﻿<?xml version="1.0" encoding="utf-8"?><doi_batch xmlns="http://www.crossref.org/schema/4.3.7" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.crossref.org/schema/4.3.7 http://www.crossref.org/schema/deposit/crossref4.3.7.xsd"><head><doi_batch_id>istd-2026051923</doi_batch_id><timestamp>20260519234647</timestamp><depositor><depositor_name>CMV Verlag</depositor_name><email_address>khoffmann@cmv-verlag.com</email_address></depositor><registrant>CMV Verlag</registrant></head><body><journal><journal_metadata language="fa"><full_title> Quarterly Journal of Training and Development of Human Resources</full_title><abbrev_title>istd</abbrev_title><issn media_type="electronic">2423-3277</issn></journal_metadata><journal_issue><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><journal_volume><volume>11</volume></journal_volume><issue>43</issue></journal_issue><journal_article publication_type="full_text"><titles><title>The Factors Affecting Mentees’ Satisfaction of Mentoring Sessions; Neglecting One’s Roles</title></titles><contributors><person_name contributor_role="author" sequence="first"><given_name>hamed</given_name><surname>hosseini zarrabi</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Morteza</given_name><surname>Rezaeizadeh</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>َalimohamad</given_name><surname>razeghi</surname></person_name></contributors><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><pages><first_page>74</first_page><last_page>97</last_page></pages><doi_data><doi>10.61882/istd.43927.11.43.74</doi><resource>http://istd.saminatech.ir/en/Article/43927</resource><collection property="crawler-based"><item crawler="iParadigms"><resource>http://istd.saminatech.ir/en/Article/Download/43927</resource></item><item crawler="google"><resource>http://istd.saminatech.ir/en/Article/Download/43927</resource></item><item crawler="msn"><resource>http://istd.saminatech.ir/en/Article/Download/43927</resource></item><item crawler="altavista"><resource>http://istd.saminatech.ir/en/Article/Download/43927</resource></item><item crawler="yahoo"><resource>http://istd.saminatech.ir/en/Article/Download/43927</resource></item><item crawler="scirus"><resource>http://istd.saminatech.ir/en/Article/Download/43927</resource></item></collection><collection property="text-mining"><item><resource mime_type="application/pdf">http://istd.saminatech.ir/en/Article/Download/43927</resource></item></collection></doi_data><citation_list><citation key="ref1"><unstructured_citation>1.	Nour D. Where your work meets your life . Continuous Learning The Best Mentorships Help Both People Grow. Harv Bus Rev. 2022; </unstructured_citation></citation><citation key="ref2"><unstructured_citation>2.	Sims C, Carter A, Moore De Peralta A. Do servant, transformational, transactional, and passive avoidant leadership styles influence mentoring competencies for faculty? A study of a gender equity leadership development program. Hum Resour Dev Q. 2021;32(1):55–75. </unstructured_citation></citation><citation key="ref3"><unstructured_citation>3.	Grocutt A, Gulseren D, Weatherhead JG, Turner N. Can mentoring programmes develop leadership? Hum Resour Dev Int [Internet]. Routledge; 2022;25(4):404–14. Available from: https://doi.org/10.1080/13678868.2020.1850090</unstructured_citation></citation><citation key="ref4"><unstructured_citation>4.	Roupnel S, Rinfret N, Grenier J. Leadership development: three programs that maximize learning over time. J Leadersh Educ. 2019;18(2). </unstructured_citation></citation><citation key="ref5"><unstructured_citation>5.	Kouzes J, Posner B. The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations. New Jersey: John Wiley &amp; Sons; 2023. </unstructured_citation></citation><citation key="ref6"><unstructured_citation>6.	Turner-moffatt BC. Strengthening Women in Leadership Roles. Am Soc Saf Eng. 2019;64(August):2017–20. </unstructured_citation></citation><citation key="ref7"><unstructured_citation>7.	Murrell AJ, Blake-Beard S, Porter DM. The importance of peer mentoring, identity work and holding environments: A study of African American leadership development. Int J Environ Res Public Health. 2021;18(9). </unstructured_citation></citation><citation key="ref8"><unstructured_citation>8.	Cheong CWS, Chia EWY, Tay KT, Chua WJ, Lee FQH, Koh EYH, et al. A systematic scoping review of ethical issues in mentoring in internal medicine, family medicine and academic medicine. Adv Heal Sci Educ [Internet]. Springer Netherlands; 2020;25(2):415–39. Available from: https://doi.org/10.1007/s10459-019-09934-0</unstructured_citation></citation><citation key="ref9"><unstructured_citation>9.	Yarbrough C. Leveraging Coaching and Mentoring to Create More Effective Leaders. Res Rep. 2022; </unstructured_citation></citation><citation key="ref10"><unstructured_citation>10.	Landry A, Lewiss RE. What Efficient Mentorship Looks Like. Harv Bus Rev. 2020;August:2–5. </unstructured_citation></citation><citation key="ref11"><unstructured_citation>11.	Wang XH, Wei XN, Van Wart M, McCarthy A, Liu C, Kim S, et al. The role of E-leadership in ICT utilization: a project management perspective. Inf Technol Manag [Internet]. Springer US; 2023;24(2):99–113. Available from: https://doi.org/10.1007/s10799-021-00354-4</unstructured_citation></citation><citation key="ref12"><unstructured_citation>12.	Banerjee-Batist R, Reio TG, Rocco TS. Mentoring Functions and Outcomes: An Integrative Literature Review of Sociocultural Factors and Individual Differences. Hum Resour Dev Rev. 2019;18(1):114–62. </unstructured_citation></citation><citation key="ref13"><unstructured_citation>13.	Lleó A, Agholor D, Serrano N, Prieto-Sandoval V. A mentoring programme based on competency development at a Spanish university: an action research study. Eur J Eng Educ. 2018;43(5):706–24. </unstructured_citation></citation><citation key="ref14"><unstructured_citation>14.	Dance A. What the best mentors do. Nature. 2020; </unstructured_citation></citation><citation key="ref15"><unstructured_citation>15.	St-jean E, Management D De. Factors Leading to Satisfaction in a Mentoring Scheme for Novice Entrepreneurs. 2009;7(1):148–61. </unstructured_citation></citation><citation key="ref16"><unstructured_citation>16.	Honsová P. How coachees perceive the coaching process: Evidence using narration and graphical illustration. Consult Psychol J Pract Res. 2021;73(2):145–62. </unstructured_citation></citation><citation key="ref17"><unstructured_citation>17.	D’Abate CP, Eddy ER. Mentoring as a learning tool: Enhancing the effectiveness of an undergraduate business mentoring program. Mentor Tutoring Partnersh Learn. 2008;16(4):363–78. </unstructured_citation></citation><citation key="ref18"><unstructured_citation>18.	Goldinger G, Nesher L. Mind the gap, factors that affect mentee’s satisfaction in a formal mentorship program with arbitrary matching. MedEdPublish. 2021;10(1):1–13. </unstructured_citation></citation><citation key="ref19"><unstructured_citation>19.	Abdullah N, Mohamad A, Ramamoorthy J, Ismail A, Md Sham F. The role of career function, quality relationship on mentee’s job satisfaction: A moderating model approach. Ilkogr Online-Elementary Educ Online [Internet].2021;20(4):695–705. Available from: http://ilkogretim-online.org</unstructured_citation></citation><citation key="ref20"><unstructured_citation>20.	Creswell JW. Educational Research. Doing Qualitative Research. 2011.</unstructured_citation></citation><citation key="ref21"><unstructured_citation>21.	Braun V, Clarke V. Using thematic analysis in psychology Virginia. Foreign Affairs. 2006;91(5):1689–1699.</unstructured_citation></citation><citation key="ref22"><unstructured_citation>22.	