Purpose: The purpose of this applied research is to study the effectiveness of gamification on corporate training.  Methodology: A gamified course was designed and implemented to train the location of Fire Hosing Cabinet for 24 employees of a firefighting maintenance company in Iran Mall shopping Center in Tehran. Using a quantitative quasi-experimental research plan (post-test only control group design) the participants of the study were randomly assigned to treatment (12) and control (12) groups and trained for a week.  Conclusion: The descriptive and interpretive result of the posttest analyses indicated the effectiveness of gamification of the training performed for the employees of the firefighting maintenance company in Iran Mall shopping Center in Tehran. Moreover, the descriptive result of Gamification Acceptance Questionnaire answered by the members of the experimental group after gamified training indicated that all the participants in the experimental group were satisfied with the gamified training course.

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.

Nowadays, ORGANIZATIONAL agility is a subject that its study has a significant impact on the growth and improvement of organizations. Present research in terms of purpose is applied and in terms of methodology is descriptive-exploratory. According to the theoretical hypotheses explained in the research, ORGANIZATIONAL, strategic, human, and technological factors were identified in this research as the factors explaining the ORGANIZATIONAL agility DEVELOPMENT model. The results obtained from the statistical analysis at the descriptive level demonstrated that average of ORGANIZATIONAL agility, human, ORGANIZATIONAL and strategic factors are greater than the average level and average of technological factors is at the average level. At the inferential level, which used confirmatory factor analysis, the results indicated that ORGANIZATIONAL, human, strategic, and technological factors are influential on the ORGANIZATIONAL agility DEVELOPMENT.

Police university as the special training academy of police and as the police scientific center is of great importance to the whole police organization. The performance of police university is no doubt immediately mirrored in the organization and through the society. The present paper focuses on the significance of ORGANIZATIONAL DEVELOPMENT in maintaining effectiveness and order of police university. the necessary conditions and key prerequisites are dealt with too. Some practical strategies for initiating the principles of ORGANIZATIONAL DEVELOPMENT of the police university are also clarified.