Management Research in Iran

Abstract Value creation is one of the oldest concepts in the field of management and economics. Despite the simplicity of the concept of value, the depth and exact meaning of this word has not been investigated by researchers as it deserves. This is when the importance of creating the value of human resources has grown and in recent years has become the existential philosophy of human resources management. Identifying its components in Iran's administrative system is the main topic of this research. In this research, which has been conducted in a number of cultural, religious and tourism institutions, the research method is thematic analysis, and managers and experts with more than 5 years of experience in human resources management units are the statistical population of this research. Data analysis shows 51 basic themes and 16 organizing themes. The obtained results show that the employees of the executive bodies are in the focus of human resources management in the country's public sector, and the creation of human resources value is done mostly for them and by focusing on the traditional approaches of human resources management. On the other hand, creating value for other stakeholders, especially people, is less important to managers and employees of human resources management units in government institutions.

Abstract Vitality of human resources is a completely emotional issue and in fact it is a positive state that is achieved in response to the constant interaction of the person with the meaningful elements of the job and work environment. Usually, cheerful employees have a favorable and satisfactory attitude towards themselves and others, have balanced social relations and evaluate their life process and others positively. The current research was conducted with the aim of presenting an action plan for the vitality of human resources in the social security organization. The research is applied-developmental in terms of purpose and inductive-deductive in terms of its nature and method. According to the approach of the research, which is among the mixed researches, so that the statistical population of the research in the qualitative part consists of experts (experts, managers and experts) who have theoretical mastery, practical experience, desire and ability to participate in the research and 26 were selected using the purposeful sampling method. In the quantitative part, the statistical population includes customers, due to its unlimited number, 384 people were selected using a random method. The data collection tool in the qualitative part is a structured interview, and also in the quantitative part, the data collection tool is a questionnaire. In this way, the state of vitality of human resources, the level of satisfaction and happiness of customers and finally the state of customers in terms of happiness and vitality were measured and analyzed by the variables of social security organization, indicators and components of vitality of human resources and finally the model was formulated. . Finally, based on the obtained information and model; Using the action research method, the operational plan of organizational vitality for the social security organization was expressed in the form of employees and customers.

Abstract The emerging literature of human capital promotes the role of knowledge staff as a key source of innovation in knowledge-based and innovator companies and requires innovative employee capabilities in terms of management programs. In that regard, this research aimed to provide a model of human resource management in knowledge-based and innovator companies with a mixed approach (qualitative-quantitative). The qualitative section was performed using the meta-systhesis method and as a result of a seven-stage process, a total of 32 documents were selected as a qualitative division sample and analyzed. A quantitative section was also descriptive using survey method. Sampling was carried out in a convenience sampling and 102 managers and employees of knowledge-based and innovator companies participated in research. Data were analyzed during the process of initial and secondary coding and data collected data were analyzed using SPSS software and SMART PLS software and in two descriptive and inferential sections. The findings of the qualitative section in the form of 8 key functions and 51 duties of human resource managers were counted and presented, and the results of survey also confirmed the pattern fitting, which was compensating for services and motivation; Education, development and creation of learning environment; timing and participation; management of performance evaluation; management of talent and competence; maintain and promote knowledge worker; identification, recruitment and employment and human resources policies in order, are among the most important human resources policies functions of knowledge-based and innovator companies.

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.