Saunders M, Lewis P, Thornhill A. Research methods for business students. Fifth edition. Harlow: Pearson Education; 2011.</unstructured_citation></citation><citation key="ref23"><unstructured_citation>23.	Hunt I, Ryan A, hAodha MÓ, Rezaei-Zadeh M. Industry requirements, thesis-writing and the emergence of flexible educational programmes: Reflections on the university learner experience. Ind High Educ. 2022;36(3):319-333.</unstructured_citation></citation><citation key="ref24"><unstructured_citation>24.	Barari N, Moeini A, Rezaei Zadeh M, Abbas Kasani H. Future teacher; change in roles and tasks in the digital environments based on the Connectivism theory. Technol Educ J (TEJ). 2017;11(2):161-170.</unstructured_citation></citation><citation key="ref25"><unstructured_citation>25.	Barari N, Alami F, Rezaeizadah M, Khorasani A. Evaluating the Goals of High Levels of Learning in E-Learning Environments (Standards &amp; Indicators). J Instr Eval. 2019;12(45):111-132.</unstructured_citation></citation><citation key="ref26"><unstructured_citation>26.	Jashni Arani M, Mohammadi Elyasi G, Seidjavadin SR, Rezaei-Zadeh M. Identify the required competencies of managers for coaching in the power plant industry. Organ Cult Manag. [Year unavailable].</unstructured_citation></citation><citation key="ref27"><unstructured_citation>27.	Mafi B, Mohammadi Elyasi G, Rezaezadeh M. The effects of coaching methods on entrepreneurial behavior of nascent entrepreneurs in accelerator centers. J Entrepreneurship Dev. 2020;13(1):81-100.</unstructured_citation></citation><citation key="ref28"><unstructured_citation>28.	Rezaei-Zadeh M, O’Reilly J, Hogan M, Cleary B, Murphy E. Designing a specific tool for measuring students’ and tutors’ mutual expectations from each other in an e-learning platform. In: ICELW 2013 conference proceeding.</unstructured_citation></citation><citation key="ref29"><unstructured_citation>29.	Notash H, Rezaei-Zadeh M, Elyasi GM, Talebi K. Identifying and Modelling Trustworthiness Competencies of Cluster Development Agents (CDAs). J Enterprising Cult. 2019;27(01):61-91.</unstructured_citation></citation><citation key="ref30"><unstructured_citation>30.	Rajan R, Ganesan R. A critical analysis of John P. Kotter's change management framework. Asian J Res Bus Econ Manag. 2017;7(7):181-203.</unstructured_citation></citation><citation key="ref31"><unstructured_citation>31.	Meeuwissen SN, Stalmeijer RE, Govaerts M. Multiple‐role mentoring: mentors’ conceptualisations, enactments and role conflicts. Med Educ. 2019;53(6):605-615.</unstructured_citation></citation><citation key="ref32"><unstructured_citation>32.	Sheri K, Too JYJ, Chuah SEL, Toh YP, Mason S, Radha Krishna LK. A scoping review of mentor training programs in medicine between 1990 and 2017. Med Educ Online. 2019;24(1):1555435.</unstructured_citation></citation><citation key="ref33"><unstructured_citation>33.	Fraina M, Hodge SR. Mentoring relationships among athletes, coaches, and athletic administrators: A literature review. J Study Sports Athletes Educ. 2020;14(2):140-164.</unstructured_citation></citation><citation key="ref34"><unstructured_citation>34.	Chenari Z, Rezaei Zadeh M, Mohammadi Elyasi G, Bandali B. Identifying and explaining ways to improve the coaching process in managing organizational talent. Career Organ Counsel. 2021;12(45):177-200.</unstructured_citation></citation><citation key="ref35"><unstructured_citation>35.	Ambrosetti A, Dekkers J. The interconnectedness of the roles of mentors and mentees in pre-service teacher education mentoring relationships. Aust J Teach Educ. 2010;35(6):42-55.</unstructured_citation></citation><citation key="ref36"><unstructured_citation>36.	Oliver S, Duncan S. Looking through the Johari window. Res All. 2019;</unstructured_citation></citation><citation key="ref37"><unstructured_citation>37.	RezaeiZadeh M, Hogan M, O’Reilly J, Cunningham J, Murphy E. Core entrepreneurial competencies and their interdependencies: insights from a study of Irish and Iranian entrepreneurs, university students and academics. Int Entrepreneurship Manag J. 2017;13:35-73.</unstructured_citation></citation></citation_list></journal_article><journal_article publication_type="full_text"><titles><title>The Impact of Career Plateau on Knowledge Hiding: Emphasizing the Mediating Role of Perceived Distrust and Organizational Indifference (Case Study: Shiraz City Municipalities)</title></titles><contributors><person_name contributor_role="author" sequence="first"><given_name>ebrahim</given_name><surname>rajabpur</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Najme</given_name><surname>parsaee</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Hamidreza</given_name><surname>Nematollahi</surname></person_name></contributors><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><pages><first_page>1</first_page><last_page>27</last_page></pages><doi_data><doi>10.61882/istd.47546.11.43.1</doi><resource>http://istd.saminatech.ir/en/Article/47546</resource><collection property="crawler-based"><item crawler="iParadigms"><resource>http://istd.saminatech.ir/en/Article/Download/47546</resource></item><item crawler="google"><resource>http://istd.saminatech.ir/en/Article/Download/47546</resource></item><item crawler="msn"><resource>http://istd.saminatech.ir/en/Article/Download/47546</resource></item><item crawler="altavista"><resource>http://istd.saminatech.ir/en/Article/Download/47546</resource></item><item crawler="yahoo"><resource>http://istd.saminatech.ir/en/Article/Download/47546</resource></item><item crawler="scirus"><resource>http://istd.saminatech.ir/en/Article/Download/47546</resource></item></collection><collection property="text-mining"><item><resource mime_type="application/pdf">http://istd.saminatech.ir/en/Article/Download/47546</resource></item></collection></doi_data><citation_list><citation key="ref1"><unstructured_citation>1.	صفرعالی، نساء و رضامعین، سعید و حافظی، شهرام،(1398)،بررسی تأثیر توسعه حرفه ای بر فلات شغلی کارکنان در حوزه معاونت شهرسازی و معماری شهرداری شیراز،هشتمین کنفرانس ملی رویکردهای نوین در مدیریت، اقتصاد وحسابداری،بابل.</unstructured_citation></citation><citation key="ref2"><unstructured_citation>2.	مهربان، جواد. (1400). نقش میانجی بی‌تفاوتی سازمانی در رابطه میان فلات زدگی شغلی با سلامت اداری کارکنان ادارات آموزش و پرورش شهر تبریز. فصلنامه مدیریت و چشم انداز آموزش, 3(1), 55-82. doi: 10.22034/jmep.2021.279133.1054</unstructured_citation></citation><citation key="ref3"><unstructured_citation>3.	صارمی، علیرضا. (1401). تأثیر فلات‌زدگی شغلی بر قصد ترک سازمان، نقش متغیرهای حمایت سازمانی ادارک شده، یادگیری خودکارآمدی، محوریت کار و متغیرهای تعدیلگر قدرت تحمل ابهام و مربیگری. پژوهش نامه مدیریت تحول, 14( 1), 189-217. doi: 10.22067/tmj.2022.68312.1027</unstructured_citation></citation><citation key="ref4"><unstructured_citation>4.	رجبی فرجاد، حاجیه، میرسپاسی، نیلوفر و اکبری منجرموئی، فاطمه. (1399). بررسی تأثیر فلات‌زدگی شغلی بر عملکرد سازمانی با توجه به نقش میانجی عدالت سازمانی کارکنان اداره کل مالیاتی شمال تهران. فصلنامه انجمن علوم مدیریت ایران, 15(60), 107-129.</unstructured_citation></citation><citation key="ref5"><unstructured_citation>5.	صالح اردستانی، عباس، و سیدنقوی، میرعلی. (1395). تبیین رابطه فلات زدگی شغلی با بی‌تفاوتی سازمانی و تمایل خروج از خدمت کارکنان. پژوهش های مدیریت عمومی، 9(31 )، 145-160. SID. https://sid.ir/paper/222161/fa</unstructured_citation></citation><citation key="ref6"><unstructured_citation>6.	Agarwal, U. A., Avey, J., &amp; Wu, K. (2022). How and when abusive supervision influences knowledge hiding behavior: Evidence from India. Journal of Knowledge Management, 26(1), 209–231.</unstructured_citation></citation><citation key="ref7"><unstructured_citation>7.	