New Approaches in Management and Marketing

Abstract Abstract The purpose of this study is to examine the relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions. This research is applicable in terms of purpose, and descriptive‑correlational in terms of method. The statistical population consisted of 600 employees of the Ports and Maritime Organization of Bushehr Province in 2025, of whom 234 individuals were selected as the sample through proportionate simple random sampling and Cochran’s formula. For data collection, four questionnaires were used: Ahangar‑Pour’s Office Automation Questionnaire (2008), Zhang and Sharifi’s Organizational Agility Questionnaire (2000), Hoy and Feldman’s Organizational Health Questionnaire (1996), and Robbins’ Organizational Structure Questionnaire (1979). The office automation questionnaire consisted of 30 items with validity and reliability coefficients of 0.90 and 0.93, respectively. The organizational agility questionnaire contained 28 items with validity and reliability of 0.88 and 0.86, respectively. The organizational health questionnaire included 44 items with validity and reliability of 0.91 and 0.85, and the organizational structure questionnaire consisted of 24 items with validity and reliability of 0.87 and 0.93. SPSS and LISREL software were applied to analyze the data. The results of data analysis indicate that there is a significant relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions in the Ports and Maritime Organization of Bushehr Province. Introduction According to numerous experts, the business world has undergone significant transformation, and the main drivers of these changes include increasing market competition, diverse customer expectations, globalization, rapid technological advancements, cultural and social issues, shortages of skilled labor, and the growing influence of information technology. In today’s dynamic environments, organizations can no longer be managed by traditional approaches. To cope with emerging challenges, production‑oriented organizations must revise their production processes and systems. Achieving organizational agility is essential for responding effectively to change and leveraging resulting opportunities to gain competitive advantage (Derani et al., 2016). Agile manufacturing in today’s competitive landscape equips organizations with the ability to respond quickly to market fluctuations (Lengnick‑Hall & Beck, 2016). Therefore, companies and organizations are inevitably moving toward agile production, which requires attention to multiple key factors—including the use of efficient office automation systems, achieving organizational health, and establishing a coherent and strong organizational structure (Civi, 2018). Today, optimal utilization of human resources and the delivery of customer‑oriented services as sources of competitive advantage depend on maintaining organizational health. Major consequences of low organizational health include decreased employee satisfaction, workforce fragmentation, increased conflicts, reduced innovation, diminished cooperation, and lower work quality (Beikzad, 2023). An office automation system facilitates internal organizational communication as well as communication with external entities, contributing to improved coordination and enhanced work quality. Consequently, the Ports and Maritime Organization can leverage an effective office automation system to evolve into an agile organization, maintain a healthy organizational environment, and establish a strong structural foundation among competing organizations (Behnamfar, 2023). Furthermore, the complexity of modern organizations presents significant challenges to organizational growth and development. Addressing these challenges requires flexibility and readiness to adapt to new conditions—an unavoidable necessity for today’s managers. Accordingly, this study seeks to answer the following question: Is there a significant relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions? Theoretical Framework Office Automation Office automation encompasses all electronic systems that establish or facilitate various forms of internal and external organizational communication (Kim, 2016). Organizational Agility Organizational agility refers to an organization’s ability to respond quickly and effectively to environmental changes and internal challenges (Baraei & Mirzaei, 2019). Organizational Health Organizational health is the capability of an organization to function effectively, adapt adequately, undergo appropriate change, and grow. Similar to individual health, it can vary across different levels, ranging from minimal to optimal (Sarmasti & Shah Taheri, 2021). Organizational Structure Organizational structure is the framework that governs the relationships among jobs, systems, operational processes, individuals, and groups working toward achieving organizational goals. It represents the set of