One of the longstanding problems in cultural studies and the impact of human behavior in cultural change is to predict how this dynamic concept is disseminated and evolved. The Mem word is the basis for describing the expansion of thoughts, beliefs and cultural phenomena based on the evolutionary principles of mathematical application and modeling, which helped to resolve the problem long ago. The foundational approach has provided a good basis for modeling cultural evolution in the mimetic way. The basis factor is a model that includes one or more factors along with the environment in which the agents are located, so that they can provide interaction, communication, and decision making for the agents and can accurately measure the outcome of the interactions after a certain number of collisions. In this article, we have studied one of the subcategories of applied culture, ORGANIZATIONAL culture, and how we evolved the ORGANIZATIONAL culture. The theory of the power of the fault line is one of the most accurate computational models of ORGANIZATIONAL culture dynamics, which shows the effect of the similarity of the characteristics of individuals in team solidarity and coherent culture. Given that the outcomes of this research provide a fairly accurate picture of the impact of different factors on ORGANIZATIONAL culture changes, it can be of great help to strategic planning of the organization.

Background: The policy focuses on what the government is actually doing in practice, not just what it has proposed or intends to do, and distinguishes the policy from a decision that is merely a specific option among other options. The present study aimed to provide a model of ORGANIZATIONAL performance of employees based on ORGANIZATIONAL justice in Payam-e-Noor University. Method: The present study was formed with a mixed approach. In the qualitative section of the statistical population, there were experts in the field of policy-making and management of Payam-e-Noor University of Hormozgan province, 15 of whom were selected as members of the panel group through homogeneous qualitative sampling method. The research tool was an interview. In a small part of the statistical population, all managers and staff of Payam-e-Noor University of Hormozgan province were approximately 400 people, of which 200 people were selected by stratified random sampling. A researcher-made questionnaire was used to collect information. To analyze the data in the qualitative part, the grounded theory was used and in the quantitative part, structural equations were used. Results: The results show that the topics of the research are 6 main variables of the research including; gender justice, protectionist perspective, empowering attitude, confidence building, ethics and social commitment. After identifying the topics, the categories of analysis were defined. Thus, in this study, 23 main categories were defined and finally the research model had a suitable fit. Conclusion: The performance of employees in an organization is one of the most important factors increasing the efficiency of the organization and its effectiveness and the most important channel to achieve optimal performance of employees is ORGANIZATIONAL justice.

Nowadays, Chronic Renal Failure (CRF) is considered as one of the common diseases of mankind. CRF threatens the well being and health of patients. One of the main stressors that the patients with CRF may experience is the continuous and permanent treatment with dialysis. Also, as the treatment takes time and is invasive, patients frequently lose their jobs. The main objective of this descriptive study was to evaluate the relation of coping STRATEGIES with psychological complications in hemodialysis patients. A total of fifty – five patients were randomly selected and the information was collected using a questionnaire and a standard from of  SCI90. The results showed that there was a significant correlation between coping methods of escape and depression, aloofness and aggression, pickiness nature, depression and sensitivity.(p< 0.05). Therefore, a significant correlation exists between psychological complications and coping methods.