Anand, A., Offergelt, F., &amp; Anand, P. (2022). Knowledge hiding–A systematic review and research agenda. Journal of Knowledge Management, 26(6), 1438–1457.</unstructured_citation></citation><citation key="ref8"><unstructured_citation>8.	Bavik, Y. L., Tang, P. M., Shao, R., &amp; Lam, L. W. (2018). Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths. The Leadership Quarterly, 29(2), 322–332.</unstructured_citation></citation><citation key="ref9"><unstructured_citation>9.	Boz Semerci, A. (2019). Examination of knowledge hiding with conflict, competition and personal values. International Journal of Conflict Management, 30(1), 111–131.</unstructured_citation></citation><citation key="ref10"><unstructured_citation>10.	Connelly, C. E., &amp; Zweig, D. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24(3), 479–489.</unstructured_citation></citation><citation key="ref11"><unstructured_citation>11.	Connelly, C. E., Zweig, D., Webster, J., &amp; Trougakos, J. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33(1), 64–88.</unstructured_citation></citation><citation key="ref12"><unstructured_citation>12.	Chatterjee, S., Chaudhuri, R., Thrassou, A., &amp; Vrontis, D. (2021). Antecedents and consequences of knowledge hiding: The moderating role of knowledge hiders and knowledge seekers in organizations. Journal of Business Research, 128. </unstructured_citation></citation><citation key="ref13"><unstructured_citation>13.	D’Amato, D., Korhonen-Kurki, K., Lyytikainen, V., Matthies, B. D., &amp; Horcea-Milcu, A. I. (2022). Circular bioeconomy: Actors and dynamics of knowledge co-production in Finland. Forest Policy and Economics, 144. https://doi.org/10.1016/j.forpol.2022.102820</unstructured_citation></citation><citation key="ref14"><unstructured_citation>14.	Fong, P. S., Men, C., Luo, J., &amp; Jia, R. (2018). Knowledge hiding and team creativity: The contingent role of task interdependence. Management Decision, 56(2), 329–343.</unstructured_citation></citation><citation key="ref15"><unstructured_citation>15.	Hendy, N. T. (2022). The Role of Intellectual Humility in Leadership and Promoting Workplace Diversity, Equity, Inclusion, and Belongingness. https://doi.org/10.4018/978-1-6684-4023-0.ch005</unstructured_citation></citation><citation key="ref16"><unstructured_citation>16.	Huysmans, E., Audet, C., Delvaux, T., Galle, A., Semaan, A., Asefa, A., &amp; Benova, L. (2021). How COVID-19 Challenged Care for Women and Their Newborns: A Qualitative Case Study of the Experience of Belgian Midwives During the First Wave of the Pandemic. MedRxiv.</unstructured_citation></citation><citation key="ref17"><unstructured_citation>17.	Huang, Y. S., Greenbaum, R. L., Bonner, J. M., &amp; Wang, C. S. (2019). Why sabotage customers who mistreat you? Activated hostility and subsequent devaluation of targets as a moral disengagement mechanism. Journal of Applied Psychology, 104(4), 495–510.</unstructured_citation></citation><citation key="ref18"><unstructured_citation>18.	Hurst, C. S., Baranik, L. E., &amp; Clark, S. (2017). Job content plateaus: Justice, job satisfaction, and citizenship behavior. Journal of Career Development, 44(4), 283–296.</unstructured_citation></citation><citation key="ref19"><unstructured_citation>19.	Hu, X., Yan, H., Jiang, Z., &amp; Yeo, G. (2023). An examination of the link between job content plateau and knowledge hiding from a moral perspective: The mediating role of distrust and perceived exploitation. Journal of Vocational Behavior, 145, [103911]. https://doi.org/10.1016/j.jvb.2023.103911. </unstructured_citation></citation><citation key="ref20"><unstructured_citation>20.	Jahanzeb, S., De Clercq, D., &amp; Fatima, T. (2021). Organizational injustice and knowledge hiding: The roles of organizational dis-identification and benevolence. Management Decision, 59(2), 446–462.</unstructured_citation></citation><citation key="ref21"><unstructured_citation>21.	Jarvenpaa, S. L., &amp; Majchrzak, A. (2008). Knowledge collaboration among professionals protecting national security: Role of transactive memories in ego-centered knowledge networks. Organization Science, 19(2), 260–276.</unstructured_citation></citation><citation key="ref22"><unstructured_citation>22.	Jha, J. K., &amp; Varkkey, B. (2018). Are you a cistern or a channel? Exploring factors triggering knowledge-hiding behavior at the workplace: Evidence from the Indian R&amp;D professionals. Journal of Knowledge Management, 22(4), 824–849.</unstructured_citation></citation><citation key="ref23"><unstructured_citation>23.	Jing, S., Zeng, Y., Xu, T., Yin, Q., Ogbu, K.O. and Huang, J. (2022), "Will career plateau lead to employee silence? A moderated mediation model", Nankai Business Review International, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/NBRI-04-2022-0036</unstructured_citation></citation><citation key="ref24"><unstructured_citation>24.	Koay, K. Y., Sandhu, M. S., Tjiptono, F., &amp; Watabe, M. (2022). Understanding employees’ knowledge hiding behaviour: the moderating role of market culture. Behaviour and Information Technology, 41(4). https://doi.org/10.1080/0144929X.2020.1831073</unstructured_citation></citation><citation key="ref25"><unstructured_citation>25.	Ma, B., &amp; Zhang, J. (2022). Are overqualified individuals hiding knowledge: the mediating role of negative emotion state. Journal of Knowledge Management, 26(3). https://doi.org/10.1108/JKM-01-2021-0022</unstructured_citation></citation><citation key="ref26"><unstructured_citation>26.	McNall, L., Bennett, M., &amp; Nicklin, J. (2021). Work-Family Enrichment. In Encyclopedia of Quality of Life and Well-Being Research. https://doi.org/10.1007/978-3-319-69909-7_4054-2</unstructured_citation></citation><citation key="ref27"><unstructured_citation>27.	Miminoshvili, M., &amp; Černe, M. (2022). Workplace inclusion–exclusion and knowledge-hiding behaviour of minority members. Knowledge Management Research and Practice, 20(3). https://doi.org/10.1080/14778238.2021.1960914.</unstructured_citation></citation><citation key="ref28"><unstructured_citation>28.	Meade, A. W., &amp; Craig, S. B. (2012). Identifying careless responses in survey data. Psychological Methods, 17, 437–445.</unstructured_citation></citation><citation key="ref29"><unstructured_citation>29.	Mehraban, .J (1400). The mediating role of organizational indifference in the relationship between job burnout and administrative health of Tabriz education department employees. Education Management and Perspective Quarterly, 3(1), 55-82. [In Persian] </unstructured_citation></citation><citation key="ref30"><unstructured_citation>30.	Moore, C., Detert, J. R., Trevi˜no, L. K., Baker, V. L., &amp; Mayer, D. M. (2012). Why employees do bad things: Moral disengagement and unethical organizational behavior. Personnel Psychology, 65(1), 1–48.</unstructured_citation></citation><citation key="ref31"><unstructured_citation>31.	Moore, C., Mayer, D. M., Chiang, F. F., Crossley, C., Karlesky, M. J., &amp; Birtch, T. A. (2019). Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct. Journal of Applied Psychology, 104(1), 123</unstructured_citation></citation><citation key="ref32"><unstructured_citation>32.	Mubarak, N., Osmadi, A., Khan, J., Mahdiyar, A., &amp; Riaz, A. (2021). What makes people hide knowledge? Influence of passive leadership and creative self-efficacy. Frontiers in Psychology, 4350.</unstructured_citation></citation><citation key="ref33"><unstructured_citation>33.	Nguyen, T. M., Malik, A., &amp; Budhwar, P. (2022). Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139. https://doi.org/10.1016/j.jbusres.2021.09.026</unstructured_citation></citation><citation key="ref34"><unstructured_citation>34.	