch, H. K. (1998). Policy. Buckingham: Open University Press (Concepts in the social sciences). Danaee Fard, H., Heydari, M.M., Azar, A., Gholipour, R. (2015). Concept of Public Policy Termination in Iran: A Research Based on Grounded Theory. Andisheh Modiriat Rahbordi, 9(1), 85-120. (in Persian) Danaeifard, H., Alvani, M., Azar, A. (2008). Methodology of Qualitative Research in Management: A Comprehensive Perspective, Saffar-Eshraghi, Tehran, Iran. (in Persian) Dye, T. R. (1972). Understanding public policy. Prentice Hall. Dye, T. R. (2013). Understanding public policy. Boston: Prentice Hall. Easton, D. (1953). The political system: An inquiry into the state of political science. New York: Knopf. Fischer, F., Miller, G., Sidney, M.S. (2007). Handbook of public policy analysis: Theory, politics, and methods. Boca Raton. FL: Taylor & Francis (Public administration and public policy, 125). Gholipour, R., Pourseyed, B., Hamidizadeh, A., Amiri, A. (2010). Studying the Effect of Policy Research in Policy Making Area. Journal of Public Administration, 4(1), 127- 144. (in Persian) Heclo, H. H. (1972). Review Article: Policy Analysis. British Journal of Political Science, 2(1), 83-108. Hill, M. J. (2005). The public policy process. Harlow: Pearson Longman. Hill, M.J., Hupe, P.L. (2002). Implementing Public Policy: Governance in Theory and Practice. London: Sage. Hogwood, B.W., Gunn, L.A. (1984). Policy analysis for the real world. Oxford: Oxford University Press. Howlett, M., Ramesh, M. (2003). Studying public policy: Policy cycles and policy subsystems. 2nd ed. Don Mills, Ont., Oxford: Oxford University Press. Howlett, M., Ramesh, M., Perl, A. (2009). Studying Public Policy: Policy Cycles and Policy Subsystems, Oxford University Press, New York. Jenkins, W.I. (1978). Policy analysis: A political and organisational perspective. London: Martin Robertson (Government and administration series) Jenkins-Smith, H.C., Nohrstedt, D., Weible, C.M., Sabatier, P.A. (2014). The Advocacy Coalition Framework: Foundations, Evolution, and Ongoing Research. 183-223 In Sabatier, Paul A.; Weible, Christopher M. (2014). Theories of the policy process. Third edition. Kay, A. (2006). The dynamics of public policy: theory and evidence. Northampton, MA: Edward Elgar (New horizons in public policy series). Kraft, M.E., Furlong, S.R. (2004). Public policy: Politics, analysis, and alternatives. Washington, D.C: CQ Press. Lasswell, H. D. (1971). A Pre-View of Policy Sciences: Elsevier. Lasswell, H.D., Kaplan, A. (1950). Power and Society: A Framework for Political Inquiry. New Haven: Yale University Press. Maddison, S., Dennis, R., Denniss, R. (2009). An introduction to Australian public policy: Theory and practice. Cambridge: Cambridge University Press. Mahdikhah, M.M., Khanijazani, J., Emami, S., Ramadanpour Nargesi, Gh. (2018). Typology of the Origins of Policy Controversies in the Islamic Republic of Iran (Case Study: Self-Sufficiency Policy). Journal of Public Administration, 9(4), 539-568. (in Persian) Moran, M., Rein, M., Goodin, R.E. (Eds.) (2006). The Oxford handbook of public policy. Oxford, New York: Oxford University Press. Parsons, D. W. (1995). Public policy: An introduction to the theory and practice of policy analysis. Aldershot, UK, Brookfield, Vt., US: Edward Elgar. Peters, G. (1986). American public policy: Promise and performance. Basingstoke: Macmillan Education. Pourezzat, A.A. (2012). Essentials of Public Administration, SAMT, Tehran, Iran. (in Persian) Pourezzat, A.A., Imani, H., Abdollahzadeh, A.H. (2018). Content Analysis of the Articles Published in the Journal of Public Administration in University of Tehran. Journal of Public Administration, 10(3), 387- 414. (in Persian) Richards, D., Smith, M. (2002). Governance and Public Policy in the UK. Oxford: Oxford University Press. Shafritz, J.M., Borick, C.P. (2008). Introducing public policy. New York: Pearson Longman. Shires, M. (2004). Public Policy. In Schultz, David A. (2004). Encyclopedia of public administration and public policy. New York, NY: Facts on File. 350-351. Smith, B. C. (1976). Policy Making in British Government. London: Martin Robertson. Smith, B. K., Larimer, W. C., (2009). The Public Policy Theory Primer, Boulder: Westview Press. Stone, D. (1997). Policy paradox: The art of political decision making. New York: W. W. Norton & Company. Weible, C.M. (2014). "Introducing the Scope and Focus of Policy Process Research and Theory". 3-21. In Sabatier, Paul A.; Weible, Christopher M. (2014). Theories of the policy process. Third edition. Wilson, R. (2006). Policy Analysis as Policy Advice. In Moran, Michael; Rein, Martin; Goodin, Robert E. (2006). The Oxford handbook of public policy, 152-168. Zittoun, Ph. (2014). The political process of policymaking: A pragmatic approach to public policy. Basingstoke: Palgrave Macmillan (Studies in the political economy of public policy).  _||_ References Abedi Jafari, H., Taslimi, M.S., Faghihi, A., Sheikhzadeh, M. (2012). Thematic Analysis and Thematic Network, Andisheh Modiriat Rahbordi, 5(2), 151-198. (in Persian) Alvani, M. (2014). Public Policy Making, SAMT, Tehran, Iran. (in Persian) Alvani, M. (2016). Political Entrepreneur: A Transformative Actor in Policy Making. Syasatgozari Omumi, 5(2), 81-91. (in Persian) Anderson, J. E. (1975). Public policy-making. New York: Praeger (Basic concepts in political science). Anderson, J. E. (2003). Public policymaking: An introduction / James E. Anderson. 5th ed. Boston, Mass., Great Britain: Houghton Mifflin. Anderson, J. E. (2011). Public Policymaking: An introduction. 7th ed. Boston, MA: Cengage. Ashtarian, K. (1997). Policy Sciences and its Achievements for Iran. Faculty of Law and Political Science, 37, 159-170. (in Persian) Birkland, T. A. (2011). An introduction to the policy process. Theories, concepts, and models of public policy making. 3rd ed. Armonk, N.Y.: M.E. Sharpe. Bryson, J.M., Crosby, B. C. (1992). Leadership for the common good: Tackling public problems in a shared-power world. San Francisco: Jossey-Bass (Jossey-Bass nonprofit sector series). Cochran, C. L., Malone, E. F. (1995). Public policy: Perspectives and choices. New York, London: McGraw-Hill. Cochran, C.E., Mayer, L., Carr, T.R., Cayer, J.N. (1999). American Public Policy: An Introduction. 6th. New York: Martin’s Press. Colebatch, H. K. (1998). Policy. Buckingham: Open University Press (Concepts in the social sciences). Danaee Fard, H., Heydari, M.M., Azar, A., Gholipour, R. (2015). Concept of Public Policy Termination in Iran: A Research Based on Grounded Theory. Andisheh Modiriat Rahbordi, 9(1), 85-120. (in Persian) Danaeifard, H., Alvani, M., Azar, A. (2008). Methodology of Qualitative Research in Management: A Comprehensive Perspective, Saffar-Eshraghi, Tehran, Iran. (in Persian) Dye, T. R. (1972). Understanding public policy. Prentice Hall. Dye, T. R. (2013). Understanding public policy. Boston: Prentice Hall. Easton, D. (1953). The political system: An inquiry into the state of political science. New York: Knopf. Fischer, F., Miller, G., Sidney, M.S. (2007). Handbook of public policy analysis: Theory, politics, and methods. Boca Raton. FL: Taylor & Francis (Public administration and public policy, 125). Gholipour, R., Pourseyed, B., Hamidizadeh, A., Amiri, A. (2010). Studying the Effect of Policy Research in Policy Making Area. Journal of Public Administration, 4(1), 127- 144. (in Persian) Heclo, H. H. (1972). Review Article: Policy Analysis. British Journal of Political Science, 2(1), 83-108. Hill, M. J. (2005). The public policy process. Harlow: Pearson Longman. Hill, M.J., Hupe, P.L. (2002). Implementing Public Policy: Governance in Theory and Practice. London: Sage. Hogwood, B.W., Gunn, L.A. (1984). Policy analysis for the real world. Oxford: Oxford University Press. Howlett, M., Ramesh, M. (2003). Studying public policy: Policy cycles and policy subsystems. 2nd ed. Don Mills, Ont., Oxford: Oxford University Press. Howlett, M., Ramesh, M., Perl, A. (2009). Studying Public Policy: Policy Cycles and Policy Subsystems, Oxford University Press, New York. Jenkins, W.I. (1978). Policy analysis: A political and organisational perspective. London: Martin Robertson (Government and administration series) Jenkins-Smith, H.C., Nohrstedt, D., Weible, C.M., Sabatier, P.A. (2014). The Advocacy Coalition Framework: Foundations, Evolution, and Ongoing Research. 183-223 In Sabatier, Paul A.; Weible, Christopher M. (2014). Theories of the policy process. Third edition. Kay, A. (2006). The dynamics of public policy: theory and evidence. Northampton, MA: Edward Elgar (New horizons in public policy series). Kraft, M.E., Furlong, S.R. (2004). Public policy: Politics, analysis, and alternatives. Washington, D.C: CQ Press. Lasswell, H. D. (1971). A Pre-View of Policy Sciences: Elsevier. Lasswell, H.D., Kaplan, A. (1950). Power and Society: A Framework for Political Inquiry. New Haven: Yale University Press. Maddison, S., Dennis, R., Denniss, R. (2009). An introduction to Australian public policy: Theory and practice. Cambridge: Cambridge University Press. Mahdikhah, M.M., Khanijazani, J., Emami, S., Ramadanpour Nargesi, Gh. (2018). Typology of the Origins of Policy Controversies in the Islamic Republic of Iran (Case Study: Self-Sufficiency Policy). Journal of Public Administration, 9(4), 539-568. (in Persian) Moran, M., Rein, M., Goodin, R.E. (Eds.) (2006). The Oxford handbook of public policy. Oxford, New York: Oxford University Press. Parsons, D. W. (1995). Public policy: An introduction to the theory and practice of policy analysis. Aldershot, UK, Brookfield, Vt., US: Edward Elgar. Peters, G. (1986). American public policy: Promise and performance. Basingstoke: Macmillan Education. Pourezzat, A.A. (2012). Essentials of Public Administration, SAMT, Tehran, Iran. (in Persian) Pourezzat, A.A., Imani, H., Abdollahzadeh, A.H. (2018). Content Analysis of the Articles Published in the Journal of Public Administration in University of Tehran. Journal of Public Administration, 10(3), 387- 414. (in Persian) Richards, D., Smith, M. (2002). Governance and Public Policy in the UK. Oxford: Oxford University Press. Shafritz, J.M., Borick, C.P. (2008). Introducing public policy. New York: Pearson Longman. Shires, M. (2004). Public Policy. In Schultz, David A. (2004). Encyclopedia of public administration and public policy. New York, NY: Facts on File. 350-351. Smith, B. C. (1976). Policy Making in British Government. London: Martin Robertson. Smith, B. K., Larimer, W. C., (2009). The Public Policy Theory Primer, Boulder: Westview Press. Stone, D. (1997). Policy paradox: The art of political decision making. New York: W. W. Norton & Company. Weible, C.M. (2014). "Introducing the Scope and Focus of Policy Process Research and Theory". 3-21. In Sabatier, Paul A.; Weible, Christopher M. (2014). Theories of the policy process. Third edition. Wilson, R. (2006). Policy Analysis as Policy Advice. In Moran, Michael; Rein, Martin; Goodin, Robert E. (2006). The Oxford handbook of public policy, 152-168. Zittoun, Ph. (2014). The political process of policymaking: A pragmatic approach to public policy. Basingstoke: Palgrave Macmillan (Studies in the political economy of public policy).
JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2018.265421.2366 1. دوگانگی سیاست- اداره Understanding the Role of Administrators' Personal and Social Values on Implementation of Approved Policies in Iranian Public Organizations Understanding the Role of Administrators' Personal and Social Values on Implementation of Approved Policies in Iranian Public Organizations Samadi-Miarkolaei Hamzeh Ph.D., Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran Faghihi Abolhassan Prof., Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran Daneshfard Karamollah Prof., Department of Public Administration, Science and Research Branch, Islamic Azad University, Tehran, Iran 22 12 2018 10 4 529 562 23 09 2018 14 11 2018 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_68314.html

Objective: The purpose of this research is to understand the personal and social values of public administrators affecting on the implementation process of approved policies. How the administrators and public servants affect the policies and decisions of policy-makers is a critical issue in public administration; the issue that has attracted the attention of many researchers in the field of Public Administration. Methods: In this research, we conducted semi-structured interviews with twenty middle managers in five state organizations. The managers were selected through a purposive sampling method. The interview questions, which were extracted from reviewing the related literature, were divided into two groups of personal and social values. Finally, theme analysis was used to analyze the interviews. Results: The research findings on the social values dimension are: Benevolence, Compassion, Commitment to the Public Interest, Sacrifice, Awakening, and Serving, and on the personal values dimension are: Need for Achievement, Deontology, Citizens' Dignity, Flexibility, Organizational Citizenship, Fair and Just Delivery of Public Service, Religious and training issues, Profitability, Lawfulness, and Professionalism. Conclusion: This research did not aim at proposing ethical and behavioral values or codes in the governmental section, yet its purpose was to study the reality of what the administrators and public servants actually do, and the ways they influence the policy makers policies and decisions. Finally, some recommendations 

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Public values: An inventory. Administration & Society,39(3), 354-381. Kernaghan, K. (2003). Integrating values into public service: The values statement as centerpiece. Public Administration Review, 63(6), 711-719. Lewis-Beck, M., Bryman, A. E., & Liao, T. F. (2004). The Sage encyclopedia of social science research methods. Thousand Oaks: Sage Publications, Inc. Lipsky, M. (1969). Toward a theory of street-level bureaucracy. Institute for Research on Poverty, University of Wisconsin. Lipsky, M. (2010). Street-Level Bureaucracy, 30th Ann. Ed.: Dilemmas of the Individual in Public Service. Russell Sage Foundation. Maass, A. A., & Radway, L. I. (2001). Gauging administrative responsibility. In C. Stivers (Ed.) Democracy, bureaucracy, and the study of administration (pp. 163-181), Westview Press, Boulder, CO. Marini, F. (Ed.) (1968). Toward a New Public Administration: The Minnowbrook Perspective. New York: Chandler, Marrow, H. B. (2009). Immigrant bureaucratic incorporation: The dual roles of professional missions and government policies. American Sociological Review, 74(5), 756-776. McCubbins, M. D., & Schwartz, T. (1984). Congressional oversight overlooked: Police patrols versus fire alarms. American Journal of Political Science, 28(1), 165-179. Meier, K. J., & Krause, G. A. (2003). The scientific study of bureaucracy: An overview. In Krause, G. A. (Eds.) Politics, policy and organizations: Frontiers in the scientific study of bureaucracy (pp. 1-19), Michigan: University of Michigan Press. Meier, K. J., & O'Toole, L. J. (2006). Political control versus bureaucratic values: Reframing the debate. Public Administration Review, 66(2), 177-192. Moe, T. M. (2005). Political control and the power of the agent. Journal of Law, Economics, and Organization, 22(1), 1-29. Molander, A., Grimen, H., & Eriksen, E. O. (2012). Professional discretion and accountability in the welfare state. Journal of Applied Philosophy, 29(3), 214-230. Molavi, Z., Tahmasebi, R., Danaeefard, H., & Hamidizadeh, A. (2017). Bureauphobia: the Ambivalentl Look of Citizens on Public Services. Journal of Public Administration, 9(2), 213-234. (in Persian) Molina, A. D., & McKeown, C. L. (2012). The heart of the profession: Understanding public service values. Journal of Public Affairs Education, 18(2), 375-396. Moore, M. H. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. Nabatchi, T. (2018). Public values frames in administration and governance. Perspectives on Public Management and Governance, 1(1), 59-72. Neuman, W. L. (2007). Basic of social research: Qualititative and quantitative approaches. Second Edition. New York: Pearson Education Inc. Neuman, W. L. (2016). Social research methods: Qualititative and quantitative approaches. Translated by: Faghihi, A., & Aghaz, A. 1st Edition, Tehran: Termeh Publishing and Iranian Association for Management Sciences. (in Persian) Ostrom, V. (2008). The intellectual crisis in American public administration. 3rd Edition, Alabama: University of Alabama Press. Overeem, P. (2005). The value of the dichotomy: Politics, administration, and the political neutrality of administrators. Administrative Theory & Praxis, 27(2), 311-329. Overeem, P. (2010). The politics-administration dichotomy: Toward a constitutional perspective. New York: Routledge. Pant, A., & Ojha, A. K. (2017). Managerial Values and organizational identities in the developing world: An introduction to the special issue. Journal of Human Values, 23(1), vii–xii. Peters, B. G. (2010). Bureaucracy and democracy. Public Organization Review, 10(3), 209-222. Rahnavard, F. (2018). Factors Influencing Merger of Iranian Public Sector Organizations. Journal of Public Administration, 9(4), 569-590. (in Persian) Rastegar, A., Motameni, A., & Hemmati, A. (2017). The role of organizational values on the creation of organizational commitment. Public Administration Vision, 28, 157-179. (in Persian) Rohr, J. (1978). Ethics for bureaucrats: An essay on law and values. New York, NY: Marcel Dekker. Rosenbloom, D. (2008). The politics–administration dichotomy in US historical context. Public Administration Review, 68(1), 57-60. Simon, H. A. (1947). Administrative behavior. New York: The Free Press. Stoker, G. (2003). Public value management (PVM): A new resolution of the democracy/efficiency tradeoff. Institute for Political and Economic Governance (IPEG), University of Manchester, UK. Stoker, G. (2006). Public value management a new narrative for networked governance? The American Review of Public Administration, 36(1), 41-57. Svara, J. H. (2015). The ethics primer for public administrators in government and nonprofit organizations. Jones & Bartlett Publishers. Van der Wal, Z., & Huberts, L. (2008). Value solidity in government and business: Results of an empirical study on public and private sector organizational values. The American Review of Public Administration, 38(3), 264-285. Van der Wal, Z., De Graaf, G., & Lasthuizen, K. (2008). What’s valued most? Similarities and differences between the organizational values of the public and private sector. Public Administration, 86(2), 465-482. Van Wart, M. (1998). Changing public sector values. London: Garland Publishing. Waldo, D. (1984). The administrative state: A study of the political theory of public administration (2nd ed.). New York: Holmes & Meier. Weber, M (1946). From Max Weber: Essays in Sociology. Translated and Edited by: Gerth H. H., & Mills, C. W. Oxford: oxford University Press. Wilson, W. (1887). The study of administration. Political Science Quarterly, 2, 197–222. Yang, L., & van der Wal, Z. (2014). Rule of morality vs. rule of law? An exploratory study of civil servant values in China and the Netherlands. Public Integrity, 16(2), 187-206.  _||_ References Abolhasani-Ranjbar, A., Daneshfard, K., & Faghihi, A. (2018). An Agenda Setting for the Reformation Policies of Administrative System in Iran. Journal of Public Administration, 9(4), 615-640. (in Persian) Alavi, S. B., & Gholipour, A. (2009) Studying the organizational citizenship behaviors of faculty members: a study in sharif university of technology. Iranian Journal of Management Sciences,4(14), 1-30. (in Persian) Asadi, M., Peykani, M. H., & Rashidpur, A. (2018). Presentation of an Effective Public Policy Implementation Model in the Ministry of Economic Affairs (Case Study: Islamic Republic of Iran Customs Administration). Journal of Public Administration, 9(4), 591-614. (in Persian) Barnard, C. (1938). The functions of the executive. Cambridge: Belnap Press of Harvard. Bellone, C. J. (Eds.) (1980). Organization theory and the new public administration. London: Allyn and Bacon. Bersch, K., Sérgio, P., & Taylor, M. M. (2017). State capacity, bureaucratic politicization, and corruption in the brazilian state. Governance, 30(1), 105-124. Borst, R. T., & Lako, C. J. (2017). Proud to be a public servant? An analysis of the work-related determinants of professional pride among Dutch public servants. International Journal of Public Administration, 40(10), 875-887. Box, R. C. (2015a). Public service values. New York: Routledge, Taylor & Francis. Box, R. C. (2015b). The human element: Bureaucracy, gender, and race. Administration & Society,47(5), 488-506. Bozeman, B. (2007). Public values and public interest: Counterbalancing economic individualism. Washington, D.C.: Georgetown University Press. Braun, V., & Clarke, V. (2006) Using thematic analysis in psychology .Qualitative Research in Psychology, 3(2), 77-101. Buchanan, J. M., & Tollison, R. D. (Eds.). (1984). The Theory of public choice--II. University of Michigan Press. Campbell, C., & Peters, B. G. (1988). The politics/administration dichotomy: Death or merely change?. Governance, 1(1), 79-99. Christensen, T., Lie, A., & Laegrid, P. (2007). Still fragmented government or reassertion of the centre?. In Christensen, T., & Laegrid, P. (Ed.), Transcending new public management: The transformation of public sector reforms (pp.17-41), Aldershot: Ashgate. Dahl, R.A. (1947). The science of public administration: Three problems. Public Administration Review, 7(1), 1-11. Dahl, R. A. (1970). A preface to democratic theory. 2nd ed. Chicago: University of Chicago Press. Demir, T. (2008). Politics and administration: A review of research and some suggestions. Springfield: University of Illinois, Department of Public Administration. Demir, T., & Nyhan, R. C. (2008). The Politics – Administration Dichotomy: An empirical search for correspondence between theory and practice. Public Administration Review, January/February, 68(1), 81-96. Denhardt, R. B., & Denhardt, J. V. (2000). The new public service: Serving rather than steering. Public Administration Review, 60(6), 549-559. Frederickson, H. G. (1994). Research and knowledge in administrative ethics. In T. Cooper (Ed.) Handbook of administrative ethics (pp. 31-47), New York: Marcel Dekker. Hansen, K. M., & Ejersbo, N. (2002). The relationship between politicians and administrators– a logic of disharmony. Public Administration, 80(4), 733-750. Hughes, O. E. (2003). Public Management and Administration: An Introduction. Great Britain: Palgrave Macmillan Ltd. Jensen, C. B., & McGrath, R. J. (2011). Making rules about rulemaking: A comparison of presidential and parliamentary systems. Political Research Quarterly, 64(3), 656-667. Jørgensen, T. B., & Bozeman, B. (2007). Public values: An inventory. Administration & Society,39(3), 354-381. Kernaghan, K. (2003). Integrating values into public service: The values statement as centerpiece. Public Administration Review, 63(6), 711-719. Lewis-Beck, M., Bryman, A. E., & Liao, T. F. (2004). The Sage encyclopedia of social science research methods. Thousand Oaks: Sage Publications, Inc. Lipsky, M. (1969). Toward a theory of street-level bureaucracy. Institute for Research on Poverty, University of Wisconsin. Lipsky, M. (2010). Street-Level Bureaucracy, 30th Ann. Ed.: Dilemmas of the Individual in Public Service. Russell Sage Foundation. Maass, A. A., & Radway, L. I. (2001). Gauging administrative responsibility. In C. Stivers (Ed.) Democracy, bureaucracy, and the study of administration (pp. 163-181), Westview Press, Boulder, CO. Marini, F. (Ed.) (1968). Toward a New Public Administration: The Minnowbrook Perspective. New York: Chandler, Marrow, H. B. (2009). Immigrant bureaucratic incorporation: The dual roles of professional missions and government policies. American Sociological Review, 74(5), 756-776. McCubbins, M. D., & Schwartz, T. (1984). Congressional oversight overlooked: Police patrols versus fire alarms. American Journal of Political Science, 28(1), 165-179. Meier, K. J., & Krause, G. A. (2003). The scientific study of bureaucracy: An overview. In Krause, G. A. (Eds.) Politics, policy and organizations: Frontiers in the scientific study of bureaucracy (pp. 1-19), Michigan: University of Michigan Press. Meier, K. J., & O'Toole, L. J. (2006). Political control versus bureaucratic values: Reframing the debate. Public Administration Review, 66(2), 177-192. Moe, T. M. (2005). Political control and the power of the agent. Journal of Law, Economics, and Organization, 22(1), 1-29. Molander, A., Grimen, H., & Eriksen, E. O. (2012). Professional discretion and accountability in the welfare state. Journal of Applied Philosophy, 29(3), 214-230. Molavi, Z., Tahmasebi, R., Danaeefard, H., & Hamidizadeh, A. (2017). Bureauphobia: the Ambivalentl Look of Citizens on Public Services. Journal of Public Administration, 9(2), 213-234. (in Persian) Molina, A. D., & McKeown, C. L. (2012). The heart of the profession: Understanding public service values. Journal of Public Affairs Education, 18(2), 375-396. Moore, M. H. