مطالعات فرهنگی اجتماعی خراسان

نحوه نگارش چکیده مبسوط و نحوه آوانویسی منابع فارسی به لاتین

قالب چکیده مبسوط مقالات

چکیده مبسوط، خلاصه مقاله علمی است که با هدف فراهم آوری مطالعه مقاله اصلی در مدت زمان کوتاه تهیه می‌شود. چکیده مبسوط پس از داوری و قبل از پذیرش نهایی مقاله، توسط نویسنده و با هدف نمایه سازی مقاله ارائه میشود. ارسال چکیده مبسوط فارسی و لاتین الزامی و به عنوان فایل های ضروری ارسالی می باشد.

در همین راستا و به منظور امکان مطالعه مقالات فارسی برای مخاطبان غیر فارسی زبان، فصلنامه مطالعات فرهنگی ‌اجتماعی خراسان برای هر مقاله فارسی چکیده مبسوط به زبان انگلیسی با ساختار ذیل را فراهم می‌آورد که به همراه هر مقاله منتشر می‌شود. چکیده مبسوط فارسی باید حداقل 800 و حداکثر 1100 کلمه باشد.

Extended Abstract

Title

Authors’ Full Names and Affiliations

1. Introduction (Background, Research Questions or Hypothesis)

2. Method (Research Type, Sampling, Data Collection, Data Analysis)

3. Results (Important Results)

4. Discussion and Conclusion (Discussion, Implications, Recommendations for Future Studies)

Acknowledgment

Keywords:

References

اجزای چکیده مبسوط انگلیسی

- عنوان (مطابق فایل نهایی آماده جهت چاپ)

- نویسنده (گان) (مطابق فایل نهایی آماده جهت چاپ)

o نام و نام خانوادگی، وابستگی سازمانی، پست الکترونیکی

o تعیین نویسنده مسئول

- متن اصلی

o مقدمه

- مقدمه باید شامل دامنه، هدف، بیان مساله، اهمیت و فرضیه‌ها یا سؤالات پژوهش باشد و به عبارتی به سؤال «مساله اصلی پژوهش حاضر چیست» پاسخ داده شود. همچنین به صورت خلاصه به پیشنه و ادبیات پژوهش پرداخته شود.

تعداد کلمات بخش مقدمه بین 200 تا 250 کلمه است.

o روش‌شناسی پژوهش

روش شناسی پژوهش باید به نوع پژوهش، نوع داده‌های، شیوه‌ جمع‌آوری و تحلیل داده‌ها به پردازد.

تعداد کلمات بخش روش شناسی بین 150 تا 200 کلمه است.

o یافته های پژوهش

در این بخش یافته‌ها به صورت خلاصه شده آورده شود.

تعداد کلمات بخش یافته های پژوهش بین 250 تا 350 کلمه است.

o بحث و نتیجه گیری

بحث و بررسی نتایج کلی پژوهش، کارکرد‌های نتایج و پیشنهادات برای پژوهش‌های آتی.

تعداد کلمات بخش بحث و نتیجه گیری حداکثر 150 تا 200 کلمه است.

توجه:

o در چکیده مبسوط تصاویر و جداول حدف گردد.

o تشکر و قدردانی

در صورت لزوم از افراد و سازمان‌هایی که در نتیجه رسیدن پژوهش همکاری داشته‌اند، قدردانی شود.

o واژه‌های کلیدی

برای توصیف محتوای مقاله، حداکثر 5 کلیدواژه در این بخش اعلام شود.

o فهرست منابع

(این بخش شامل محدودیت تعداد کلمه چکیده مبسوط نمی‌شود)

بخش فهرست منابع شامل همه منابعی است که در مقاله به آنها استناد داده شده است و باید به زبان انگلیسی و بر اساس نسخه 6 APA تنظیم شود.

نویسندگان محترم علاوه بر منابع فارسی و احتمالاً لاتین که در انتهای مقاله اصلی ذکر می شود، باید منابع فارسی و عربی را به انگلیسی ترجمه و در انتهای چکیده مبسوط آورده شود.

نکته قابل توجه نویسندگان محترم

v جهت ارسال چکیده مبسوط و ترجمه انگلیسی منابع فارسی به نکات ذیل توجه نمایید:

- بعد از مرحله داوری، ویراستاری و تایید نهایی مقاله، از نویسنده خواسته می شود منابع فارسی را به انگلیسی ترجمه کنند. لطفا از آوانگاری منابع پرهیز شود و صرفاً ترجمه صحیح و دقیق و روان منابع به انگلیسی آورده شود.