Nerstad, C. G., Searle, R., ˇCerne, M., Dysvik, A., ˇSkerlavaj, M., &amp; Scherer, R. (2018). Perceived mastery climate, felt trust, and knowledge sharing. Journal of Organizational Behavior, 39(4), 429–447.</unstructured_citation></citation><citation key="ref35"><unstructured_citation>35.	Peng, J., Nie, Q., &amp; Cheng, Y. (2023). Team abusive supervision and team behavioral resistance to change: The roles of distrust in the supervisor and perceived frequency of change. Journal of Organizational Behavior. https://doi.org/10.1002/job.2697.</unstructured_citation></citation><citation key="ref36"><unstructured_citation>36.	Peer, E., Brandimarte, L., Samat, S., &amp; Acquisti, A. (2017). Beyond the Turk: Alternative platforms for crowdsourcing behavioral research. Journal of Experimental Social Psychology, 70, 153–163.</unstructured_citation></citation><citation key="ref37"><unstructured_citation>37.	Pradhan, S., Srivastava, A., &amp; Mishra, D. K. (2020). Abusive supervision and knowledge hiding: The mediating role of psychological contract violation and supervisor directed aggression. Journal of Knowledge Management, 24(2), 216–234.</unstructured_citation></citation><citation key="ref38"><unstructured_citation>38.	Rajabi, F., Mirspasi, N., &amp; Akbari Manjarmoi, F. (2019). Investigating the impact of job plateauing on organizational performance with regard to the mediating role of organizational justice employees of the North Tehran General Tax Administration. Quarterly Journal of Iranian Society of Management Sciences.   15(60), 107-129.</unstructured_citation></citation><citation key="ref39"><unstructured_citation>39.	Saleh A., Abbas., and Seyed Naqvi, M. (2015). Explaining the relationship between job burnout and organizational indifference and the desire to leave the service of employees. Public Management Research. 9(31), 145-160. </unstructured_citation></citation><citation key="ref40"><unstructured_citation>40.	Safar Ali ,N., Reza Moin, S., &amp; Hafizi, Sh. (2018), Investigating the effect of professional development on the career plateau of employees in the field of Shiraz Municipality Urban Development and Architecture Deputy, 8th National Conference on New Approaches in Management, Economics and Accounting, Babol. </unstructured_citation></citation><citation key="ref41"><unstructured_citation>41.	Su, Y. (2021). The Influence of Career Plateau on Knowledge Hiding of Knowledge Workers. Journal of Business Administration Research, 4(2).</unstructured_citation></citation><citation key="ref42"><unstructured_citation>42.	Su, Y. (2021). The Influence of Career Plateau on Knowledge Hiding of Knowledge Workers. Journal of Business Administration Research, 4(2). https://doi.org/10.30564/jbar.v4i2.3012.</unstructured_citation></citation><citation key="ref43"><unstructured_citation>43.	Serenko, A., &amp; Bontis, N. (2016). Understanding counterproductive knowledge behavior: Antecedents and consequences of intra-organizational knowledge hiding. Journal of Knowledge Management, 20(6), 1199–1224.</unstructured_citation></citation><citation key="ref44"><unstructured_citation>44.	Tenbrunsel, A. E., &amp; Messick, D. M. (2004). Ethical fading: The role of self-deception in unethical behavior. Social Justice Research, 17(2), 223–236.</unstructured_citation></citation><citation key="ref45"><unstructured_citation>45.	Vala, J., &amp; Pereira, C. R. (2020). Immigrants and refugees: From social disaffection to perceived threat. In Societies under threat: A pluri-disciplinary approach (pp. 127–140).</unstructured_citation></citation><citation key="ref46"><unstructured_citation>46.	Wang, L., Law, K. S., Zhang, M. J., Li, Y. N., &amp; Liang, Y. (2019). It’s mine! Psychological ownership of one’s job explains positive and negative workplace outcomes of job engagement. Journal of Applied Psychology, 104(2), 229–246.</unstructured_citation></citation><citation key="ref47"><unstructured_citation>47.	¬Xiong, C., Chang, V., Scuotto, V., Shi, Y., &amp; Paoloni, N. (2021). The social-psychological approach in understanding knowledge hiding within international R&amp;D teams: An inductive analysis. Journal of Business Research, 128. https://doi.org/10.1016/j.jbusres.2019.04.009</unstructured_citation></citation><citation key="ref48"><unstructured_citation>48.	Yao, Z., Luo, J., &amp; Zhang, X. (2020). Gossip is a fearful thing: The impact of negative workplace gossip on knowledge hiding. Journal of Knowledge Management, 24(7), 1755–1775.</unstructured_citation></citation><citation key="ref49"><unstructured_citation>49.	Zhao, H., Liu, W., Li, J., &amp; Yu, X. (2019). Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange. Journal of Organizational Behavior, 40(7), 834–848. </unstructured_citation></citation><citation key="ref50"><unstructured_citation>50.	Zakariya, R., &amp; Bashir, S. (2021). Can knowledge hiding promote creativity among IT professionals. VINE Journal of Information and Knowledge Management Systems, 51(5). https://doi.org/10.1108/VJIKMS-02-2020-0031.</unstructured_citation></citation></citation_list></journal_article><journal_article publication_type="full_text"><titles><title>The Dimensions, Components, And Developmental Indicators of Learner-Based and Comprehensive Employee Learning</title></titles><contributors><person_name contributor_role="author" sequence="first"><given_name>Somayeh</given_name><surname>Khodaparast</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Kolsum</given_name><surname>Nami</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Mokhtar</given_name><surname>Zakeri</surname></person_name></contributors><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><pages><first_page>48</first_page><last_page>73</last_page></pages><doi_data><doi>10.61882/istd.47817.11.43.48</doi><resource>http://istd.saminatech.ir/en/Article/47817</resource><collection property="crawler-based"><item crawler="iParadigms"><resource>http://istd.saminatech.ir/en/Article/Download/47817</resource></item><item crawler="google"><resource>http://istd.saminatech.ir/en/Article/Download/47817</resource></item><item crawler="msn"><resource>http://istd.saminatech.ir/en/Article/Download/47817</resource></item><item crawler="altavista"><resource>http://istd.saminatech.ir/en/Article/Download/47817</resource></item><item crawler="yahoo"><resource>http://istd.saminatech.ir/en/Article/Download/47817</resource></item><item crawler="scirus"><resource>http://istd.saminatech.ir/en/Article/Download/47817</resource></item></collection><collection property="text-mining"><item><resource mime_type="application/pdf">http://istd.saminatech.ir/en/Article/Download/47817</resource></item></collection></doi_data><citation_list><citation key="ref1"><unstructured_citation>1.	Jonassen DH. Objectivism versus constructivism: Do we need a new philosophical paradigm? Etr &amp; D-Educ Tech Res. 2021;39:5-14.</unstructured_citation></citation><citation key="ref2"><unstructured_citation>2.	Kim MK, Kim SM, Khera O, Getman J. The experience of three flipped classrooms in an urban university: An exploration of design principles. Internet High Educ. 2014;22:37-50.</unstructured_citation></citation><citation key="ref3"><unstructured_citation>3.	Goodsell AS. Collaborative learning: A sourcebook for higher education. PA: National Center on Postsecondary Teaching, Learning, and Assessment, University Park; 2012.</unstructured_citation></citation><citation key="ref4"><unstructured_citation>4.	Sohrabi B, Iraj H. Implementing flipped classroom using digital media: A comparison of two demographically different groups perceptions. Comput Human Behav. 2016;60:514-24.</unstructured_citation></citation><citation key="ref5"><unstructured_citation>5.	