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. Nabatchi, T. (2018). Public values frames in administration and governance. Perspectives on Public Management and Governance, 1(1), 59-72. Neuman, W. L. (2007). Basic of social research: Qualititative and quantitative approaches. Second Edition. New York: Pearson Education Inc. Neuman, W. L. (2016). Social research methods: Qualititative and quantitative approaches. Translated by: Faghihi, A., & Aghaz, A. 1st Edition, Tehran: Termeh Publishing and Iranian Association for Management Sciences. (in Persian) Ostrom, V. (2008). The intellectual crisis in American public administration. 3rd Edition, Alabama: University of Alabama Press. Overeem, P. (2005). The value of the dichotomy: Politics, administration, and the political neutrality of administrators. Administrative Theory & Praxis, 27(2), 311-329. Overeem, P. (2010). The politics-administration dichotomy: Toward a constitutional perspective. New York: Routledge. Pant, A., & Ojha, A. K. (2017). Managerial Values and organizational identities in the developing world: An introduction to the special issue. Journal of Human Values, 23(1), vii–xii. Peters, B. G. (2010). Bureaucracy and democracy. Public Organization Review, 10(3), 209-222. Rahnavard, F. (2018). Factors Influencing Merger of Iranian Public Sector Organizations. Journal of Public Administration, 9(4), 569-590. (in Persian) Rastegar, A., Motameni, A., & Hemmati, A. (2017). The role of organizational values on the creation of organizational commitment. Public Administration Vision, 28, 157-179. (in Persian) Rohr, J. (1978). Ethics for bureaucrats: An essay on law and values. New York, NY: Marcel Dekker. Rosenbloom, D. (2008). The politics–administration dichotomy in US historical context. Public Administration Review, 68(1), 57-60. Simon, H. A. (1947). Administrative behavior. New York: The Free Press. Stoker, G. (2003). Public value management (PVM): A new resolution of the democracy/efficiency tradeoff. Institute for Political and Economic Governance (IPEG), University of Manchester, UK. Stoker, G. (2006). Public value management a new narrative for networked governance? The American Review of Public Administration, 36(1), 41-57. Svara, J. H. (2015). The ethics primer for public administrators in government and nonprofit organizations. Jones & Bartlett Publishers. Van der Wal, Z., & Huberts, L. (2008). Value solidity in government and business: Results of an empirical study on public and private sector organizational values. The American Review of Public Administration, 38(3), 264-285. Van der Wal, Z., De Graaf, G., & Lasthuizen, K. (2008). What’s valued most? Similarities and differences between the organizational values of the public and private sector. Public Administration, 86(2), 465-482. Van Wart, M. (1998). Changing public sector values. London: Garland Publishing. Waldo, D. (1984). The administrative state: A study of the political theory of public administration (2nd ed.). New York: Holmes & Meier. Weber, M (1946). From Max Weber: Essays in Sociology. Translated and Edited by: Gerth H. H., & Mills, C. W. Oxford: oxford University Press. Wilson, W. (1887). The study of administration. Political Science Quarterly, 2, 197–222. Yang, L., & van der Wal, Z. (2014). Rule of morality vs. rule of law? An exploratory study of civil servant values in China and the Netherlands. Public Integrity, 16(2), 187-206.
JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2018.267862.2401 31. اخلاق اداری Intra-Organizational Humility: A Core Competency in New Century’s Organization Leadership Mohammadian Behzad Ph.D, Department of Management, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Tehran, Iran Zareie Matin Hasan Prof., Department of Public Administration, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Tehran, Iran Babashahi Jabbar Assistant Prof., Department of Public Administration, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Tehran, Iran Yazdani Hamid reza Assistant Prof., Department of Business Management, Faculty of Management and Accounting, Farabi Campus, University of Tehran, Tehran, Iran 22 12 2018 10 4 563 582 27 10 2018 05 12 2018 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_68615.html

Objective:Humility is one of the fundamental virtues mentioned in most philosophical, religious, and, scientific texts. Recently, as the base of virtue, it has also gained a special place in organizational and management studies. The purpose of this research is to provide a comprehensive view of the concept of humility in the content of organization and management. Methods: In this exploratory mixed-method research, in order to understand the concept of humility, in the content of organization and management, the researchers used grounded theory strategy (GT) and to validate the indicators and concept, survey strategy was used. For this purpose, 12 human resources managers working in the banking industry in Iran were interviewed. Through coding techniques, the key concepts were identified and categorized. Data collection was done through distributing questionnaires to 200 employees and the collected data were analyzed using confirming factor analysis. Results: Finally, the organizational humility was modeled within three areas: cognitive aspect related to knowledge and ontology, affective aspect related to attitude and epistemology, and behavioral aspect related to observing the pragmatism methodology. Conclusion: The results of the study, confirming the validity of the instrument, showed that the understanding of the bank's managers of humility is supported by espoused theories and theory in use, but the epistemic and content barriers prevented the maximum use of this competence.

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JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2018.264882.2356 36. شفافیت در بخش دولتی The Effect of Structural Capital on the Reduction of Administrative Corruption Considering the Mediating Role of Individual Motives for Committing Corruption (Case Study: Kerman Province Governmental Agencies) The Effect of Structural Capital on the Reduction of Administrative Corruption Considering the Mediating Role of Individual Motives for Committing Corruption (Case Study: Kerman Province Governmental Agencies) Sepahvand Reza Associate Prof., Department of Business Management, Faculty of Economic Sciences, Lorestan University, Khorramabad, Iran Aref Negad Mohsen Assistant Prof., Department of Business Management, Faculty of Economic Sciences, Lorestan University, Khorramabad, Iran Sepahvand Masood M.A. Student, Department of Business Management, Faculty of Economic Sciences, Lorestan University, Khorramabad, Iran FATHI CHGNI FARIBORZ M.A. Student, Department of Business Management, Faculty of Economic Sciences, Lorestan University, Khorramabad, Iran 22 12 2018 10 4 583 604 03 09 2018 22 11 2018 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_68447.html

Objective: Combating and reducing governmental corruption is a permanent concern of the rulers and a variety of approaches and instruments have been used to achieve this goal. While the majority of solutions are focused on the consequences and post-control, the new approaches emphasize the designing of pre-control and controlling systems and laws that are known as structural capital. This research studies the effect of structural capital on reducing corruption with the mediating role of individual motivations in governmental departments of Kerman province in Iran. Methods: The present descriptive-exploratory research is applied in terms of purpose and is based on the deductive research and positivism paradigm in term of philosophy. The statistical population of the study was 1817 employees of   different governmental departments of Kerman province. Based on the Morgan table, a sample of 317 employees was selected based on stratified random sampling. In order to measure the variables of the research, Bechini’s structural capitalization questionnaire (2015), Afzali’s corruption (2011) and the individual motivations of Khotbe Sara's companion (2004) have been used. The reliability of the questionnaires was confirmed by Cronbach's alpha and for data analysis, structural equation modeling and PLS software were used. Results: Findings of the research show that structural capital has a significantly positive effect on reducing corruption and personal incentives in committing corruption. Conclusion: The results showed that structural capital affects both directly and also through individual motivations on the reduction of administrative corruption in governmental agencies.

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Provide a theoretical model for controlling and controlling corruption. Economics and Management, 10(1), 87-109. (in Persian) Alvani, S.M., ghorbanizadeh, V., Eslampanah, M. (2017). Prioritize effective measures to deter corruption by relying on Islamic teachings. Journal of Public Administration, 9(2), 283-306. (in Persian) Bchini, B. (2015). Intellectual capital and value creation in the Tunisian manufacturing companies. Procedia Economics and Finance, 23, 783-791. Chen, J., Zhu, Z., & Xie, H.Y. (2004). Measuring intellectual capital: a new model and empirical study. Journal of Intellectual Capital, 5(1), 195-212. Darvish, H., Azimi Zachekani, F. (2016). The effect on reducing corruption organization Transparency mediated by organizational trust studied Khordad hospital staff Varamin. Journal of Public Administration, 8(1), 153-166. (in Persian) DeGroot, J.I.M., Wokje, A., & Kayleigh, J. (2013). 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JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2019.271575.2443 Research Paper Presenting a Model to Select Talented Employee in State Organizations Presenting a Model to Select Talented Employee in State Organizations Abbas Pour Abbas Associate Prof., Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabatabaei University, Tehran, Iran. Rahimian Hamid Associate Prof., Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabatabaei University, Tehran, Iran. Ghiasi Nodooshan Saeed Assistant Prof., Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabatabaei University, Tehran, Iran Nargesian Javad Ph.D. Candidate, Department of Management and Educational Planning, Faculty of Psychology and Educational Sciences, Allameh Tabataba’i University, Tehran, Iran 22 12 2018 10 4 605 628 23 12 2018 12 01 2019 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_69431.html

Objective:The selection system involves the ways in which decision makers try to select those whose characteristics are more likely to be successful in the job. The purpose of this qualitative research is to provide a model for selection of prestigious staff in governmental organizations (universities and higher education institutions) in Tehran. Methods: In order to extract the main components of the selection of prone employees, a semi-structured interview was conducted. To do so, 18 recruiting and recruiting experts in the field of higher education were interviewed. The subjects studied in this study were experts in recruiting and recruiting in the field of higher education who were selected through a theoretical purposeful sampling method. Results: In this study, using Corbin and Strauss grounded theory methods in open coding, 15 categories and 47 concepts were extracted. In the axial coding stage, based on the issue-oriented concepts, the causal circumstances, the strategy, the context, the interventional conditions and the consequences, a paradigm model was presented. In the selective coding stage, the choice of the theoretical model derived from the research findings was introduced. Conclusion: In order to select prudent employees, it is suggested to pay attention to the recruiting needs of an organization of decent quality at an appropriate time and at a reasonable cost. We can also conclude that choosing a person should lead to a win-win relationship, which means both the needs of the organization as well as the needs of the staff are met and the best possible harmony should be applied between the person and the job.

