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Showing 3 results for Akbari Moghadam


Volume 14, Issue 1 (9-2022)
Abstract

 
In the present article, using Charles Tilly's resource mobilization theory and emphasizing Tilly's political mobilization model, the organizational characteristics of the three protest movements of 1978, 1988 and 1996 in Iran have been studied. The main question of this research is what are the differences and similarities of each of these movements from the perspective of the organizational process (shared identity and organizing institutions)? The method of this research is comparative historical comparison of these three movements based on interpretive analysis of documents and comparison of cases. Based on the results of the research, the differences and similarities of the three movements under study have been determined from an organizational perspective. The organizing organizations in the 1978 movement are largely a mix of formal reformist parties, formal student organizations, and religious intellectual circles. The organization in movement 88 is associated with election campaigns and campaign headquarters, official reformist parties, and official student organizations, but its central role is based on bottom-up participation of the urban middle class and its extensive networking through communication technologies. Compared to movements 78 and 88, in movement 96 the protesting trade unions or protest groups that were directly exposed to poverty are the driving force behind the organizational movement of movement 96.

N. Akbari Moghadam , F. Bagheri, M. Baghaban Eslaminejad ,
Volume 23, Issue 3 (Summer 2020)
Abstract

Osteoarthritis is the most common articular disease that has significantly affected the patients’ quality of life. As cartilage doesn’t have any blood vessels and neurons, its treatment is a difficult task to do. Traditional therapeutic approaches, including the use of non-steroidal anti-inflammatory drugs (NSAIDs) and surgical interventions, can only control the disease, and the joint will lose its functionality after a short period. Consequently, modern methods such as cell therapy and tissue engineering along with using various biomaterials are being attempted to repair degenerated cartilage tissue. Using interfering RNAs is another approach that targets specific destructive or malfunctioned RNA sequences and suppresses the responsible factors for cartilage tissue destruction. Hence, the degenerated tissue can gradually retain the balance between anabolic and catabolic activities. Identification of the affecting genes in degeneration or malfunctioning and their suppression has provided promising results for the treatment of diseases. In the current study, after introducing the tissue, the process of cartilage degeneration and osteoarthritis development, the researches that have investigated the effect of interfering RNAs on rehabilitating cartilage tissue via inhibition of cartilage matrix destruction are reviewed.


Volume 29, Issue 2 (6-2022)
Abstract

Human capital in any organization has a positive effect on the performance of activities and causes the goals to move forward in the direction of organizational development. By investing in human resources, the field of increasing the supply of specialized labor as a factor of growth and development is also provided. The field of entrepreneurial human capital developmentstrategies is one of the new research fields in the field of human capital and entrepreneurship and little research has been done in this regard and no comprehensive model presented so far. The review of the human capital literature shows that several factors affect the development of entrepreneurial human capital of an organization's employees. Due to the importance of the subject, the main purpose of this study is to design a model of entrepreneurial human capital development strategies in governmental organizations. This research conducted within the framework of a qualitative approach and in order to collect data, in-depth and exploratory interviews used in two stages with 10 managers and experts of the Jihad Agricultural Organization. The interview tools approved both in terms of content validity and reliability based on the agreement between the two coders. Out of 280 verbal statements from the interviews, 28 influential factors at three levels: individual, organizational and macro level, as well as seven strategies for the development of entrepreneurial human capital, including training strategies, financial and legal policy strategies, human resource strategies, extra-organizational strategies, technological strategies, cultural strategies and discourse-building strategies obtained.
 

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