Foot H, Howe C. The psychoeducational basis of peer-assisted learning.  Peer-assisted learning2018. p. 27-43.</unstructured_citation></citation><citation key="ref6"><unstructured_citation>6.	Verleger MA. Analysis of an informed peer review matching algorithm and its impact on student work on model-eliciting activities: Purdue University; 2019.</unstructured_citation></citation><citation key="ref7"><unstructured_citation>7.	Brands D, Guinness P. The art of teaching in an inclusive approach. first edition ed. Tehran2006.</unstructured_citation></citation><citation key="ref8"><unstructured_citation>8.	Jensen JL, Kummer TA, Godoy PDdM. Improvements from a flipped classroom may simply be the fruits of active learning. CBE—Life Sciences Education. 2015;14(1):ar5.</unstructured_citation></citation><citation key="ref9"><unstructured_citation>9.	Cruz-Neira C, Sandin DJ, DeFanti TA, Kenyon RV, Hart JC. The CAVE: Audio visual experience automatic virtual environment. Communications of the ACM. 2012;35(6):64-73. doi:10.1145/129888.92. S2CID 19283900.</unstructured_citation></citation><citation key="ref10"><unstructured_citation>10.	Kaviani H, Liaqat Dar MJ, Zamani BI, Abedini Y. Learning Process In The Flipped Classroom: Representation Of The Curriculum Experienced In Higher Education. Two chapters of Higher Education Curriculum Studies. 2016;8(15):179-2014.</unstructured_citation></citation><citation key="ref11"><unstructured_citation>11.	Slavin RE, Davis N. Educational psychology: Theory and practice. Educational Psychology (Online). 2016.</unstructured_citation></citation><citation key="ref12"><unstructured_citation>12.	Mulders M, Buchner J, Kerres M. A framework for the use of immersive virtual reality in learning environments. Int j emerg. 2020;15(24):208-24. https://doi.org/10.3991/ijet.v15i24.16615.</unstructured_citation></citation><citation key="ref13"><unstructured_citation>13.	Sherman WR, Craig AB. Understanding virtual reality: Interface, application, and design: Morgan Kaufmann; 2018.</unstructured_citation></citation><citation key="ref14"><unstructured_citation>14.	Burdea GC, Coiffet P. Virtual reality technology. Presence: Teleoperators and Virtual Environments. 2013;12(6):663–4. doi:10.1162/105474603322955950. S2CID 60307652.</unstructured_citation></citation><citation key="ref15"><unstructured_citation>15.	Kazi NH. Factors Influencing the Effectiveness of Inclusive Education: A Multifaceted Approach. Int J Educ. 2023(83):43–54.</unstructured_citation></citation><citation key="ref16"><unstructured_citation>16.	Urton K, Wilbert J, Krull J, Hennemann T. Factors explaining teachers’ intention to implement inclusive practices in the classroom: Indications based on the theory of planned behaviour. Teach Educ. 2023;132:104225.</unstructured_citation></citation><citation key="ref17"><unstructured_citation>17.	Arias CR, Calago CNS, Calungsod HFB, Delica MA, Fullo ME, Cabanilla Jr AB. Challenges and Implementation of Inclusive Education in Selected Asian Countries: A Meta-Synthesis. IJRES. 2023;9(2):512-34. https://doi.org/10.46328/ijres.3089.</unstructured_citation></citation><citation key="ref18"><unstructured_citation>18.	Ravet J, Mtika P. Educational inclusion in resource-constrained contexts: a study of rural primary schools in Cambodia. Int J Incl Educ. 2021:1-22. https://doi.org/10.1080/13603116.2021.1916104.</unstructured_citation></citation><citation key="ref19"><unstructured_citation>19.	Dengel A, Mägdefrau J, editors. Immersive learning predicted: Presence, prior knowledge, and school performance influence learning outcomes in immersive educational virtual environments. 2020 6th international conference of the immersive learning research network (iLRN); 2020: IEEE.</unstructured_citation></citation><citation key="ref20"><unstructured_citation>20.	Delshab V, Pyun DY, Kerwin S, Cegarra-Navarro J-G. The impact of unlearning context on organizational performance through knowledge management: A case of community sport clubs in Iran. Sport Manage Rev. 2020;24(1):156-78.</unstructured_citation></citation><citation key="ref21"><unstructured_citation>21.	Boyatzis RE, Grant A, Passarelli A, Taylor S, editors. Desired Outcomes in Coaching: Coaching for"" Sticky"" Intentional Change. Academy of Management Proceedings; 2019: Academy of Management Briarcliff Manor, NY 10510.</unstructured_citation></citation><citation key="ref22"><unstructured_citation>22.	Ghobadian M, Baghian Kole Merzi MJ, Foladvand S, Rahimi R, Haqqani M. Identifying factors affecting the success of inclusive education programs. Except Child. 2022;22(3):57-76. (In Persian).</unstructured_citation></citation><citation key="ref23"><unstructured_citation>23.	Hisarki M. Presenting A Strategic Model For Organizational Learning Using Future Research Tools In Order To Create Common Visions In Tehran Municipality. J Hum Cap. 2021;1(2):73-82. (In Persian).</unstructured_citation></citation><citation key="ref24"><unstructured_citation>24.	Shirani NE, Abdullahi B, Jafarina S, Abbasian H. Designing the organizational learning environment of Alborz Gas Company. Human Resource Management Quarterly in the Oil Industry. 2021;12(37(21)):23-42. (In Persian).</unstructured_citation></citation><citation key="ref25"><unstructured_citation>25.	Rounaghi MH. Presentation Of Organizational Delearning Evaluation Model. Organizational Resource Management Researches. 2021;11(1).</unstructured_citation></citation><citation key="ref26"><unstructured_citation>26.	Farhadyar A, Farhadyar F, Dosti Safari M, Eskandrian M. Investigating the effect of organizational learning and job characteristics on employee performance according to the mediating role of organizational commitment in Iran Gas Engineering and Development Company. J Manag Account Res. 2021;7(1):17-32. (In Persian).</unstructured_citation></citation></citation_list></journal_article><journal_article publication_type="full_text"><titles><title>Pathology And Evaluation of Factors Affecting Effectiveness of Organizational Soft Skills Training in Industry: A Case of Jam Petrochemical Company Based on Halton Model</title></titles><contributors><person_name contributor_role="author" sequence="first"><given_name>Fahimeh</given_name><surname>Keshavarzi</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Leila</given_name><surname>Shater</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>رحمت اله</given_name><surname>مرزوقی</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>mehdi</given_name><surname>mohammadi</surname></person_name></contributors><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><pages><first_page>28</first_page><last_page>47</last_page></pages><doi_data><doi>10.61882/istd.47843.11.43.28</doi><resource>http://istd.saminatech.ir/en/Article/47843</resource><collection property="crawler-based"><item crawler="iParadigms"><resource>http://istd.saminatech.ir/en/Article/Download/47843</resource></item><item crawler="google"><resource>http://istd.saminatech.ir/en/Article/Download/47843</resource></item><item crawler="msn"><resource>http://istd.saminatech.ir/en/Article/Download/47843</resource></item><item crawler="altavista"><resource>http://istd.saminatech.ir/en/Article/Download/47843</resource></item><item crawler="yahoo"><resource>http://istd.saminatech.ir/en/Article/Download/47843</resource></item><item crawler="scirus"><resource>http://istd.saminatech.ir/en/Article/Download/47843</resource></item></collection><collection property="text-mining"><item><resource mime_type="application/pdf">http://istd.saminatech.ir/en/Article/Download/47843</resource></item></collection></doi_data><citation_list><citation key="ref1"><unstructured_citation>1.	