سعید شریفی

This study aims to identify the antecedents, preconditions, and enabling factors required for the Iraqi Council of Ministers to formulate and implement an effective cultural diplomacy strategy. The research methodology was based on an inductive approach, using thematic analysis technique outlined by Braun and Clarke (2006). Data were gathered from semi-structured interviews with 12 experts in cultural diplomacy and analyzed using MAXQDA software. Validity was established through a two-step process member checking and an external audit. This research showed that Iraqi government organizations can implement cultural diplomacy strategies in Iraq more optimally through the identified components in the organizational, national, and international dimensions, and in the framework of the cultural diplomatic antecedents of the Iraqi Council of Ministers. This paper provides an important framework for analyzing cultural diplomacy antecedents in cultural heritage, paying particular attention to regional dimension for strengthening internal cohesion that moves beyond a siloed approach by explicitly integrating national, organizational, and international factors into a single, actionable model, offering a structured roadmap for Iraqi policymakers to translate latent cultural power into tangible diplomatic influence.

Purpose: Talent management plays a crucial role in enhancing the quality of education and learning, especially within education organizations. Therefore, this study aimed to explore the relationship between the categories of talent management implementation in the education organization. Methodology: This research was applied in its objective and descriptive-correlational in its execution. The study population consisted of managers and employees of the Basra province education organization, from which 385 individuals were selected as the sample using Cochran's formula and a convenience sampling method. The research tool was a researcher-made questionnaire on talent management implementation in the education organization, comprising 63 questions. The data obtained from its administration were analyzed using exploratory factor analysis and partial least squares regression in SPSS and Smart PLS software. Findings: The findings indicated that the implementation of talent management in the education organization comprised six categories: causal conditions (with two components), contextual conditions (with three components), intervening conditions (with three components), the central phenomenon (with one component), strategies (with two components), and outcomes (with one component). The factor loading of all components was above 0.50 and significant, the content validity ratio above 0.70, and the Cronbach's alpha and composite reliability above 0.80. Moreover, the correlation coefficients of causal conditions, contextual conditions, intervening conditions, the central phenomenon, strategies, and outcomes were less than 0.45, indicating their distinctiveness. Additionally, considering the indices of communality and redundancy, the talent management implementation model in the education organization fitted well, and the effect of causal, contextual, and intervening conditions on the central phenomenon, the effect of the central phenomenon on strategies, and the effect of strategies on outcomes were significant (P<0.05). Conclusion: The designed model of talent management implementation in the education organization can assist managers, officials, and education planners in designing programs suitable for implementing talent management within the education organization.

Purpose: Alienation has a great impact on the performance of people. Therefore, the current research was conducted with the aim of identifying the dimensions and components of alienation. Methodology: This study was applied in terms of purpose and qualitative in terms of implementation method. The research community included the experts on the alienation of Isfahan city in 2021, and according to the principle of theoretical saturation, 20 of them (employees of government organizations) were selected as a sample using targeted and snowball sampling methods. The research tools consisted of a demographic information form and semi-structured interviews, which the validity of the interviews was obtained by the verification methodology and the reliability of the collected codes was 0.88 obtained through the two-week retest method. Data were analyzed with open, interactive and selective coding methods in MAXQDA software. Findings: Data analysis showed that alienation had 205 indicators, 29 components and 7 dimensions. The dimensions included extra-organizational alienation (with 5 components of dehumanization at work, cultural and social anomie, effects and values of industrial society, social alienation and cultural beliefs), organizational alienation (with 13 components of weakness in talent management, weakness of organizational socialization, unprofessional and weak managers, Organizational alienation, weak interpersonal communication, tension and conflict in the organization, weak rules and regulations, inefficient monitoring and control system, organizational disorder, organizational culture based on construction, corruption and rentier-seeking, autocratic management style and powerlessness at work), job alienation ( with 4 components of sense of meaninglessness at work, lack of job motivation, ambiguity in roles, duties, job and organizational frustration), individual alienation (with 4 components of inability to work, low self-esteem, psychological disorders and lack of employees ethics), unfavorable behavioral and organizational attitudes (with 1 component), job fatigue (with 1 component) and aversion to work (with 1 component). Conclusion: The identified dimensions and components for alienation can have many practical implications for specialists and organizational planners who can design and implement programs based on the identified dimensions and components to reduce employee alienation.