There is fierce global competition within the banking industry. Therefore, banks endeavor to grow and strive to increase their market share. We analyzed the effect of developing innovative channels of presenting bank services on banks' market share. The statistical population of this research was Shahr bank's central headquarter and its branches in Tehran, Iran. We developed questionnaires for gathering the data. The validity and reliability of the scales were tested by EFA, CFA, experts' opinion, and Cronbach's alpha. We used linear regression to assess the impact of innovative channels, including internet banking, automatic teller machines (ATMs), mobile banking, telephone banking (TB), and point of sales (POS) on banks' market share. The results indicated that some of these channels, including internet banking, POS, and TB, positively affect a bank's market share. The effect of two other platforms, including mobile banking and ATM development, on banks' market share was rejected. The findings of this study expand our understanding of how bank managers can improve their market share by developing innovative e-banking channels.

Corruption often spreads because of ignorance and lack of adequate knowledge about the subject as well as how to correct and contain it. On the other side, corrupt legal, political, bureaucratic, and other social system(s) help corruption swell further. The current article sets out to discuss the question: Is there is a relation between perceived grand corruption and petty corruption? In Iran, too, these two types of corruption have recently become debatable issues. And as in Iran, corruption has become the most challenging issue in many developing countries. With respect to the above relationship, while the theoretical literature makes ambiguous predictions, empiricists, too, have focused little on this subject. The present article tries to examine this issue systematically and, hence, suggests that the perceived grand corruption is significantly associated with the petty corruption. Similar results persist even when grand corruption originates in a country's legal system. In a nutshell, the article identifies a positive correlation between perceived grand corruption and petty corruption.

No abstract

Résumé La corruption se propage souvent par ignorance et faute de connaissances suffisantes sur le sujet, et parce que l’on ne sait pas comment la corriger et la limiter. D’autre part, la corruption dans les systèmes juridiques, politiques, bureaucratiques et autres facilite la propagation du phénomène. Dans le présent article, nous tentons de répondre essentiellement à la question suivante : existe-t-il un lien entre la grande corruption perçue et la petite corruption  ? En Iran aussi, ces deux types de corruption font eux aussi l’objet de débats depuis peu. Comme en Iran, la corruption est devenue un problème majeur dans beaucoup de pays en développement. En ce qui concerne la relation évoquée plus haut, tandis que la littérature théorique fait des prévisions ambiguës, les empiristes se sont peu intéressés à la question. Dans cet article, nous tentons d’examiner cette question de manière systématique et laissons entendre que la grande corruption perçue est fortement associée à la petite corruption. Cette observation vaut aussi même lorsque la grande corruption est le résultat du système juridique d’un pays. En somme, nous observons une relation positive entre grande corruption perçue et petite corruption .

For the time being, organizations throughout the world are in an environment that is constantly changing in various aspects including technological developments, customers’ preferences, emerging markets, and globalization. In this environment, the concept of agility, especially workforce agility is a valuable tool for organizations and can assist them considerably to cope with this situation. Given a substantial number of scholars have studied the concept of agility from the technical point of view up until now, and have neglected the human resource aspect, this study aims to, first of all, investigate the concept of workforce agility through a model incorporating drivers, practices, strategies advocating and stimulating the implementation of this concept and examine the relationships between these variables and second of all determine the results of implementing workforce agility system. The sample of the present study was selected from the staff and managers of the Ports and Maritime Organization of Iran, who had a bachelor's degree or higher and were working in the field of human resource management. Besides, we used a questionnaire to evaluate the variable. According to the findings, except for the relationship between drivers and implementation results all other relationships between drivers, practices, strategies, and results have been supported.