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.

Introduction: In the present era, companies and organizations attempt to have tools in order to enhance their business this is a competitive advantage in development of knowledge MANAGEMENT in organizations. The purpose of this research is to study the effect of knowledge MANAGEMENT on ORGANIZATIONAL performance considering mediator role of managerial styles. Method: For this research, a sample of 400 employees of the companies associated with the Islamic Republic of Iran Broadcasting has been selected. to collect data a questionnaire was used. Also, In this research, leadership style has also been used as a mediator variable to inspect which MANAGEMENT style has the most impact. Validity of the questionnaire was evaluated using descriptive statistics. Data are analyzed and their results are shown using tables and statistical charts. The Kolmogorov-Smirnov test was used to check the normality of the data. Structural equation model is used to study the hypotheses of this study. Finding: The results show that ORGANIZATIONAL learning has the most impact on ORGANIZATIONAL performance among independent variables and the relationship between the process of making knowledge and the performance of the Rational decision-making style is most influential. Conclusion: The results of this research show that among the independent variables, ORGANIZATIONAL learning has the most impact on the performance of the organization and is most affected by the relationship between the process of creating knowledge and the performance of the organization's MANAGEMENT style.