Workforce diversity is a new asset for organizations which has been resulted from the increasing globalization. Workforce diversity presents different mental models to organizations; if managed well will produce new ideas, knowledge CREATION and innovation. This article reports the findings of a research project which examines how workforce diversity’s management relates to the knowledge CREATION process in higher education system. Data were collected from a questionnaire. Using stratified random sampling, 132 faculties were selected and asked to answer the questions. The findings indicate that workforce diversity has a positive impact on knowledge CREATION in higher education system. Additionally, knowledge CREATION can be enhanced by an effective management in these institutions.

Introduction: Organization structure and manpower constitute two origin basic for an organization and for engendering an organization both must be exist. The purpose of this survey was to investigate the type of the organization structure (mechanic and organic) from viewpoint of Seniors and Juniors managers in Shiraz educational hospitals and ORGANIZATIONAL CREATION in apiece two structure.Methods: In this study descriptive study, organization structure and ORGANIZATIONAL CREATION questionnaires were filled by hospital managers. For data analysis, SPSS 16 was used and Spearman correlation coefficient and t-test were used.Results: Results show that between centralization and complexity with ORGANIZATIONAL CREATION and its dimensions, there is negative association. Also there is negative association, between formalization & 4 ORGANIZATIONAL CREATION dimensions: reception change, accepting ambiguity, abet new view and less control outside.Conclusion: Get results in this test showed that the CREATION in hospital with organic structure are more than hospital with mechanic structure.

According to the management specialists, the survival and success of the modern organizations rely on the CREATION, preservation and continuity of the competitive advantages. The aim of this research is to investigate the effect of ORGANIZATIONAL spirituality, a variable in scope of intangible assets, on sustainable competitive advantage. The effect of ORGANIZATIONAL spirituality on human resources specifications and its consequences in the organizations have been proved. This research is applied and it is descriptive and survey from data collection type. The data were collected by ORGANIZATIONAL spirituality questionnaire based on Millman model and competitive advantage author made questionnaire. The statistical population consists of stuff of 37 Bank Maskan branches in Tabriz. The statistical volume was determined 170 individuals by using Cocran formula in confidence level of %95 that they were selected randomly. The results of structural equations modeling with AMOS 21 showed that ORGANIZATIONAL spirituality by recognition coefficient of %44 is the predictor of sustainable competitive advantage. So, Bank Maskan should adopt proper strategies in order to promote ORGANIZATIONAL spirituality and its components particularly values alignment.

INTRODUCTION: Due to the limited current knowledge about the appropriate trainings for the improvement of competence in military nurses, it seems necessary to use the processes of creating and sharing knowledge to fill the gap between the current knowledge and the required one. Therefore, this research has searched for the pattern of ORGANIZATIONAL knowledge CREATION in military nursing education. METHODS: The research was conducted using the meta-synthesis method (thematic analysis), and the findings were systematically reviewed based on the seven-step pattern of Sandelowski, Barroso and Voils (2007). For this purpose, 348 articles were reviewed, and finally, 33 articles were confirmed by referring to valid and accessible documents of the sites. FINDINGS: The network of extracted themes was identified as an eight-component pattern including team-oriented approach, individual factors, managerial factors, technological factors, communication factors, ORGANIZATIONAL policy, implementation of knowledge CREATION process, and ORGANIZATIONAL culture. CONCLUSION: The implementation of knowledge CREATION leads to the promotion of military nursing education and, as a result, to the improvement of military nurses performance. To this end, factors such as culture building, using the knowledge of experienced nurses, past successful experiences and updating systems with new information technology tools are effective in creating knowledge. This approach can be an influential factor in advancing the scientific and practical goals of the commanders regarding the CREATION of knowledge and reducing the waste of time and financial resources.