mechanisms through which work is divided into specific tasks and coordinated among them (Rahimi et al., 2017). Emamdoust Haredasht et al. (2025) examined the modeling of human capital strategies in Bank Sepah of Iran with an emphasis on organizational structure modification. The findings showed that in the training and development subsystem, attention must be paid to training needs, training effectiveness, and career advancement pathways. In the compensation and reward subsystem, emphasis should be placed on strategies and policies related to payment and welfare plans, innovative reward and compensation methods, and rewards aligned with organizational goals. In the employee relations subsystem, focus should be directed toward employee relations strategies, employee interaction and participation, and effective design of structural change. Quantitative results demonstrated that the most important components were competence in the training and development subsystem (standard coefficient = 0.82), innovative compensation and reward strategies in the compensation subsystem (standard coefficient = 0.94), and employee relations strategies in the employee relations subsystem (standard coefficient = 0.84). Kadivar Zinkanloo et al. (2024) investigated the design of a model for developing organizational resilience based on components of organizational agility (case study: Bank Sepah branches in North Khorasan Province). The findings indicated several categories of causal factors, central phenomena, strategies, intervening conditions, contextual conditions, and consequences. Causal factors included flexible organizational culture; central phenomena involved developing organizational resilience based on agility components; strategic factors included strategy development; intervening conditions were related to the change process; contextual factors included process improvement and communication within the organization; and the main consequence identified was organizational agility. Research Methodology This study is applicable in terms of purpose, and descriptive–correlational in terms of research design. The statistical population consisted of 600 employees of the General Directorate of Ports and Maritime Affairs of Bushehr Province in 2025. 234 individuals out of this population were selected as the sample through proportionate simple random sampling and based on Cochran’s formula. To collect data, four questionnaires were used: Ahangar‑Pour’s Office Automation Questionnaire (2008), Zhang and Sharifi’s Organizational Agility Questionnaire (2000), Hoy and Feldman’s Organizational Health Questionnaire (1996), and Robbins’ Organizational Structure Questionnaire (1979). The office automation questionnaire consisted of 30 items with validity and reliability coefficients of 0.90 and 0.93, respectively. The organizational agility questionnaire contained 28 items with validity and reliability coefficients of 0.88 and 0.86, respectively. The organizational health questionnaire included 44 items with validity and reliability coefficients of 0.91 and 0.85, while the organizational structure questionnaire consisted of 24 items with validity and reliability coefficients of 0.87 and 0.93. Research Findings SPSS and LISREL software were used to analyze the research data. The results indicate that there is a significant relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions in the General Directorate of Ports and Maritime Affairs of Bushehr Province. Conclusion The present study aimed to examine the relationship between office automation and organizational agility and health, considering the mediating role of organizational structure dimensions. The results are consistent with the findings of Emamdoust Haredasht et al. (2025), Kadivar Zinkanloo et al. (2024), Zafari et al. (2019), Hoseini Pozveh et al. (2021), Ameri (2021), and Asgarpour and Matrudi (2023). Given that environmental changes affect many aspects of organizations; appropriate strategies must be employed to dynamically adapt to these changes in order to ensure their survival. One of the most effective approaches for addressing environmental changes is directing organizations toward agility. The most essential tool for achieving this goal is the office automation system, which must receive continuous and serious attention from decision‑makers to safeguard the future of organizations and companies—particularly the General Directorate of Ports and Maritime Affairs of Bushehr Province. Based on the findings, it is recommended that organizations utilize office automation systems effectively to enhance decision‑making quality, improve the analysis of organizational information, benefit from innovative ideas, increase responsiveness to clients, accelerate work processes, and streamline workflow procedures. Such measures can significantly contribute to improving organizational agility and health, thereby strengthening organizational structures. 

