IRANIAN JOURNAL OF MANAGEMENT SCIENCES
Year:2020 | Volume:15 | Issue:57|Papers Count:5

Although agile software development approaches are more effective, comparing to traditional approaches, the implicit risk management processes in those approaches are not sufficient to address project risks alone, and the use of explicit processes to manage risks is essential. On the other hand, traditional risk management methodologies seem to be in contrast with agile philosophy. This study aims to provide a tailored process model for risk management in agile software development projects. The qualitative study is carried out using the meta-synthesis method, Delphi method, and interpretive structural modeling. The research is done by coding 28 scientific articles. The initial findings were observed by collecting the opinions of 12 experts. We used the Delphi method and interpretive structural modeling, to determine the interdependencies between the processes. Besides, finding a new "risk facilitator" role, alongside the project team, the study further led to the identification of eight process-steps in form of three process groups: "risk tailoring", "risk commitment" and "post risk", in line with the agile development projects' life cycle.

Given the conditions associated with the development of entrepreneurial activities in Iran, the study of the indicators of the entrepreneurial ecosystem can play an important role in identifying entrepreneurial opportunities in different parts of the country. Because entrepreneurship is not a single phenomenon and occurs in the context of its own ecosystem, the first step in designing and implementing entrepreneurship development policies is to recognize the entrepreneurial ecosystem at different national and provincial levels and identify bottlenecks that wear out the country's competitive advantages. This research aims at designing an entrepreneurship ecosystem development model at Kurdistan Province. . The data collection tool was a semi-structured interview. The validity and reliability of the research were confirmed after the measurement. We conducting interviews with 15 experts, and analyzed the interviews using the thematic analysis. The results of the research is a model with thirty four basic themes. It consists of seven variables that includes social capital (with 7 dimensions), financial capital (with 12 dimensions), politics (with 11 dimensions), market (with 9 dimensions), human capital (with 5 dimensions), support (with 14 dimensions) and culture (with 9 dimensions). The network analysis process (ANP)shows the priority rank of variables as follow: financial capital, politics, support, social capital, market, culture and human capital that were ranked first to seventh, respectively.

Environmental uncertainty and intense competition of organizations have faced them with many challenges. Risk identification and management is one of the new approaches that is used to strengthen and improve the effectiveness of organizations. We extracted, the most important risk management factors from the literature. These factors were then sent through a questionnaire to 150 experts in the field of risk and risk management in the country's gas industry. After collecting information, the initial risks were divided into seven factors using factor analysis. These factors were analyzed by interpreting structural modeling and consulting with ten gas industry experts. The structural analysis results showed that external, production, transmission and organizational risks in the field of risk management in the supply chain of the country's gas industry are key and should be given priority. Also, the probability of occurrence of any of the risks in the supply chain of the country's gas industry was obtained by William Fine method. Then, using the results of previous steps and analyzes, the level of each risk was determined and finally, the necessary control activities and measures for each risk were proposed. Production and transmission and external risks were identified as the highest rated risks that should be the first priority of control. Organizational risks and information systems scored lower than the previous risk categories. Supply, supplier, support and distribution risks had the lowest score, which needs to be reduced or eliminate.

The development of human resources in government agencies has been linked to utilization of public sector resources that is more consumed in higher education programs. Applying a policy pattern and being aware of the interaction between its components and categories, will help policy makers to deal with challenges and constraints they may face. The purpose of this article is to identify the way these categories and components interact and prioritize their impacts on the policy pattern objectives. We first introduced a human resource development policy pattern, and distributed a questionnaire among the experts of training centers at Tehran and provincial centers using a stratified random sampling. The results show that the following components: designing, assessment, continuous improvement in human resource development programs, selection of the best qualified persons by creating equal opportunities and a favorable environment, empowering human resources on a professional level and based on religious teachings, cognition and committed to the social responsibilities and the organization, formal sharing of knowledge and work experience, as well as the development and reflection of the perceptual and experimental competencies, have the greatest impact on the objectives of the Pattern. Finally, while reviewing results with the past researches, the limitations and questions for future researches are discussed.

This study aims at presenting a value-creating model for human resources units of Iranian banking industry. In this research we use a mixed exploratory method to identify the components and indicators of the model. At the first stage we interviewed fifteen banking experts who could help us to specify the components and indicators of the model. For this purpose we used a thematic analysis for interpreting the interviews. In the quantitative phase we distributed questionnaires among 218 human resource personnel of four Iranian banks (Saderat, Mellat, Tejarat and Refah). From the findings of thematic analysis, six main categories and 43 concepts. We used structural equation approach with smart PLS software. 2. The results confirmed the fitness of all identified concepts of the model.