درخت حوزه‌های تخصصی

Background and Theoretical Foundations: During natural and man-made crises and hazards, global pharmaceutical supply chains have experienced fluctuations in demand, production capacity issues, and distribution problems. The prevention and management of these challenges are crucial for maintaining public health, as the scarcity of essential medicines, vaccines, and blood products can pose severe health risks and hinder medical care. The present research aimed to develop a model of pharmaceutical cold logistics management during and facing maritime crises. Following a practical objective, this study is exploratory-descriptive in nature and benefits from a mixed methods design. Methodology: The statistical population of the research includes academic and military experts in the field of Supply Chain Management and Maritime Crisis Management. They involve 20 in the qualitative phase using purposive sampling and 120 constitute samples in the quantitative phase using convenience sampling. The qualitative phase was run through conducting semi-structured interviews, and a questionnaire was administered in the quantitative part. Data were qualitatively analyzed through thematic analysis, and a partial least squares (PLS) structural equation was run to quantitatively analyze the questionnaire. Findings and conclusion: Results showed that the drug cold logistics management during the crisis includes the main themes of the application of emerging technologies, information and communication management, pharmaceutical supply and distribution management, quality and trust management, and pharmaceutical supply chain audit. Based on the quantitative findings, the structural model of the research was approved, possessing sufficient validity according to the quality indices. Finally, the results of ranking the dimensions of the research based on the Friedman test showed that the application of emerging technologies in the management of maritime crises had the highest importance, and the pharmaceutical supply chain audit was found to be the lowest priority in the management of maritime crises.

Background and Theoretical Foundations: One of the dual challenges in the world of organization and management is job engagement versus job burnout. Some believe that job engagement is the positive antithesis of job burnout. Job burnout is a problem in modern societies related to living in an advanced world, particularly in the modern work environment. Researchers have identified some consequences of this phenomenon as decreased motivation, dissatisfaction, and the intention to leave the job. The main objective of this research is to examine and compare the impact of job engagement and burnout (based on the Job Demands-Resources model) on the turnover intention among seafarers. Methodology: This research is applied in terms of its objective and descriptive-survey in nature. The statistical population consists of 300 employees working in maritime organizations in Mazandaran province, with a sample size of 169 selected through random sampling based on the Krejcie and Morgan table. To measure the research variables, questionnaires were used for job demands (role conflict, job conditions, and work-home interference) from Rizzo et al. (1970), Mohammadi et al. (2011), and Wagena & Geurts (2000) with 15 questions; job resources (supervisor support, self-esteem, and feedback) from HSE, Rosenberg (1965), Hackman & Oldham (1975) with 11 questions; job burnout (exhaustion, cynicism, and professional efficacy) from Maslach (1996) with 10 questions; job engagement (vigor, dedication, and absorption) with 12 questions; and turnover intention from Cammann et al. (1979) with 3 questions. Their validity was calculated using content and face validity methods, and their reliability was confirmed by calculating Cronbach's alpha. For data analysis, demographic information (descriptive statistics) was used, and for inferential analysis, correlation tests and structural equation modeling were employed. Findings and conclusion: Statistical data analysis indicates that the impact of job resources, job demands, and job engagement on job burnout are 0.81, 0.60, and 0.30 respectively; the impact of job resources on job demands and job engagement are 0.92 and 0.70 respectively; the impact of job engagement on job burnout is 0.30; and the impact of job engagement and burnout on employees' intention to leave are 0.30 and 0.72 respectively. The research results showed that job burnout and engagement affect seafarers' turnover intention. Additionally, job engagement and demands impact burnout, while job resources influence engagement. Job demands affect seafarers' burnout, and the relationship between demands and resources as well as the impact of job resources on job burnout was confirmed.

Background and Theoretical Foundations: Tourism has an efficient and effective potential in the economic, social, and cultural growth of countries, especially developing countries such as Iran, which, if implemented, can lead to development. Iran has a significant and unique potential in terms of tourism attractions, so that the capacity of this country can be compared with countries such as Greece, Italy, Turkey, Egypt, and some other ancient countries. As an invisible export of goods and services, due to its effectiveness on the process of production and employment, the Tourism industry is one of the most important and most profitable industries of the world and can play a significant role in meeting foreign exchange earnings and economic growth, and development of countries. Methodology: The objective of conducting the present study is to present a model to realize the competitive model of the tourism industry. In this study, the indicators of the Crouch and Ritchie model were used to create a framework that includes the views of experts. The reliability and validity of the research were confirmed through statistical methods to establish the primary indicators along with the defined sub-indices. The statistical universe of the study includes the tourism experts, including university professors, experts employed in the organizations related to tourism, in two sections of governmental and private, who have sufficient acquaintance with the Mazandaran region. The sampling method will be available sampling with the Cochran formula. In available sampling, the researcher uses the available samples, and it is an inexpensive and available sampling method. Findings: The findings of the study show that the rating of factors effective on attraction of tourism destinations of Mazandaran Province are inheritable Cultural resources, built resources, supportive and situational factors, natural inheritable resources, policy making, planning and development, key resources and attractions, condition of demand, management of tourism destination, ability of controlling expense, public infrastructure, ability of concentration and differentiability, respectively. Therefore, it is inferred that, concerning importance towards, other factors effective on attraction of tourism destination of Mazandaran province, competitiveness of destination has less priority. Conclusion: The results show that three main factors are effective in the development of marine and non-marine tourism in Mazandaran province. These factors include primary factors such as heritable cultural resources, heritable natural resources, and built resources. Secondary factors include policy-making, destination planning and development, tourism destination management and supporting situational factors. And tertiary factors such as public infrastructure, demand conditions, key resources, and attractions. This study finally evaluates the destination's competitiveness based on cost control, differentiation, and focusability. The results of the Friedman test show that the highest priority is given to heritable cultural resources with an average score of 11.8, followed by built resources with 8.03 and supporting and situational factors with 31.7. The next priorities include inherited natural resources (7.16), policy and planning (7.14), key resources and attractions (6.81), demand conditions (6.26), tourism destination management (5.88), cost control (5.58), public infrastructure (5.48), focusability (5.27), and finally, differentiation with an average of 0.06.