Paradigmatic Typology of Economic Schools and the Role of Transaction Cost in the Paradigm Shift

The paradigm includes a set of values, beliefs and perceptions of reality with theories based on them, which uses a distinctive methodology to achieve research goals. The dominant paradigms in the humanities are Positivism, Interpretation, Criticism, Complexity and Postmodernism. This research seeks to understand the meta-theoretical and paradigmatic typology of economic schools by using the documentary and content analysis.The results show that Neoclassical is positivist. Austrian tendencies are in the region of complexity, but the use of hermeneutics puts New Austrians closer to the interpretive paradigm, while the older part tends to be a Positivism. The existence of variable structures in the Post-Keynesian and Evolutionary indicates the influence of the Complexity. OIE is dominated by the Criticism because of its emphasis on domination and dialectics.NIE uses the principles of Neoclassical and OIE as opposing currents. The elimination of this inconsistency has been due to the invention of Transaction Costs, which provides the basis for a paradigm shift from Positivism and Criticism to Complexity. The transaction cost is the unit of analysis and the connection of institutions to economic performance, the use of which will lead to objectivity and generalization

The Effect of Banking Soundness on Profitability of Commercial Banks: Threshold Panel Regression Approach

The profitability of banks is a crucial factor for economic stability. Banks, as financial and service institutions, have a determinant role in cash and wealth flow of society; hence, they have a considerable position in economy. Considering global attempts in promoting the quality of supervision on banks and banks’ direction within financial health, it is vital to study the indicators of banking soundness and their effects on the efficiency of commercial banks. This study aims to evaluate the performance of commercial banks in Iran through an accurate method based on literature of CAMELS indicators. Accordingly, the effect of banking soundness indexes on the profitability of commercial banks was assessed and evaluated during 2005-2014. For this purpose, Hansen threshold panel regression approach (1999) was used and the obtained results indicate that capital adequacy at appropriate threshold (above 10. 23%) has positive and significant effect on the profitability of commercial banks in Iran while lower capital adequacy than 10. 23% threshold has a negative and significant effect on the profitability of banks. Also, the results imply a significant effect of other banking soundness criteria such as the quality of banks assets, management quality, quality of liquidity and sensitivity to market risk on the profitability of studied banks

Identifying and prioritizing the effective and efficient factors of quantum leadership of the broadcasting organization in the field of social networks

