The purpose of the current research was to investigate the obstacles to the implementation of school-based management in Iran's educational system based on the interpretive Structural Modeling approach. The research method was a Modeling study. The statistical population of the research was specifically the academic staff members of the university, 25 of whom were purposefully selected from the desired cases. The data collection tool was a researcher-made self-interactive questionnaire. In order to measure and evaluate the validity of the questionnaire, the criterion of content validity was used. The content validity of the questionnaire was 0.96. The data analysis was done with interpretive Structural Modeling method. The results of the research showed that 9 factors play a role as barriers to school-oriented management. Also, the results showed that financial obstacles (the cost of school-oriented management), socio-cultural obstacles and political obstacles (political focus on schools by the central government) as key independent variables have high influence power and low dependence. Also, the results showed that the lack of belief in the professional competence of school administrators, the lack of infrastructure facilities, the emphasis of upper management on the supervision and control of schools, and the lack of cooperation of local communities with school-based management as the linking variables with the greatest power of influence and the greatest power of dependence. and the centralism in the education system of the country and the lack of legal powers to school managers and staff as dependent variables have high dependency power and low influence power.

The defense sector is one of the most strategic and important sectors in our country. The performance of the defense sector is tied to the supply chain performance to a large extent. In the military supply chain, the ability to protect the chain against unexpected events and maintain the continuity of network operations at a desirable level is very significant; in some ways, it can be said that the proper resilience of the defense supply chain is one of the essential features it is considered for that. Hence, the aim of the research is to provide a resilient defense supply chain model. In this research, after reviewing theoretical fundamentals of research and opinion polls by experts, nine dimensions and related components were identified as resilient defensive supply chain enablers. In the next step, applying Structural-Interpretative Modeling (ISM), the relationship between Enablers of the resilient defense supply chain was determined and by leveling these dimensions, the research model was drawn. The results of the research showed that the two dimensions of "learning" and "collaboration" and then "risk management culture" and "contingency planning" have the highest priority in achieving a resilient defense supply chain.

Today, countries need management of knowledge resources and, in particular, the knowledge creation for knowledge development. There are lots of studies in the field of organizational knowledge creation and so various models have been developed for this purpose. But, the important point is that the creation of knowledge has so far been at the organizational level and in some cases cross-organization and among the subset of a parent organization. The innovation of this article is identifying the process of knowledge creation at the national level. For this purpose, based on the literature review and analyzing the research gap, using the Delphi method and a survey of experts, possible processes at the national knowledge creation has been addressed. The panel of experts includes seven professors and experts in the field of knowledge management, who are both theoretically and experimentally familiar with this concept. The results of Delphi technique show that the processes of socialization, externalization, combination, culture creation, application, and internalization can be referred to as the processes of national knowledge creation. Using interpretive Structural Modeling, it was revealed that the processes of socialization, internalization and externalization are at level 1, the processes of culture and combination are in the second level and the process of application is at the third level of the model.

Objective: The current study aimed at designing a green human resource management model in sport organizations. Methodology: This research work was practical in terms of purpose and was descriptive-scrolling in terms of nature and method. The statistical population in the study included the experts and managers of the sport organizations in the Lorestan Province, twenty-four members of whom were selected by purposeful judgment sampling. The data collection tool was made by questionnaires, the validity and reliability of which were tested using the content validity and retest reliability. In this research work, the template of the developed model consisted of two parts. In the first section, through an exploratory study and the expert opinions, 14 main factors of success of Green Human Resource Management were identified. In the second part, using the Interpretative-Structural Modeling approach, the relations and sequences of the variables were extracted in eight levels, and finally classified according to the power degree of influence and dependence. Results: The findings showed an environmental conservation around the organization; the support of managers and shareholders acted as a basis. Respectively, these two factors had the most impact on the other variables, i. e. the triggering or exacerbation of other variables in the direction of Green Human Resource management in the organization. Conclusion: The model provides insight to managers, and can help them to use natural resources efficiently by applying techniques and strategies to help Green Human Resource management. It also enhances productivity, reduction of costs, and creation of a better atmosphere for the participation of individuals in the organization.