Abstract Abstract The aim of this research is to design an innovation powerhouse model in knowledge-based companies with a data-based approach. The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, based on the data-based method. The statistical population of the research includes 18 empirical and academic experts. The sample size was determined by purposive sampling and the interviews continued until theoretical saturation. Semi-structured interviews were used to collect information. The data-based method and Maxqda 2020 software were used to analyze the data. The main components were summarized in the form of causal, contextual, intervening factors, effective dimensions, strategies, and consequences. It showed that the innovation powerhouse model has consequences such as creating an ecosystem and culture of innovation, a comprehensive document of cooperation, effectiveness and efficiency, expertise and competence. The innovation powerhouse model has covered the most important challenges of companies, including defining a special payment system to motivate elites, defining a transparent financial system with universities and industries for continuous cooperation, and creating a special legal system and evaluation of knowledge companies. Introduction Innovation is a fundamental factor in creating competition that leads to organizational growth and future success and is like a growth engine that allows companies to enjoy better efficiency in the global economy. Therefore, companies must create new products and processes and use advanced technology in order to be able to take a step forward towards their sustainability and durability (Senoubar et al., 2011). Efficiency and performance improvement and achieving sustainability in order to be sustainable, make a profit and meet the needs of society are the fundamental missions of companies, and this is the basis for quantitative and qualitative expansion in every country. In this context, Wang stated that technical progress often leads to temporary monopolies that create excess profits, but the development of innovation capabilities affects the performance of companies, including profitability, market share, customer satisfaction and company sustainability. Failure to maintain innovation also leads to failure, so companies should try to convert innovation capabilities into innovation performance (Adnanhasoon Alkhafaji et al., 2023); On the other hand, the world's move towards a knowledge-based economy has led many countries to develop knowledge-based companies. These types of companies allow advanced countries to maintain their competitiveness against growing economies where human and production costs are lower (Mohammadkazemi et al,, 2021). Today, the survival of knowledge-based companies depends on continuous innovation in their products and processes so that they can respond to signs of environmental change, including changing customer needs (Shakeri et al., 2022). However, knowledge-based companies, given that they are new companies and usually use the structure of national and government support, usually resist innovation after the cessation of this support due to the failure to institutionalize innovation in the body of their organizational activities and after a short period of time, especially in Iran, they fail in national and international competition. On the other hand, the only advantage of these companies is their innovation in the knowledge base, which requires a structure and model to be formed in the body of these companies that will institutionalize innovation in their organizational culture; otherwise their contribution will be nothing but failure (Khyatyan et al., 2015). According to the definition of the Organization for Economic Cooperation and Development, a knowledge-based economy is an economy that is directly based on the production, distribution, and consumption of knowledge and information (Raei & Dahmardeh, 2021). This study was conducted with the general objective of presenting the innovation powerhouse model (a case study of knowledge-based companies). In order to achieve this goal, the following specific objectives were also achieved: Identifying the effective factors, including causal, contextual, and interfering factors affecting the innovation powerhouse model; Identifying the strategies effective on the model, and finally presenting the consequences of presenting the innovation powerhouse model according to the experts' opinions. Therefore, the main research question: What is the innovation powerhouse model in knowledge-based companies with a data-based approach? Theoretical framework Innovation Innovation is an important factor that can pave the way for expanding markets, benefiting from new opportunities, and obtaining more profits. Innovation has increasingly become one of the main and key factors for the long-term success of organizations in competitive markets. Innovation plays an important role in creating value and maintaining competitive advantage (Rezvani & Toghraee, 2011). Abun (2023) examined how innovative leadership of managers, as well as innovative knowledge and skills of employees, affect their innovative work behavior. The results showed that innovative leadership of managers, innovative knowledge, innovative skills, and innovative work behavior of employees were all rated high and the correlation between them among employees was significant, contributing to the discourse on innovative work behavior. In summary, all the previous sources reviewed indicate a one-dimensional view of knowledge-based companies and a comprehensive, structural, and comprehensive view for promoting and sustaining innovation in knowledge-based companies was not seen, which is the need to provide a comprehensive model for sustaining knowledge-based businesses. Ahmadi (2022) in a study aimed at identifying factors affecting innovation culture, concluded that there is a positive and significant effect between the variables of support mechanism, leadership, technology, organizational change and transformation, and strategy with innovation culture, and all organizations need new ideas and novel and fresh ideas to survive in order to lead to innovative practices, and this requires the creation and promotion of an innovative culture in the organization, and in previous sources, there has been sporadic emphasis on the appropriate structure of innovation to strengthen the organization or knowledge-based companies. Research Methodology The research method is applicable in terms of its purpose, and qualitative in terms of its implementation method, based on the data-based method. The statistical population of the study consists of 18 experimental and academic experts. The sample size was conducted using a purposive sampling method, and the interviews continued until theoretical saturation was achieved. A semi-structured interview was used to collect information. Research findings Data-based method and Maxqda 2020 software were used to analyze the data. The main components were summarized in the form of causal, contextual, intervening factors, effective dimensions, strategies, and consequences. It showed that the innovation powerhouse model has consequences including creating an ecosystem and culture of innovation, a comprehensive document of cooperation, effectiveness and efficiency, expertise, and competence. The innovation powerhouse model has covered the most important shortcomings of companies, including defining a special payment system to motivate elites, defining a transparent financial system with universities and industries for continuous cooperation, and creating a special legal system and evaluation of knowledge companies.  