The purpose of this research is to identify and prioritize the effective and efficient factors of the quantum leadership of the broadcasting organization in the field of social networks. The research method is quantitative and applicative. The statistical population of the research includes 15 media experts, political science professors, media management professors, and management, who were selected by targeted and available sampling method; and to perform the calculations, Dimetal technique was used. The components and indicators of quantum leadership identified from the Delphi stage include three management and organizational dimensions, quantum skills and quantum leadership, which management and organization dimension has two components (quantum management, quantum organization), the quantum skills dimension includes seven components (quantum view, quantum thinking, quantum feeling, quantum cognition, quantum action, quantum trust, quantum existence), and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). Three dimensions and thirteen components were identified and confirmed for the quantum leadership of the Broadcasting Organization in the field of social networks. The findings showed that the social media leadership component, which has the highest D value, has the greatest influence with other indicators; also, the quantum management component, which has the highest R value; has the greatest impact on other indicators. Besides, quantum management, which has the highest amount of D+R; has the highest effectiveness compared to other components, and also quantum trust, which has the highest D-R value; has the most impact on other components. Extended abstract Introduction Media are communication channels through which messages are sent to the audience. But whether these channels interfere in the content of the message or whether it is just a neutral tool in the transmission of the message is one of the important topics in media philosophy and of course in its management (Ghaed Amini Harouni et al, 2018). The success of today's organizations depends on the correct and efficient leadership, which relies on the influence, guidance, direction and streamlining of the organization's activities, and the belief of the employees (Erfanmanesh, 2018). In the last decade, much attention has been paid to new approaches and theories of leadership. These approaches and theories have shown more attention to the intellectual and philosophical foundations of leadership and behaviors related to it instead of emphasizing only the behavioral signs of leadership as a leadership style. Leadership worldview, strategic leadership and quantum leadership can be introduced as new paradigms in this style (Totkzadeh, 2018). Quantum leadership tries to create the desired future by determining objectives, choosing the best solutions, and using the best tools correctly so that a situation fits the internal conditions of the organization and the requirements of the strategic environment (Kmali Ardekani et al, 2020). The purpose of quantum leadership is to increase the effectiveness and power of managers and employees of the organization. Forming self-governing groups and providing extensive feedback to managers and employees, which prevents costly mistakes for the organization, is one of the strategies used in quantum leadership (Ghaed Amini Harouni et al, 2018). Based on this, the researcher tries to answer the question; how to identify and prioritize the effective and efficient factors of the quantum leadership of the broadcasting organization in the field of social networks? Theoretical Framework Quantum leadership is a style of leadership that seeks to increase trust, security, dynamic communication and learning and reduce vertical communication and increase horizontal communication in the organization. The framework and structure of the quantum organization includes mutual and fluid communication between the leader and the followers, which can be defined through an organization combined with trust, value, spirituality, learning, dialogue and thinking together (Rozbeh et al, 2021). Quantum leadership is a type of leadership that is able to provide energy and great influence on organization members, and, it can stimulate the natural human capacity as a capability, and guide everyone to move towards common goals. Quantum leadership is related to the science of complexity, which its purpose is to study all potential abilities; so that it can create creative potentials by uncertainty. Like the Gestalt theory, the quantum theory states that the whole in the world is greater than the sum of its parts. Quantum leadership can manage conflict for the benefit of the organization and improve leadership quality (Ningtias & Mundiri, 2019). Pir Dehghan & Monsef (2022) investigated quantum leadership and job self-efficacy. The research findings showed that there is a positive and significant relationship between quantum leadership components and job self-efficacy, but there is no relationship between quantum leadership components and organizational excellence. Geok & Bilal Ali (2021) presented a quantum leadership style framework in their research to promote lifelong learning among employees through management science. Hence, Quantum leaders understood the implications of organizational learning in the workplace during challenging times. Lifelong learning was promoted to improve profitability, organizational stability and growth with a conducive learning environment. The resurgence of quantum leadership contributes to new developments in management science in industry and higher education. The need for future studies was evident on purposeful learning through quantum leadership to support knowledge creation and consistent paradigms. Methodology: This research is practical in terms of purpose, and descriptive survey based on research design and in terms of data collection method. The statistical population of the research includes 15 experts in the field of media, professors of political science, professors of media management and management. The sampling method is targeted and accessible, and two methods of literature review and semi-structured interview were used to collect data. Discussion and Results: Excel software environment and coding in VB language have been used in order to perform the calculations related to Dimetal technique. According to the results of the research, the components and indicators of quantum leadership identified from the Delphi stage include three dimensions: managerial and organizational, quantum skills, and quantum leadership; the managerial and organizational dimension has two components (quantum management, quantum organization), the quantum skills dimension includes seven components (quantum view, quantum thinking, quantum feeling, quantum cognition, quantum action, quantum trust, quantum existence) and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). The findings showed that the social media leadership component, which has the highest D value, has the greatest influence on other indicators; and the quantum management component, which has the highest R value, has the greatest impact on other indicators. Also, quantum management, which has the highest amount of D+R, has the highest effectiveness compared to other components; and quantum trust, which has the highest D-R value, has the most impact on other components. Conclusion: The current research was conducted with the aim of identifying and prioritizing the effective and efficient factors of quantum leadership of the Broadcasting Organization in the field of social networks. The results of this research are consistent with the findings of researchers such as Ahmadian et al, (2021), Geok & Bilal Ali (2021), Rozbeh et al, (2021), and Oudlajani & Naqib al-Sadat (2021). According to the findings of the research, it can be concluded that quantum leadership has played an important role in organizations because managers and leaders can welcome new opportunities due to creativity, which is one of the most important characteristics of quantum leaders. Leaders in quantum leadership warrant their competitive advantage by relying on this feature, and with the help of people who are open to innovation and facing unknown and new phenomena, and providing risk-taking and adaptability in the organization's people to welcome change and transformation in the organization. As a result, organizational leaders must cultivate new skills in themselves, which are called quantum skills; these skills help organizations to increase the ability of managers to manage people in organizations, resolve conflicts, increase productivity; creativity and innovation, agility, organizational excellence, organizational learning, etc., which are all signs of quantum leadership, and provide the basis for success, organizational development, and ultimately their survival in today's complex and rapidly changing world, due to the development of technology and the progress that exists in the world today. According to the results of the research, it is suggested that by taking advantage of the quantum view and the ability to see purposefully, the style and way of thinking and attitude should be comparable with the quantum thinking and the ability to think in a contradictory way in order to lay the groundwork for quantum knowledge and intuitive knowledge of issues in the organization In this way, organizational leaders and managers can create quantum feeling and trust among their employees, which in turn causes a new attitude to issues, creative and intuitive thinking, and foresight and prediction in the organization. It is suggested that when selecting people for a leadership position in the organization, they should be evaluated in terms of their willingness and ability to implement quantum leadership, and those should be selected who have this characteristic more prominent and stronger

