Ashwagandha, or Indian ginseng (Withania somnifera), is of considerable importance in the Solanaceae family due to the presence of a group of steroid lactones called withanolides. Given the limited production of these metabolites in the roots and leaves of the plant under natural conditions and the high demand from the pharmaceutical industry, it is crucial to use the hairy root method to increase metabolite production. To induce bacteria under laboratory conditions, tissue culture and its various steps are typically required. However, nowadays, an alternative and simpler transgenic method is used that does not rely on tissue culture and can produce transgenic plants with an increased yield of secondary metabolites. In this experiment, Agrobacterium rhizogenes strain A4 was injected into the plant at the wound site located at the first node of the seedling. Fifteen days later, hairy roots appeared, and after the growth of the transgenic plants in the greenhouse, growth characteristics (such as root volume and root area) were measured, and phytochemical analyses were performed on both transgenic and control plants. The experiment followed a completely randomized design with 3 replications. The transgenic plants outperformed the controls in terms of agronomic traits: root length (1.12 times longer), root volume (2 times greater), and root area (1.49 times larger). As a result of this study, catalase enzyme activity and flavonoid levels were found to be lower in transgenic plants than in control plants. Correlation results showed that catalase enzyme activity and flavonoid content had positive and significant correlations with root length, volume, and area. Based on the findings of this research, the transgenic method, without the need for tissue culture, can be introduced as a useful approach in this plant to increase root hair production without increasing antioxidant enzyme activity.

With the emerging concept of Model Transformation, information can be extracted from one or more source Models to produce the target Models. The conversion of these Models can be done automatically with specific Transformation languages. This conversion requires mapping between both Models with the help of dynamic hash tables. Hash tables store reference links between the elements of the source and target Model. Whenever there is a need to access the target element, we query the hash table. In contrast, this paper presents an approach by directly creating aspects in the source meta-Model with traces. These traces hold references to target elements during the execution. Illustrating the idea of Model driven engineering (MDE), This paper proposes a method that transforms UML class Models to EMF ECORE Model.

Background and objectives: One of the main necessities of the growth and development of any society is the constant attention to the subject of Transformation, in which Imam Khamenei (Supreme Court) has explained the concept and framework of the proper Transformation in numerous statements and speeches. The purpose of this study is to identify and explain the dimensions and components of Transformation-demanding and Transformation-creation from Imam Khamenei's perspective.Method: In terms of research philosophy, this study is an interpretive research, and in terms of its objectives, it is considered an exploratory research. The research strategy is qualitative that was conducted using content analysis method. Ultimately, the data collection has been a library study with a note-taking tool and reference to original sources. Its statistical population is the sum of the statements of Imam Khamenei from 1989 to 2021 on research issues.Findings and results: By examining and analyzing the data, the three themes of what, why, and how were classified in comprehensive themes level. In the "what" of Transformation, the components of "the definition of Transformation and its equivalent, the goals of Transformation, the principles and principles of Transformation, the level and scope of Transformation, the examples of good Transformation, the examples of bad Transformation" were identified. In the "why", the components of "need and necessity of Transformation, the must and shoulds of Transformation", and in "how" of the Transformation, the components of "major requirements and measures for the implementation and implementation of Transformation, speed and direction of Transformation and some areas of Transformation" were obtained. In the implementation and naming of themes, the MAXQDA software has been used. For drawing the themes network the XMind Map software was employed. The ultimate Model of Transformation can take an effective step in understanding the real Transformation creators and Transformation demands in the country.

Given the emergence of Digital Transformation from Industry 4. 0 and the rapid dissemination of technological innovations as well as their impact as a strong driving force in new businesses, efforts should be made to identify the dimensions of this core factor as rapidly as possible. Providing a comprehensive overview of all aspects of the Model. The purpose of this article is to provide insights into the state of the art of digital Transformation in the last years and suggest ways for future research. This analysis is like a mapping of the subject literature into categories, so that with the help of a number of experts the evolutionary trends can be identified and further researched. In this way, with a deeper understanding of the subject, we have attempted to identify existing gaps. The findings suggest that organizations of all sizes must adapt their business strategy to the realities of digital Transformation. This will largely lead to changing business processes as well as managing operations in a new and more intelligent tool-based way. Based on this research, organizations will evolve not just on their own, but on the whole value chain, and this will clearly change the way they produce and deliver value. Organizations can develop their digital ecosystem by creating and developing innovation centers and using open innovation strategy, and as a result, link their digital business to a value chain. Also in this article, we have identified the main categories and subcategories by examining the sources and using the grounded theory approach, as well as determining the relationship between them. Finally, we completed the work by identifying the digital Transformation Model as the central phenomenon of research.

Introduction: Managers and leaders of organizations due to the speed, complexity and acceleration of environmental changes that affect the fate of the organization need to adapt the organization to environmental changes and it is important to choose the appropriate leadership style and Model to face such a challenge. Is. The aim of this study was to provide a strategic Model of Transformational leadership with a jihadi approach. In this research, theories and patterns of Transformational leadership, as well as the characteristics and components of jihadi management were examined. Method: The research was analyzed in terms of applied purpose and research data by qualitative method and content analysis technique. The statistical population of the study was research and articles in the fields of Transformation leadership and jihadi management in which the patterns and characteristics of Transformational and jihadi leaders were identified and analyzed. Findings: Research and studies have examined the Transformational leadership patterns and processes of Transformational leadership and most of the predicted stages include design, implementation and control and the characteristics of Transformational leaders are ideal influence, mental persuasion, inspirational motivation and Individual considerations have been expressed, and research in the field of jihadist approach has also introduced the components of the value system, decision-making system, guidance and control system, and leadership. Conclusion: The proposed Model includes three dimensions, design, implementation, and execution and monitoring and monitoring, and each has 2 components. Roles and responsibilities of leadership in the design dimension of Transformation 8 indicators, in the implementation and implementation of 9 indicators and in the dimension of supervision and monitoring 8 indicators and leadership competencies in the design of Transformation 16 indicators, in the implementation and implementation of 18 indicators And in the dimension of supervision and monitoring, 3 indicators have been determined. As a result, the use of a designed Model in the process of creating strategic change in organizations facilitates the quality and speed of organizational change by leaders.

Objectives: The purpose of this research was to improve the five steps of Schallmo's methodology for digital Transformation of business Models, using Schumacher’, s digital maturity assessment Model, three approaches to business Model Transformation based on Heikkilä, 's recommendations and to improve digital innovation approach. The business Model changes are based on Stampfl’, s recommendations. Methods: This research has a combined methodology which consists of a validity review study method and action research method in a manufacturing SME. This improved methodology has been used in strategic planning for the digital Transformation of the business Model of one of Iran's manufacturing companies. Results: After reviewing the various documents of the Schallmo’, s five-step framework, it was improved by Schumacher's maturity Model for industry 4. 0, approaches of business Model Transformation recommended by Heikkilä,et al. and various types of business Model innovation as described by Stampfl. Then the improved framework was used to map the target state of company's digital Transformation. Conclusions: Since the proposed Model of this research, in addition to improving the Schallmo Model, has been implemented in a real company, so it seems that it can be used by Digital Transformation planning and digital operating Models as well as change managers and consultants.