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The purpose of the study is to design a new behavioral model of blockchain technology acceptance in public banks through content analysis. Therefore, based on the theoretical literature and behavioral theories of technology acceptance, the primary conceptual model was presented. Then, by interviewing experts selected by snowball method, the relevant model was finalized. Theoretical validity and interpretive validity methods were used to measure the validity of interviews. To check the reliability of interviews, the test-retest reliability method has been used. The validity of the factors was checked through the Delphi technique and with fuzzy calculations. According to the results, four main factors of the behavioral model are: people, environment, organization, and technology. Totally 10 sub-factors and 36 indicators were identified. This model can contribute to public banks to understand how these various factors interact with each other and how they can be improved to achieve higher acceptance of blockchain technology.

Purpose: The compliance ethical characteristics plays an important role in urban management, and accordingly, the purpose of this study was identifying the effective ethical codes on urban management with a meta synthesis method. Methodology: This study in terms of purpose was applied and in terms of implementation method was qualitative. The field of research was all articles of effective ethical codes on urban management in 2012 to 2022 years, which number of 26 articles from 311 articles based on the inclusion criteria were selected with purposive sampling method. The data were collected by taking notes from the articles and analyzed with content analysis method based on meta synthesis approach of Sandelowski and Barroso's seven-step. Findings: The findings showed that were identified 94 concepts in 16 components and 6 categories for effective ethical codes on urban management. The categories were include urban management ethics codes (with 4 components of individual codes of ethics of employees, ethical codes of managers, ethical codes between employees and ethical codes of organizations with people), procedures of the organization (with 2 components of problem definition and stakeholders), content factors of the organization (with 3 components of environmental factors, organizational factors and fundamental factors), structural strategy (with 2 components of informing and training and correction and improvement of functions), content implementation levels (with 3 components of ethical system leveling, identification of values in the organization and mechanisms of moral strengthening) and implementation consequences of ethical codes (with 2 components of intra-organizational consequences and extra-organizational consequences). Finally, the pattern of effective ethical codes on urban management was drawn. Conclusion: The pattern of effective ethical codes on urban management can help specialists and planners in improving the situation of urban management.

"Organizational culture" is a shared and relatively stable pattern of basic values, beliefs, and convictions in an organization. Considering the importance of organizational ethical culture in the country, and especially in public and private organizations, also considering the role of culture as a guarantee of stability in this organization. This descriptive-analytical research aims at identifying and leveling the factors affecting the organizational ethical culture in the audit firm by applying The Pairwise comparisons ISM method was performed.Method:For this purpose, by using the studies and research done in the past and also benefiting from the opinions of fifteen university professors and employees of the auditing organization, the factors affecting the organizational culture were investigated and after the final approval, 9 factors were selected. In the next steps, these factors are used in the research with the interpretive structural modeling technique and with the method of ISM pairwise comparisons and EXCEL software.Findings:Finally, among the investigated factors on "organizational ethical culture", five general levels were classified. The "Working pressure" was selected as the first level. At the second level, the parameters of "performance measurement system", "power structures", and "incentive and punishment systems" were confirmed. The third level also includes "management of educational programs" and "organizational norms". The fourth level is dedicated to "Employee Behaviors". Finally, the fifth level, the most influential parameter of "Organizational Ethical Culture", was declared to be trusted.

INTRODUCTION The phenomenon of organizational insentience has been one of the main challenges in recent years and refers to a situation in which the employees of an organization have become indifferent to their organizational environment. The current research was conducted to investigate the causes and contexts of the formation of organizational insentience in the Red Crescent Society of Tehran province, Iran. METHODS: This applied study was conducted based on the descriptive-correlation method of data collection. The statistical population of this research included all the managers of Red Crescent Society in Tehran province in 2021. The samples (n=90) were selected using Cochran's statistical formula and stratified random sampling. The required data were collected using a researcher made organizational insentience questionnaire. The validity and reliability of the questionnaire were checked and confirmed. The collected data were analyzed in Smart PLS software using structural equation modeling with partial least squares approach. FINDINGS: The results of the research showed that causal conditions had a direct, positive, and significant effect on the central category with a standard beta coefficient of 0.725, t=17.625, and P=0.001 at the level of one percent error. Moreover, contextual conditions with a beta coefficient of 0.410, t=3.107, and P=0.002 had a direct, positive, and significant effect on the category of strategies at the level of one percent error. Intervening conditions had a direct, positive, and significant effect on strategies at the level of one percent error (standard beta coefficient=0.221, t=3.008, and P=0.003). The central category had a direct, positive, and significant effect on the strategy category with a beta coefficient of 0.334, t=2.282, and P=0.023 at the five percent error level. Based on the results, at one percent error level, the strategies presented in the research had a direct, positive, and significant effect on the outcomes (standard beta coefficient=0.347, t=3.769, and P=0.000). In total, the results showed the existence of organizational insentience in the Red Crescent Society of Tehran province, which can be reduced by applying appropriate methods. CONCLUSION: According to the findings, by reducing the sense of meaninglessness, double standards, eliminating organizational discrimination, applying appropriate procedures in strategies and their implementation, paying attention to the structural dimensions of the Red Crescent Society in Tehran province, and implementing meritocracy management, it would be possible to increase organizational social capital, the level of interest, commitment, and responsibility of employees towards the Society and work, organizational independence, organizational justice, the atmosphere of trust, and supportive behaviors from the Society and employees. By adopting these measures, a step would be taken toward preventing the formation of organizational insentience in the Red Crescent Society of Tehran province.