JOURNAL OF PUBLIC ADMINISTRATION PERSPECTIVE
Year:2019 | Volume:10 | Issue:2|Papers Count:7

Purpose: Megaprojects have an important effect in economic growth of countries. However many of them face problems, such as cost overrun, delay, financial failure, negative impact on environment and surrounding society. One the fundamental reasons of the poor performance of the megaprojects, is the impact of cultural factors of institutional environment of megaprojects. In this paper, the impact of various cultural factors on the performance of some of Iranian megaprojects in the fields of oil, gas, petrochemical plants, dams and urban tunnels are studied, the most of which are financed by public budget and are implemented by governmental (or public sector) contractors, so they may be considered as a temporary governmental organization. Design/Methodology/Approach: This research was conducted by grounded theory strategy through interviewing of nineteen managers and senior engineers, and the cultural factors are identified and a model is presented for this impact. Research Findings: The findings of the study shows that the cultural variety of staff and managers, cultural issues of the staff, and also the cultural differences of different nationalities and Iranian ethnics, such as difference in calendar of actors' origin countries (difference in weekends and new year holiday), staff solitary life while stationed in project camp and the personal and societal consequences of camp life (such as alcohol and drug use, prostitution, etc. ) and their work-personal life conflict, cultural diversity of staff, religious and ethnic prejudice, local society culture, local workers culture and communication problems (language and accent differences) have impact on the performance of megaprojects Practical Consequences: Difference in the culture, hase impact on performance and shall be considered in planning of these projects. Limitaions & Consequences: The interviewees were mainly experienced in oil, gas and petrochemical projects. Therfore there is a limitation for extending the results to all kind of projects which may be considered in future researches. Innovation or Value of the Article: This paper concentrated on the impact of cultural issues on the performance of megaprojects and modeling the impact which has rarely been investigated in Iran.

Objective: The complexity of today's societies and the ability to compete in the business world have led organizations to look for ways that bring them competitive advantage. Organizations that are technology-oriented are dependent on working teams to promote their status. Team creativity is one of the factors that helps teams to better have productivity and performance. Several factors affect team creativity, but the current research also aims to measure the impact of both transformational and Shared leadership style, as well as knowledge sharing between team members, on team creativity. Design / Methodology / Approach: This study based on quantitative research approach and a sample of 350 members of the teams of an Internet service provider Company. The research is applied and the data are obtained by distributing the questionnaire. Findings: Findings indicate that both the transformational and shared leadership styles have a positive effect on the sharing of knowledge and team creativity. It was also found that the shared leadership, in contrast to the transformational leadership, has a greater impact on team creativity and knowledge sharing. In addition, it was indicated that knowledge sharing does not necessarily have a meaningful relationship with team creativity. Limitations: The impossibility of generalizing the results of the research to all societies, using the questionnaire tool to measure the attitude of the people, the degree of sincerity of the participants in answering the questions and the existence of the intervening variables, including the limitations of the current research. Practical implications: Creating team creativity can be enhanced if managers choose the right leadership style. Additionally, if managers can conduct shared & transformational leadership well, they can help divide knowledge into teams. Team creativity and knowledge sharing are among the factors that can be of great interest to organizations. Also, using two or more leadership styles brings with it more advantages and opportunities, as well as the weaknesses of each style are covered by other styles. Initiative or value of the article: The paper adds to managerial research by examining the relationship between knowledge sharing, team creativity, transformational leadership, and shared leadership.

Purpose: In performance evaluation, inattention to effective but out-of-access environmental factors causes results bias. These factors are more important in performance evaluation of top administrators who operate in a broader, more dynamic environment. Therefore, this study addressed ministers as case-study and concentrated on understanding effective environmental conditions on ministerial performance evaluation; and since literature findings analysis is an important step to draw up a comprehensive picture of it, the researcher decided to analyze them through meta-synthesis Design/Methodology/Approach: Meta-synthesis is a qualitative method and a part of meta-study method that analyzes results of literature-those have relevant subjects-and delivers a deep and insight into them. Research Findings: Seven environmental factors affecting ministerial performance evaluation are political conditions, management team, legal/administrative conditions, public image, policy conditions, international conditions and economic conditions. Limitations & Consequences: Regarding review of global foundations in this study, it is important to consider the specific characteristics of the target population in order to use its results in native contexts. In addition, prioritizing and weighting these conditions helps to make them better utilized. Practical Consequences: Considering the effective environmental conditions and the maximum effort to neutralize their effects increases the accuracy of the performance evaluation. Innovation or Value of the Article: Environmental conditions are external factors that make performance and its' evaluation fluctuate. Inattention to these conditions in the ministerial performance evaluation leads to bias; and accurate performance evaluation depends on neutralizing these conditions. This article is the first to compile these conditions in ministerial performance evaluation.