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(2013). Compilation of a Model of Potential Competencies of Social Cultural Managers of Universities in Islamic Iran. Management Magazine at Islamic University, 1(2), 251-272. (in Persian) Danaeifard, H., Emami, M. (2014). Strategy Data Theory Foundation in Organization and Management Studies. (Chapter Four, Methodology of Qualitative Research in Management: A Comprehensive Approach, Saffar Publishing House. (Second edition). Tehran, Saffar. (in Persian) Freeman, J. E., Ellis J. A. (2003). The intention-superiority effect for naturally occurring activities: The role of intention accessibility in everyday prospective remembering 51 in young and older adults. International Journal of Psychology, 38(4), 215-228. Glaser, B. & Strauss, A. (1967). The discovery of grounded theory, Aldine Publishing Company, Chicago. Golec, A, Kahya, E. (2007). A fuzzy model for competency-based employee evaluation and selection. Computers & Industrial Engineering, 52(1), 143-161. Heikkonen, M. (2012). The rationale and effectiveness of recruitment outsourcing. Department of Management and International Business, Aalto University School of Economics. Inkson, K. (2006). Protean and boundaryless careers as metaphors. Journal of Vocational Behavior, 69, 48-63. Ivancevich, S., Ivancevich, D., Roscher, R. (2009). The First Two Years of Employment: Strategies and Pitfalls. CPA Journal, (July): 69-72. Kalinz, J. (2008). Better Than Good. Trans by Fazlullah Amini, Tehran: Faraz Publications. (in Persian) Kazemi, B. (2008). Personnel Management, Employment and Human Resources Management with Applied Approach to the Public Sector of Iran. Tehran: Publications of the Institute of Management and Planning. (in Persian) Khaki, GH. (2001). Research Method in Management. Islamic Azad University Press Center, Tehran. (in Persian) Kline, R. B. (2005). Principles and practice of structural equation modeling (2nd Ed.). The Guilford, New York. Li, Y., Bence, J.R., Brenden, T.O. (2018). Can spawning origin information of catch or a recruitment penalty improve assessment and fishery management performance for a spatially structured stock assessment model? Canadian Journal of Fisheries and Aquatic Sciences, 75(12), 2136-2148. Nunn, N. (2007). Historical legacies: A model linking Africa's past to its current underdevelopment. Journal of Development Economics, Elsevier, 83(1), 157-175. Olowu, D. (2003). Introduction to new public management: An african reform paradigm? African Development, 27(2), 1-16. Prahalad, C.K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 79-91. Saadat, E. (2008). Human resources management. Tehran: Samt Publication. (in Persian) Sanford, R. (2009). The Impact of Activity- Based CostingonOrganizational Performance. Degree Doctor, Nova Southeastern University. Sarmad, Z. & Bazargan, A. & Hejazi, E. (2001). Research Methods in Behavioral Sciences. (Fifth Edition). Awareness Publishing, Tehran. (in Persian) Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for BusinessStudents. (5th Edition). London: Pearson Education. Scrapello, V.G., & Ledvinka, J. (1988). Personenel/Human ResourceManagement. Boston: PWS-Kent. Seyed Javadin, S.R. (2006). Fundamentals and Applications of Human Resources Management and Staff Affairs. Tehran: Negah Danesh Publication. (in Persian) Sheehan, C. (2009). Outsourcing HRM activities in Australian organizations. Asia Pacific Journal of Human Resources, 47(2), 236-254. Sheehan, C., Cooper, K.B. (2011). HRM outsourcing: the impact of organizational size and HRM strategic involvement. Personnel Review, 40(6), 742-760. Snell, S., Bohlander, G. (2010). Principles of Human Resource Management. South-Western Engage Learning.  Sparrow, P. R. (2009). When is talent not talent? Talent Management Review, 18–20. Strauss, A., Corbin, J. (1998). Basics of Qualitative Research: Grounded Theory Procedures and Technique (2nd Edition), Sage, Newbury Park, London. Tahmasbi, R. & Gholipoor, A. & Javaherizadeh, E. (2013). Talent Management: Identify and rank the factors affecting the absorption and maintenance of scientific talents. Journal of Public Management Research, 5(17), 5-26. (in Persian) Treweek, S., Pitkethly, M., Cook, J., Fraser, C., Mitchell, E., Sullivan, F., et al. (2018). Strategies to improve recruitment to randomized trials. Cochrane Database Systematic Review, (2): MR000013. doi: 10.1002/14651858.MR000013.pub6. Walters, S.J., Bonacho dos Anjos Henriques-Cadby I, Bortolami, O., Flight, L., Hind, D., Jacques, R.M., et al. (2017). Recruitment and retention of participants in randomized controlled trials: a review of trials funded and published by the United Kingdom Health Technology Assessment Programme. BMJ Open, 7(3), e015276. Wirba, V.A. (2017). The Recruitment, Selection and Retention Practices by Family Owned Small and Medium Size Enterprises (FOSMEs) in Cameroon. American Journal of Business, Economics and Management, 5(1), 1-12.  _||_ References Abbaspour, A. (2010). Advanced Human Resource Management (Approaches, Processes and Activities). Tehran: Samt Publication. (in Persian) Agdari, A. (2010). Management in Islam and its examples. Tehran, Bahar Publication. (in Persian) Aggarwal, R. (2013). Selection of IT Personnel through Hybrid Multi-attribute AHP-FLP approach. International Journal of Soft Computing and Engineering (IJSCE), 2(6), 11-17. Alvani, M. & Reis Safari, M. (2015). Analysis of Human Resources Management Strategies in Organizations with ITS Approach. Journal of Research in Human Resource Management, (4), (successive 18).  (in Persian) Ariss, A.A., Cascio, W.F., Paauwe, J. (2014). Talent management: Current theories and future research Directions. Journal of World Business, 49 (2), 173–179. Armstrong, M. (2009). A Handbook Of Human Resource Management Practice (11th Ed.). Kogan Page, London. Azar, A. & Ahmadi, P. & Sebt, S. A. (2011). Designing the Human Resources Selection Model with Data Approach. Technology Management Journal, 2(4), 3- 22. (in Persian) Azar, A. & Momeni, M. (2002). Statistics and its application in management, Volume 2 (Fifth Edition), Tehran: Samt Publication. (in Persian)  Beard, D.J., Rees, J.L., Cook, J.A., Rombach, I., Cooper, C., Merritt, N., …. (2017). Arthroscopic subacromial decompression for subacromial shoulder pain (CSAW): a multicentre, pragmatic, parallel group, placebocontrolled, three-group, randomized surgical trial. Lancet; 391(10118): 329e38. Bowman, J. S. &. Harada, K. (2003). A contextual approach to employee selection: Applying the fit concept in education. Academy of Human Resource Development: 2003 Conference Proceedings (pp. p.133-140). Bowling Green, OH: AHRD. Breaugh, J.A. (2008). Employee Recruitment current Knowledge and Important Areas for Future Research. Human Resource Management Review, 18 (3), 103-118. Chitsaz, E. & Zolfagharzadeh, M. M. & Ghiasi Nodooshan, S. (2013). Compilation of a Model of Potential Competencies of Social Cultural Managers of Universities in Islamic Iran. Management Magazine at Islamic University, 1(2), 251-272. (in Persian) Danaeifard, H., Emami, M. (2014). Strategy Data Theory Foundation in Organization and Management Studies. (Chapter Four, Methodology of Qualitative Research in Management: A Comprehensive Approach, Saffar Publishing House. (Second edition). Tehran, Saffar. (in Persian) Freeman, J. E., Ellis J. A. (2003). The intention-superiority effect for naturally occurring activities: The role of intention accessibility in everyday prospective remembering 51 in young and older adults. International Journal of Psychology, 38(4), 215-228. Glaser, B. & Strauss, A. (1967). The discovery of grounded theory, Aldine Publishing Company, Chicago. Golec, A, Kahya, E. (2007). A fuzzy model for competency-based employee evaluation and selection. Computers & Industrial Engineering, 52(1), 143-161. Heikkonen, M. (2012). The rationale and effectiveness of recruitment outsourcing. Department of Management and International Business, Aalto University School of Economics. Inkson, K. (2006). Protean and boundaryless careers as metaphors. Journal of Vocational Behavior, 69, 48-63. Ivancevich, S., Ivancevich, D., Roscher, R. (2009). The First Two Years of Employment: Strategies and Pitfalls. CPA Journal, (July): 69-72. Kalinz, J. (2008). Better Than Good. Trans by Fazlullah Amini, Tehran: Faraz Publications. (in Persian) Kazemi, B. (2008). Personnel Management, Employment and Human Resources Management with Applied Approach to the Public Sector of Iran. Tehran: Publications of the Institute of Management and Planning. (in Persian) Khaki, GH. (2001). Research Method in Management. Islamic Azad University Press Center, Tehran. (in Persian) Kline, R. B. (2005). Principles and practice of structural equation modeling (2nd Ed.). The Guilford, New York. Li, Y., Bence, J.R., Brenden, T.O. (2018). Can spawning origin information of catch or a recruitment penalty improve assessment and fishery management performance for a spatially structured stock assessment model? Canadian Journal of Fisheries and Aquatic Sciences, 75(12), 2136-2148. Nunn, N. (2007). Historical legacies: A model linking Africa's past to its current underdevelopment. Journal of Development Economics, Elsevier, 83(1), 157-175. Olowu, D. (2003). Introduction to new public management: An african reform paradigm? African Development, 27(2), 1-16. Prahalad, C.K., & Hamel, G. (1990). The Core Competence of the Corporation. Harvard Business Review, 79-91. Saadat, E. (2008). Human resources management. Tehran: Samt Publication. (in Persian) Sanford, R. (2009). The Impact of Activity- Based Costingon Organizational Performance. Degree Doctor, Nova Southeastern University. Sarmad, Z. & Bazargan, A. & Hejazi, E. (2001). Research Methods in Behavioral Sciences. (Fifth Edition). Awareness Publishing, Tehran. (in Persian) Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business Students. (5th Edition). London: Pearson Education. Scrapello, V.G., & Ledvinka, J. (1988). Personenel/Human Resource Management. Boston: PWS-Kent. Seyed Javadin, S.R. (2006). Fundamentals and Applications of Human Resources Management and Staff Affairs. Tehran: Negah Danesh Publication. (in Persian) Sheehan, C. (2009). Outsourcing HRM activities in Australian organizations. Asia Pacific Journal of Human Resources, 47(2), 236-254. Sheehan, C., Cooper, K.B. (2011). HRM outsourcing: the impact of organizational size and HRM strategic involvement. Personnel Review, 40(6), 742-760. Snell, S., Bohlander, G. (2010). Principles of Human Resource Management. South-Western Engage Learning.  Sparrow, P. R. (2009). When is talent not talent? Talent Management Review, 18–20. Strauss, A., Corbin, J. (1998). Basics of Qualitative Research: Grounded Theory Procedures and Technique (2nd Edition), Sage, Newbury Park, London. Tahmasbi, R. & Gholipoor, A. & Javaherizadeh, E. (2013). Talent Management: Identify and rank the factors affecting the absorption and maintenance of scientific talents. Journal of Public Management Research, 5(17), 5-26. (in Persian) Treweek, S., Pitkethly, M., Cook, J., Fraser, C., Mitchell, E., Sullivan, F., et al. (2018). Strategies to improve recruitment to randomized trials. Cochrane Database Systematic Review, (2): MR000013. doi: 10.1002/14651858.MR000013.pub6. Walters, S.J., Bonacho dos Anjos Henriques-Cadby I, Bortolami, O., Flight, L., Hind, D., Jacques, R.M., et al. (2017). Recruitment and retention of participants in randomized controlled trials: a review of trials funded and published by the United Kingdom Health Technology Assessment Programme. BMJ Open, 7(3), e015276. Wirba, V.A. (2017). The Recruitment, Selection and Retention Practices by Family Owned Small and Medium Size Enterprises (FOSMEs) in Cameroon. American Journal of Business, Economics and Management, 5(1), 1-12.
JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2019.261243.2303 24. حکومت و حکمرانی محلی Designing Local Self-government Evaluation Model in Provincial Level in Islamic Republic of Iran Designing Local Self-government Evaluation Model in Provincial Level in Islamic Republic of Iran Alimorai zahir Ph.D. Department of Public Administration, Institute for Management and Planning Studies, Tehran, Iran Shams Abdolhamid Associate Prof., Department of Public Administration, Institute for Management and Planning Studies, Tehran, Iran Jahangiri Ali Assistant Prof., Department of Public Administration, Institute for Management and Planning Studies, Tehran, Iran. 22 12 2018 10 4 629 650 01 07 2018 07 01 2019 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_69196.html

Objective: The de-concentrated organizing of provinces along with the expanse of country, ethnic and religious diversity and the massive volume of public services, have confronted Islamic Republic of Iran with various problemssuch as reducing productivity, undermining of local sovereignty and promoting ethnic and religious nationalism. The purpose of this research is to identify indicators of local self-government as an example of decentralized local government. Methods: The model in this research was designed using mixed–method approach. In the first phase, due to the lack of ample previous researches on indicators of local self-government evaluation, and also due to the consideration of ethnic and climatic stresses and geographical-political situations of Iran, the initial evaluation pattern of local self-government was designed through the Directed Content Analysis method. In this section, 16 experts were interviewed. Finally, the initial evaluation pattern was tested using Structural Modeling Equation. Results: Analyzing the results of the interviews, in the qualitative section, legal identity, democracy, government duties, decision-making powers, and public organizations elements were extracted from 567 indications, 150 concepts and 22 categories. The results of the quantitative test indicated the confirmation of all categories and concepts, except for the partisanship concept. Finally, the self-government conditions of the provinces have been evaluated using proposed local self-government evaluation model. Conclusion: Since no evaluative model for self-government conditions of the provinces has not been designed so far, the results of this research can be used to decentralize the provinces. The provinces of Tehran, Khorasan-e-Razavi and Isfahan showed better status in all of the self-government indicators. In contrast, the provinces of Sistan-o-Balochestan, Kordestan, Ilam and northern and southern Khorasan showed lower status in self-government, which can lead to an increase in the developmental gap between these provinces.

 Decentralization De-concentrated organizing Local government Local self-government احمدی‌پور، زهرا؛ جعفرزاده، حسن؛ پورطاهری، مهدی؛ کریمی، مهدی (1395). بررسی نقش تقسیمات کشوری در توسعه ناحیه‌ای (مطالعه موردی: شهرستان‌های بوانات و خرم بید). فصلنامه ژئوپلیتیک، 12(1)، 60- 82. امیدی، علی (1392). امنیت و توسعۀ پایدار و تقویت قانونمند حکومت‎های محلی در ایران. فصلنامه تحقیقات جغرافیایی، 28(4)، 113-136. ایمان، محمد تقی؛ نوشادی، محمود رضا (1390). تحلیل محتوای کیفی. فصلنامه پژوهش، 3(2)، 15-44. خانی، احمد؛ دلخواه، جلیل؛ خائف الهی، احمدعلی (1397). واکاوی عناصر چسبندگی شغلی: پژوهشی آمیخته. فصلنامه مدیریت دولتی، 10(3)، 459-480. داوری، علی؛ رضازاده، آرش (1393). مدل‌سازی معادلات ساختاری با نرم‌افزار PLS. تهران: سازمان انتشارات جهاد دانشگاهی. سلیمی، جلیل؛ مکنون، رضا (1397). فراتحلیل کیفی پژوهش‎های علمی ناظر بر مسئله حکمرانی در ایران. فصلنامه مدیریت دولتی، 10(1)، 1-30. شمس، عبدالحمید (1390). حاکمیت محلی از تراکم‎زدایی تا تمرکززدایی. تهران: مرکز آموزش مدیریت دولتی ریاست جمهوری. علی‌مرادی، ظهیر؛ شمس، عبدالحمید؛ جهانگیری، علی؛ رسولی قهرودی، مهدی؛ علوی‌تبار، علیرضا (1396). طراحی مدل خودگردانی استان‌های جمهوری اسلامی ایران. فصلنامه علمی پژوهشی فرایند مدیریت و توسعه، 30(2)، 109- 144. فانی، علی اصغر؛ زرین‎نگار، محمدجعفر؛ دانایی‎فرد، حسن؛ دلخواه، جلیل (1397). واکاوی و تبیین تمدن سازمانی در سازمان‎های دولتی ایران. فصلنامه مدیریت دولتی، 10(1)، 89-108. قالیباف، محمدباقر؛ شوشتری، سید محمد جواد (1392). تأثیر فرهنگ سیاسی بر مشارکت شهروندان در حکومت محلّی (مطالعه موردی: تهران). پژوهش‌های جغرافیای انسانی، 45(2)، 69-82. محمدی، حامد؛ الوانی، سید مهدی؛ معمارزاده تهرانی، غلامرضا؛ حمیدی، ناصر (1395). طراحی و تبیین الگوی اثربخش نظام اداری در ایران. فصلنامه مدیریت دولتی، 8(4)، 591-616. نظریان، اصغر؛ رحیمی، محمد (1392). ضرورت بازبینی مدل مدیریت شهر تهران و انتخاب مدل برتر. نشریه علمی پژوهشی مدیریت شهری، 31، 125- 138. References Ahmadipor, Z., Jafarzadeh, H., Portahery, M., Karimi, M. (2016). Investigative the role of national divisions in regional development (Case study: Bavanat and Khorambid). Quarterly Journal of Geopolitic, 12(1), 60-82. (in Persian) Alderfer, H. (1956). American local government and administration. The Mcmillan Company. Alikhan A.M., & Muttalil, M.A. (1982). Theory of local government. New Delhi: Sterling publisher private limited. Alimoradi, Z., Shams, A.H., Jahangiri, A., RasoliGhahrodi, M., & Alavitabar, A. (2017). Designing a local self-government model for Islamic Republic of Irans Provinces. Quarterly Journal of management and development process, 30(2), 109-144. (in Persian) Anney, V. N. (2014). Ensuring the quality of the finding of grounded research: Looking at trustworthing criteria. Journal of emerging trends research and policy studies, 5(2), 272-281. Astrauskas, A. & Gecikova, I. (2014). Similarities and Differences in Local Self-Government in Lithuania and Slovakia. American International Journal of Social Science, 3(5), 153- 182. Brezovšek, M. (2014). Local Self-Government in Slovenia: Theoretical and Historical Aspect. Ljubljana: Faculty of Social Sciences, University of Ljubljana. CAGE Project (2007). PAPER I: Developmental Local Government: Determining Appropriate Function and Powers. Community Law Centre, University of the Western Cape. Creswell, J. W. (2012). Educational Research: Planning, Conducting and Evaluating Quantitative and Qualitative Research, Fourth Edition. Pearson, University of Nebraska-Lincoln. Davari, A., & Rezazaeh, A. (2014). Structural equation modeling with PLS. Tehran: ISBA. (in Persian) European Charter on Local Self-Government is available at http://www.coe.int/en/web/ conventions/full-list/-/conventions/treaty/122. Fani, A.A., Zarinnegar, M.J., Danaeefard, H. & Delkhah, J. (2018). Juornal of public administration, 10(1), 89-108. (in Persian) Ghalibaf, M.B., & Shoshtari, M.J. (2013). The affect of political culture on citizen participationin the local government (Case Study: Tehran). Human Geography Research, 45(2), 69-82. Gradstein, M. (2017). Government Decentralization as a Commitment in Non-Democracies. Journal of Comparative Economics, 45(1), 110-118. Greer, P., Murphy, A. & Ogard, M. (2005). Guide to participatory democra‎cy in Bosnia and Herzegovina and Serbia and Montenegro. Strasbourg: Council of Europe publishing. Hair, J.F., Ringle, C.M., Sinkovics, R.R. (2011). PLS-SEM Indeed a Silver Bullet. Journal of Marketing Theory and Practice, 19 (2), 134-147. Hsieh, H. F. & Shanon S. E. (2005). Three approaches to content analysis. Qualitative health research, 15(9), 1277-1288. Ilyin, M., Khavenson, T., Meleshkina, E., Stukal, D., Zharikova, E. (2012). Factors of post-socialist stateness. Basic research Program working papers series: Political science, 80(3), 1- 44. Iman, M. T. & Noushadi, M. R. (2012). Qualitative content analysis. Pazhuhesh, 3(2), 15-44. (in Persian) Islam, F. (2015). The Role of Local Self-Government Institution for Deepening Democracy at the Grass-Root Level in Bangladesh. Journal of Public Administration and Policy Research, 7(2), 29-38. ISUFAJ, M. (2014). Decentralization and the Increased Autonomy in Local Governments. Procedia-Social and Behavioral Sciences, 109, 459-463. Khani, A., Delkhah, J. & Khaef Elahi, A. (2018). Explaning reasons and factor of job embeddeness: Mixed research. Juornal of public administration, 10(3), 459-480. (in Persian) Kobasa, M. (2012). Local self-government in Belarus: How to shift myth to reality. Minsk: School of young manager in public administration, Policy paper. Kovač, P. (2014). Integrative Approach to the Reorganization of Self-Government and Local State Administration. TED, (7), 1-15. Marcou, G. (2013). Regionalisation, Local Self-Government and Governability. Centralization Decentralization Debate Revisited. Istanbol: Palas Taksim/Beyoğlu, 38-71. Mohammadi, H., Alvani, M., Memarzadeh Tehrani, Gh. & Hamidi, N. (2016). Designing and developing Iran administrative effectiveness model. Juornal of public administration, 8(4), 591-616. (in Persian) Nazarian, A., & Rahimi, M. (2013). The necessity to review the model of Tehran city management. Journal of urban management, 31, 125-138. (in Persian) Nemec, J., & Matejova, L. (2013). Decentralisation: Pros and Cons (theory and empirical evidence). Centralization Decentralization Debate Revisited. Istanbol: Palas Taksim / Beyoğlu. Omidi, A. (2013). Security and sustainable development, and strengthening of local government Lawfulness in Iran. Quarterly Journal of geogheraphic research, 28(4), 113- 136.  (in Persian) Rosenbloom, D.H., Kravcuk, R.S., Clerkin, R.M. (2014). Public Administration. Understanding Management, Politics, and Law in the Public Sector. New York: McGraw-Hill Companies. Salimi, J. & Maknon, R. (2018). Qualitativ meta-analysis of scientific researche concerning the issue of governance in Iran. Juornal of public administration, 10(1), 1-30. (in Persian) Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business Students. Pearson education. Shams, A. H. (2011). Local government from deconcentration to decentralization. Tehran: State management training center. (in Persian) UNDP. (2004). Decentralised Governance for Development: A Combined Practice Note on Decentralisation, Local Governance and Urban/Rural Development. Available at: www.undp.org. Zhou, Y. (2009). Decentralization, Democracy, and Development: Recent Experience from Sierra Leone. Washington, D.C.: The World Bank._||_ References Ahmadipor, Z., Jafarzadeh, H., Portahery, M., Karimi, M. (2016). Investigative the role of national divisions in regional development (Case study: Bavanat and Khorambid). Quarterly Journal of Geopolitic, 12(1), 60-82. (in Persian) Alderfer, H. (1956). American local government and administration. The Mcmillan Company. Alikhan A.M., & Muttalil, M.A. (1982). Theory of local government. New Delhi: Sterling publisher private limited. Alimoradi, Z., Shams, A.H., Jahangiri, A., RasoliGhahrodi, M., & Alavitabar, A. (2017). Designing a local self-government model for Islamic Republic of Irans Provinces. Quarterly Journal of management and development process, 30(2), 109-144. (in Persian) Anney, V. N. (2014). Ensuring the quality of the finding of grounded research: Looking at trustworthing criteria. Journal of emerging trends research and policy studies, 5(2), 272-281. Astrauskas, A. & Gecikova, I. (2014). Similarities and Differences in Local Self-Government in Lithuania and Slovakia. American International Journal of Social Science, 3(5), 153- 182. Brezovšek, M. (2014). Local Self-Government in Slovenia: Theoretical and Historical Aspect. Ljubljana: Faculty of Social Sciences, University of Ljubljana. CAGE Project (2007). PAPER I: Developmental Local Government: Determining Appropriate Function and Powers. Community Law Centre, University of the