Objectives: Since one of the global goals of Education is to promote civility and respect, in addition to acquiring expertise and skills in science, students must also acquire the high virtues of morality and humanity. At the same time, there are significant types and cases of instances of improper behavior, the same issue that is known as incivility in the academic environment and has become a problem worthy of consideration in higher education. Therefore, the purpose of the current research was to identify the components, antecedents, consequences, and STRATEGIES to reduce ORGANIZATIONAL incivility in universities.Materials and Methods: The method of this qualitative research was a phenomenological type. The potential participants of the research were lecturers and academic experts at Iranian universities who were knowledgeable about the research subject in the country. Sampling was done with a purposeful approach and by choosing critical cases. Theoretical saturation was used to determine the sample size and semi-structured interviews were conducted with 22 faculty members and academic experts. Data analysis was done through a thematic analysis approach utilizing MAXQDA 2020 software. To determine the validity of the interviews, a re-study was used by the peer and the researcher, and the reliability was confirmed with theoretical saturation in the data collection stage and the re-test reliability of 89.94%. Discussion and Conclusion: The findings from the interviews showed that the components of ORGANIZATIONAL incivility included 4 global themes (ORGANIZATIONAL incivility of students, ORGANIZATIONAL incivility of faculty members, ORGANIZATIONAL incivility of managers and ORGANIZATIONAL incivility of employees), the antecedents of ORGANIZATIONAL incivility include 3 global themes (individual factors, internal ORGANIZATIONAL factors and external ORGANIZATIONAL factors), consequences of ORGANIZATIONAL incivility including 3 global themes (consequences related to individual and ORGANIZATIONAL health; attitudinal consequences (based on social exchange); and behavioral consequences and withdrawal), STRATEGIES to reduce ORGANIZATIONAL incivility including 3 global themes (educational arrangements, motivational arrangements and ORGANIZATIONAL arrangements). The ORGANIZATIONAL incivility components of the students included the organizing themes: non-observance of educational and research norms, violation of the norms of the academic environment, insolence towards the faculty members, and non-observance of student ethics. The ORGANIZATIONAL incivility components of faculty members included the organizing themes: lack of teaching skills and knowledge, academic indifference, non-observance to professional ethics towards students, non-observance with the norms of the academic environment, having unprofessional and destructive behaviors with colleagues, having offensive and rude behaviors with colleagues. The ORGANIZATIONAL incivility components of managers included the organizing themes: inefficient management, self-exaltation towards employees, and inattention to employees. The ORGANIZATIONAL incivility components of employees included the organizing themes: shortcomings and lack of responsibility, lack of effective employee presence at the workplace, and unethical behavior. The individual factors of antecedents included the organizing themes: demographic characteristics of people, personality characteristics of people, and family issues. The internal ORGANIZATIONAL factors of the antecedents included the organizing themes: structure, rules, and regulations of the university, management issues, job-related issues, inappropriate educational environment and facilities, issues related to the ORGANIZATIONAL climate and culture of the university, and deficiency in monitoring and evaluation system. The external ORGANIZATIONAL factors of the antecedents included the organizing themes: socio-cultural issues, economic issues, and political issues. The consequences related to individual and ORGANIZATIONAL health included the organizing themes: psychological and physical injuries, job and academic burnout, and job dissatisfaction. The attitudinal consequences included the organizing themes: damage to the dignity and status of the university in society. The behavioral and withdrawal consequences included the organizing themes: increased turnover or desire to leave the job; cultivating uncivilized human resources; loss of trust, empathy, and positive relationships between people; reduced task performance; and failure in the implementation of plans and group work. The educational arrangements of the STRATEGIES included the organizing themes: training and improvement, self-management and improvement, and development of communication skills. The motivational arrangements of the STRATEGIES included the organizing themes: modeling, and appropriate payment and punishment system. The ORGANIZATIONAL arrangements of the STRATEGIES included the organizing themes: reforming the style of management and leadership, management tact, strengthening the ORGANIZATIONAL culture encouraging politeness and civility, and reforming the selection rules. The results of this research can help faculty members by having sufficient knowledge of the components, antecedents, and consequences of ORGANIZATIONAL incivility to prevent its destructive effects on the teaching and learning process in universities.

Moral values are influential in the decision-making of managers and employees of organizations. A great deal of studies have been conducted on managerial ethics and ethics in the organization, each of which have attempted to collect related theories or to add a new theory. Regarding the ethical behavior as an "appropriate" and "fair" behavior, this article intends to identify and provide a framework for ethical behavior in organizations to improve individual performance and coordination of institutional elements based on ethical behavior in order to achieve synergy in organizations. Strategic alignment provides an appropriate framework to matching up the affecting factors on individual behavior. Applying this approach, strategic behavioral types are identified and are used as a basis for ethically appropriate behavior. This paper has tried to use the results of some researches to find the relationship between ORGANIZATIONAL strategy and ORGANIZATIONAL values The researchers believe that, without creating an aligned relation, one cannot be hopeful about the performance of ORGANIZATIONAL values.

An understanding of a competitive strategy and ORGANIZATIONAL performance can help managers identify decision making processes. Attempts to find the most appropriate STRATEGIES for the company which has a better performance. The statistical population study includes food companies of Khorasan Razavi Province. 69 companieswere selected through sample size determination method of Cochran by two-stage cluster sampling. The questionnaires were available to senior managers of companies to test the hypothesis through Pearson correlation then cluster analysis, strategic groups available on the food companies have been identified. The following results were obtained. There is a direct positive relationship between competitive STRATEGIES and ORGANIZATIONAL performance in food companies. Distinctive companies and Cost leadership have a better performance compared with companies implementing Hybrid strategy.

The present research studied the (causal, contextual, and intervening) conditions, STRATEGIES, and consequences of violence in the lives of child wives in Chabahar city, conducted with a qualitative methodology based on grounded theory. For this purpose, in-depth semi-structured interviews were conducted with 28 child-married girls in Chabahar city who were selected through theoretical sampling and snowball method. The analysis of the data in the framework of the three-level open, axial and selective coding system showed that gendered inequality and discrimination, women's inferiority, men's value, the culture of silence and the culture of violence play a role in the experience of child-wives in terms of violence (causal conditions), which leads to a type of increased, double violence for them (core category); violence that operates within the framework of the family institution, the main mechanism of which are previous traditions and rules, and the perpetrators of which are men and women who were themselves the victims of the same traditions and rules that they have, now, internalized and used again against their daughters. This increased violence happens in a context where patriarchy is widespread (contextual conditions) and due to the generalized self-deprecation among child wives (intervening conditions), they may attempt to escape, get separated, threaten, and commit suicide (STRATEGIES), and these actions have consequences such as symbolic, physical, and sexual violence and even social isolation (consequences).

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.