Based on organizational learning theory, the main objective of this study was to examine the relationship between transactive memory systems, Exploitative learning and team performance with regard to the role of moderator strategic orientations in the knowledge-based companies. This study performed at Niroo Research Institute in Tehran. The philosophy of the research is positivism and the strategy is surveying. Therefore, after reviewing the literature and designing the conceptual model, a questionnaire consisted of 29 questions presented to staff members. Then, the data were gathered and analyzed through correlation matrix, structural equation model and fitness test. The results of the data analysis show that transactive memory systems has a significant impact on Exploitative learning, Exploitative learning has a significant impact on team performance and also strategic orientations moderates relationship between Exploitative learning and team performance and in other words, strategic orientations will strengthen the relationship between Exploitative learning and team performance.

Technological learning and the drive to self-sufficiency in different industries emphasize the role of companies in the knowledge acquisition from external sources. Iran's petroleum industry is also a suitable case to study in this area, given the large firms on the one hand and the long-term historical partnerships with foreign companies on the other. Some of the industry's achievements, such as sustainability under sanctions, the country's largest source of export and some recent breakthroughs, particularly in the registration of international patents and localization of various technologies, show the success of learning efforts. This study, which examines the learning processes to joint R&D (JRD) projects in the petroleum industry, analyzes the path of technological learning in this industry using a mixed method approach and multi case study method. For this purpose, four successful JRD projects in technological learning in upstream and downstream are selected and 16 interviews are conducted with project managers and experts of selected projects and using the JRD's life cycle to present a technological learning model in JRDs. The results of theme analysis of interviews show that the most important and effective component of the model is "effective factors". The most affected component is "types of learning". Also, the most effective factors and the most effective learning mechanism are "absorption capability", "cultural homogeneity" and "learning by interacting" Respectively.

1- INTRODUCTIONConsidering the importance of the role of government organizations in society, it should be stated that if the leaders of these organizations do not have leadership competence and competence, they can have dangerous effects on the organization with any of their behaviors, such as leadership incompetence, corruption, vandalism, immoral behavior, and criminal behavior. Therefore, it can be said that it is necessary to pay attention to the managers' leadership style, specifically Exploitative leadership in these organizations. So far, most studies have investigated positive and constructive leadership styles, but less attention has been paid to the Exploitative leadership style. In fact, despite a high amount of research on destructive leadership and its different styles in the country, there is little about Exploitative leadership style, indicating a theoretical and practical gap. As a result, this research seeks to identify and highlight the indicators of Exploitative leadership and the unfortunate outcomes of this leadership style in government organizations. 2- THEORETICAL FRAMEWORKExploitative leadership falls under the umbrella of destructive leadership because these leaders show a variety of negative behaviors. Despite research on leader self-interest, there is limited understanding of leader exploitation. Exploitative leadership is defined as a destructive leadership style in which the leader (1) exhibits selfish behavior, (2) pressures employees, and (3) undermines their skills and expertise and creates barriers to their personal growth. Previous research has shown many unfavorable effects of Exploitative leadership on employees, including reduced job satisfaction and emotional commitment, increased turnover intention, burnout, workplace deviance, and perceived imbalance in social exchange. 3- METHODOLOGYThe current research is an applied study in terms of purpose, and regarding the method, it is an exploratory study. The expert team of the current research is the managers of the government organizations of Lorestan province along with the university professors, which was conducted using the purposeful sampling method and numbered 25 people. The tool for collecting information is an interview in the qualitative part and a questionnaire in the quantitative part. Qualitative data were analyzed using the opinions of 25 experts and up to the point of information saturation and theoretical adequacy. Qualitative data were analyzed with "Atlas T" software and content analysis method, and quantitative data were analyzed with the fuzzy cognitive mapping method.  4- RESULTS & DISCUSSIONThe findings of the research show that the most influential indicators of Exploitative leadership are extreme ambition, hubristic personality, self-centeredness, and self-interest. Also, the reduction of motivation and innovative performance of employees, job and emotional burnout, the emergence of a paranoid atmosphere, and the spread of organizational pessimism were identified as the most significant consequences of Exploitative leadership. 5- CONCLUSIONS & SUGGESTIONSThe performance and actions of leaders do not always lead to the organization's success and progress. In some cases, adverse and unethical leadership styles, such as Exploitative leadership, can be the cause of pushing employees and the organization toward decline. In general, Exploitative leadership can have unfavorable effects on the performance of employees and, consequently, on the organization's performance. Therefore, the current research was conducted to identify indicators and consequences of Exploitative leadership in government organizations.

