قربانعلی آقااحمدی

Background: Corporate governance is one of the most important business issues that depends on business ethics and rationality. Therefore, in this research, the model of corporate governance in the context of ethics and rationality was designed . Method: The present study was qualitative and based on the grounded theory. The study population consisted of faculty members and PhD students, experts and specialists, and managers and staff of Tehran Water and Sewerage Company who have a good view in the field of corporate governance. 24 people from the population by sampling method Snowballs were selected as the sample until they reached theoretical saturation. The analysis tool was a semi-structured interview and finally the data were analyzed by triple coding method (open, axial and selective) in MAXQDA software. Results: A total of 1032 significant phrases were identified in the interviews, from which 99 codes were extracted and classified into 29 main concepts, and with the axial coding method, they were placed in a suitable position and formed the research model . Conclusion: If this model of corporate governance is applied in the context of ethics and rationality, it can create consequences such as improving the operational performance of the organization, improving business ethics, trust and value creation for shareholders, etc. for the organization and stakeholders .

The costs of credit and accountability are good incentives for the Central Bank to increase independence. Independence of power and attention to economic policymaking in monetary decision-making can have a positive effect on the level of economic organization independence. The independent organization of the Central Bank has provided a plan for controlling inflation due to the importance of independent and appropriate banking policies in strengthening manufacturing firms. In this study, the sources of balanced power, paying attention to the upstream laws in macroeconomic decisions of economic elites and experts in banking field, and paying attention to organizational values ​​in terms of independent decisions of economic elites, as well as the excellence of the organization in monetary and exchange rate policies have shown the consistency of the components of balanced power resources.

Organizational anomie (OA) is defined as the lack of law, as well as violations or weaknesses in the implementation of laws and norms in the organization, which can have detrimental effects on the performance of the organization and its members. The main focus of this study is to establish and validate an organizational anomie scale that can be employed to implement and operate this tool in field studies. The present research is applied-exploratory in terms of purpose and descriptive-survey in terms of method. To conduct this research, issues related to organizational anomie using factor analysis approach and content analysis method of scientific texts as well as from the perspective of qualified and experienced thinkers and experts and a researcher-made questionnaire on organizational anomie in COVID-19 pandemic are analyzed. it placed. Completed by experts and managers. The reliability coefficient of the test was calculated to be 0.85 using Cronbach's alpha test. Exploratory factor analysis of organizational questions revealed that the components of this questionnaire may explain more than 78.512 % of the desired variance. After one rotation of Varimax factors, the correlation between each item with each component was determined in the best situation and accordingly, twelve components were selected and extracted with the most weight: conflicting goals of the individual and organization, weakness in communication, standard selection ,ambiguity in goals, level of trustworthiness, negative attitude of employees towards themselves, feeling useless, understanding justice, weak control, common norms, organizational indifference, lack of socialization. According to the research findings, it can be concluded that organizational anomie is a multidimensional concept with many dimensions and components and cannot be studied with limited dimensions and components.

INTRODUCTION: A good organizational citizen is a thought and idea that includes various behaviors of employees such as accepting and assuming additional duties and responsibilities, following organizational rules and procedures, maintaining and developing a positive attitude, being patient, and tolerating dissatisfaction and problems in the workplace. The increase in the level of organizational citizenship behavior (OCB) in the organization makes the organization an attractive environment for work. In other words, the desired level of OCBs affects the improvement of the performance of employees and, in general, the organization. The Iranian Red Crescent Society is one of the human-centered organizations, and observing the indicators of citizenship behavior is one of the effective factors in the success of its performance. Therefore, this study aimed to investigate the OCB from a social perspective in the Iranian Red Crescent Society. METHODS: The present applied study was conducted based on an exploratory qualitative approach. The statistical population of this study consisted of all managers and employees of the Iranian Red Crescent Society. The required data were collected using in-depth semi-structured interviews, which reached saturation after holding 14 interviews. To analyze the data, content analysis, meta-synthesis, and fuzzy Delphi methods using grounded theory were applied. The MAXQDA software (version 10) was used in the theory analysis process. FINDINGS: In this study, the results were classified into 78 concepts, 14 sub-criteria, and 2 main criteria, including the dimensions of citizenship behavior and the consequences of citizenship behavior. The most important dimensions of OCB consisted of the categories of helpful behaviors, individual creativity, organizational obedience, organizational loyalty, chivalry, civic virtue, and personal growth. CONCLUSION: The results of data analysis showed that the categories of increasing performance productivity and effectiveness, promoting positive relationships among employees, boosting efficiency in resource allocation, reducing maintenance costs, creating the necessary flexibility for innovation, improving customer service, using rare resources effectively were the most important consequences of observing OCB from a social perspective in the IRCS.

INTRODUCTION: This research aimed to provide a dynamic model of organizational citizenship behavior (OCB) in crisis management non-governmental organizations with a social approach (experimental evidence: Red Crescent Society of the Islamic Republic of Iran). METHODS: This applied research was conducted using a mixed (quantitative-qualitative) method to analyze the data. The statistical population consisted of university professors as well as the managers and experts of the Iranian Red Crescent Society, who were selected by the snowball sampling method. The total number of experts in the Iranian Red Crescent Society and in the academic community accounted for 10 individuals (n=5 each), and the sampling continued until reaching theoretical saturation. The required information was collected through observation, in-depth and semi-in-depth interviews, review of documents, and experts' opinions; finally, by using the exploratory factor analytical statistical method, appropriate measurement tools were prepared. In this research, the Delphi technique and the Decision-Making Trial and Evaluation Laboratory-based Analytic Network Process were employed to determine and prioritize criteria and sub-criteria. For this purpose, the pairwise comparison matrix was used to determine the weight of the criteria. FINDINGS: In this study, helping behaviors, individual initiatives, organizational obedience, organizational loyalty, chivalry, civic virtue, and personal development were among the dimensions of OCB in descending order. CONCLUSION: The results of this research showed that the consequences of OCB included an increase in performance productivity and effectiveness, the promotion of positive relations between employees, more efficiency in allocating resources, reduction in maintenance costs, the provision of necessary flexibility for innovation, improvement of customer service, and effective use of scarce resources.