Conclusion The present study was conducted with the aim of designing an innovation powerhouse model in knowledge-based companies with a data-based approach. The results of this study are in line with the research of Mohaisen et al. (2025), Mahmoudi et al. (2025), Abun (2023), Ahmadi (2022), Shereefa (2022), Khademi Kolahlou & Sahebkar Khorasani (2022), Akhtari et al. (2021), Rezazadeh (2021), Abolfathi et al. (2021), Udayanganie (2021), Baporikar (2018), and Mansuri et al. (2017). Khademi Kolahlou & Sahebkar Khorasani (2022) consider that Compensation and motivation; Training, development and creating a learning environment; Team building and participation; Performance appraisal management; Retention and promotion of knowledge workers; Identification, recruitment and recruitment are the most important functions of human resource managers of knowledge-based and innovative companies, along with recruitment and individual development, promotion and the payment system of the innovation powerhouse model. Considering the results of the research, the following suggestion is made: *Given that Iran is facing the phenomenon of sanctions in exports and raw material supply, and in the present model, the interviewees have generally talked about the development of knowledge-based companies, and the internal structure of the company has been discussed with regard to internal and managerial capabilities, it is suggested that the innovation powerhouse be examined quantitatively based on the impact of the sanctions variable in knowledge-based companies.

Abstract Abstract
The present study aims to investigate the interpretive structural modeling of political behavior management based on citizenship behavior. The method of this research is applicable in terms of purpose, and qualitative in terms of method type. The statistical population of the research consists of 15 experts, including professors of the faculty of public administration and senior managers of Yazd Municipality, who were selected using a non-probability purposive and chain sampling method. The research collection tool is a semi-structured interview. For data analysis, structural and interpretive modeling (ISM) was first used, and MICMAC software was used for influence and impact. The results showed that the first level of individual factors is stabilization and freezing; the second level of education and development processes is the voice of construction; the third level of organizational factors and the fourth level of cultural factors of citizenship and development and productivity. The results also showed that individual factors are influential on education and development processes. Training and development, along with the voice of construction, have an impact on organizational factors. The organizational factors variable acts as a bridge between training and development processes and organizational factors, and organizational culture, by affecting internal communications, values ​​and beliefs, responsibility, and commitment to development, consciously or unconsciously affects the behaviors and actions of individuals.
Introduction
Since the emergence of the concept of human resource management, employee behavior has been the focus of researchers as one of the most important categories of human resource management (Izadi et al, 2024). Regardless of the factors affecting employee behavior, it is of great importance that just as positive employee behaviors can significantly improve the overall productivity of the organization, their destructive and negative behaviors can also significantly decrease the performance and productivity of the organization (Ranjit, 2022). Among the behaviors that have received special attention from human resource specialists is the political behavior of employees (Vojdani Tabatabaie et al., 2023). Political behaviors are behaviors that are not foreseen in the individual's job description and an individual tries to influence and affect others by relying on them. In political behaviors, the goal of influencing is to use others or organizational decisions to advance personal interests (Enders et al., 2024). In contrast to political behaviors, which are considered a negative phenomenon, especially in government organizations, is organizational citizenship behavior, which can significantly improve organizational climate and ultimately improve human resource productivity and performance (Bani-Melhem et al., 2023). Organizational citizenship behavior has been proposed as an important component in both organizational branding and improving the overall performance of the organization. Organizational citizenship behavior is an individual behavior that is not considered for any reward in the formal reward system; but its combination with the same type of behavior in the group leads to effectiveness (Organ, 2018).
Human resources in today's world are considered the best competitive advantage of any organization, and humans have become more important than ever in organizational theory. Human resources, as much as they can help organizations compete, may be a serious obstacle to the organization. Anti-citizenship behaviors such as work avoidance, sabotage, etc. are behaviors that directly or indirectly cause serious damage to the organization (Kazemzadeh et al., 2021). Political behavior is more noteworthy from this perspective that the organization's people, who are the most important assets of an organization, can also be the most important eroders of the organization's assets, so that if, instead of adopting organizational citizenship behaviors, anti-citizenship behaviors are prevalent in the organization, the organization will erode and fail instead of strengthening and growing (Ghafari et al., 2025).