Western Cape. Creswell, J. W. (2012). Educational Research: Planning, Conducting and Evaluating Quantitative and Qualitative Research, Fourth Edition. Pearson, University of Nebraska-Lincoln. Davari, A., & Rezazaeh, A. (2014). Structural equation modeling with PLS. Tehran: ISBA. (in Persian) European Charter on Local Self-Government is available at http://www.coe.int/en/web/ conventions/full-list/-/conventions/treaty/122. Fani, A.A., Zarinnegar, M.J., Danaeefard, H. & Delkhah, J. (2018). Juornal of public administration, 10(1), 89-108. (in Persian) Ghalibaf, M.B., & Shoshtari, M.J. (2013). The affect of political culture on citizen participationin the local government (Case Study: Tehran). Human Geography Research, 45(2), 69-82. Gradstein, M. (2017). Government Decentralization as a Commitment in Non-Democracies. Journal of Comparative Economics, 45(1), 110-118. Greer, P., Murphy, A. & Ogard, M. (2005). Guide to participatory democra‎cy in Bosnia and Herzegovina and Serbia and Montenegro. Strasbourg: Council of Europe publishing. Hair, J.F., Ringle, C.M., Sinkovics, R.R. (2011). PLS-SEM Indeed a Silver Bullet. Journal of Marketing Theory and Practice, 19 (2), 134-147. Hsieh, H. F. & Shanon S. E. (2005). Three approaches to content analysis. Qualitative health research, 15(9), 1277-1288. Ilyin, M., Khavenson, T., Meleshkina, E., Stukal, D., Zharikova, E. (2012). Factors of post-socialist stateness. Basic research Program working papers series: Political science, 80(3), 1- 44. Iman, M. T. & Noushadi, M. R. (2012). Qualitative content analysis. Pazhuhesh, 3(2), 15-44. (in Persian) Islam, F. (2015). The Role of Local Self-Government Institution for Deepening Democracy at the Grass-Root Level in Bangladesh. Journal of Public Administration and Policy Research, 7(2), 29-38. ISUFAJ, M. (2014). Decentralization and the Increased Autonomy in Local Governments. Procedia-Social and Behavioral Sciences, 109, 459-463. Khani, A., Delkhah, J. & Khaef Elahi, A. (2018). Explaning reasons and factor of job embeddeness: Mixed research. Juornal of public administration, 10(3), 459-480. (in Persian) Kobasa, M. (2012). Local self-government in Belarus: How to shift myth to reality. Minsk: School of young manager in public administration, Policy paper. Kovač, P. (2014). Integrative Approach to the Reorganization of Self-Government and Local State Administration. TED, (7), 1-15. Marcou, G. (2013). Regionalisation, Local Self-Government and Governability. Centralization Decentralization Debate Revisited. Istanbol: Palas Taksim/Beyoğlu, 38-71. Mohammadi, H., Alvani, M., Memarzadeh Tehrani, Gh. & Hamidi, N. (2016). Designing and developing Iran administrative effectiveness model. Juornal of public administration, 8(4), 591-616. (in Persian) Nazarian, A., & Rahimi, M. (2013). The necessity to review the model of Tehran city management. Journal of urban management, 31, 125-138. (in Persian) Nemec, J., & Matejova, L. (2013). Decentralisation: Pros and Cons (theory and empirical evidence). Centralization Decentralization Debate Revisited. Istanbol: Palas Taksim / Beyoğlu. Omidi, A. (2013). Security and sustainable development, and strengthening of local government Lawfulness in Iran. Quarterly Journal of geogheraphic research, 28(4), 113- 136.  (in Persian) Rosenbloom, D.H., Kravcuk, R.S., Clerkin, R.M. (2014). Public Administration. Understanding Management, Politics, and Law in the Public Sector. New York: McGraw-Hill Companies. Salimi, J. & Maknon, R. (2018). Qualitativ meta-analysis of scientific researche concerning the issue of governance in Iran. Juornal of public administration, 10(1), 1-30. (in Persian) Saunders, M., Lewis, P., & Thornhill, A. (2009). Research Methods for Business Students. Pearson education. Shams, A. H. (2011). Local government from deconcentration to decentralization. Tehran: State management training center. (in Persian) UNDP. (2004). Decentralised Governance for Development: A Combined Practice Note on Decentralisation, Local Governance and Urban/Rural Development. Available at: www.undp.org. Zhou, Y. (2009). Decentralization, Democracy, and Development: Recent Experience from Sierra Leone. Washington, D.C.: The World Bank.
JPA دانشکده مدیریت دانشگاه تهران Journal of Public Administration 2008-5877 دانشکده مدیریت دانشگاه تهران 93 10.22059/jipa.2018.259733.2293 36. شفافیت در بخش دولتی The Mediating Role of MUM Avoidance in the Relationship between Error Management Climate and Learning Behavior with Individual Performance The Mediating Role of MUM Avoidance in the Relationship between Error Management Climate and Learning Behavior with Individual Performance Malekzadeh Gholamreza Assistant Prof., Department of Management, Faculty of Economic & Administrative Science, Ferdowsi University of Mashhad, Mashhad, Iran. Adibzadeh Marzieyh Ph.D. Candidate, Department of Organizational Behavior Management, Faculty of Economic & Administrative Science, Ferdowsi University of Mashhad, Mashhad, Iran. Gholami Mohammad Ph.D. Candidate, Department of Organizational Behavior Management, Faculty of Economic & Administrative Science, Ferdowsi University of Mashhad, Mashhad, Iran. E-mail: 22 12 2018 10 4 651 677 10 06 2018 08 12 2018 Copyright © 2018, دانشکده مدیریت دانشگاه تهران. 2018 https://jipa.ut.ac.ir/article_68657.html

Objective:To achieve an organization with the least error, one can reduce the organizational error and improve the efficiency of learning behavior and performance by employing error management theory and creating an error management climate. For this reason, the main objective of the present study is to examine such effects in healthcare organizations. Methods: The present study is practical in nature and is a survey in terms of methodology. The statistical population under study includes 1800 nurses from Qaem and Imam Reza (PBUH) hospitals of Mashhad. The minimum sample size was 467 people; therefore, about 500 questionnaires were distributed to these organizations, which, in the end, 474 questionnaires were collected. In order to analyze the data, the structural equation modeling was used to investigate the appropriateness of structural modeling pattern. Results: The results of the study showed that error management atmosphere has positive effects on learning behavior and individual performance whereas MUM avoidance has a significantly negative impact. In addition, we can conclude that MUM avoidance has negative effects on learning behavior and individual performance. Also, the findings assert the mediating role of MUM avoidance. Conclusion: managers and supervisors of various departments of health organizations, first of all, should accept that errors in organizations are inevitable and we should focus on minimizing errors by relying on knowledge sharing and learning from past errors. They can provide a ground for discovering various errors and preventing MUM avoidance among employees by creating error management climate through material and non-promotional incentives, timely monitoring, deep analysis, open communication, and asking for feedback.

 Error management climate Individual performance Learning behavior MUM avoidance چاوشی، زینب؛ نیکبخت، معصومه؛ مخترع، هادی؛ اکبری، آیت‎اله؛ میربازغ، فاطمه (1394). رابطه بین ابعاد یادگیری گروهی و فردی در یادگیری سازمانی پرستاران بالینی: مطالعه موردی. مدیریت پرستاری، 4 (4)، 18-27. خانجانی، خاطره؛ عسکری، روح‎اله؛ عسکری شاهی، محسن؛ شفیعی، میلاد (1397). رتبه‎بندی ابعاد محیط درون سازمانی و صفات پنج‎گانه شخصیتی در عملکرد شغلی پرستاران در یک بیمارستان آموزشی. دانشکده پرستاری و مامایی، 16(5)، 324-334. خمرنیا، محمد؛ روانگرد، رامین؛ قنبری جهرمی، محدثه؛ مرادی، اسرا (1393). بررسی خطاهای پزشکی در بیمارستان‎های دولتی شیراز: 1391. بیمارستان، 12(3)، 17-24. صیدی، معصومه؛ زردشت، رقیه (1391). بررسی دیدگاه پرستاران در مورد علل خطاهای دارویی و موانع گزارش‎دهی آن در بخش کودکان بیمارستان‎های دانشگاه علوم پزشکی مشهد. دانشگاه علوم پزشکی فسا، 2(3)، 142-147. عبداللهیان، فرزانه (1391). بررسی نقش یادگیری سازمانی و نوآوری در فرهنگ مدیریت خطا و ارتباط آن عملکرد سازمانی. پایان‌نامه کارشناسی ارشد، دانشگاه گیلان. کبیرزاده، آذر؛ بزرگی، فرزاد؛ معتمد، نیما؛ محسنی ساروی، بنیامین؛ قلی‎ پوربرادری، افشین؛ دهبندی، مصطفی (1390). بررسی نگرش مدیران ارشد بیمارستان‎ها نسبت به نظام داوطلبانه گزارش‎دهی خطاهای پزشکی. دانشگاه علوم پزشکی مازندران، 21(84)، 131- 137. کوهستانی، حمیدرضا؛ باغچقی، نیره. 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Social capital, psychological safety and learning behaviours from failure in organisations. Long Range Planning, 40(1), 30-44. Carmeli, A., & Gittell, J. H. (2009). High‐quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729. Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81-98. Carmeli, A., Tishler, A., & Edmondson, A. C. (2012). CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure. Strategic Organization, 10(1), 31-54. Chavoshi, Z., Nikbakht, M., Mokhtare, H., Akbari, A., & Mirbazegh, F. (2016). Relationship between levels of group and individual learning in clinical nurses' organizational learning: a case study. Quarterly Journal of Nursing Management, 4(4), 18-27. (in Persian) 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. Dibble, J. L. (2016). MUM Effect, The. The International Encyclopedia of Interpersonal Communication. Dyre, L., Tabor, A., Ringsted, C., & Tolsgaard, M. G. (2017). Imperfect practice makes perfect: error management training improves transfer of learning. Medical education, 51(2), 196-206. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383. Edmondson, A. C. (2011). Strategies for learning from failure. Harvard business review, 89(4), 48-55. Edwin, A. K. (2009). Non-disclosure of medical errors an egregious violation of ethical principles. Ghana medical journal, 43(1), 34-39. Fisher, C. D. (1979). Transmission of positive and negative feedback to subordinates: A laboratory investigation. Journal of Applied Psychology, 64(5), 533-540. Frese, M., & Hofmann, D. A. (2011). Errors, Error Taxonomies, Error Prevention, and Error Management: Laying the Groundwork for Discussing Errors in Organizations. In Errors in Organizations (pp. 18-60). Routledge. Frese, M., & Keith, N. (2015). Action errors, error management, and learning in organizations. Annual review of psychology, 66, 661-687. Frese, M., Brodbeck, F., Heinbokel, T., Mooser, C., Schleiffenbaum, E., & Thiemann, P. (1991). Errors in training computer skills: On the positive function of errors. Human-Computer Interaction, 6(1), 77-93. Fulk, J., & Mani, S. (1986). Distortion of communication in hierarchical relationships. Annals of the International Communication Association, 9(1), 483-510. Gandel, S. (2010). The Yes-Man Problem. Fortune, 161(4), 58. Retrieved June 26, 2013 from http://money.cnn.com/magazines/fortune/. Garrouste-Orgeas, M., Philippart, F., Bruel, C., Max, A., Lau, N., & Misset, B. (2012). Overview of medical errors and adverse events. Annals of intensive care, 2(1), 2-9. Gartmeier, M., Ottl, E., Bauer, J., & Berberat, P. O. (2017). Learning from errors: critical incident reporting in nursing. Journal of Workplace Learning, 29(5), 343-356. Gherardi, S., Nicolini, D., & Odella, F. (1998). Toward a social understanding of how people learn in organizations: The notion of situated curriculum. Management learning, 29(3), 273-297. Goodman, P. S., Ramanujam, R., Carroll, J. S., Edmondson, A. C., Hofmann, D. A., & Sutcliffe, K. M. (2011). Organizational errors: Directions for future research. Research in Organizational Behavior, 31, 151-176. Gronewold, U., Gold, A., & Salterio, S. E. (2013). Reporting self-made errors: The impact of organizational error-management climate and error type. Journal of business ethics, 117(1), 189-208. Guchait, P., & Hamilton, K. (2013). The temporal priority of team learning behaviors vs. shared mental models in service management teams. International Journal of Hospitality Management, 33, 19-28. Guchait, P., Kim, M. G., & Namasivayam, K. (2012). Error management at different organizational levels–frontline, manager, and company. International Journal of Hospitality Management, 31(1), 12-22. Guchait, P., Lee, C., Wang, C. Y., & Abbott, J. L. (2016). Impact of error management practices on service recovery performance and helping behaviors in the hospitality industry: The mediating effects of psychological safety and learning behaviors. Journal of Human Resources in Hospitality & Tourism, 15(1), 1-28. Guchait, P., Paşamehmetoğlu, A., & Dawson, M. (2014). Perceived supervisor and co-worker support for error management: Impact on perceived psychological safety and service recovery performance. International Journal of Hospitality Management, 41, 28-37. Hashemi, F., & Shool, A. (2009). Medication Error and its Ethical Considerations: A Case Report. Medical Ethics and History of Medicine, 2(2), 67-73.