AbstractPurpose: The velocity of change in the surrounding world has forced them to identify those factors which impact their change capacity. The present study was conducted to identify and prioritize influential factors on organizational change capacity.Methodology: In terms of purpose, this was explorative and applied research. Its population included ten familiar experts with research subjects in a research and training center. By reviewing the literature on change capacity, relevant, influential factors were identified, and they were concurred by the fuzzy Delphi technique, and then they were ranked. After recognizing influential factors, a pair comparisons questionnaire was distributed among ten experts, and after gathering the questionnaires, effecting factors were ranked using the Expert Choice11 Software package and AHP technique.Findings: Results show that organizational culture, structure, and style of leadership were the main factors that impacted change capacity.Conclusion: The influential factors can be divided into three categories: environmental, content, and structural elements. Environmental factors include environment and innovation; content factors include team working, intellectual capital, leadership, political behavior, and human resource management; Structural elements include strategy, structure, organizational policies, information technology, knowledge management, and technology. Value: This is the first time in the literature that the influential variables affecting the change capacity were recognized and categorized in a conceptual classification that has not been seen in the previous research.

How to profoundly change the beliefs of the polytheists during the age of revelation from the denial of the Prophet (pbuh) to the certainty of his Message and the acceptance of his full guardianship is a question worthy of attention. The order of verses about prophecy based on the order of revelation is the reason to lead a transformative process and a special Quranic method in institutionalizing the belief of prophecy in the lives of Arabs. In the first stage, the Holy Quran in the first Makkī (Arabic: المکّیّ, suras revealed in Mecca) chapters has prepared the community from the motivational side to accept the truth of the Prophet’s (pbuh) prophecy and briefly stating the key issues surrounding it. The Holy Book of Quran at the time of the emergence of oppositions and doubts (the second stage) destroyed the arguments of the polytheists and explained the prophecy and proved its authenticity from a cognitive perspective in the second stage by presenting clear arguments. and the Holy Book of Quran in the third stage after Madanī (Arabic: المدنیّ, suras revealed in Medina) period has undertaken measures in order to fulfill the goals of the Massage by explaining the true position of the Prophet (pbuh) to deepen and operationalize the Prophetic belief through explaining practical duties for the Prophet (pbuh) and behavior based on the acceptance of Walaya (Arabic: ولایة, meaning “guardianship” or “governance”).

Changes are inevitable in construction projects. They could lead to disruptive impacts on the quality, schedule and budget of projects. Identifying changes and anticipating their consequences can help project teams mitigate these negative impacts. As a result, a change process model has been defined to improve this procedure. At first the present paper the defines some of the key terms in this process and aims at depicting a clear image of these definitions as they are fundamental and can lead to vague assumptions. The causes and effects of change have been described in a precise and brief manner. Both qualitative and quantitative methodologies were utilized in this research, which includes 8 open-ended and 16 close-ended questions. The results clearly showed that there is not a change management procedure available in the Iranian construction industry, therefore, the existence of such procedure is vital in order to achieve the contractual obligations of time, cost and quality. Finally, a change process model tailored to the requirements of Iranian construction industry has been defined in some details. Several aspects of proposed change management process for developing a proactive and improving procedure have also been presented in the final section. This paper aims at providing a platform for employing change management practices in large organizations in Iran with a concise review of the available studies carried out in the past few years.

People in different societies are so prejudice about their values and their beliefs so that they never quit them. But development is the result of changes in values of the society. As it has been experienced in developed countries (e.g. Japan) New procedure in production, leads to changes in thinking and in life of individuals and ultimately in social values. Because thought and belief determine values. Different cultures present its own model of human being, by which his success in activities and social tasks of the people are determined. Individuals plan for their lives on the basis of these values. Sometimes in the process of development, however, they are required to review their values. Because in this process people would think more logically which ultimately brings in changes in altitudes and leads to change in behaviour and practices, invaluable traditional customs would lose their validity. Women would have more access to economic and profesional opportunities and also access to decision making process in their social activities. If changes in values do not take place simoultanously cause some problems to the development process. Recognition, introduction, transfer, weakning of the values are among the important factors affecting development. Some factors in development are increased by improving litracy, gaining experience and learning skills and innovation. To sum up, changing in people"s criteria of value is the most important factor in development. However necessary measures should be adopted to prevent any negative reaction by the society.