JOURNAL OF STRATEGIC MANAGEMENT STUDIES
Year:2021 | Volume:12 | Issue:45|Papers Count:14

Aim and introduction: Scenario planning is one of the new methods of strategy formulation in the age of complexity and critical uncertainties; Identifying uncertainties and formulating relevant strategies based on that in high-growth industries is of particular importance, through which organizations are prepared to face the complex environment. In the present study, Schwartz method has been utilized as the main scenario planning method in order to formulate a strategy for a company active in the electronic banking industry. Methodology: In order to undertake the steps of Schwartz method, the approach adopted was qualitative approach, and research strategy was content analysis. Accordingly, 12 sessions were held in the form of focus groups, with a total of 315 people-hour allocated, with a group of academic experts and activists in the banking technology industry with a variety of specialties and experience of cooperation with this company. Findings: After categorizing the verbal propositions, an initial list of 13 uncertainties was identified. Then three factors of uncertainties of sanctions (compatible interaction versus incompatible interaction), legislator behavior (mature legislator versus immature legislator) and industry competitors' behavior (cohesive industry versus dispersed industry) were selected as key uncertainties. Based on three selected key uncertainties, eight scenarios (number of key uncertainties to the power of two) were obtained. The eight scenarios with suggested solutions are as follows: The First Scenario: incompatible interactive environment, immature legislator, cohesive industry Suggested Solutions for the First Scenario: • Development of products and services by adopting a partnership strategy in the form of a multilateral consortium with banks, financial and credit institutions and domestic banking IT companies. • Leadership and organization of partnership networks with other industry players. • Increase investment in research and development in the pursuit of new banking technologies. • Reduce the time to provide products and services. The Second Scenario: incompatible interactive environment, immature legislator, dispersed industry Suggested Solutions for the Second Environment: • Increase competitive advantage by investing in research and development. • Increase the necessary preparation and infrastructure to create and lead partnerships with industry actors in order to enter the cohesive environment more rapidly. The Third Scenario: incompatible interactive environment, mature legislator, cohesive industry Suggested solutions for the third environment: • Increase the speed of application of the production capacities of various systems in order to gain a leadership position and organize partnerships. • Agility of the company in order to respond quickly to needs. • Development of innovative products and services. • Pay special attention and respond to the needs of current customers in order to increase their level of satisfaction. The Fourth Scenario: incompatible interactive environment, mature legislator, dispersed industry Suggested Solutions for the Fourth Scenario: • Increase satisfaction and develop relationships with current customers in order to increase the number of orders in the future. • Increase the cost of replacing the company for the customer by completing the service portfolio and providing complementary services. • Increase the necessary preparedness and infrastructure to create and lead partnerships with industry actors. • Identify and enter new domestic non-banking markets. • Reduce the time to provide products and services. The Fifth Scenario: compatible interactive environment, mature legislator, cohesive industry Suggested Solutions for the Fifth Scenario: • Establish partnerships with international banks and financial institutions, especially with reliance on local corporate knowledge. • Making more use of infrastructure facilities and providing local knowledge, especially in the field of Fintech in order to provide distinctive services to banks. • Establish partnerships with domestic competitors to maintain a competitive position. • Providing new financial services on par with the international banking system. The Sixth Scenario: compatible interactive environment, immature legislator, cohesive industry Suggested Solutions for the Sixth Scenario: • Market development by creating international consortia with the presence of companies from the target market, to operate and provide competitive services and products in overseas markets. • Identify capable international companies for cooperation and knowledge transfer in the field of new banking technologies. The Seventh Scenario: compatible interactive environment, mature legislator, dispersed industry Suggested Solutions for the Seventh Scenario: • Willingness to cooperate and interact constructively with other great actors, especially foreign actors. • Focus on current customers and increase their level of satisfaction. • Identify and enter new domestic and foreign markets. The Eighth Scenario: compatible interactive environment, immature legislator, dispersed industry Suggested solutions for the eighth scenario: • Invest in research and development and increase competitiveness (especially in areas where indigenous knowledge is required) • Increase the necessary preparation and infrastructure to create and lead partnerships with domestic and foreign companies. Discussion and Conclusion: Scenario 2 (incompatible interactive environment, immature legislator, dispersed industry) can be considered as a pessimistic scenario. This situation should be taken into reconsideration in order to minimize the subsequent losses, especially investment in research and development, increased readiness and building necessary infrastructure to start partnerships and to enter the industry more rapidly. On the other hand, Scenario 5 (compatible interactive environment, mature legislator, cohesive industry) can be considered as an optimistic scenario. In this case, the supply and demand are developed in interaction with each other. In this environment, pursuing internal and external partnerships will remain one of the company's priorities; moreover, paying attention to FinTech (Financial Technology) in order to provide distinctive services would be highly profitable. Particularly with the entry of foreign competitors and their high capacity, taking advantage of local knowledge and proper use of it in the field of FinTech is considered as the fundamental competencies of the company. by examining different scenarios, it is determined that several main axes can be seen in all of these scenarios, and it is suggested that by considering them simultaneously, the company would be more prepared to face different scenarios. These axes are as follows: Create, develop and lead domestic and foreign partnerships Invest in research and development Excel in processes.