Today, the success and survival of any organization depends on the level of knowledge and skill of the employee. One way to increase the knowledge and skills of staff is organizational learning. The purpose of this study was to investigate the effect of motivational cultural intelligence on organizational learning by explaining the role of social capital. The employee of public organization in Kerman city were consisted the research population. Random sampling method and Cochran formula were used for obtaining a sample. The standard questionnaire was used as a tool for collecting required data which its validity and reliability were examined through the content validity and Cronbach's alpha, respectively. LISREL software and structural equation modeling was used for data analysis. The findings showed that motivational cultural intelligence has a significant positive effects on the social capital (structural capital, cognitive capital and relational capital). Structural capital, cognitive capital and relational capital has a significant positive effect on Exploitative learning. Also, Exploitative learning a significant positive effects on exploration learning. The results also show that cognitive capital through structural capital and relational capital will help to better utilize Exploitative learning in public organization in Kerman.

learning in collaboration projects with universities is one of the common methods in recent decades. Some of these projects have led to learning for industries, while others have suffered from a lack of learning. Most of the studies that have examined the dimensions and factors affecting the performance of these projects have been done in developed countries. However, considering the different nature of learning in developing countries, this issue needs more attention. This paper addresses two basic issues, namely the factors that affect the learning of companies in collaboration projects with universities in developing countries and the things that industries in these countries learn from universities. To answer these questions, 9 collaboration projects with universities in Iranian oil, gas, and petrochemical industries were selected, 15 experts active in the industry, academia, and government related to these projects were interviewed, and the data was analyzed by thematic analysis. Twenty five factors affecting learning were classified into 6 groups, the most important of which were collaboration control mechanisms, rules and procedures, university business model, degree of partnership between the parties, fitness of the content of the collaboration to the industry features, trust between the parties, and competence of the university team leader. The results also showed that companies in developing countries usually pursue Exploitative learning in collaboration projects with universities. In these countries, mature industries active in older technologies typically pursue Exploitative learning, and new technology-based firms seek explorative learning in collaborations.

Materials & Methods The current research was based on an applied goal and with a descriptive-correlation method. The research population included all the teachers of two districts of Shiraz (1945 people). The sample size (319 teachers) was determined based on the simple random sampling method and Cochran’, s formula. The questionnaires of Schmid and colleagues (2019) for Exploitative leadership with 15 items with 5 subscales of showing selfish behaviors (Questions 1 to 3), applying pressure (Questions 4 to 6), undermining employees’,developments (Questions 7 to 9), gaining credibility (Questions 10 to 12), and hypocrisy (Questions 13 to 15), questionnaires Connelly and Zweig (2015) for concealment of knowledge with 12 items and 3 subscales of evasive concealment (Questions 1 to 4), logical concealment (Questions 5 to 8), and dumbing down (Questions 9 to 12), and questionnaires of Huang and Li (2018) for innovative performance with 7 items and 2 subscales of executive innovation (Questions 1 to 4) and technical innovation (Questions 5 to 7) were used in the 5-point Likert scale to collect the data. Discussion of Results & Conclusions The aim of this research was to investigate the relationship between Exploitative leadership and innovative performance through the mediating role of knowledge hiding. The results of the research showed that the leadership variable had a direct, negative, and significant relationship with the teachers’,innovative performance at the level of 0. 05,hiding knowledge had a direct, negative, and significant relationship with their innovative performance at the level of 0. 05,and Exploitative leadership had an indirect, negative, and significant relationship with their innovative performance at the level of 0. 05. To improve teachers’,creativities, it is suggested that education officials and school administrators exchange information and knowledge by studying and recognizing the undesirable characteristics of Exploitative leadership and the destructive consequences that this leadership style can have on the performance of teachers and schools and thus try to induce creative performance in teachers.