1. Asbari, M. (2024). The Influence of Hard skills, Organizational learning and Soft skills on Teacher innovation capability during digital era. JOURNAL OF P ROFESOR, Vol. 1 No. </unstructured_citation></citation><citation key="ref2"><unstructured_citation>2.	2. Sharaf Z, Nili Ahmedabadi M, Leyaghatdar M J. Investigation and pathology of organizational training of water and electricity industry engineers. Traning and development of human resources, 2023, 38(10): 154-181.</unstructured_citation></citation><citation key="ref3"><unstructured_citation>3.	3. Fathi Vajargah, Korosh. (2004). Planning in-service training for employees. Tehran,    Samit Publications.</unstructured_citation></citation><citation key="ref4"><unstructured_citation>4.	4. Erfani Khanghahi M, Bagheri S. Study of the Effective Factors on Transfer of Education among the Staff Universities of Medical Sciences in Tehran (Model Presentation). Educ Strategy Med Sci 2023; 16(2):183-189 </unstructured_citation></citation><citation key="ref5"><unstructured_citation>5.	5. García EE.(2005). Teaching and learning in two languages: Bilingualism &amp; schooling in the United States: Teachers College Press; </unstructured_citation></citation><citation key="ref6"><unstructured_citation>6.	6.Gura, O. (2019). Specifics of soft skills development of IT-students by the means of educational scrum projects. ScienceRise: Pedagogical Education, 4(31), 8-15. https://doi.org/10.15587/2519-4984.2019.172007</unstructured_citation></citation><citation key="ref7"><unstructured_citation>7.	7.Blankenship, C. M. (2017). Human resource managers' perceptions of soft skills, involuntary employment turnover, and the efficacy of a proposed career pathway model. (Publication No. 10260656) [Doctoral dissertation, Mississippi State University]. ProQuest Dissertations and Theses Global.</unstructured_citation></citation><citation key="ref8"><unstructured_citation>8.	8.Barwick, T. (2018). Is your company “soft” enough. Forbes. https://www.forbes.com/sites/insights-intelai/ 2018/11/29/is-your-company-soft-enough/?sh=4c5f2410552e</unstructured_citation></citation><citation key="ref9"><unstructured_citation>9.	9. Cacciolatti, L., Lee, S. H., &amp; Molinero, C. M. (2017). Clashing institutional interests in skills between government and industry: An analysis of demand for technical and soft skills of graduates in the UK. Technological Forecasting &amp; Social Change, 119, 139-153. </unstructured_citation></citation><citation key="ref10"><unstructured_citation>10.	10. Mitsea ,E.,Drigas.,A,and Mantas,p .(2021). Soft skills &amp; Metacognition as Inclusion Amplifiers in the 21 st century. International Journal of Online &amp; Biomedical Engineering, 17(14).121-132.</unstructured_citation></citation><citation key="ref11"><unstructured_citation>11.	11. Basiri, M., Rafati Khosrow Shahi, S. (2022). The book of soft skills for improving individual and organizational performance based on the recommendations of the World Trade Organization, Dibagaran Cultural and Artistic Institute, Tehran, 154.</unstructured_citation></citation><citation key="ref12"><unstructured_citation>12.	12. Tomić, B., Jovanović, J., Milikić, N., Devedžić, V., Dimitrijević, S., Đurić, D., &amp; Ševarac, Z. (2019). Grading students' programming and soft skills with open badges: A case study. British Journal of Educational Technology, 50(2), 518-530. https://doi.org/10.1111/bjet.12564</unstructured_citation></citation><citation key="ref13"><unstructured_citation>13.	13. Latorre, F., Guest, D., Ramos, J. and Gracia, F.J. (2016), “High commitment HR practices, the employment relationship and job performance: a test of a mediation model”, European Management Journal, Vol. 34 No. 4, pp. 328-337, doi: 10.1016/j.emj.2016.05.005.</unstructured_citation></citation><citation key="ref14"><unstructured_citation>14.	14. Stek, K. and Schiele, H. (2021), “How to train supply managers – necessary and sufficient purchasing skills leading to success”,  Journal of Purchasing and Supply Management, Vol. 27 No. 4, 100700, doi: 10.1016/j.pursup.2021.100700.</unstructured_citation></citation><citation key="ref15"><unstructured_citation>15.	15. Wesley, S.C., Jackson, V.P. and Lee, M. (2017), “The perceived importance of core soft skills between retailing and tourism management students, faculty and businesses”, Employee Relations, Vol. 39 No. 1, pp. 79-99, doi: 10.1108/ER-03-2016-0051.</unstructured_citation></citation><citation key="ref16"><unstructured_citation>16.	16. Wats, M. and Wats, R.K. (2009), “Developing soft skills in students”, The International Journal of Learning, Vol. 15 No. 12, pp. 1-10, doi: 10.18848/1447-9494/cgp/v15i12/46032.</unstructured_citation></citation><citation key="ref17"><unstructured_citation>17.	17. Foutty, J. (2019), “Wall Street Journal”, available at: https://deloitte.wsj.com/articles/aspire-to-lead-inindustry-4-0-hone-your-soft-skills-01548295335#</unstructured_citation></citation><citation key="ref18"><unstructured_citation>18.	18. Onsardi, Ranidiah, F. and Bahrun, K. (2019), “Human resource competencies in the era of globalization. Bengkulu, Indonesia”, International Conference on Islamic Studies, pp. 213-223. </unstructured_citation></citation></citation_list></journal_article><journal_article publication_type="full_text"><titles><title>Implementation of Microlearning in Organizations</title></titles><contributors><person_name contributor_role="author" sequence="first"><given_name>kamran</given_name><surname>malekpour</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>zahra</given_name><surname>taghdiri</surname></person_name></contributors><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><pages><first_page>98</first_page><last_page>126</last_page></pages><doi_data><doi>10.61882/istd.47902.11.43.98</doi><resource>http://istd.saminatech.ir/en/Article/47902</resource><collection property="crawler-based"><item crawler="iParadigms"><resource>http://istd.saminatech.ir/en/Article/Download/47902</resource></item><item crawler="google"><resource>http://istd.saminatech.ir/en/Article/Download/47902</resource></item><item crawler="msn"><resource>http://istd.saminatech.ir/en/Article/Download/47902</resource></item><item crawler="altavista"><resource>http://istd.saminatech.ir/en/Article/Download/47902</resource></item><item crawler="yahoo"><resource>http://istd.saminatech.ir/en/Article/Download/47902</resource></item><item crawler="scirus"><resource>http://istd.saminatech.ir/en/Article/Download/47902</resource></item></collection><collection property="text-mining"><item><resource mime_type="application/pdf">http://istd.saminatech.ir/en/Article/Download/47902</resource></item></collection></doi_data><citation_list><citation key="ref1"><unstructured_citation>Beste, T. (2023). Knowledge transfer in a project-based organization through microlearning on cost-efficiency. The Journal of Applied Behavioral Science, 59(2), 288-313.</unstructured_citation></citation><citation key="ref2"><unstructured_citation>Buchem, I., &amp; Hamelmann, H. (2010). Microlearning: a strategy for ongoing professional development. eLearning Papers, 21(7), 1-15.</unstructured_citation></citation><citation key="ref3"><unstructured_citation>Conde-Caballero, D., Castillo-Sarmiento, C. A., Ballesteros-Yánez, I., Rivero-Jiménez, B., &amp; Mariano-Juárez, L. (2024). Microlearning through TikTok in Higher Education. An evaluation of uses and potentials. Education and Information Technologies, 29(2), 2365-2385.</unstructured_citation></citation><citation key="ref4"><unstructured_citation>Dennen, V. P., Arslan, Ö., &amp; Bong, J. (2024). Optional embedded microlearning challenges. Educational Technology &amp; Society, 27(1), 166-182.