Journal of Research in Educational Systems

Abstract This study is preliminary based on two main goals. One study on what has happen to Institutionalizing of knowledge management and secondly considering element for to Institutionalizing of knowledge management to a model. This study was conducted through Appling is on the basis of qualitative and grounded theory of research. For achieving such goals, we have used three different techniques: documentary method, focus group and interview. Statistical society of this study comprises faculty members of universities and talented expertise from related field. The focus group including 6 faculty members from universities and we selected 4 faculty members and two expertise in order to conduct deeply consideration through interviews. We have applied the purposive samling.  In order to analyses data gained through interview we used Strauss method for coding the data that it was comprises of open coding, axial coding and selective coding. The findings show that Institutionalizing of knowledge management is faced with challenges that we point out 10 crucial challenges and the reason behind of such challenges are due to lack of appropriate organizational culture, lack of specialized bodies, insufficient managerial capabilities and inadequate infrastructures. Subsequently we could identify 3 different captions for Institutionalizing of knowledge management as follow: 1) management 2) organizational culture 3) infrastructure (human resources and supplies and equipment’s). Accordingly, we have provided subtitles for each caption. Such model can play a crucial role in Institutionalizing of knowledge management in Iranian universities. Based upon such model we develop a program for implementation of knowledge management.

Abstract The purpose of this research is the role of leadership styles, organizational culture and organizational trust on organizational silence in Payame Noor University of Kermanshah. The current research is applied in terms of its purpose and is descriptive-survey in terms of its nature and method. The statistical population of this research is 380 employees (scientific and administrative) of Payame Noor University of Kermanshah which 191 people were selected as the sample using Cochran formula. Data collection tools, Clarke leadership styles questionnaire (2002), Robbins organizational culture (1996), and organizational trust Alonen et al. (2008) and organizational silence Saeedipour and Akbari (1396). Validity (content, convergent, divergent) and reliability (factor load, composite reliability coefficient, Cronbach's alpha coefficient). The questionnaires indicate that the measuring instruments have a good validity and reliability. The results of the hypothesis test by SMART-PLS software and using t-test statistics and path coefficients (β) showed that leadership styles had a strong, direct and significant effect on organizational culture, organizational trust and organizational silence, respectively. Has a moderate, direct and non-significant effect, and has a weak, direct, and indirect impact. Organizational culture has a moderate, direct and significant effect on organizational trust and organizational silence, and has a moderate, direct and indirect indirect and significant effect, respectively. Also, organizational trust has a direct, significant effect on organizational silence, from organizational culture Can play the role of mediation in influencing leadership styles on organizational trust and organizational silence. Also, organizational trust can play a role as an intermediary variable in influencing leadership styles on organizational silence and organizational culture.

Abstract The present study was aimed to examine the effect of organizational culture on organizational atmosphere, considering organizational evolution. Research method was descriptive-survey in terms of data collection; and in terms of objective, it was practical. The statistical population of the present study consisted of all employees in the education system of Tehran (2000 individuals). Sample size included 322 individuals who were selected using a Morgan Table and a stratified random sampling method. Data collection tools included Robins' standard organizational culture questionnaire, Holpin and Croft's organizational atmosphere questionnaire, and John Gutter and Peter Draker's integrated organizational evolution questionnaire, which were designed using a 5-point Liker scale. Face validity and content validity of the questionnaire were approved; and by calculating Cronbach's alpha coefficient, its reliability was calculated to be 0.89 for organizational culture, 0.70 for organizational atmosphere, and 0.87 for organizational development. In order to analyze data, a regression test was used. The obtained results showed that organizational culture affects organizational atmosphere, considering the fact that organizational evolution has a positive significant effect. Based on Sobel's test, the direct effect of organizational culture on organizational atmosphere is 0.39 in a 5% level. And its confidence distance is considerably greater than zero, which indicates that the effect of the intermediary variable, i.e. organizational evolution, is effective and significant in a regression model.   

Abstract Abstract
The present study was conducted to investigate the role of organizational culture on the commitment and commitment of human resources through talent management mediation. The research method was descriptive information collecting method of correlation type and in terms of applied purpose. The statistical population of the study was all 84830 people in Tehran's education staff. The sample size was 384 according to the Morgan table and the number was selected by simple random sampling from the statistical population. The instruments for data collection were four standard questionnaires in the five-value Likert scale with job titles questionnaire (Kanongo, 1982), and the alpha coefficient was 0.82, the job commitment questionnaire (Bella, 1993) contained 40 questions and the alpha coefficient was 0.88, The organizational culture questionnaire (Denison, 2000) has 38 questions, and the alpha coefficient of 0.89 and talent management questionnaire (Phillips and Rapper, 2009) have 23 questions and the alpha coefficient is 0.80. To analyze the data, structural equations based on partial least squares approach were used with Smart-PLS software. The results showed that: 1. Organizational culture has a significant effect on job commitment of human resources and talent management has a mediator role in this effect. 2. Organizational culture has a significant effect on occupational attachment of human resources and talent management has a mediating role in this effect.