(in Persian) Homsma, G. J., Van Dyck, C., De Gilder, D., Koopman, P. L., & Elfring, T. (2009). Learning from error: The influence of error incident characteristics. Journal of Business Research, 62(1), 115-122. Kabirzadeh, A., Bozorgi, F., Motamed, N., Mohseni Saravi, B., Baradari, A., & Dehbandi, M. (2011). Survey on Attitude of Chief Managers of Hospitals Towards Voluntary Incident Reporting System, Journal of Mazandaran University of Medical Sciences, 21(84), 131-137. (in Persian) Khammarnia, M., Ravangard, R., Ghanbari jahromi, M., & Moradi, A. (2014). Survey of Medical Errors in Shiraz Public Hospitals: 2013. Journal of Hospital, 13(3), 17-24. (in Persian) Khanjankhani, Kh., Askari, R., Askari Shahi, M., & Shafii, M. (2018). Evaluate the Dimensions of the Internal Environment and the Five Personality Traits in Nurses' Job Performance in an Educational Hospital. Journal of Urmia Nursong Midwifery Faculty, 16(5), 324-334. (in Persian) Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., De Vet, H. C., & Van der Beek, A. J. (2014). Construct validity of the individual work performance questionnaire. Journal of occupational and environmental medicine, 56(3), 331-337. Koopmans, L., Bernaards, C., Hildebrandt, V., van Buuren, S., van der Beek, A. J., & de Vet, H. C. (2012). Development of an individual work performance questionnaire. International journal of productivity and performance management, 62(1), 6-28. Koopmans, L., Coffeng, J. K., Bernaards, C. M., Boot, C. R., Hildebrandt, V. H., de Vet, H. C., & van der Beek, A. J. (2014). Responsiveness of the individual work performance questionnaire. BMC public health, 14(1), 513. Korsten, V. A., Stanz, K. J., & Blignaut, J. (2004). The development of a management error orientation questionnaire. SA Journal of Human Resource Management, 2(1), 37-44. Kouhestani, H., & Baghcheghi, N. (2009). Refusal in Reporting Medication Errors from the Viewpoints of Nursing Students in Arak University of Medical Sciences. Iranian Journal of Medical Education, 8(2), 285-292.  (in Persian) Krauss, A. D., & Casey, T. (2014). Error Management Climate as a Way to Align Safety Objectives with Operational Excellence. In SPE International Conference on Health, Safety, and Environment. Society of Petroleum Engineers. Lei, Z., Naveh, E., & Novikov, Z. (2016). Errors in Organizations: An Integrative Review via Level of Analysis, Temporal Dynamism, and Priority Lenses. Journal of Management, 42(5), 1315-1343. Li, L. (2016). An Overview of Error Management Climate. Psychology, 7(04), 623- 626. Madsen, P. M., & Desai, V. (2010). Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry. Academy of Management Journal, 53(3), 451-476. Mahajan, R. P. (2010). Critical incident reporting and learning. British journal of anaesthesia, 105(1), 69-75. Marler, L. E., McKee, D. L. N., Cox, S. S., Simmering, M. J., & Allen, D. G. (2012). Don't make me the bad guy: Organizational norms, self-monitoring, and the mum effect. Journal of Managerial Issues, 24(1), 97-116. Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of applied psychology, 85(2), 273-283. Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of management studies, 40(6), 1453-1476. Nordén-Hägg, A., Kälvemark-Sporrong, S., & Lindblad, Å. K. (2012). Exploring the relationship between safety culture and reported dispensing errors in a large sample of Swedish community pharmacies. BMC Pharmacology and Toxicology, 13(1), 4. Ploeger, N. A., Kelley, K. M., & Bisel, R. S. (2011). Hierarchical mum effect: A new investigation of organizational ethics. Southern Communication Journal, 76(5), 465-481. Ramingwong, S., & Snansieng, S. (2013). A Survey on MUM Effect and its Influencing Factors. Procedia Technology, 9, 618-626. Raspin, P. (2011). Failing to learn? How organizations can learn from failure. Strategic Direction, 27(1), 4-6. Reason, J. (1990). Human error. Cambridge university press. Reitz, O. E. (2014). The Job embeddedness instrument: an evaluation of validity and reliability. Geriatric Nursing, 35(5), 351-356. Reitz, O. E., Anderson, M. A., & Hill, P. D. (2010). Job embeddedness and nurse retention. Nursing administration quarterly, 34(3), 190-200. Rosen, S., & Tesser, A. (1970). On reluctance to communicate undesirable information: The MUM effect. Sociometry, 33(3), 253-263. Rosen, S., & Tesser, A. (1972). Fear of negative evaluation and the reluctance to transmit bad news. Journal of Communication, 22(2), 124-141. Rybowiak, V., Garst, H., Frese, M., & Batinic, B. (1999). Error orientation questionnaire (EOQ): Reliability, validity, and different language equivalence. Journal of Organizational Behavior, 20(4), 527-547. Santos, C. M., Uitdewilligen, S., & Passos, A. M. (2015). A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement. European Journal of Work and Organizational Psychology, 24(5), 710-725. Schippers, M. C., Homan, A. C., & Knippenberg, D. (2013). To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance. Journal of Organizational Behavior, 34(1), 6-23. Schuer, K. M., Doll, M. C., & McNellis, B. (2010). Disclosure of medical errors: The right thing to do. Journal of the American Academy of Physician Assistants, 23(8), 27-29. Šebestová, J., & Rylková, Ž. (2011). Competencies and innovation within learning organization. Economics and Management, 16, 954-960. Seidi, M., & Zardosht, R. (2012). Survey of Nurses' Viewpoints on Causes of Medicinal Errors and Barriers to Reporting in Pediatric Units in Hospitals of Mashhad University of Medical Sciences. Journal of Fasa University of Medical Sciences, 2(3), 142-147. (in Persian) Semedo, A. S. D., Semedo, A. S. D., Coelho, A. F. M., Coelho, A. F. M., Ribeiro, N. M. P., & Ribeiro, N. M. P. (2016). Effects of authentic leadership, affective commitment and job resourcefulness on employees’ creativity and individual performance. Leadership & Organization Development Journal, 37(8), 1038-1055. Sussman, S. W., & Sproull, L. (1999). Straight talk: Delivering bad news through electronic communication. Information Systems Research, 10(2), 150-166. Tesser, A., & Rosen, S. (1972). Similarity of objective fate as a determinant of the reluctance to transmit unpleasant information: The MUM effect. Journal of Personality and Social Psychology, 23(1), 46-53. Tsai, C. H. (2013). The effects of perceived organisational support, social capital, and health promotion on job satisfaction of employees in hospitals. International Journal of Electronic Customer Relationship Management, 7(2), 135-160. Uysal, A., & Öner-Özkan, B. (2007). A self-presentational approach to transmission of good and bad news. Social Behavior and Personality: an international journal, 35(1), 63-78. Van Dyck, C. (2000). Putting errors to good use: Error management culture in organizations. Amsterdam: KLI. Van Dyck, C., Frese, M., Baer, M., & Sonnentag, S. (2005). Organizational error management culture and its impact on performance: a two-study replication. Journal of applied psychology, 90(6), 1228-1240. Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader‐member exchange. Journal of Organizational Behavior, 30(8), 1103-1126. Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research, 72, 14-23. Yariv, E. (2006). “Mum effect”: principals' reluctance to submit negative feedback. Journal of Managerial Psychology, 21(6), 533-546. Zhao, B., & Olivera, F. (2006). Error reporting in organizations. Academy of Management Review, 31(4), 1012-1030._||_ References Abdollahian, F. (2012). Investigating the Role of Organizational Learning and Innovation in Error Management Culture and its Relationship with Organizational Performance. (Master's dissertation, University of Gilan). (in Persian) Beakley, J. (2015). Organizational leadership awareness of the hierarchical mum effect: A modified Delphi study. (Doctoral dissertation, University of Phoenix). Bisel, R.S., Messersmith, A.S., & Kelley, K.M. (2012). Supervisor-subordinate communication: Hierarchical mum effect meets organizational learning. The Journal of Business Communication (1973), 49(2), 128-147. Bobbio, A., Bellan, M., & Manganelli, A. M. (2012). Empowering leadership, perceived organizational support, trust, and job burnout for nurses: A study in an Italian general hospital. Health Care Management Review, 37(1), 77-87. Borman, W. C. (2004). The concept of organizational citizenship. Current directions in psychological science, 13(6), 238-241. Bragger, J. D., Hantula, D. A., Bragger, D., Kirnan, J., & Kutcher, E. (2003). When success breeds failure: history, hysteresis, and delayed exit decisions. Journal of Applied Psychology, 88(1), 6-14. Cannon, M. D., & Edmondson, A. C. (2001). Confronting failure: Antecedents and consequences of shared beliefs about failure in organizational work groups. Journal of Organizational Behavior, 22(2), 161-177. Cao, H., Stetson, P., & Hripcsak, G. (2003). Assessing explicit error reporting in the narrative electronic medical record using keyword searching. Journal of biomedical informatics, 36(1), 99-105. Carmeli, A. (2007). Social capital, psychological safety and learning behaviours from failure in organisations. Long Range Planning, 40(1), 30-44. Carmeli, A., & Gittell, J. H. (2009). High‐quality relationships, psychological safety, and learning from failures in work organizations. Journal of Organizational Behavior, 30(6), 709-729. Carmeli, A., Brueller, D., & Dutton, J. E. (2009). Learning behaviours in the workplace: The role of high‐quality interpersonal relationships and psychological safety. Systems Research and Behavioral Science, 26(1), 81-98. Carmeli, A., Tishler, A., & Edmondson, A. C. (2012). CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure. Strategic Organization, 10(1), 31-54. Chavoshi, Z., Nikbakht, M., Mokhtare, H., Akbari, A., & Mirbazegh, F. (2016). Relationship between levels of group and individual learning in clinical nurses' organizational learning: a case study. Quarterly Journal of Nursing Management, 4(4), 18-27. (in Persian) 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. Dibble, J. L. (2016). MUM Effect, The. The International Encyclopedia of Interpersonal Communication. Dyre, L., Tabor, A., Ringsted, C., & Tolsgaard, M. G. (2017). Imperfect practice makes perfect: error management training improves transfer of learning. Medical education, 51(2), 196-206. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative science quarterly, 44(2), 350-383. Edmondson, A. C. (2011). Strategies for learning from failure. Harvard business review, 89(4), 48-55. Edwin, A. K. (2009). Non-disclosure of medical errors an egregious violation of ethical principles. Ghana medical journal, 43(1), 34-39. Fisher, C. D. (1979). Transmission of positive and negative feedback to subordinates: A laboratory investigation. Journal of Applied Psychology, 64(5), 533-540. Frese, M., & Hofmann, D. A. (2011). Errors, Error Taxonomies, Error Prevention, and Error Management: Laying the Groundwork for Discussing Errors in Organizations. In Errors in Organizations (pp. 18-60). Routledge. Frese, M., & Keith, N. (2015). Action errors, error management, and learning in organizations. Annual review of psychology, 66, 661-687. Frese, M., Brodbeck, F., Heinbokel, T., Mooser, C., Schleiffenbaum, E., & Thiemann, P. (1991). Errors in training computer skills: On the positive function of errors. Human-Computer Interaction, 6(1), 77-93. Fulk, J., & Mani, S. (1986). Distortion of communication in hierarchical relationships. Annals of the International Communication Association, 9(1), 483-510. Gandel, S. (2010). The Yes-Man Problem. Fortune, 161(4), 58. Retrieved June 26, 2013 from http://money.cnn.com/magazines/fortune/. Garrouste-Orgeas, M., Philippart, F., Bruel, C., Max, A., Lau, N., & Misset, B. (2012). Overview of medical errors and adverse events. Annals of intensive care, 2(1), 2-9. Gartmeier, M., Ottl, E., Bauer, J., & Berberat, P. O. (2017). Learning from errors: critical incident reporting in nursing. Journal of Workplace Learning, 29(5), 343-356. Gherardi, S., Nicolini, D., & Odella, F. (1998). Toward a social understanding of how people learn in organizations: The notion of situated curriculum. Management learning, 29(3), 273-297. Goodman, P. S., Ramanujam, R., Carroll, J. S., Edmondson, A. C., Hofmann, D. A., & Sutcliffe, K. M. (2011). Organizational errors: Directions for future research. Research in Organizational Behavior, 31, 151-176. Gronewold, U., Gold, A., & Salterio, S. E. (2013). Reporting self-made errors: The impact of organizational error-management climate and error type. Journal of business ethics, 117(1), 189-208. Guchait, P., & Hamilton, K. (2013). The temporal priority of team learning behaviors vs. shared mental models in service management teams. International Journal of Hospitality Management, 33, 19-28. Guchait, P., Kim, M. G., & Namasivayam, K. (2012). Error management at different organizational levels–frontline, manager, and company. International Journal of Hospitality Management, 31(1), 12-22. Guchait, P., Lee, C., Wang, C. Y., & Abbott, J. L. (2016). Impact of error management practices on service recovery performance and helping behaviors in the hospitality industry: The mediating effects of psychological safety and learning behaviors. Journal of Human Resources in Hospitality & Tourism, 15(1), 1-28. Guchait, P., Paşamehmetoğlu, A., & Dawson, M. (2014). Perceived supervisor and co-worker support for error management: Impact on perceived psychological safety and service recovery performance. International Journal of Hospitality Management, 41, 28-37. Hashemi, F., & Shool, A. (2009). Medication Error and its Ethical Considerations: A Case Report. Medical Ethics and History of Medicine, 2(2), 67-73.(in Persian) Homsma, G. J., Van Dyck, C., De Gilder, D., Koopman, P. L., & Elfring, T. (2009). Learning from error: The influence of error incident characteristics. Journal of Business Research, 62(1), 115-122. Kabirzadeh, A., Bozorgi, F., Motamed, N., Mohseni Saravi, B., Baradari, A., & Dehbandi, M. (2011). Survey on Attitude of Chief Managers of Hospitals Towards Voluntary Incident Reporting System, Journal of Mazandaran University of Medical Sciences, 21(84), 131-137. (in Persian) Khammarnia, M., Ravangard, R., Ghanbari jahromi, M., & Moradi, A. (2014). Survey of Medical Errors in Shiraz Public Hospitals: 2013. Journal of Hospital, 13(3), 17-24. (in Persian) Khanjankhani, Kh., Askari, R., Askari Shahi, M., & Shafii, M. (2018). Evaluate the Dimensions of the Internal Environment and the Five Personality Traits in Nurses' Job Performance in an Educational Hospital. Journal of Urmia Nursong Midwifery Faculty, 16(5), 324-334. (in Persian) Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., De Vet, H. C., & Van der Beek, A. J. (2014). Construct validity of the individual work performance questionnaire. Journal of occupational and environmental medicine, 56(3), 331-337. Koopmans, L., Bernaards, C., Hildebrandt, V., van Buuren, S., van der Beek, A. J., & de Vet, H. C. (2012). Development of an individual work performance questionnaire. International journal of productivity and performance management, 62(1), 6-28. Koopmans, L., Coffeng, J. K., Bernaards, C. M., Boot, C. R., Hildebrandt, V. H., de Vet, H. C., & van der Beek, A. J. (2014). Responsiveness of the individual work performance questionnaire. BMC public health, 14(1), 513. Korsten, V. A., Stanz, K. J., & Blignaut, J. (2004). The development of a management error orientation questionnaire. SA Journal of Human Resource Management, 2(1), 37-44. Kouhestani, H., & Baghcheghi, N. (2009). Refusal in Reporting Medication Errors from the Viewpoints of Nursing Students in Arak University of Medical Sciences. Iranian Journal of Medical Education, 8(2), 285-292.  (in Persian) Krauss, A. D., & Casey, T. (2014). Error Management Climate as a Way to Align Safety Objectives with Operational Excellence. In SPE International Conference on Health, Safety, and Environment. Society of Petroleum Engineers. Lei, Z., Naveh, E., & Novikov, Z. (2016). Errors in Organizations: An Integrative Review via Level of Analysis, Temporal Dynamism, and Priority Lenses. Journal of Management, 42(5), 1315-1343. Li, L. (2016). An Overview of Error Management Climate. Psychology, 7(04), 623- 626. Madsen, P. M., & Desai, V. (2010). Failing to learn? The effects of failure and success on organizational learning in the global orbital launch vehicle industry. Academy of Management Journal, 53(3), 451-476. Mahajan, R. P. (2010). Critical incident reporting and learning. British journal of anaesthesia, 105(1), 69-75. Marler, L. E., McKee, D. L. N., Cox, S. S., Simmering, M. J., & Allen, D. G. (2012). Don't make me the bad guy: Organizational norms, self-monitoring, and the mum effect. Journal of Managerial Issues, 24(1), 97-116. Mathieu, J. E., Heffner, T. S., Goodwin, G. F., Salas, E., & Cannon-Bowers, J. A. (2000). The influence of shared mental models on team process and performance. Journal of applied psychology, 85(2), 273-283. Milliken, F. J., Morrison, E. W., & Hewlin, P. F. (2003). An exploratory study of employee silence: Issues that employees don’t communicate upward and why. Journal of management studies, 40(6), 1453-1476. Nordén-Hägg, A., Kälvemark-Sporrong, S., & Lindblad, Å. K. (2012). Exploring the relationship between safety culture and reported dispensing errors in a large sample of Swedish community pharmacies. BMC Pharmacology and Toxicology, 13(1), 4. Ploeger, N. A., Kelley, K. M., & Bisel, R. S. (2011). Hierarchical mum effect: A new investigation of organizational ethics. Southern Communication Journal, 76(5), 465-481. Ramingwong, S., & Snansieng, S. (2013). A Survey on MUM Effect and its Influencing Factors. Procedia Technology, 9, 618-626. Raspin, P. (2011). Failing to learn? How organizations can learn from failure. Strategic Direction, 27(1), 4-6. Reason, J. (1990). Human error. Cambridge university press. Reitz, O. E. (2014). The Job embeddedness instrument: an evaluation of validity and reliability. Geriatric Nursing, 35(5), 351-356. Reitz, O. E., Anderson, M. A., & Hill, P. D. (2010). Job embeddedness and nurse retention. Nursing administration quarterly, 34(3), 190-200. Rosen, S., & Tesser, A. (1970). On reluctance to communicate undesirable information: The MUM effect. Sociometry, 33(3), 253-263. Rosen, S., & Tesser, A. (1972). Fear of negative evaluation and the reluctance to transmit bad news. Journal of Communication, 22(2), 124-141. Rybowiak, V., Garst, H., Frese, M., & Batinic, B. (1999). Error orientation questionnaire (EOQ): Reliability, validity, and different language equivalence. Journal of Organizational Behavior, 20(4), 527-547. Santos, C. M., Uitdewilligen, S., & Passos, A. M. (2015). A temporal common ground for learning: The moderating effect of shared mental models on the relation between team learning behaviours and performance improvement. European Journal of Work and Organizational Psychology, 24(5), 710-725. Schippers, M. C., Homan, A. C., & Knippenberg, D. (2013). To reflect or not to reflect: Prior team performance as a boundary condition of the effects of reflexivity on learning and final team performance. Journal of Organizational Behavior, 34(1), 6-23. Schuer, K. M., Doll, M. C., & McNellis, B. (2010). Disclosure of medical errors: The right thing to do. Journal of the American Academy of Physician Assistants, 23(8), 27-29. Šebestová, J., & Rylková, Ž. (2011). Competencies and innovation within learning organization. Economics and Management, 16, 954-960. Seidi, M., & Zardosht, R. (2012). Survey of Nurses' Viewpoints on Causes of Medicinal Errors and Barriers to Reporting in Pediatric Units in Hospitals of Mashhad University of Medical Sciences. Journal of Fasa University of Medical Sciences, 2(3), 142-147. (in Persian) Semedo, A. S. D., Semedo, A. S. D., Coelho, A. F. M., Coelho, A. F. M., Ribeiro, N. M. P., & Ribeiro, N. M. P. (2016). Effects of authentic leadership, affective commitment and job resourcefulness on employees’ creativity and individual performance. Leadership & Organization Development Journal, 37(8), 1038-1055. Sussman, S. W., & Sproull, L. (1999). Straight talk: Delivering bad news through electronic communication. Information Systems Research, 10(2), 150-166. Tesser, A., & Rosen, S. (1972). Similarity of objective fate as a determinant of the reluctance to transmit unpleasant information: The MUM effect. Journal of Personality and Social Psychology, 23(1), 46-53. Tsai, C. H. (2013). The effects of perceived organisational support, social capital, and health promotion on job satisfaction of employees in hospitals. International Journal of Electronic Customer Relationship Management, 7(2), 135-160. Uysal, A., & Öner-Özkan, B. (2007). A self-presentational approach to transmission of good and bad news. Social Behavior and Personality: an international journal, 35(1), 63-78. Van Dyck, C. (2000). Putting errors to good use: Error management culture in organizations. Amsterdam: KLI. Van Dyck, C., Frese, M., Baer, M., & Sonnentag, S. (2005). Organizational error management culture and its impact on performance: a two-study replication. Journal of applied psychology, 90(6), 1228-1240. Walumbwa, F. O., Cropanzano, R., & Hartnell, C. A. (2009). Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader‐member exchange. Journal of Organizational Behavior, 30(8), 1103-1126. Walumbwa, F. O., Hartnell, C. A., & Misati, E. (2017). Does ethical leadership enhance group learning behavior? Examining the mediating influence of group ethical conduct, justice climate, and peer justice. Journal of Business Research, 72, 14-23. Yariv, E. (2006). “Mum effect”: principals' reluctance to submit negative feedback. Journal of Managerial Psychology, 21(6), 533-546. Zhao, B., & Olivera, F. (2006). Error reporting in organizations. Academy of Management Review, 31(4), 1012-1030.