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One of the most important research topics in HRM field of study in recent decades, is the study of HRM-performance relationship. The importance of these studies is so much, as they imply both micro and macro implications of HR practices, encompass HRM influences on performance outcomes, and also the existence reason of HR practices and the nature of its practices. However, a body of researches have scientifically criticized/questioned the findings of aforementioned previous studies. These criticisms often comprise the methodological aspects of previous studies. Current study, in two phases, has been done by considering the importance of prementioned issue and the lack of a study in order to introduce and summarize those criticisms. First, we applied “mixed research synthesis” approach as one of the subsidiaries of meta-synthesis method. By studying and summarizing 40 valid critical papers in this field of study, we have presented and explained a five-dimensioned guiding map for introducing the criticisms on the HRM-performance researches. In order to assess research validity, CASP standard checklist was applied, and to determine the reliability, Cohen's Kappa was used in SPSS software which was confirmed by resulting in 0/762.  In the second phase, the five dimensions, found in the former phase, were prioritized with AHP method.

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Objective: Given the importance of the concept of dynamic capabilities in gaining competitive advantage for organizations, this article seeks to "provide a model for the behavioral foundations of dynamic capabilities."

Results: Finally, a final proposed framework has been implemented by combining the results of systematic review and the results of content analysis in a framework that in all three dimensions of perception, abduction and reorganization of these behavioral and human foundations found by both methods. They were organized by deleting common items and merging similar items. The proposed framework has not yet been presented in research in this field of study, and the authors believe that it can partially bridge the gap in the literature on behavioral foundations and human resources in dynamic capabilities in future studies.

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Research objective: Government organizations have a bureaucratic and inflexible nature that leads to limitations for managers and employees. The use of inclusive leadership style leads to increased moral courage and boldness to increase the psychological safety and exchanges between managers and Increase staff and be able to circumvent cumbersome rules with benevolent intentions in order to achieve organizational goals. The aim of the present study was to investigate the effect of inclusive leadership style on pro-social rule breaking by emphasizing the mediating role of psychological safety and creative self-efficacy and moderating member leader exchange.
Methodology: The method of the present study is applied in terms of purpose and descriptive-survey in terms of data collection. The statistical population of the study is the employees of government organizations in West Azerbaijan province. Based on simple random sampling, 374 correct questionnaires were returned and the research data were analyzed using SPSS and AMOS software. Standard questionnaires were used to measure research variables.
Research findings: Inclusive leadership has a direct and significant effect on pro-social rule breaking and indirectly has a significant effect on pro-social rule breaking through mediation of creative self-efficacy and psychological safety and moderation of leader-member exchange.
Research innovation: The results of the present study strengthen the application of inclusive leadership style in government organizations and help managers of organizations to understand the impact of inclusive leadership style on pro-social rule breaking to mediate creative self-efficacy and psychological safety and moderation. Provide leader-member exchanges to cause pro-social rule breaking to achieve organizational goals and the interests of stakeholders.

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Today, many organizations meet with many risks to employee development. They are suspicious about return on investment in employee development. Managers expect that developing investments improve employee performance and organizational wellbeing. The organization spent time, cost, and experience on employee development, but the turnover of employees, less of competence, limitation of competence, absence, and leaving the organization cause human resource development risk. The purpose of this research is to review the articles on risks and human resource development. After that, a model of human resource development risk in the knowledge-Based organization was presented. The method of this research is a mixed approach. This mix-method is a developmental and applied study. The model of human resource development risk used was designed based on interviews with 17 experts in this field. To evaluate the model, a fieldwork questionnaire was distributed among 100 experts. The collected data were analyzed via Theme analysis and Structural Equation Modeling. The findings indicate individual dimension is less mentioned in the literature, but it is a high priority for the organizational dimension. perceptual risk, knowledge risk, and behavioral risk are three components of individual risk and human resource environment risk with operational risks are two components of organizational risk. Managers can better analyze via the human resource development risk model in individual and organizational dimensions.

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Development and application of information technology in public organizations with the aim of renewal and reform, has taken an increasing speed all over the world. Thereby Iranian government officials have rushed to close the gap created between Iran and other developing countries in the field of information technology. It seems that due to mentioned hastiness, imitation and copying foreign models in terms of institutional and normative, have the greatest impact on Iranian electronic government rather than logical and technical factors. The purpose of this qualitative study is to present a model on factors affecting electronic government’s policies from the formation stage to evaluation, based on the foundations of Civil Service Management law, by content analysis. In this regard 11 open interviews with IT experts were performed. Data analysis was done using software MAXQDA and by open coding process, 19 abstract concepts in the form of 6 main categories were extracted.

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The past disorders of internal and external crises ever had the greatest impact on organizational performance. Organizational resilience is one of issue that has attracted expert’s attention in recent years, because of increasing disruption of the organizational processes of the various crises of political, economic, social, natural and human. The aim of this study is to determine and assess the organizational resiliency model based on influencial factors and outcomes that shows it’s result in an organization. This research is applied in purpose and descriptive in implementation.
In this research, 1400 managers and experts of cultural heritage participated in the Study based on the questionnaire, containing five different sets of items. At first, we explained Research totality. Then we explained Research literature, Research method and Information Analysis. The results show that the model has a good fit and verify hypotheses imply a significant positive correlation factors affecting the resilience and the consequences of its organizational resilience.
 

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The purpose of this article is to determine and rank the dimensions and indicators affecting the strategic human resources development and provide a model for the effective implementation of the strategic development of human resources in the government research organizations. In terms of purpose and method, this study is developmental and a combination of qualitative and quantitative methods, respectively. We first collected information from the electronic resources of strategic human resource development by a content analysis method and then, using Delphi technique and the opinion of elites, calculated the dimensions and indicators of strategic human. In the next step, the dimensions and indicators obtained in the form of a model were analyzed using a second-order confirmatory factor analysis in the Lisrel software and the structure of the model was confirmed according to the analyzes. The results also show that the factors affecting the strategic development of human resources are divided into four general categories: structural, policy-making, cultural, and environmental factors, among which the policy-making one has the greatest impact on the strategic development of human resources.