</unstructured_citation></citation><citation key="ref5"><unstructured_citation>Dolasinski, M. J., &amp; Reynolds, J. (2020). Microlearning: A new learning model. Journal of Hospitality &amp; Tourism Research, 44(3), 551-561.</unstructured_citation></citation><citation key="ref6"><unstructured_citation>Emerson, L. C., &amp; Berge, Z. L. (2018). Microlearning: Knowledge Management Applications and Competency-Based Training in the Workplace. Knowledge Management &amp; E-Learning, 10(2), 125-132.</unstructured_citation></citation><citation key="ref7"><unstructured_citation>Fialho, L. M. F., Neves, V. N. S., &amp; do Nascimento, K. A. S. (2024). The use of microlearning in the educational field: an overview of worldwide scientific production. Edutec, Revista Electrónica de Tecnología Educativa, (88), 7-23.</unstructured_citation></citation><citation key="ref8"><unstructured_citation>Fidan, M. (2023). The effects of microlearning-supported flipped classroom on pre-service teachers’ learning performance, motivation and engagement. Education and Information Technologies, 28(10), 12687-12714.</unstructured_citation></citation><citation key="ref9"><unstructured_citation>Fitria, T. N. (2022). Microlearning in teaching and learning process: A review. CENDEKIA: Jurnal Ilmu Sosial, Bahasa Dan Pendidikan, 2(4), 114-135.</unstructured_citation></citation><citation key="ref10"><unstructured_citation>Hamilton, J., Hall, D., &amp; Hamilton, T. (2021). Microlearning in the workplace of the future. In microlearning in the digital age (pp. 240-263). Routledge.</unstructured_citation></citation><citation key="ref11"><unstructured_citation>Javorcik, T., Kostolanyova, K., &amp; Havlaskova, T. (2023). Microlearning in the education of future teachers: Monitoring and evaluating students’ activity in a microlearning course. Electronic Journal of E-learning, 21(1), 13-25.</unstructured_citation></citation><citation key="ref12"><unstructured_citation>Kapp, K. M., &amp; Defelice, R. A. (2019). Microlearning: Short and sweet. Association for Talent Development.</unstructured_citation></citation><citation key="ref13"><unstructured_citation>Karlsen, J. T., Balsvik, E., &amp; Rønnevik, M. (2023). A study of employees’ utilization of microlearning platforms in organizations. The Learning Organization, 30(6), 760-776.</unstructured_citation></citation><citation key="ref14"><unstructured_citation>Kerres, M. (2007). Microlearning as a challenge for instructional design. Didactics of microlearning: Concepts, discourses and examples, 98-109.</unstructured_citation></citation><citation key="ref15"><unstructured_citation>King, T. (2021). Microlearning for personal and professional development. In Microlearning in the digital age (pp. 155-167). Routledge.</unstructured_citation></citation><citation key="ref16"><unstructured_citation>Kohnke, L., Foung, D., &amp; Zou, D. (2024). Microlearning: A new normal for flexible teacher professional development in online and blended learning. Education and Information Technologies, 29(4), 4457-4480.</unstructured_citation></citation><citation key="ref17"><unstructured_citation>Lee, Y. M. (2023). Mobile microlearning: A systematic literature review and its implications. Interactive Learning Environments, 31(7), 4636-4651.</unstructured_citation></citation><citation key="ref18"><unstructured_citation>Lindner, M. (2007). What is microlearning. In Micromedia and Corporate Learning. Proceedings of the 3rd Microlearning 2007 Conference. Presented at the Microlearning (pp. 52-62).</unstructured_citation></citation><citation key="ref19"><unstructured_citation>Lohman, L. (2024). How can you deliver microlearning when learners don’t want it? Designing microlearning for socially oriented learners. Educational Technology &amp; Society, 27(1), 147-165.</unstructured_citation></citation><citation key="ref20"><unstructured_citation>Margol, E. G. (2014). Microlearning to boost the employee experience. Association for Talent Development.</unstructured_citation></citation><citation key="ref21"><unstructured_citation>Mohammed, G. S., Wakil, K., &amp; Nawroly, S. S. (2018). The effectiveness of microlearning to improve students’ learning ability. International Journal of Educational Research Review, 3(3), 32-38.</unstructured_citation></citation><citation key="ref22"><unstructured_citation>Samala, A. D., Bojic, L., Bekiroğlu, D., Watrianthos, R., &amp; Hendriyani, Y. (2023). Microlearning: Transforming Education with Bite-Sized Learning on the Go--Insights and Applications. International Journal of Interactive Mobile Technologies, 17(21).</unstructured_citation></citation><citation key="ref23"><unstructured_citation>Silva, E. S., Costa, W. P. D., Lima, J. C. D., &amp; Ferreira, J. C. (2025). Contribution of microlearning in basic education: A systematic review. Education Sciences, 15(3), 302.</unstructured_citation></citation><citation key="ref24"><unstructured_citation>Sung, A., Leong, K., &amp; Lee, C. (2023). A study of learners’ interactive preference on multimedia microlearning. Journal of Work-Applied Management, 15(1), 96-119.</unstructured_citation></citation><citation key="ref25"><unstructured_citation>Taylor, A. D., &amp; Hung, W. (2022). The effects of microlearning: A scoping review. Educational technology research and development, 70(2), 363-395.</unstructured_citation></citation><citation key="ref26"><unstructured_citation>Torgerson, C., &amp; Iannone, S. (2019). Designing microlearning. Association for Talent Development.</unstructured_citation></citation><citation key="ref27"><unstructured_citation>Yunianti, N. P. W., &amp; Kusumawardani, D. (2025). Microlearning As A Digital Learning Strategy In Higher Health Education: Literature Review. Jurnal Pendidikan Teknologi dan Kejuruan, 22(1), 1-11.</unstructured_citation></citation></citation_list></journal_article><journal_article publication_type="full_text"><titles><title>Designing a Leadership Development Training Program Model for Managers Based on a Growth Approach in Iran’s Automotive Industry</title></titles><contributors><person_name contributor_role="author" sequence="first"><given_name>BABAK</given_name><surname>JAHANGIRI KHOONSARI</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>alireza</given_name><surname>mohammadinezhad ganji</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>Mojgan</given_name><surname>Abdollahi</surname></person_name><person_name contributor_role="author" sequence="additional"><given_name>رمضان</given_name><surname> جهانیان</surname></person_name></contributors><publication_date media_type="online"><month>5</month><day>31</day><year>2025</year></publication_date><pages><first_page>127</first_page><last_page>143</last_page></pages><doi_data><doi>10.61882/istd.49625.11.43.127</doi><resource>http://istd.saminatech.ir/en/Article/49625</resource><collection property="crawler-based"><item crawler="iParadigms"><resource>http://istd.saminatech.ir/en/Article/Download/49625</resource></item><item crawler="google"><resource>http://istd.saminatech.ir/en/Article/Download/49625</resource></item><item crawler="msn"><resource>http://istd.saminatech.ir/en/Article/Download/49625</resource></item><item crawler="altavista"><resource>http://istd.saminatech.ir/en/Article/Download/49625</resource></item><item crawler="yahoo"><resource>http://istd.saminatech.ir/en/Article/Download/49625</resource></item><item crawler="scirus"><resource>http://istd.saminatech.ir/en/Article/Download/49625</resource></item></collection><collection property="text-mining"><item><resource mime_type="application/pdf">http://istd.saminatech.ir/en/Article/Download/49625</resource></item></collection></doi_data><citation_list><citation key="ref1"><unstructured_citation>ستراوس، ا. کربین، ج. (1998). مبانی پژوهش کیفی: فنون و مراحل تولید نظریه زمینه¬ای (ترجمه ابراهیم افشار، 1401). تهران: نشر نی.