Therefore, this research seeks to answer the question: what is the interpretative structural fashioning of political behavior management based on citizenship behavior?
Theoretical Framework
Political Behavior Management
Organizational political behaviors are those activities that are not required as part of a formal role in the organization; but they influence the distribution of benefits and disadvantages within the organization; in other words, negative or positive actions that are not part of the job and that the organization does not officially authorize (unapproved behaviors) and may be detrimental to the goals of the organization or the interests of others in the organization are called political behaviors (Sanaie et al., 2022).
Organizational Citizenship Behavior
Organ et al. (1988) first used the term organizational citizenship behavior and defined it as: conscious and insightful individual behavior that is not directly and explicitly recognized by the formal reward system and that generally improves the functions of the organization. Researchers have found that many factors affect organizational citizenship behavior; factors such as commitment, satisfaction, organizational justice, leadership style, personality traits, job characteristics, and organizational characteristics (Mousavifard, 2024).
Namjofared et al. (2025) studied the design of a political behavior management model based on organizational citizenship behavior. The results showed that the extracted concepts related to the design pattern of a political behavior management model based on organizational citizenship behavior in the municipalities of Yazd province included 47 primary codes, 16 basic themes, and 7 organizing themes. The basic themes included: management factors, organizational structure, collectivist values, policies and attention to ethics, participatory voice, knowledge management, perceptual error, communication pollution, lack of information transparency, contradiction and conflict, personality traits, monitoring and control and valuation, delearning, educational planning, development of governance, convergence, and organizational cohesion. Ali Nisar et al. (2024) studied the cost of organizational citizenship behaviors: a mediation model of citizenship fatigue. The results showed that when employees are forced to perform out-of-role actions, they often experience work-life conflict, which leads to citizenship fatigue. The older the employee and the lower the level of education, the lower his/her citizenship fatigue. On the other hand, the findings showed that the personality aspects of the worker tend to reduce the strength of the relationship between work-life conflict and citizenship fatigue.
Research Methodology
The method of this research is applicable in terms of purpose, and qualitative in terms of method type. The statistical population of the research consists of 15 experts, including professors of the public administration faculty and senior managers of Yazd Municipality, selected through a non-probability purposive and chain sampling method. The research collection tool is a semi-structured interview.
Research Findings
For data analysis, structural and interpretive modeling (ISM) was first used, and MICMAC software was used for influence and impact. The results showed that the first level of individual factors is stabilization and freezing; the second level of training and development processes is the voice of construction; the third level is organizational factors and the fourth level is cultural factors of citizenship and development and productivity. The results also showed that individual factors are influential on training and development processes. Training and development, along with the voice of construction, are influential on organizational factors. The organizational factors variable is a bridge between training and development processes and organizational factors, and organizational culture, by affecting internal communications, values ​​and beliefs, responsibility, and commitment to development, consciously or unconsciously affects the behaviors and actions of individuals.
Conclusion
The present study was conducted with the aim of investigating the interpretive structural modeling of political behavior management based on citizenship behavior. The results of this study are consistent with the results of Abdullah & AL-Abrrow (2023), Kumari et al. (2022), Khan et al. (2019), Mokhtari et al. (2019), Sharma et al. (2022), Arnetz et al. (2022), and Sanaie et al. (2023). Abdullah & AL-Abrrow (2023) showed that positive perceptions and attitudes are good predictors of negative behavior, while negative perceptions and attitudes also predict positive behavior. This indicates that achieving the best behavioral outcomes in the workplace should be through strengthening the package of positive variables and reducing the package of negative variables. Based on the results, this study discussed a number of theoretical and practical concepts and presented a set of recommendations.
According to the results obtained, the following suggestion is made:
It is suggested that serious measures be taken to increase information transparency, resolve perceptual errors, improve communication, and manage conflicts because they can help stabilize the organization and improve the performance of Yazd Municipality.
It is suggested that training programs be developed and implemented to increase transparency in the municipality's internal and external communications.