Analyzing the Quantum Leadership's Dimensions, Components and indexes of the Broadcasting Organization in the field of Social Network with Delphi Fuzzi Method

AbstractThe purpose of this research is to analyze the dimensions, components and indicators of quantum leadership of the broadcasting organization in the field of social networks. The research method is qualitative and applicable. Two methods of documentary study and fuzzy Delphi have been used to collect information. The statistical population of the research includes 15 media experts, political science professors, media management professors, and management, who were selected by targeted and available sampling method, and their opinions were extracted using the fuzzy Delphi method. The components and indicators of quantum leadership include three managerial and organizational dimensions, quantum skills and quantum leadership, which managerial and organizational dimension has two components (quantum management, quantum organization); the quantum skills dimension includes seven components (quantum look, quantum thinking, quantum feeling, quantum recognition, quantum action, quantum trust, quantum presence); and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). Three dimensions and thirteen components were identified and confirmed for the quantum leadership of the Broadcasting Organization in the field of social networks. The quantum organization component in the second stage of the survey with an average of (0.750) and in the third stage with an average of (0.778); the component of quantum existence in the first stage of the survey with an average of (0.879) and in the second stage with an average of (0.825) and in the third stage with an average of (0.852); the social media leadership component in the second stage with an average of (0.821) and in the third stage with an average of (0.842) had the highest opinions of the experts; which shows the full saturation of experts' opinions and overlapping.Extended AbstractIntroductionMedia are communication channels through which messages are sent to the audience. But whether these channels interfere in the content of the message or whether it is just a neutral tool in the transmission of the message is one of the important topics in media philosophy and of course in its management (Ghaed Amini Harouni et al, 2018). A combination of mass media and interpersonal communication is the most effective way to reach people with new ideas and convince them. Today, this platform is provided by virtual social networks, and the users of these networks, by expanding their communication, exchange information and share content collectively or individually. Some thinkers believe that these human communities are a kind of appearance of Habermas' concept of public sphere in virtual space (Oudlajani & Naqib al-Sadat, 2021).Designing the principles of new sciences requires knowledge of leadership techniques in a modern organization, so that these technologies and principles provide a new metaphor for the life of the organization and leadership work. Meanwhile, the traditional organizational development models have given way to new intervention models and methods in the era of uncertainty, complexity, globalization and rapid change. The beginning of the 21st century can be called the quantum era in terms of technology. The key to organizational excellence is excellent leadership. The seven quantum skills can enable 21st century leaders to create a new level of organizational excellence to harness the world's most powerful energy; the energy of the mind. If leaders and their organizations want to progress in the new era, a new intellectual and skill leap must emerge in managers with this leadership style (Razavi & Azimi Sanavi, 2012). Quantum leadership is a style of leadership that seeks to increase trust, security, dynamic communication and learning and reduce vertical communication and increase horizontal communication in the organization. The framework and structure of the quantum organization includes mutual and fluid communication between the leader and the followers, which can be defined through an organization combined with trust, value, spirituality, learning, dialogue and thinking together (Rozbeh et al, 2021).Therefore, the researcher intends to answer this basic question in this research: what are the dimensions, components and indicators of quantum leadership of the broadcasting organization in the field of social networks?Theoretical FoundationsThe success of today's organizations depends on the correct and efficient leadership, which relies on the influence, guidance, direction and streamlining of the organization's activities, and the belief of the employees (Erfanmanesh, 2018). On the one hand, it is a new theory in the field of leadership; which tries to create the desired future by determining the objectives, choosing the best solutions and using the best tools correctly so that a situation fits the internal conditions of the organization and the requirements of the strategic environment (Kamali Ardekani et al, 2020). The purpose of quantum leadership is to increase the effectiveness and power of managers and employees of the organization. Forming self-governing groups and providing extensive feedback to managers and employees, which prevents costly mistakes for the organization, are strategies used in quantum leadership (Ghaed Amini Harouni et al, 2018).Geok & Bilal Ali (2021) presented a quantum leadership style framework in their research