Purpose: This study aimed to identify the best methods of knowledge acquisition in the field of the beekeeping industry (Case study: Beekeeping Development Support Fund). Method: In this research, after studying documents and libraries, seven experts in the field of beekeeping were interviewed. After that, a questionnaire was developed to collect information. The statistical population of the study was eighteen managers and employees of the beekeeping fund. Due to the small size of the statistical population, a questionnaire was distributed among all the members of the statistical population using the census method. Findings: The results of the research showed that according to the opinions of 16. 9% of the respondents, obtaining knowledge from customers and the resulting feedback is the most important and best method of acquiring knowledge in the beekeeping fund. knowledge acquisition through interview and observation tools with 15. 7% and acquisition of knowledge through learning (13. 5%) were in the next priorities in terms of importance. Also, using the questionnaire method with 1. 1% is the least important for gaining knowledge for the beekeeping fund. Conclusion: In general, the results showed that to succeed in acquiring specialized beekeeping knowledge and then disseminating it to beekeepers in the country, creating CRM (Customer Relationship Management), improving the specialized learning level of managers and employees, providing the possibility for them to participate in virtual classes (webinars),and specialized conferences on beekeeping and investing in social networks in the fund to support the development of beekeeping in the country is very necessary.

This experimental study evaluated the possible effects of textual input- based enhancement on the acquisition of passive form on Iranian pre-intermediate EFL learners. Sixty Iranian EFL learners at the pre-intermediate level of proficiency were randomly assigned into three groups; two experimental group and one comparison group. The first experimental group received passages in which the passive forms were repetitive, the second experimental group received passages in which the passive forms were underlined in different colors. The third group (comparison group) received explicit instruction of passive form with no passage. Repetition group received two texts in each session. The study followed a pre-test /treatment/ post-test design. The result indicated that both textually enhanced input, repetitive and underlined in different colors, have a statistically significant effect on the acquisition of target items than explicit instruction group. Moreover, it can be concluded that repetition can be more beneficial than underlined method of enhancement.

The key role of knowledge management and strengthening its competitive advantage is undeniable. Thus, the process of extraction, analysis, store and use of knowledge resources that can be incorporated in today’s competitive world is an important measure in ensuring the survival of the organization. This process can be known as knowledge acquisition. Hence, the main focus of this paper is to examine various aspects of knowledge acquisition and to design a practical model for knowledge extraction and documentation of organizational knowledge. In this regard, first, all of the previous models and the available literature in this area were reviewed through library studying and the important factors for creating a practical concept were identified. Later on, using the Delphi model, the identified model was referred to the experts for improvement. To do so, first, the experts were interviewed and based on the Delphi method for data collection purpose, a questionnaire was employed. Then, the questionnaires were analyzed using SPSS software and after the model components’ verification the practical details of each part was described. It is worth mentioning that the Cronbach's alpha coefficient was. 959 (a=.959). Then, the model has been implemented in a small part of the headquarter and its output is also recorded. According to the confirmations of the experts, the methodology and organizational knowledge acquisition strategies are different form one organization to another. As a result, the model should contain two parts of planning and performing at zero level. Also, designing a knowledge plan depends on some factors such as organizational structure, processes, physical and spiritual resources of the organization.