- در انتهای برگردان منابع فارسی به لاتین داخل کروشه [In Persian] نوشته شود و اگر منبع عربی وجود دارد [In Arabic] ذکر شود.

- در صورتی که برخی منابع به زبان انگلیسی باشند، پس از ترجمه منابع به فارسی، لازم است منابع اصلی و ترجمه شده دوباره بر اساس حروف الفبا مرتب شوند و در انتهای چکیده مبسوط درج گردند.

- در صورتی که تمام منابع به انگلیسی باشد، نیازی به ترجمه نیست.

- چکیده مبسوط و ترجمه منابع برای نمایه شدن بین المللی مقاله مورد استفاده قرار می گیرد.

- عنوان تمام آثار فارسی یا عرب باید به انگلیسی ترجمه شوند.

نمونۀ منابع فارسی در نسخۀ انگلیسی

لطفا به قسمت‌های ایتالیک شده دقت شود و مطابق همین دستور منابع تنظیم گردند.

در عناوین مقالات، کتاب‌ها، طرح‌ها یا پایان‌نامه‌ها به سبک APA، فقط حرف اول جمله و نام خاص‌ها (مثل نام افراد یا مکان‌ها) با حروف بزرگ نوشته می‌شوند.

- مقالۀ با یک نویسنده

Hassania, N. (2022). Effects of the quality of science on the initial public offering of university spinoffs: evidence from Iran. Iranian Journal of Scientometrics, 127(8), 4439-4455. [In Persian]

- مقاله با 2 نویسنده

Ameri, S., & Khoshsaligheh, M. (2021). An experiment on amateur and professional subtitling reception in Iran. SKASE Journal of Translation and Interpretation, 14(2), 2-21. [In Persian]

- مقالۀ کنفرانس

Pishghadam, R. (2015). Emotioncy in language education: From exvolvement to involvement [Conference presentation]. The 2nd Conference on Interdisciplinary Approaches on Language Teaching, Literature, and Translation Studies, Mashhad, Iran. [In Persian]

- کتاب تألیفی

Aziminia, K. R. (2002). The logic of scientific discovery in the Qajar era (2^nd ed.). Tehran: Amirkabir. [In Persian]

- برداشت از فصلی (با نویسندۀ مشخص) از کتابِ دارای گردآورنده یا ویراستار علمی

Pereisna, J. T., Rahimi, O., & Khosravi, D. A. (2020). Contemporary issues and new directions in learning and memory development. In M. Sadeghi (Ed.), Aging in the modern era: psychological perspectives (pp. 50–67). Tehran: University of Tehran Press. [In Persian]

- کتاب دارای ویراستار علمی یا گردآورنده

Darvishi, E. & Boroujeni, A. (Eds.). (1989). Child labor. Shiraz: Akhtar Press. [In Persian]

- پایان‌نامه یا رساله

Fahmideh, S. (2020). A study of social media in Iran [Unpublished master’s thesis]. University of Birjand, Iran. [In Persian]

نمونه چکیده مبسوط مقاله

The Mediating Role of Managerial Coaching in the Relationships Between Organizational Investment in Social Capital, Job Performance and Employees’ Organizational Citizenship Behavior

Maryam Hafezian

Assistant Professor, Department of Educational Sciences, Adib Mazandaran Institute of Higher Education, Sari, Iran. Corresponding author. Email: ma.hafez@yahoo.com | ORCID: 0000-0003-4593-7473

Milad Rabbani

MSc, Department of Educational Management, Bojnourd Branch, Islamic Azad University, Bojnourd, Iran. Email: m.rabbani5556@gmail.com | ORCID: 0009-0004-1281-4690

Shahrbanoo Dehrouyeh

Assistant Professor, Department of Psychology, Adib Mazandaran Institute of Higher Education, Sari, Iran. Email: fateme.dehroye@gmail.com | ORCID: 0009-0009-4769-8059

