The complexity and dynamics of the executive projects have coped contractors with substantial hazards and losses. Project risk management is a critical tool for authority to improve its performance and secure the success of the organization. However, a number of standards and approaches have been developed to formulate the projects based on their risks. The Elena guideline is a systematic standard developed by Iran Project Management Association. This guideline provides the full cycle of the risk management process. Risk evaluation is the key part of the risk management process. On the other hand, different techniques have been developed to model a risk evaluation problem. Fuzzy inference system is one of the most popular techniques that is capable of handling all types of the uncertainty involved in projects. This paper proposes a three-stage approach based on the fuzzy inference system under the environment of the Elena guideline to cope with the risky projects. Finally, an illustrative example of the risk evaluation is presented to demonstrate the potential application of the proposed model. The results show that the proposed model evaluates the risky projects efficiently and effectively.

In this paper, we study the relationship between organizational culture and knowledge management strategy in Pars Oil, an Iranian oil refining public company. The Denison organizational culture model is used. The model measures four essential traits of culture and leadership: involvement, consistency, adaptability, and mission. Each of these traits has three indices providing a richness of detail about the trait. Data collection method is a survey using a suitable questionnaire. The results of data analysis show that there are significant relationships between four dimensions of knowledge management strategies (creation and transfer of knowledge) and organizational culture in the organization studied. Moreover, the results of ranking the factors influencing the knowledge management strategy show that the priority and importance of the organizational culture traits based on their effects on knowledge management strategy are, respectively, participation, adaptability, consistency, and mission cultures.

Balance Score Card (BSC) is an integrated model with a new function for evaluating the performance of organizations. This model, with a focus on organization strategies and creating Balance for perspectives (financial, customers, internal processes, and growth and learning), tries to manage and evaluate complex organizations. In present research, from among comprehensive models of performance evaluations, BSC model was considered as a more appropriate research model for the evaluation of performance in public organizations. After theoretical studies and discovery interviews, social responsibility was added to BSC model as a new perspective, and intended measures in finance, citizen, and internal processes of learning and growth were identified and the research hypotheses were tested and verified. After presenting the model, the importance rate or the weight of perspectives and measures were determined. Finally, with regard to the results the suggested comprehensive model of this research can be applied to the performance of public organizations.

This paper studies the role of infrastructure factors in implementing knowledge management in the National Iranian Copper Industries Company (NICICo). We evaluate the readiness level of the company for the implementation of knowledge management processes. Knowledge management readiness presents a measure of the degree to which an organization may be ready, prepared, or willing to obtain the benefits, which arise from implementation of knowledge management processes. We investigate the influence of three basic factors (information technology system, knowledge process, and organizational culture) in implementing knowledge management processes. Data were collected via a survey instrument. The results show that current conditions regarding the three factors are not appropriate for implementing knowledge management in NICICo. Alongside utilizing knowledge management tools and techniques and prior to implementing a new technology, it is necessary to realize these tools and merge them with human resources and with the organizational culture; this is because culture plays a key role in knowledge management implementation. The requirements for successful implementation of knowledge management include gaining a complete understanding of the relevant business culture through the different levels of the organizational hierarchy, as well as identifying vital factors for success. This has not yet been achieved in NICICo.

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