Jihadist management as a style of our religious and social thinking has preceded the length of the Islamic Revolution. This research was carried out with the aim of identifying and ranking the indicators of Jihadi management. The statistical population was experts in the subject and senior managers of the organizations. The sample size was determined by using a snowball sampling method of 50 people. Initially, through library studies and then through saturated interviews The data were analyzed using SPSS software. Accordingly, 76 indicators were identified for Jihadist management. The first 25 first indicators in the group were used to analyze the data. They became very important Most of them have a cultural, spiritual, and value-oriented culture, and it is essential for them to act as a Jihadi director, and their failure to observe the Jihadist characteristics of management. Indicators 26 to 50 are in the medium-importance group, which are mostly behavioral and show a lack of respect for management weaknesses. Indices 51 to 76 are less important that are more relevant to the manager's personality, and the more emphasis on them can be the Jihadist In the form of the leader of the organization.

As the foundation of management, rationality can provide distinctive features for schools of management. At present, in spite of attention to religious rationality in the current researches, the rationality of Jihadi management has not been specifically addressed. This research is aimed at understanding the rationality of Jihadi management by investigating related verses to Jihad in the following commentaries of the Holy Qur’ an: “ Almizan” , “ Nemoneh” , “ Majmaulbayan” , and “ Tasnim” . Speeches of the Supreme Leader of the Islamic Revolution concerning Jihadi management as well as the views of the scholars have also been studied. This research follows a comparative qualitative content analysis. Accordingly, in the first stage, three types of rationalities, that is, theoretical, practical and performance, were selected as the comprehensive categories. An analysis of the various documents and interviews resulted in the identification of the subcategories. The study resulted in 791 codes, which were categorized into 75 sub-themes, 12 main themes and three types of wisdom, which were included in the final model of the research. The results indicated that theoretical rationality includes belief in the struggle between right and wrong and special compassion from God: practical rationality includes religious components, attention to supernatural power, and fighting against the enemies; finally, performance rationality includes the components of wisdom, sacrifice, the constructive relationship between the leader and the followers, the problem-orientation, systematicity, the proper encounter with the enemy, and endeavor.

The purpose of this research is to design a competency model for Jihadi managers. The current research is developmental in terms of its purpose and exploratory in terms of its research strategy. Its materials and content in the qualitative stage include the statements of the Supreme Leader, interviews and literature and the background of the research and the statistical population of the research in the qualitative stage, including two groups of scientific experts and managers, and in the quantitative stage, it includes managers with more than 20 years of experience and faculty members of the field. It is management. The sample size was 12 in the qualitative stage and 50 in the quantitative stage. The sample members were selected in the qualitative stage through purposive sampling and in the quantitative stage through accessible sampling. The data collection tool was an in-depth interview and a researcher-made questionnaire. Qualitative data analysis was done using content analysis method and quantitative data was done using inferential statistics. The findings of the research showed that the competency model of Jihadi managers includes 71 competency components in the form of eight dimensions of knowledge (two components), abilities (six components), skills (12 components), attitude (19 components), personality traits (10 components), insight (four components), and moral characteristics. (16 components) and validity (two components). The findings of the research showed that the most important competencies of a Jihadist manager are his Jihadist attitude and the necessary skills to perform his duties and responsibilities.

Background: Stress is a migraine trigger. Anxiety sensitivity as a mediator between stress and disease is one of the factors affecting the symptoms of migraine. Purpose of the present study was to assess the effectiveness of Eye movement Desensitization and Reprocessing (EMDR) on anxiety sensitivity in patients with migraine.Methods: In this semi experimental study, 36 patients with migraine were randomly divided into two groups: experimental and control. Patients of experimental group received EMDR therapy, 3 sessions of 90 minutes within three weeks. Control group did not receive any medical or psychological intervention. Participants in both groups were evaluated with Anxiety Sensitivity Inventory- Revised (ASI-R) during pre-test, post-test and one-month follow-up.Findings: The analysis of variance with repeated measures showed that eye movement desensitization and reprocessing reduces anxiety sensitivity (P<0.05) in patients.Conclusion: The results suggest that EMDR can be considered as one of the therapies for migraine headaches.

Value creation is the main indicator in the entrepreneurial process, but in the teachings of the Iranian-Islamic school, unlike the materialist schools, value creation is not only economic value but also focuses on religious and social values. Under these circumstances, value-based entrepreneurship with a Jihadist nature is formed with the aim of alleviating poverty and developing less developed areas. according to this the purpose of this study is to design a conceptual framework for Jihadi entrepreneurship, which has been done using a descriptive-qualitative by mixed exploratory method. To achieve this goal, in the first stage, using interview with selected experts, dimensions and components of Jihadi entrepreneurship were extracted and then to screening the dimensions and components, the fuzzy Delphi method in three stage was used and finally 39 indicators were determined as the final dimensions of Jihadi entrepreneurship based on the views of experts. The experts of this study included 20 experts in the field of Jihadi entrepreneurship as well as people who had experienced Jihadi entrepreneurship. Then, to prioritize the dimensions and design the conceptual framework of Jihadi entrepreneurship, the structural-interpretive modeling (ISM) method were used. The results show that the sincerity and spirit of Jihadi entrepreneurship is the most fundamental dimension of the model and has the greatest impact on capacity building in this field. Also, the components of risk-seeking and success, Jihadi entrepreneurial attitude, idealism, Jihadi work culture, Jihadi entrepreneurial ability, conscious action, Jihadi entrepreneurial motivations and social entrepreneurship are other dimensions of this model and the end result of this process, Creating the value of Jihadi entrepreneurship.