</unstructured_citation></citation><citation key="ref2"><unstructured_citation>حسین¬پور، م. مهدی، ی. مهرعلی¬زاده، ی. (1401). ارائه الگوی توسعه رهبری آموزشی مدیران مراکز آموزش عالی استان فارس در راستای فرهنگ سازمانی و شایسته¬سالاری. سبک زندگی اسلامی با محوریت سلامت. 6. 236-250.</unstructured_citation></citation><citation key="ref3"><unstructured_citation>دراکر، پ. واس، د. اونکن، و. (1395). مدیریت خود، (ترجمه شیرین رفیعی). تهران: انتشارات آموخته.</unstructured_citation></citation><citation key="ref4"><unstructured_citation>رنجبر، ح. سلیمانی، ن. شفیع زاده، ح. (1399). الگوی فرآیندی توسعه مهارت های رهبران آموزشی: پژوهشی کیفی. فصلنامه علمی مدیریت مدرسه. 3(8)، 484-508.</unstructured_citation></citation><citation key="ref5"><unstructured_citation>ستوده، م. مدرسی، م. (1400). طراحی برنامه آموزشی کارآفرینی برای کودکان پیش دبستانی در ایران. پایان نامه کارشناسی ارشد. دانشگاه سمنان. پردیس علوم انسانی.</unstructured_citation></citation><citation key="ref6"><unstructured_citation>سرچهانی، زهرا. نصیری، فخرالسادات. (1396). تدوین الگوی بالندگی مدیران مدارس ابتدایی استان فارس، پایان نامه دکتری تخصصی. دانشگاه بوعلی سینا.</unstructured_citation></citation><citation key="ref7"><unstructured_citation>شهبازی، ا. شاه محمدی، م. (1401). تدوین الگوی برای بالندگی مدیران نظام آموزش عالی از راه دور (مورد مطالعه: دانشگاه پیام نور). فصلنامه کارافن. 21 (2). 81-97.</unstructured_citation></citation><citation key="ref8"><unstructured_citation>لطیفی، س. امیرتیموری. م. رشیدی، ح. (1392). اثربخشی الگوی طراحی آموزشی نمایش اجزاء در مقایسه با آموزش سنتی در میزان دستیابی به اهداف سطح یادآوری و کاربرد در درس برنامه‌نویسی. پایان نامه کارشناسی ارشد. دانشگاه علامه طباطبائی.</unstructured_citation></citation><citation key="ref9"><unstructured_citation>Ababneh, R. I. (2016). Successful Leadership Component’s: A Qualitative Approach. The 2016 WEI International Academic Conference Proceedings.</unstructured_citation></citation><citation key="ref10"><unstructured_citation>Ariratana , W., Sirisookslip, S., &amp; Ngang, T. (2015). Development of Leadership Soft Skills Among Educational Administrators. Journal of Social and Behavioral Sciences, 186(20), 331-336.</unstructured_citation></citation><citation key="ref11"><unstructured_citation>Bizzell, Brad E. (2011). Professional development of school principals in the rural Appalachian region of Virginia. Educational Leadership and Policy Studies, Phd, Thises, Blacksburg, Virginia.</unstructured_citation></citation><citation key="ref12"><unstructured_citation>Cardno, C. &amp; Youngs, H. (2013). Leadership Development for Experienced New Zealand Principals Perceptions of Effectiveness. Educational Management Administration &amp; Leadership, 41(3), 256-271.</unstructured_citation></citation><citation key="ref13"><unstructured_citation>Hilliard, A, T. (2015).‎ Evaluating‎ the‎ Principals’‎ Institute‎ Leadership‎ Development Program. Merit Research Journal of Business and Management (ISSN: 2408-7041) Vol. 3(4) pp. 034-039.</unstructured_citation></citation><citation key="ref14"><unstructured_citation>Hirsh, S. (2009). A new definition. JSD, 30(4), 10-16.</unstructured_citation></citation><citation key="ref15"><unstructured_citation>Hussin, S., &amp; Al Abri, H. (2018). Professional development needs of school principals in the context of educational reform. International Journal of Educational Administration and Policy Studies, Vol. 7(4), pp. 90-97.</unstructured_citation></citation><citation key="ref16"><unstructured_citation>Joodaki , A., Mohammad khani, K., &amp; Mohammad Davoudi, A. (2019). Presenting a Conceptual Model for Professional Development of High School Principals: Grounded Theory. Journal of School Administration, 7(2), 251-272.</unstructured_citation></citation><citation key="ref17"><unstructured_citation>Kamal, A., Mahmood, Z., &amp; Ishraq, M. (2020). Impact of School Leadership on Students Personality Development. journal of Education&amp; Social Research, 3(2), 42-49.</unstructured_citation></citation><citation key="ref18"><unstructured_citation>Kimber, R. (2017). Improving Teacher Quality National Partnership variation– Principal Professional Development Program (PPDP).</unstructured_citation></citation><citation key="ref19"><unstructured_citation>Klein ED and Bremm N (2020) Schulentwicklung im managerial gepra ¨gten System – Das Verha ¨ltnis von Schulleitung und Schulaufsicht in den USA. In: Klein ED and Bremm N (eds), Unterstu ¨tzung – Kooperation – Kontrolle: Zum Verha ¨ltnis von Schulaufsicht und Schulleitung in der Schulentwicklung. Wiesbaden:Springer VS, pp. 263 285.</unstructured_citation></citation><citation key="ref20"><unstructured_citation>Levina, E. Y., Yunusova, A. B., Fayzullina, A. R., Rassadin, S. V., Lotfullin, M. R., Nuriyeva, E. N., &amp; Vlasova, V. K. (2015). Federal Public Administration Implementation in Vocational Education. Review of European Studies; Vol. 7, No. 4; Pp.98-104.</unstructured_citation></citation><citation key="ref21"><unstructured_citation>Liavali, J., Abili , K., Porkarimi , J., &amp; Soltani Arabshahi , S. (2017). Providing a</unstructured_citation></citation><citation key="ref22"><unstructured_citation>Pattern of Professional Development of Clinical Department Chairs: A Case of State Universities of Medical Sciences in Tehran. Educ Strategy Med Science, 10(3), 202-218.</unstructured_citation></citation><citation key="ref23"><unstructured_citation>Murray, C. (2020). High School Principal’s Understanding of Instructional Leadership: An Grounded Theory Approach. Education. Calagary: University of Calagary.</unstructured_citation></citation><citation key="ref24"><unstructured_citation>Practice. Thousand Oaks. Thousand Oaks. </unstructured_citation></citation><citation key="ref25"><unstructured_citation>Piaw, c., &amp; Lee, T. (2014). Factors of leadership skills of secondery school principals. 5th Confrence on Educational Science,University of Malaya. Kuala lampur: University of Malaya.</unstructured_citation></citation><citation key="ref26"><unstructured_citation>Reston, V. (2015). National Policy Board for Educational Administration Professional Standards for Educational Leaders. American Association of Colleges of Teacher Education, 3(11), 207-212.</unstructured_citation></citation><citation key="ref27"><unstructured_citation>Robert, K., Craig , A., Brierton, J., &amp; Tomal, D. (2018). Superintendent Core Competencies of School Leadershipes. Lutheran Wducation Journal, 3(9), 33.</unstructured_citation></citation><citation key="ref28"><unstructured_citation>Roupnel , Servane., Natalie, Rinfret and Grenier , Jennifer ( 2019) Leadership Development: Three Programs that Maximize Learning over Time ,18: 2.</unstructured_citation></citation><citation key="ref29"><unstructured_citation>Sugrue, C. (2015). Principal Proffessional Learning: Sources of Sustenance? Unmasking School Leadership Journal, 7(25), 93-120.</unstructured_citation></citation><citation key="ref30"><unstructured_citation>Voogt, J. Laferrière, Therese, Breuleux, Alain, Itow, Rebecca C, Hickey, Daniel, T. &amp; McKenney, S. (2015). Collaborative design as a form of professional development. Instructional Science, Instr Sci (2015) 43:259–282.</unstructured_citation></citation><citation key="ref31"><unstructured_citation>Zhang, P. &amp; Ngi, F. F. (2020). “Analysis of knowledge sharing behaviour in construction teams in Hong Kong”, Construction Management and Economics, 30(7), pp. 557-57.</unstructured_citation></citation></citation_list></journal_article></journal></body></doi_batch>