Abstract The effective role of managers and leaders’ political intelligence in organization fundamental changes are undeniable. Political intelligence is the intelligence with which the leaders can make influence over appropriate changes in organization. Political intelligence is one of the social skills that a transformational leader must know well and use it for more Effectiveness in organizational change. Each organization Culture has an important role in acceptance of change by employees and staff readiness to change. The leaders make culture through a process of social influence and with impact on employees, guiding them towards the realization of the noble objectives of the organization. In this paper, the impact of political intelligence on organizational change in government agencies of Guilan as well as moderating role of organization a culture, regarding political intelligence and organizational changes is examined. The research data has been collected from the government agencies of Guilan. This research is practical and its method is descriptive and a survey which collect information through questionnaires. For data analysis, Structural equation modeling and algorithms of partial least squares are used. Results show that the political intelligence influence on organizational change and organizational culture moderate the relationship between political intelligence and organizational change. 

Abstract The effectiveness of technology transfer is defined as fulfillment level of organization goals. Organizational culture, which affects from national culture, can underlie the success or failure of the technology transfer process. For this purpose, this study examined national and organizational role in technology transfer effectiveness. Accordingly, in order to validate the model, managers and experts in technology-oriented companies that have related experience in international technology transfer, determined as statistical population. 89 managers and experts in various fields of technology transfer were analyzed as the study samples. Findings of the hypothesis reflect national and organizational culture role in technology transfer (to determine the success and failure). Results also showed that organizational culture has mediating role in relationship between national culture and technology transfer effectiveness.

Abstract Entrepreneurship is a general term that is used to both organizations and individuals. Therefore, we cannot imagine an entrepreneur organization that its people do not accurately understand about their ability and creativity. Entrepreneurship acts as a driving force towards people and firms development. We cannot expect an organization’s development without consideration of its people. SMEs want that profitable companies should use all of their capacities and it is easy with entrepreneurship. This paper focuses on the main factors as management, organizational structure, strategic components, financial and budgeting systems, evaluation of performance and cultural aspects in SMEs and surveying of their roles on entrepreneurship filed in companies. The data required were collected through questionnaires that offered to the employees and managers of 25 companies in Kurdistan province. The research method was casual comparative. Findings of the paper showed that entrepreneur firms mangerial skills have a meaningful difference to those of non entrepreneur mangers. This result is true for the financial and budgeting systems and evaluation of performance and cultural characteristics in the studied groups. There was no significant difference in the structural variables (concentration and formality) and the strategic aspects (goal setting and policy making) in the two firms. The results also showed that entrepreneur organizations are more complex than others. Consequently, the innovators of small and medium enterprises have a good mission statement in comparison to non entrepreneur firms.

Abstract This study attempts to investigate and analyze the impact of organizational culture and degree of fit between university faculties on behavioral outcomes in our case study. The basic question is that how much organizational culture and degree of fit (mis) between university faculties and university could influence the organizational citizenship behavior and their intention to remain in university. This study uses the survey research method to answer the basic question. The research population includes 393 individuals consisting of all of the full time university faculties in Shahid Bahonar University of Kerman (1385). Further, based on the pilot study and using stratified sampling method, 205 individuals were selected as sample. The results confirmed the impact of person-organization fit on organizational behavior of university faculties. Furthermore, no significant relationship between the values fit and intention to remain, goals fit and intention to remain, and work environment fit and organizational behavior (organizational citizenship behavior and intention to remain), was found with 95% confidence level. Finally, the relationship between the type of organizational culture and person-organization fit was statistically significant.

Abstract The main aim of this work was to investigate the role of the three parameters of organizational culture, budgetary participation, management accounting systems in the improvement of managers’ performance, and also to explain their effects on each other. The results showed that there is a relation between budgetary participation, management accounting systems and managers performance. They also confirmed the detrimental effect of organizational culture on this relationship. It was concluded that in high power-distance and collectivist organizations or societies, budgetary participation will not lead to the improvement of managers' performance, even if sufficient management accounting information is at hand. But there is a positive relationship between the managers' performance and management accounting systems in low-power and individualist organizations and societies. .

Abstract Today, firms depend on technology transfer to establish competitive advantage in the global market place. Since the failure rates in TT projects are surprisingly high, special attention should be given to the identification of factors leading to ineffectiveness of TT projects and factors facilitating TT effectiveness. One of the most important factors affecting TT success is the organization’s competence in dealing with the newly transferred technologies. Every organization must somehow modify its structure, resources and culture to adapt the new technologies. In this paper, we first identified all the significant indicators representing organizational competence and TT effectiveness in Iranian firms. Then we measured the effect of each of organizational competence indicators on TT effectiveness in Iranian electrical manufacturing firms.

Abstract The aim of this research, Which lead to the study of those factors that influence the process is to design and clear up the model of automobile industry development technology in Iran, with putting emphasis on the exportation strategy of technology exportation/development of automobile industry and achievement of suitable model. The connoisseurs in the field of exportation development have presented different point of views and every researcher has tried to study the subject of exportation development. The method of performing is descritive research either within the field or the measurement, and the industrial situation of automobile manufacturing in Iran has been study and put into comparative estimate with Korea. Statistical community of the study, consistes of experts and managers and the necessary information for analysis was collected through questionnaire (in 112 questions) and interview. The most importand statistical test in use is Spearman correlation test that beside it, Wilcoxon and Friedman tests are used as well. Based on Spearman correlation test, there is a significant relation, among human resources development, organizational culture development, organizational structure development and managerial structure development on one hand and technology development on the other hand. (Human Resources Development-0.852), (Organizational Culture-0.879), (Organizational Structure-0.722), (Managerial Structure Development-0.861). One of the outcomes of this research, is making a comparison between Iran and Korea technology development situation with applying SWOT techniques and for so doing, Wilcoxon and Friedman tests are used which indicate. There is a meaningful difference between Iran and Korea from the viewpoint of technology development. At the end some suggestions for technology development, were allowed too.

Abstract At the present time that our country is passing through a critical period, the role of the administrative, industrial and educational organizations is inevitable in the economic operation and development of the country. But the fact whether all of them have been successful in making an effort to obtain the given aims is really questionable, because some of them seem to have performed a lot better than the others. Viewing the success of some of these organizations, we can find out about some common and key factors which have played important roles in their efficient performance. An important factor is the existing powerful and overruling culture in which these organizations operate. Certainly, getting to know such factors and supporting them would be a useful step in leading these organizations to achieve their ideal goals successfully. In this Article, first a theoretical analysis of culture and organizational culture is presented, then labor productivity and finally the existing theories concerning the relationship between organizational culture and labor productivity are explained. Also, in this investigation, using variance test analysis, the rank of Management Colleges of such academic institutions like Higher Education Confederate of Ghom, Tehran University, Allameh - Tabatabaei University and Shahid Beheshti University have been determined on the basis of the impact of organizational culture on the rate of productivity. By applying the correlation coefficient of Spearman, the relation of organizational culture with productivity of colleges has been analyzed with regard to the criteria explained for productivity. Finally, using Friedman’s test the criteria and characteristics of organizational culture have been ranked.