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Purpose: Due to the emergence of the lean approach concept in human resources, this research was conducted with aim of analyzing the issue of lean human resource supply chain.
Methodology: Relying on philosophical foundations of pragmatism school, this research is a qualitative study based on grounded theory. The statistical population of the study consisted of senior managers, middle managers and experts of the Ministry of Cooperation, Labor and Social Welfare and academic experts. 19 individuals were selected by purposeful sampling as statistical sample members. Lean human resource supply chain model identifications were collected using semi-structured interviews and analyzed using Strauss and Corbin's three-step coding method (252 key concepts, 43 subcategories, and 25 main categories).
Findings: Based on the findings of the study, lean human resource supply was selected as the pivotal phenomenon. Causal conditions were categorized into two categories of environmental and organizational factors, and the five main categories of preventive demand management planning, efficiency of search resources, efficiency of evaluation and screening, recruitment preparation and succession system efficiency. Selected strategy title, personal characteristics of managers, evaluating the effectiveness of absorbed human resources, the employability of the candidate as a reinforcement intervener and illegal relationships, environmental uncertainty, time pressure for employment, and the inefficiencies of the public management system were identified as mitigating interventions. Organizational culture, strategic role of HR unit, managers' flexibility and adaptability, management stability, career management and accessibility, and the organization's resource constraints were identified as lean human resource supply chain strategies. Finally, the implications of the lean human resource supply chain were divided into three levels: micro, middle and macro.

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In turbulent environment, power and success of organizations depend on the intellectual capita; abilities and the main challenges of these organizations are on that how to establishe new generation of intelligent organizations for knowledge edge. The problem this research wants to solve is that how an organization that its main asset is intellectual capital can obtain organizational intelligence. The conceptual model of this research has been designed based on open system mode,l and the knowledge strategies, knowledge communities, adhocracy and intellectual capital have the enabler role for intelligence processes. Statistical population of this research includes the faculty members of the research centers of the Ministry of Science, Research and Technology. Totally, 278 persons have been selected based on classified sampling. The results showed that adhocracy with %86 of coefficient has the highest effect on structural intelligence processes. Also knowledge strategies and intellectual capitals correspondingly with %67 and %64 of coefficient are in the second and third rankings. Also the results showed that adhocracy with %64, intellectual capital and knowledge strategies with %59 of coefficient correspondingly have the highest effect on human intelligence processes.      

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Organizations’ managers need to make strategic decisions to implement knowledge transfer to succeed in current turbulent environment; to this end, the purpose of this research is to study role of unlearning moderation on relationship between new knowledge compatibility and knowledge transfer. This research is applied in terms of objective, causal in terms of approach and nature, quantitative in terms of data collection method, and has a descriptive survey approach. The statistical population of the study consists of 57 employees in Buspar Company, Isfahan. In order to test the research hypotheses, structural equations modeling have been used.  Research findings show positive and significant effect of the new knowledge compatibility on knowledge transfer and its dimensions (except for the misadoption). Moreover, learning outcomes has a positive moderating effect on the relationship between new knowledge adaptation and knowledge transfer.

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The present study was conducted to design a model of lean human resource excellence with a mixed approach and using the qualitative method of data theory and the quantitative method of Shannon entropy. The statistical population of the qualitative part of the study was all senior and middle managers of the Ministry of Cooperatives, Labor and Social Welfare, 19of whom were purposefully selected for interviews and interviews were conducted until the theoretical saturation of the data. To analyze the qualitative data, open, axial and selective coding was used, as a result of which 402 basic concepts in the form of 92 sub-categories and 17main categories and six dimensions of causal conditions (environmental and organizational), contextual conditions ( Organization strategy, culture, management insight, job content documentation, management stability and human resource system dynamics), interventionist conditions (personal characteristics of managers, quality of organizational inputs, efficiency of government management system), strategies (lean leadership, strengthening culture Lean and lean human resource management) and results (micro level, intermediate level and macro level) were included. Then, in order to turn the model designed into a basis for self-assessment of the lean degree of human resources, using the Shannon entrobial method, the weight and score of each dimension were identified, resulting in its application in the Ministry of Cooperatives, Labor and Social Welfare. Ascore of 376 out of 1000 was assigned to the organization under study, which due to its position in the second level of excellence, ie an organization with public awareness oflean human resources