1. Introduction

Social capital is a set of information, trust, norms and mutual relationships within a social network that can create favorable business opportunities by facilitating the exchange of semi-confidential information and bilateral agreements (Ferris et al., 2017). As a key component of societal growth and development and particularly of social development, social capital plays a significantly more important role than other forms of capital (such as economic capital). It serves as the foundation and coherence of other capitals and ensures their sustainability. Social capital embedded within an organization reduces transaction costs and effectively helps members achieve organizational goals (Gilderman et al., 2016). It increases, expands, and enables the sharing of resources within social relationships to facilitate collective action and to strengthen trust and reciprocity in society. Thus, social relationships are regarded as the central context of social capital. A lack of relational social capital can lead to instability and reluctance to share specific information in the relationship between job applicants and employers (Vilina et al., 2011). Social capital consists of shared values, informal norms, and implicit expectations among group members that support the formation of relationships through which the organization functions effectively (Adler & Vaughn, 2002). The essence of social capital theory is that relationships among employees are the primary drivers of meaningful performance and that fostering stronger connections within social networks produces positive outcomes by cultivating an environment characterized by trust, compatibility, and goodwill (Maurer & Ebrez, 2006). The present study investigates the mediating role of managers’ coaching in relation to organizational investment in social capital, job performance, and citizenship behavior of employees of the General Directorate of Sports and Youth in North Khorasan Province, which was examined in the form of a causal model.

2. Method

The statistical population of all employees of the General Directorate of Sports and Youth in North Khorasan Province was 160 people, of which 113 people were selected as the sample size using non-probability random sampling based on the Cochran’s Sample Size Formula, and the aforementioned questionnaire was distributed among them. To measure the research variables, the standard questionnaire developed by Ellinger et al. (2011) was used, consisting of 31 items. To determine the validity of the questionnaire, the content validity method was used, which was approved after the comments of a number of professors in this field. To assess the reliability of the questionnaire, 31 questionnaires were administered, and the calculated Cronbach’s alpha was 0.861, indicating a satisfactory level of reliability. The questionnaires were distributed to the full sample, and the reliability of the instrument was reassessed. Using Cronbach’s alpha, a value of 0.89 was obtained, confirming the reliability of the measurement tool. Descriptive and inferential statistical analyses were conducted using SPSS (version 19), and structural equation modeling (SEM) was employed to test and evaluate the research hypotheses using LISREL 8.8.

3. Results

The findings related to the first sub-hypothesis indicate that the path coefficient between managerial coaching and job performance is 0.58, with a p-value of 2.72. Given that this value exceeds the critical threshold at the 95% confidence level, the coefficient is statistically significant. Accordingly, a significant relationship exists between managerial coaching and job performance. For the second sub-hypothesis, the path coefficient between managerial coaching and organizational citizenship behavior was 0.44, with a p-value of 21.3. This value is well above the critical threshold, indicating a statistically significant relationship between managerial coaching and organizational citizenship behavior. For the third sub-hypothesis, the path coefficient between managerial coaching and investment in social capital was 0.22, with a p-value of 1.98. As this value meets the minimum threshold for significance at the 95% confidence level, the relationship between managerial coaching and investment in social capital is also statistically supported. In the fourth sub-hypothesis, the path coefficients and corresponding p-values were as follows: for investment in social capital and job performance, 0.72 and 7.16, respectively; for investment in social capital and managerial coaching, 0.32 and 1.98; and for managerial coaching and job performance, 0.58 and 2.72. Since all values meet or exceed the critical value of 1.96, these coefficients are significant at the 95% confidence level. Therefore, a significant relationship exists between investment in social capital and job performance, with managerial coaching acting as a mediating variable. In the fifth sub-hypothesis, the path coefficients and corresponding p-values were as follows: for investment in social capital and organizational citizenship behavior, 0.65 and 5.61, respectively; for investment in social capital and managerial coaching, 0.32 and 1.98; and for managerial coaching and organizational citizenship behavior, 0.44 and 3.21. Since all t-values meet or exceed the critical value of 1.96, these coefficients are statistically significant at the 95% confidence level. Therefore, a significant relationship exists between investment in social capital and organizational citizenship behavior, with managerial coaching serving as a mediating variable.

4. Discussion and Conclusion

Considering the importance of investing in social capital, particularly in the context of youth sports organizations that provide a substantial portion of youth-related services, this study concludes that organizational investment in social capital—through encouraging managers to foster a supportive and trusting internal culture, strengthens employees’ sense of commitment to the organization. Consequently, as investment in social capital increases, organizational commitment also rises. Given that the Youth Sports Association is a service-oriented organization, higher organizational commitment among personnel enhances the overall satisfaction of youth with the services provided. Considering the extensive scope of service activities in the city, investing in social capital, particularly in human resources, the organization’s most valuable asset, further reinforces employees’ dedication to the organization’s goals and mission. Future research may examine the same topic in a different organization.

Keywords: Citizenship Behavior, Social Capital, Job Performance, Manager Coaching.

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