In order to survive in the complex environment, budget programming or forecasting models have been criticized as inadequate for today’s business environment. Organizations have to use strategic planning to evaluate internal and external situation, then formulate proper strategies and implement them. The key to execute strategy is to have people in the organization understand it. Strategy map has a significant role in the strategic management due to describing strategies of organization and to help people understand strategies. Strategy map is essentially a graphical depiction of the causal model of an organization’s strategy then developing the causal model of the strategy is also important. This paper presents innovative approach to determine causal relationship and levels of strategic objectives in strategy map. For this purpose an interpretive Structural Modeling (ISM) based approach has been employed to strategy map. This paper also utilizes the Interpretive Structural Modeling (ISM) methodology to understand the interrelationships among the objectives so that those driving objectives, which can affect others and those dependent objectives, which are most influenced by driving objectives are identified. It emphasizes that interrelationship among objectives isn’t only down to up, it is on both side. An actual example of a small case pipe and fittings manufacturing company provides some managerial insights into the methodology.

In this paper, barriers to the export of furniture from Iran have been identified and ranked using Interpretative Structural Modeling (ISM). In order to identify the barriers to export, first the research background was investigated and a list of barriers was extracted. Then, with a number of experts in the field of furniture production and sales, in-depth interviews and semi-structured interviews took place. The integration of barriers from theoretical studies and field studies was considered as the final list. In the next step, the relationship between the barriers was investigated pairwise, and the matrix of paired comparisons was completed. Based on interpretive Structural Modeling and final conceptual model, the level of each of the barriers are recognized. Modeling results indicate that Iran's weak political relations with other countries are the main driver of poor export. Secondly, exchange rate fluctuations, lack of supply of raw materials and poor relations with embassies are also among the root causes.

The organization's leadership does not always show a good face; abusive supervision is one of the dark sides of leadership in the organization which the present study has examined its consequences according to the interpretive Structural Modeling approach. The statistical population of the study consisted of 15 executives of Arsanjan city who were identified and cooperated by using conceptual and snowball sampling. After identifying consequences of abusive supervision through literature review, fuzzy Delphi technique and a survey of experts (executives) were used to screen data of the previous step. After validating this step, in the next step, the related questionnaire was designed and presented to the same experts in order to discover the interpretive Structural model. According to the results of data analysis, seven variables in four levels were identified as the consequences of abusive supervision. The first level consisted of individual-attitudinal and individual-psychological consequences, and the second level included individual-behavioral consequences. The third level included individual-Psychosomatic consequences and the fourth level consisted of group, intra-organizational, and outside organizational consequences.

Organizational Intelligence, is a multi-dimensional concept that from the epistemological point of view can be studied from cognitive, behavioral, emotional/social approach. Because of the concentration of most of the researches in the intelligence field on cognitive dimension (on the individual and organizational level), the lack of researches on behavioral and emotional/social dimensions of intelligence is clearly seen. The main goal of this research is determining the components of organizational intelligence in behavioral, emotional/social dimensions and then ranking them. In order to achieve this, in the first step, based on semi-structured interviews with ten experts and using thematic analysis, the conceptual model with fourteen components in two aforementioned dimensions were determined. In the next step, the ranking of the determined components, based on the opinions of fifteen experts and the results from Interpretative Structural Modeling questionnaires, were done on nine levels. In order to increase the organizational intelligence in banks, based on the opinions of statistical population, the components of emotional dimension were generally considered more important and were ranked higher than the components of behavioral dimension.

In today's world, considering the concept of e-government with the aim of increasing the efficiency of public management and the necessity of providing a foundation for balancing in the economic, social and environmental fields, presentation of a suitable model for the realization of a sustainable e-government in the context of the situation of a country's needs. In this regard, the purpose of this study was to identify the factors affecting the implementation of sustainable egovernment in Iran, as well as designing an interpretive Structural model based on the knowledge of experts on the phenomenon studied. To do this, after studying the literature and identifying the factors affecting the implementation of sustainable egovernment, a matrix questionnaire was designed and distributed among 15 experts selected by targeted sampling. By analyzing the data, the factors affecting the implementation of sustainable e-government were classified in 7 levels (level one: legal requirements; second level: cultural management and strategic management; third level: financial management; fourth level: infrastructure management and human resource competence management; fifth level: service management, electronic information management and event management; sixth level: citizenship e-readiness; and seventh level: citizens' communication management).