Purpose: Undesirable social comparison is one of the main reasons for social undermining behaviors in organizations. Few studies have investigated the functional mechanism of this relationship. The purpose of this research is to determine the effect of the sorrow caused by unfavorable social comparison on the social undermining of the colleague by the mediating of inert envy. Design/Methodology/Approach: This research’ s method is descriptive-survey. The statistical population of this study is contract staff of the selected units of the central campus of Kermanshah Razi University. Selected units and their staff were randomly chosen. Standard questionnaires were distributed among 147 employees of selected units using simple random sampling. Structural equation modeling and Smart PLS3 software was used for data analysis. Research Findings: Findings from this study shows that the sorrow which result from unfavorable social comparison does not lead to the social undermining of the colleague, but by mediating inert envy, leads to social undermining; means individuals focuses on undesirable positions and this unfavorable feeling in individuals will become a kind of envy called inert envy that leads to the social undermining in colleagues. Limitations & Consequences: In general, negative traits such as envy, the likelihood of not responding honestly, can reduce trust the results. Practical Consequences: The Sorrow of comparison to becoming inert envy leads to the colleague social undermining. Therefore, avoiding the backgrounds of sorrow of comparison is essential to preventing social undermining behaviors in organizations. Innovation or Value of the Article: In this study for the first time envy is considered as a multivariate feeling. In addition, this study adds to managerial research in the area of negative organizational variables such as envy and social undermining.

Purpose: Today, very little attention is paid to ethics in many organizations, including the tax system of the country. Evaluate the performance of the tax system with an ethical approach Design / Methodology / Approach: . The research method is descriptive and exploratory, which is qualitative and quantitative. Qualitative research participants include 35 experts. In the quantitative section of the statistical population, including all taxpayers who referred to the tax agency at the time of the survey, due to the limitation of the population by simple random sampling method, 384 persons were selected as sample size through Morgan-Georgia table. Required data were collected through qualitative phase interviews and quantitative closed questionnaires. Its validity was evaluated by experts' opinions and reliability was assessed by Cronbach's alpha. The obtained alpha was 0. 78 and confirmed for analysis. Data analysis was performed using structural equation modeling, Amos software Findings: The results showed that in interviews with experts in four categories of ethical infrastructure of organization, ethical social and cultural infrastructure, ethical production infrastructure, ethical infrastructure of laws and regulations as main dimensions of identification model. Each was sub-categories that were modeled, and the results of model fit indicated the suitability of the model presented. Limitations and Consequences: The inferential statistics section of the research (model presented) may change over time and attitudes or conditions may have minor or major changes that cannot be generalized to the future, and in fact the model presented for the present situation may. Practical implications: The output of this study is a model that future researchers can use as a model to evaluate the performance of the tax system. Practical implications: The output of this study is a model that future researchers can use as a model to evaluate the performance of the tax system. Initiative: This article helps develop performance evaluation models while showing how ethics impacts organizational performance.

Purpose: Creation and promotion of entrepreneurship in any organization is closely related to the organization's human resources management (HRM) system and also the policies of (HRM) system are effected from environmental and internal factors of the organization. This study seeks to provide a framework for entrepreneurship based human resource management system in the public sector. Design / Methodology / Approach: Regarding the research method that is combined, the statistical community of the study is divided into two categories: qualitative and quantitative, The first category is research scholars comprising 25 academic professors and the second is the managers and human resources experts of the ministries of Iran. the sampling method is available classified and also data collection tools is questionnaire. For data analysis, one-sample t-test using SPSS software and confirmatory factor analysis and Structural Equation Modeling methods using Lisrel software were used. Research Findings: At first identifying the internal and external factors that affecting on the entrepreneurial human resource management system based on experts opinions and confirming it based on an affirmative factor analysis, and the result of survey the current status of human resource management entrepreneurship in government agencies shows that the public sector of Iran do not have a proper status, and finally after rating entrepreneurship-based human resource management practices, provided a suitable framework for an entrepreneurial human resource management system in the public sector. Limitation & Consequences: The most important limitations of this study were complex administrative bureaucracies and problems, as well as some security and information constraints in coordinating with authorities in the organizations studied to distribute questionnaires that may affect access to real data. Practical Consequences: Proper utilization of human resources as well as internal and external environments in order to create and develop entrepreneurship improves individual, organizational and social productivity; employment creation as well as individual, organizational and social development. Innovation or Value of the Article: The article adds to researches in the field of public administration, especially public and organizational entrepreneurship, and its relationship to human resource management.

Purpose: The conceptualization of organizational insentience and the designing and validation of a conceptual model for governmental organizations is the main objective of this research. Design/Methodology/Approach: The researchmethod is qualitative and exploratory. The statistical population consisted of experts in the field of organization and management, which through a snowball sampling51interviews was conducted to achieve theoretical saturation. Data collection tools were semi-structured interviews and a researcher-made questionnaire for validating the conceptual model. The validity of the interviews was obtained through the method of checking by partners and contributors, and reliability was obtained through the agreement of the two experts. Research Findings: With MAXQDA2018 software, 198 open codes, 25 pivot codes and9selectable codes were counted. The results showed that organizational insentience can be traced in the form of a three-layer pattern, which in the most fundamental layer of the conceptual model, there are four factors such as the unreliability of the role of fiction, the general growth of organizational insentience, negative sensory and social cognitions, and insentience Incidents. In the outer layer of organizational insentience, there are also behaviors such as white fear and white identity, organizational localized insentience, silent crisis, and employee reluctance. Finally, the results of model validation using one-sample t-test showed that the conceptual model is comprehensive, originality, uniqueness, coherence, proportionality with organizations, and in line with current needs. Practical Consequences: The ambiguous nature of the subject for the interviewees and the inappropriate substance of organizational Insentiencein other domestic and foreign scientific articles were among the limitations that the present study filled in this conceptual vacuum. Limitaions & Consequences: Given the constituent dimensions of organizational Insentience, it is imperative to acquire sensory literacy to confront managers with a set of negative employee emotions in the organization. Innovation or Value of the Article: The paper can provide a scientific approach to understanding new concepts in the field of organization and management.