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.

Digital Transformation leadership is one of the important topics that has attracted a lot of attention in recent years, so the purpose of this research is to provide a model of digital Transformation leadership in the education of the University of Medical Sciences. The current research is applied in terms of purpose, and in terms of nature and method, it is a qualitative type of foundational data theory. The research community includes academic experts. Data collection was done through targeted and snowball sampling with 15 experts using semi-structured interviews, and MaxQuda software was used for data analysis. Finally, in the coding stage, 6 main categories and 12 sub-categories and 94 codes were selected. To ensure validity and reliability, the findings were approved by the interviewees. The results showed that the rapid development of technology in today's world has greatly affected all aspects of human and organizational life around the world. In the current era, organizations are present in a complex environment with dynamic and fundamental changes, and one of the main aspects of these changes is the exponential development of fourth generation technologies. In this period of the fourth technology revolution, organizations need changes under the name of digital Transformation to maintain themselves and remain competitive. In the era of digital Transformation, the education industry has also been heavily influenced by technologies. As a result of this rapid growth in education sectors, universities are becoming increasingly digital.

The term “, virtual”,has been associated with real-world businesses and entities in recent years. Until a few years ago, the notion of “, virtual”,encompassed spaces such as websites, information networks, digital libraries, etc. But today, most of the citizens' time is spent in completely virtual spaces. Stores, businesses, monetary and financial activities, leisure and entertainment, etc. are all being transferred to cyberspace. The rapid pace of joining cyberspace has created a state of disharmony and exhaustion among businesses, especially large organizations. Many of them have embarked on digital Transformation and implemented some programs, however, this process does not seem to be sufficiently tailored to meet the requirements, and organizations are to see “, virtual Transformation”,as a complementary action and umbrella plan to cover sparse actions on their agenda. In this article, the concept of virtual Transformation and its requirements and phases are briefly explained. Attempts have been made to look into the virtual Transformation from different dimensions and to identify and introduce its key actors as well. The six steps presented in this article are deemed to provide useful insights for managers on their virtual Transformation journey. The content of the article also can be seen as a starting point for extensive studies on the concept of virtual Transformation.