to promote lifelong learning among employees through management science. Hence, Quantum leaders perceived the consequences of organizational learning in the workplace during challenging times. Lifelong learning was promoted to improve profitability, stability and organizational growth with a conducive learning environment. The resurgence of quantum leadership contributes to new developments in management science in industry and higher education. The need for future studies on purposeful learning through quantum leadership to support knowledge creation and consistent paradigms was evident.Nazakhti Rezapour et al, (2021) showed that according to experts, the opportunities of Instagram TV for broadcasting organization, including two categories of practical opportunities (use of user-generated content, talent search, interaction with the audience and surveys) and ultimate opportunities (helping good governance, Creating a balance between the official and traditional culture, makeing Iran's media sphere more diverse and to improving the quality of radio and television productions). The threats of Instagram TV for broadcasting organization are also aimed at weakening the exclusive position of it, reducing the audience and reducing the income from advertisement.Research MethodologyThis research is applicable in terms of purpose. Also, based on the research plan and in terms of the method of data collection, the present research is a descriptive analytical research, and from the documentary study and Delphi method was used to collect information for finding the quantum leadership dimensions and components of the Broadcasting Organization in the field of social networks with a future research approach for the Broadcasting Organization. The statistical population of the research includes 15 experts in the field of media, professors of political science, professors of media management, and professors of management, and the sampling method is targeted and accessible.Research findingsData analysis was done using Delphi-Fari method in three rounds. The results showed that the components and indicators of quantum leadership include three management and organizational dimensions, quantum skills, and quantum leadership,\; which management and organization dimension has two components (quantum management, quantum organization); quantum skills dimension includes seven components (quantum view, quantum thinking, quantum feeling, quantum knowledge, quantum action, quantum trust, quantum existence); and quantum leadership has four components (media leadership, social media leadership, transformational leadership in the media, participatory leadership in the media). Three dimensions and thirteen components were identified and confirmed for the quantum leadership of the Broadcasting Organization in the field of social networks. The quantum organization component in the second stage of the survey with an average of (0.750) and the in the third stage with an average of (0.778); the component of quantum existence in the first stage with an average of (0.879) and in the second stage with an average of (0.825) and the in the third stage with an average of (0.852); the social media leadership component in the second stage with an average of (0.821) and in the third stage with an average of (0.842) had the highest opinions of the experts; which shows the full saturation of experts' opinions and overlapping.ConclusionThe current research was conducted with the aim of analyzing the dimensions, components and indicators of quantum leadership of the broadcasting organization in the field of social networks. The results of this research are consistent with the findings of researchers such as Ahmadian et al, (2021), Geok & Bilal Ali (2021), Rozbeh et al, (2021), Oudlajani & Naqib al-Sadat (2021). Ahmadian et al, (2021) showed in their research that there is a positive and significant correlation between quantum leadership and human resource retention in West Azerbaijan University of Medical Sciences University (path coefficient 0.18). The correlation between quantum leadership and organizational trust is positive and significant (path coefficient 0.85). The correlation between organizational trust and human resource retention is positive and significant (path coefficient 0.81), and finally, there is a positive and significant correlation between quantum leadership and human resource retention with the mediation of organizational trust (path coefficient 0.69). As a result, it can be said that organizational trust can increase the correlation between quantum leadership and human resource retention as a mediator. It is suggested that the principles of quantum leadership be taught to university managers and supervisors at all levels of management, in order to increase organizational trust and consequently provide human resource retention.According to the results of the research, it is suggested that in the policies of the Broadcasting Organization, special attention should be paid to the correct recognition and understanding of the stages of quantum thinking, quantum feeling, quantum existence, media leadership and social media leadership, in order to identify the weakness and strength of the organization, individual and ethnic differences, the needs and demands of the audience; and in the field of creating trust among the audience through quantum leadership, it is possible to develop infrastructure, reduce costs, improve the performance of provincial media and took social action

