درخت حوزه‌های تخصصی

Managers are the most valuable asset for every organization. Organizational health is the term given to a business's capacity to adapt in a constantly evolving world. It refers to “the ability of an organization to cope with change and continue to function with a high-performance workplace culture.” And these days, the organizational environment is always shifting. This study aimed to investigate the dimensions and components of managers’ organizational health at the Azad University Branches of Gilan. The results showed that organizational health has 2 dimensions included "structural and managerial". The structural dimension has 5 components including "organizational atmosphere, organization structure, scientific emphasis, monitoring and evaluation, and organizational justice". The managerial dimension has 5 components including "ethics, goal setting, resource support, effective leadership, and consideration". The effect of all dimensions and components on organizational health was confirmed, and the management dimension with a factor loading of (0.960) has the first rank and the structural dimension with a factor load of (0.947) has the last rank. The results of the Kolmogorov-Smirnov test showed that organizational health variables "structural and managerial" have a normal distribution (p> 0.05). The results of the KMO & Bartlett test indicate that these assumptions are confirmed (p> 0.05). The findings of the study also showed that the presented model has a good fit. Organizational health is a vital aspect of many jobs, including educational jobs, in which managers are required to comply with their employees and subordinates. On the other hand, organizational health will create a pleasant environment for the workplace and increase the spirit of creativity to achieve organizational goals.

The principles and concepts of the quantum theory have been extensively developed and have become a paradigm in various disciplines, including management and leadership sciences. This is particularly evident in management leadership of educational organizations within universities. Universities must restructure their management leadership methods to effectively address issues and align with the successful higher education systems of other countries. The present study aimed to design a model of quantum curriculum leadership at Farahangian University. The research design was mixed-methods, with an exploratory approach in the qualitative section and a descriptive-correlational approach in the quantitative section. The qualitative section included professors of educational sciences and administrators as experts, while the quantitative section included all professors of educational sciences from Farhangian University. The sample size in the qualitative section was 17 interviewees (faculty members) selected through purposive sampling based on saturation principle, and in the quantitative section, it was 283 individuals selected through cluster random sampling. Data collection tools in the qualitative section consisted of semi-structured interviews, and in the quantitative section, a researcher-made questionnaire with 135 items derived from theoretical foundations, research background, and experts’ interviews. In the qualitative section, validity was assessed through expert judgment, and reliability was assessed through test-retest and internal consistency. In the quantitative section, content validity, structural validity, and reliability were assessed using Cronbach's alpha and composite reliability, indicating the validity and reliability of the instruments. Data analysis in the qualitative section involved grounded theory analysis, while in the quantitative section, descriptive and inferential statistics (Kolmogorov-Smirnov test, Index values and Path analysis) were used. The results of the Kolmogorov-Smirnov test indicated that these assumptions were confirmed (p> 0.05). The findings of the study also showed that the presented model is a good fit. The findings revealed that quantum curriculum leadership consists of two factors including dimensions and components; causal conditions including planning in the higher education system and evaluation of quantum curriculum; and consequences including learning and professional development. The strategies include managerial, applied education, and executive organization, while the context includes environmental, economic, and scientific factors. The obstacles include technology, concentrated education, and structured organization.

This research aims to investigate the factors influencing the adoption of e-commerce in small and medium-sized companies using the push-pull framework and with a practical approach in companies that produce and sell building stones in Iran. This research is a descriptive survey correlation in terms of its practical purpose and method. The statistical population of this research is made up of all sellers and producers of construction stone in Tehran province, and with the help of G*Power software, a minimum sample size of 216 people was estimated; But for more certainty, 220 people were selected as samples. The partial least squares technique and Smart Pls software have been used to test research hypotheses. The results of the research show that pull and push variables have an effect on changing the behavior of the company from traditional retail to e-commerce. Perceived time savings by using e-commerce and perceived cost savings by using e-commerce affect supporting customers' information-seeking behavior. Understanding that small and medium-sized companies in the stone industry can provide better service quality and lower prices with the presence of e-commerce has an impact on the perceived value of e-commerce for small and medium-sized companies that produce and sell stones in the stone industry. An increase in sales due to expansion of market access, improvement of external market communication, quality of e-commerce site services, and customer support system on the website also affect understanding the attractiveness of e-commerce adoption for the company.