Background and Aim: Although the concept of Jihadi management has been ambiguous for many management thinkers and government managers, the abundance of more than 100 studies in the field of Jihadi management in less than a decade shows the focus and determination of researchers to theorize about this concept. Has. However, so far no comprehensive formulation of studies in this field has been provided to identify and explain the key components of Jihadi management. The aim of this study was to systematically review Jihadi management studies. Method: In order to provide a comprehensive formulation of studies in this field, researchers used the methodology of secondary study, one of which is systematic review. Out of 78 non-duplicate researches among the valid databases of Iran, 32 cases were selected as the final researches for this research which are related to the subject of the research. Data collection tools, studies in the field of Jihadi management and data analysis method were also quantitative content analysis. Results: The five main recurring categories in the categories of Jihadi management are: Mujahideen effort (18), belief in the unseen (15), fighting the enemy (14), empowerment (14) and cooperation and empathy (14). The four recurring categories in the categories of Jihadi manager are: participatory (19), meritocracy (17), self-belief (16) and presence in the field of action (16). Conclusion: Jihadi management studies are in a repetitive process and no new results are obtained; Therefore, it was first necessary to provide an overview of all studies in this field and then to determine the direction of future research in this field.

Jihadi culture is a set of positive characteristics and values ​​of management and Jihadi managers arising from the behavior and relationships of employees, which has played a role of a model and example for society, administrative behavior, and executive and managerial procedures in other fields and organizations; in such a way that one of the functions and expectations that have been and is considered from the existence of Jihadi in the minds and thoughts of a large part of the officials and policymakers of the administrative system is the use of successful Jihadi methods in realizing administrative changes. It should be said that Jihadi culture is a general concept, examples of which include religion-centeredness, guardianship, sacrifice and self-sacrifice, populism, value-orientedness, flexibility, self-confidence, dynamism, and mission-orientedness. Jihadi culture is an Islamic phenomenon that has found an opportunity to manifest itself again for more than two decades in the history of Islam and Iran, with the two factors of the emergence of the background of poverty and deprivation and the occurrence of the great Islamic revolution led by Imam Khomeini (RA), with the mission of regional development in the rural and nomadic areas, and with the emergence of the soldiers of the late Imam. It has found an opportunity to manifest itself again for more than two decades in the history of Islam and Iran. It has presented a new framework in organizational culture by emphasizing characteristics such as religious orientation, guardianship-centeredness, flexibility, dynamism, self-belief, populism,

Jihad is an important religious practice of Muslims. Emphasis of the Koran and religious citations on jihad caused its practice by Muslims in different eras in the history of Islam. A significant portion of Islamic and jurisprudence studies has been dedicated to jihad, its dimentions, forms and Muslims obligations towards it. In recent centuries jihad has been a significant political and social issue in Islamic societies.jihad against the infidels were to be found in numerous instances, especially in the nineteenth century, when the West invaded the Islamic lands.The Transoxiana region was a part of the Islamic lands that came face to face with Russians invasions extensively. The Muslim residents of this area attempted to block the invaders by relying on defensive jihad. This paper by a descriptive- analytical method examines the process of the Russians invasions to the Transoxiana region and defensive and disperse jihad with the rise and fall of Muslims in the region. This research shows despite all efforts, the Russians found dominance over the region and Muslims were defeated. The Muslims attempts failed for several reasons including lack of leadership and political unity and also dispersion of variety of ethnicities in the region.

The main mission of the Journal of Islamic Management is to publish scientific-research articles that, based on Islamic texts, scientifically document the lessons learned in management and the real evidence in the environment that emerges from successful managers in the Islamic world. One of the most successful management models in the Islamic world is General Haj Qassem Soleimani, whose research on managerial character is very attractive and demanded by domestic and foreign audiences. Fortunately, holding the second international conference of the second step of the Islamic Revolution with the theme of "Martyr Soleimani School; The Model of Training Civilizing Jihadi Managers at Imam Hussein University has provided the opportunity for the selected articles of the conference to be published in the special issue of the Quarterly Journal of Islamic Management. The conference was attended by over forty universities and prestigious national and international institutions, coinciding with the forty-third anniversary of the victory of the Islamic Revolution with the aim of explaining the school of Shahid Soleimani in order to extract the model of Jihadi leaders and generalize it in the dimensions of the second step of the Islamic Revolution. Its socialization is held. For this purpose, during the last year, over seventy scientific meetings were held before the conference with the presence of four thousand professors, researchers and educated students in domestic and foreign universities, and more than three hundred and ten scientific articles related to the conference topics were sent. They have selected six articles for publication in the special issue.

The purpose of this article was to identify and categorize the components of Jihadi management in order to use these components in educational organizations. To this end, by reviewing the results of qualitative researches in the field of Jihadi management, the identification and classification of the components of the results derived from the results of these researches was addressed. The method of doing this research was qualitative and text analysis. Research community, All articles were derived from qualitative research related to the area of Jihadi management. In this research, was used a targeted sampling method. The results indicate that the components of Jihadi management identified in the research, In the form of 11 categories of Jihadi structure, flexibility, vilaiee relationship, endeavor-orientation, participation, self-directedness, meritocracy, leading thinking, spirituality-orientation, growth-orientation, and anti-arrogance are categorized under different subcategories. The results of this research can be used in different systems such as educational system. It is also suggested to study the components of Jihadi management from the perspective of the developmental documents of the education system.