Acute and chronic toxicity of ammonia in Persian sturgeon, Acipenser persicus, fingerlings

In the present study, susceptibility of Persian sturgeon, Acipenser persicus, to un-ionized ammonia (UIA) was studied. Fish with an average weight of 5.52±0.45 g were exposed to different concentrations of un-ionized ammonia (UIA) to determine median lethal concentration (96-h-LC50). The fish were exposed to six different concentrations of UIA (control, 0.16, 0.31, 0.62, 0.94 and 1.25 mg/l UIA). The control group was not challenged with ammonia (0.0008 mg/l UIA). The results showed that the 96-h-LC50 of UIA in Persian sturgeon was 0.46 mg/l. According to 96-h-LC50,mid-term exposure to sub-lethal UIA was examined. In the chronic examination, the fish were exposed to different levels of sub-lethal ammonia; control (0.0008 mg/l UIA), 10% of LC50 (0.05 mg/l UIA), 5% of LC50 (0.025 mg/l UIA) and 1% of LC50 (0.005 mg/l UIA) for 30 days. Final length, final weight, weight gain, specific growth rate, daily weight gain and body weigh index decreased significantly in the fish exposed to 0.05 and 0.025 mg/l UIA. According to the results, conversion ratio and condition factor indices were higher in the fish exposed to 0.005 mg/l UIA and control group compared with the fish exposed to 0.05 and 0.025 mg/l UIA

Relationship between Life and Non-Life Insurance and Globalization: Study of Group D8 Countries Using Bootstrap Panel Granger Causality Test

This study investigates the causal linkages between insurance (divided between life and non-life insurance) and globalization in Group D8 countries by focusing on country-specific analysis for the period 1999–2011. For this purpose, we have used the penetration rate of life and non-life insurance and KOF globalization index (as a proxy of globalization) as primary variables. The method used in this study is based on the panel causality test provided by Konya (2006). This method is based on the Seemingly Unrelated Regressions (SUR) model and Wald tests with the country specific bootstrap critical values. Also, this test accounts for cross-dependency and heterogeneity among the members of the panel. Experimental results show that the causality between life and non-life insurance and globalization are not the same in different countries of D8 group, when considering their particular circumstances. For the case of Iran, only a one way causality from the globalization to non-life insurance is verified

Interaction Effect between Sports Participation and Elite Sports Development

Elite athlete success in international events and sports development promotes sports participation and this is main concern for many researchers to develop the elite sport. If the economic conditions are not desirable, it is not possible to develop elite sport and promote sports participation to achieve this goal. Economic crises have made the managers employ a deep insight into the effect of the economic conditions of the country on the sport. Therefore, the purpose of this study is to investigate the interaction effect of sports participation and elite sports development with an emphasis on macroeconomic variables using an econometric model with a simultaneous equation approach based on the 2SLS method in Iran. The results showed that inflation and unemployment rates have significant and negative effects on sports participation. Rural household income has a significant and positive effect on sports participation but urban household income has a significant and negative effect on sports participation. Standard of living has a significant and positive effect on sports participation. The effects of sports media, sports budget, and Non-athlete participants on elite sports development are significant and positive. Finally, the interaction effect of sports participation and elite sports development is positive and significant. &nbsp