Objectives and Visions of the Journal of Organizational Culture Management
The primary objective of the Scientific-Scholarly Quarterly of Organizational Culture Management at the University of Tehran – College of Farabi, is to conduct up-to-date and innovative studies in the field of management and organizational culture management. It aims to push the boundaries of knowledge and welcome interdisciplinary articles on management and organizational culture. The journal encourages researchers, professors, students, and writers to explore new areas of management in the turbulent era of change, the infinite world of artificial intelligence, and the age of instantaneous transformations. It also focuses on the spatial perspective of articles submitted from universities and organizations across the country, welcoming authors of related articles from abroad. Furthermore, it aims to reflect studies on the components of organizational culture, human resource management, business strategies, and emerging discussions in various management fields, especially in the realm of organizational culture and appropriate management practices. The journal is intended to enhance the necessary local and global awareness and experiences for policymakers, authorities, managers, researchers, students, and stakeholders in industries and organizations, while maintaining the fundamental values and rightful position of the Islamic Republic of Iran in various strategic, tactical, and operational management arenas as outlined in classified documents.
Thematic Areas of the Journal of Organizational Culture Management
- Establishing necessary conditions for localizing effective and successful global models in local contexts.
- Creating a competitive space for presenting novel and interdisciplinary articles in the field of effective organizational culture suitable for local organizations.
- Providing the ground for authors to develop skills in entering new and future-oriented discussions.
- Encouraging and welcoming articles related to organizational transformations in the era of the metaverse and artificial intelligence.
- Adopting a critical approach to the management of local organizations and preventing stagnation.
- Examining the honoring of clients and utilizing modern and alternative models, especially in the age of artificial intelligence.
- Analyzing developed employee indicators and providing necessary conditions for the qualitative and quantitative enhancement of human resource capabilities in various fields amidst the transformations of the virtual world.
- Studying organizational culture and women's employment, especially in the virtual age.
- Analyzing organizational culture from a comparative and transformative perspective based on the components of classified documents in the age of organizational transformations.
- Examining organizational culture and administrative corruption with reference to global experiences and local insights, creating a foundation for combating corruption to enhance the transparency of local organizations based on global transparency indices.
- Case study and macro-level analysis of organizational culture management regarding organizational transparency in the era of emerging artificial intelligence control systems.
- Dissecting discussions related to organizational cynicism, causality, and solution-seeking, particularly in the transition from a linear world to a networked age, and from knowledge to data, as well as skill.
- Addressing and welcoming articles related to the specific causes and factors of various local organizations' failures in providing services to clients and stakeholders.
- Investigating industry needs and their expectations from higher education in the era of big data.
- The skilled workforce of tomorrow's organizations in managing emerging industries.
- Innovative and globally experienced solutions for providing the human resources needed in the information explosion era.
- Challenges of organizational culture and the emergence of instantaneous competitors.
- Designing and elaborating common organizational culture models and localizing some models.
- Organizational culture and organizational climate in the era of surprising transformations and challenges.
- Organizational culture and exemplary leadership in the age of change.
- Organizational culture and intellectual capital in the evolving organizations of future.
- Organizational culture and information systems in the era of clustered access to information.
- Organizational culture and organizational citizenship in the era of access to everything and the breakdown of distances.
- Organizational culture, new dimensions of global and local entrepreneurship, and their new characteristics.
- Organizational culture, talent management and green management in organizational learning.
- Organizational culture and spirituality (the age of human return to spirituality) in the turbulent era of change and the end of disbelief in God.
- Organizational culture and components such as justice, innovation, loyalty, job stagnation, job overload, job underload, ethics, and accountability.
- Islamic organizational culture management: Comparative studies and case studies.
- Organizational culture management within the value and religious system (Hadith and narratives).
- Organizational culture management in the scripture (of Holy Quran).
- Organizational culture management and (professional, descriptive, and normative) ethics.
- Organizational culture management and the work values of employees.
- Organizational culture management and the existential philosophy of organizations.
- Organizational culture management and its relationship with Islamic management (at international levels, especially in Islamic countries, and case studies in Islamic management).
- Organizational culture management and work ethics, considering the new composition of organizations and robots
- Organizational culture management and job standards, transitioning from twentieth-century standards to the third millennium and the transformations of standards in this new century, as well as the future.
- Organizational culture management and green marketing.
- Organizational culture management and the fit between jobs and employees in the era of reduced human resources in various professions and the emergence of new jobs and competitors in the third millennium.
- Organizational culture management and meritocracy.
- Organizational culture management and the performance of managers in a changing world.
- Organizational culture management, knowledge management, talent acquisition, and competitive advantage in the third millennium.
- Organizational culture management, innovation, and creativity.
- New theories of human resource management in the third millennium and new expectations from organizational human resources.
- New perspectives on motivation in human resource management and emerging theories in this field.
- Designing innovative administrative models for organizations centered on human resources and advancing the boundaries of knowledge in this area in the third millennium.
- Human resource management in the era of change and organizational expectations in the upcoming transformative period.
- New models and solutions for attracting, training, nurturing, and retaining human resources.