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.

The purpose of this study was to investigate the impact of ENVIRONMENTAL STRATEGY of the company, senior MANAGEMENT commitment and ENVIRONMENTAL uncertainty, emphasizing the role of ENVIRONMENTAL MANAGEMENT accounting, on the ENVIRONMENTAL performance of the company. This research is based on the structural equation model. Initially, 84 companies with ISO 14001 certificates listed on the Tehran Stock Exchange were collected. Then, 176 managers of these companies were randomly sent to the questionnaire. Of these, 152 questionnaires were received. The return rate of the questionnaire was 86 percent. The factor loadings were the mean of variance extracted and the reliability of the analysis of the model for all variables was used. The discriminant validity or mutual validity of all hidden variables in the model was tested using Forner-Larker's criterion and the parity of heterogeneity. The results of this research show that ENVIRONMENTAL strategies have a significant positive effect on the ENVIRONMENTAL performance of companies. ENVIRONMENTAL strategies have a positive positive effect on the ENVIRONMENTAL performance of the company through ENVIRONMENTAL MANAGEMENT accounting. The senior MANAGEMENT's commitment to organizational ENVIRONMENTAL performance has a significant positive effect. The senior MANAGEMENT's commitment to the ENVIRONMENTAL performance of the company through ENVIRONMENTAL MANAGEMENT accounting indirect impact Has a positive meaning. Perceived ENVIRONMENTAL uncertainty has a significant positive effect on the use of ENVIRONMENTAL MANAGEMENT accounting.

Studies on the appropriate strategies for supplier relationship MANAGEMENT vary according to the greening approaches of a firm. The relative power of greening approaches for suppliers remains untapped. This research aims to fill this gap, arguing that firm attitudes toward going green and their dominance in supply chains affect their corresponding ENVIRONMENTAL MANAGEMENT practices. The case study method is utilized. The main objects of study include Taiwanese firms in high-tech industries. Eleven firms were selected for in-depth investigation. Supplier MANAGEMENT approaches are investigated from six different perspectives: supplier policy, information sharing/communication, joint action of supplier/buyer, relationship-handling issues, supplier support, and relationship quality. Results show that each case group emphasizes different perspectives. Thus, this study coined four strategies: strategic alliance, arm’s length relationship, partnership, and ongoing relationship.

Objectives: Participatory ergonomics, with its focus on the active involvement of stakeholders in designing and improving work systems, can be proposed as a key STRATEGY for sustainable ENVIRONMENTAL MANAGEMENT. The present study aimed to explore the mechanisms of integrating ergonomic principles and employee participation to elucidate how ENVIRONMENTAL sustainability can be achieved in workplace settings. Methods: The present descriptive-analytical study was conducted in the Iranian automotive industry. The participatory ergonomics program involved a 14-member expert team through weekly sessions consisting of two hours of theoretical training and one hour of practical application over three months. The primary objectives of the program encompassed comprehensive training on ergonomics checkpoints established by the International Labour Organization (ILO), integration of ergonomic principles with ENVIRONMENTAL sustainability considerations, and development of practical competencies to implement acquired knowledge in actual workplace environments. Results: Following the completion of the participatory ergonomics program and a thorough assessment of workplace issues, the ergonomics team successfully developed fifty practical recommendations, 20% of which addressed ENVIRONMENTAL concerns. Through six months of sustained collaboration between workers and MANAGEMENT support, ten of the proposed recommendations were implemented. Conclusion: The application of participatory ergonomics principles, emphasizing stakeholder engagement in work system design, can serve as a pivotal STRATEGY for sustainable ENVIRONMENTAL MANAGEMENT. This approach not only enhances employees' physical and psychological well-being but also establishes an inseparable connection between technology, humans, and the environment by reducing occupational stress and natural resource consumption. Undoubtedly, interdisciplinary research in ergonomics and ENVIRONMENTAL sustainability can play a strategic role in achieving balanced development for future generations.

Owing to the green revolution, ENVIRONMENTAL problems have now become some of the most important issues worldwide. ENVIRONMENTAL knowledge MANAGEMENT, which combines the strengths of ENVIRONMENTAL MANAGEMENT and knowledge MANAGEMENT, will become a popular tool for businesses in the near future. In this paper, through interviews of staff at different levels and in different departments of the business, i. e. managers and engineers and using the ENVIRONMENTAL knowledge circulation process, the authors evaluate the success of ENVIRONMENTAL knowledge MANAGEMENT when applied to China Steel Corporation in Taiwan. From the case study, the authors found that China Steel Corporation has applied the ENVIRONMENTAL knowledge circulation process for over thirty years. The company continually improves its ENVIRONMENTAL and financial performance through ENVIRONMENTAL knowledge creation, ENVIRONMENTAL knowledge accumulation, ENVIRONMENTAL knowledge sharing, ENVIRONMENTAL knowledge utilization and ENVIRONMENTAL knowledge internalization. Water pollution and air emissions have reduced year on year and total energy consumption has reduced by 20 % from 1979 to 2006. On the other hand, China Steel Corporation also makes a profit and reduces cost through energy sold, by-products and recycling. Continuous improvement in ENVIRONMENTAL knowledge MANAGEMENT has rendered China Steel Corporation in the most profitable steel company in Taiwan and the world’s twenty fifth largest steel producing company in 2006.

The purpose of this article is to review and critique the book “, Strategic MANAGEMENT and Business Policy”,by Thomas L. Wheelen and J. David Hunger. In the process of critique and evaluation of this book, the criteria and indicators of critique are used in accordance with the model provided by the Council for the Study of Humanities Texts and books. In this regard, the formal and content dimensions of the book have been studied and criticized with an analytical approach. The technical characteristics of the work such as cover design, page layout, font type, are considered desirable and appropriate, at the same time, the quality of some tables and diagrams is undesirable. The results of evaluating the qualitative content of the book showed that some words need to be revised in translation. Due to the main goals of the book, it was not necessary to present topics in a separate chapter. On the other hand, some issues such as mission statement, vision, and practical tools in the process of analyzing the environment and formulating STRATEGY have not been considered. Considering the strengths and weaknesses of the book, it can be said that the content of the book meets the scientific and practical needs of the country. So, scholars can use its content to increase knowledge related to strategic MANAGEMENT.

The disinfecting process has been considered as one of the most important steps in drinking water treatment and improper attention to this process can caused a social disaster. Until now, different methods have been used for drinking water disinfection, such as using the ultra-violet light and adding ozone or chloride. Because of the water sources contaminations, especially in surface water which is in closer contact with different pollutants, adding chloride to water, generally applied all over the world, can cause some adverse impacts on the residential users such as the ones caused by chlorinated chemicals and Trihalomethanes as the secondary products. Regarding to high level of electrical energy consumption and considering resulted costs, this method have not been developed in Iran. This study aimed to explain the drinking water ozonation process opportunities and threats. Usage of ozone is a useful and effective method and could be resulted in high oxidizing property, not producing carcinogens and eliminating bacteria, viruses and other disease-causing elements. On the other hand mentioned method will process in shorter time in comparison with other water treatment methods. There are different techniques for the strategic MANAGEMENT as a suitable tool to conduct related ENVIRONMENTAL MANAGEMENT plan. The study MANAGEMENT methodology is based on SWOT; so it describes the MANAGEMENT functional strategies for ozonation as a suitable drinking water treatment method. Finally, using the QSPM matrix, the hierarchical priority of these strategies was defined. It seems quite important that for the implementation of this process, the foreign experiments in disinfecting drinking water be studied and some proper workforce be trained.