Aim and introduction: Since the goal of today's management and its success criterion is to help achieve the vision, goals, strategies and continuous improvement of organizational performance and one of the most important steps for organizational success in the field of performance, comprehensive and strategic view of management Performance in the organization. Also, a system of evaluation and monitoring in the form of performance management that monitors the macro plans of the camp with a systematic view at all levels and from the feedback received not only for evaluation, but with the aim of continuously improving it and achieving strategic goals and plans. It is one of the necessities. The main purpose of this article is to Designing a Strategic Performance Management Model in Large Engineering Organizations (Case Study: Khatam-al Anbiya Construction Headquarters) in order to benefit from it. Methodology: This article is descriptive-survey in terms of practical purpose and in terms of type and method of data collection. In order to collect information on the factors affecting strategic performance management, theoretical-field studies have been conducted. After reviewing the research background, a Delphi panel was formed and appropriate members were selected for it. Judicial sampling method has been used in selecting panel members; Two groups were selected. The first group of experts familiar with the camp and the second group of experts in the field of performance management in the organization. 25 people from the first group and 15 people from the second group announced their readiness, which formed a panel of 40 people in total. Finally, after three rounds of implementation, a consensus was reached on the factors affecting the management of strategic performance; The identified factors were the basis for preparing the ISM questionnaire. At this stage, 25 managers and experts were identified to determine the type of relationship and prioritization of factors and this questionnaire was used to determine the final pattern. In this research, due to the high complexity of the systems and multilayer units of the relevant organization, by no means, it is not possible to be satisfied with just using one method (quantitative or qualitative) and with it, gain sufficient knowledge about the research situation. For this reason, in order to meet this need, a combination of quantitative and qualitative methods, called combined or mixed research methods, the combined exploratory method has been used and the approach of this research is inductive-deductive. In terms of strategy, this research uses content analysis and typology strategies, and finally, the method of data collection is document review and questionnaire. Findings: In this study, the factors affecting the strategic performance management of Khatam-al Anbiya Construction Headquarters construction camp were identified by Delphi method. The 14 factors affecting the strategic performance management of the construction camp include the following: Strategic goals taking into account stakeholders; Define the expected level; Strategic control; Performance measurement; Continuous performance feedback; Reporting and disseminating information; Performance review and correction; Key success factors and selection of key metrics and indicators; Operational control; Organizational Structure; Collection and flow of information; Pivotal action plan; Conceptual exploration and environmental exploration. Discussion and Conclusion: Based on the final diagram of the ISM model, the strategic goals factor, considering the stakeholders, as the underlying factor affecting the strategic performance management is in the highest priority over other factors. This factor includes many factors that the mission and purpose of the organization; Micro and macro goals of the organization; Core values and culture of the organization; Internal strengths and weaknesses of the organization; Opportunities and environmental threats of the organization are among these factors that the placement of this factor in the highest priority, shows the importance and comprehensiveness of this factor and the accuracy of the designed model. At the next levels, there are two factors: conceptual exploration (mission, vision, resources and values) and environmental exploration (strengths and weaknesses, opportunities and environmental threats); According to the majority of experts, these two factors support the strategic goals, which was also correctly obtained in the diagram. The level after the conceptual and environmental exploration is strategic control. In fact, strategic control by considering internal and external issues (from the outputs of conceptual and environmental exploration) always monitors strategic goals and, if necessary, modifies them according to the circumstances. The construction site is a military organization and has a hierarchy, so if there is a need for reform in the organization, it is necessary to make that change in the structure of the base (both organizational structure and information structure), which is clearly indicated in the diagram. Is. Now, it is time to plan the action and determine the key factors for success and select the key indicators that these two factors are correctly listed one after the other in the ISM diagram. In fact, although appropriate goals are set in any organization, but not implemented in the organization will not be of much value. In this regard, it is necessary to determine the key factors of success of the organization and its indicators, based on the strategic goals of the organization. The next step (data collection and dissemination factor) is to ensure its implementation. In the next level, two factors of reporting and disseminating information and collecting and flowing information that are bilaterally obtained are obtained, and in the last level, completely related factors such as defining the expected level; Performance measurement; Continuous performance feedback; Performance review and operational control achieved.

Nowadays with the emergence of a knowledge-based economy, innovative businesses are very important for countries due to their job and wealth creation and their competitiveness in the global economy. These businesses are always facing key challenges due to their different nature form common businesses of which one of the most important challenges is about their financing and raising capital. This study seeks to provide an interactive model for the life cycle ofinnovative start-ups and financing policies. For this purpose, according to the existing literature gap and theoretical contradictions, the present study was conducted using Grounded theory method. Data were generated based on 11 expert opinions as well as previous studies and were analyzed in open, axial, and selective coding steps. The findings showed that innovative start-ups have four key stages in financing, including seeds, start-ups, growth and development and Financing strategies included internal and external strategies generally, and most known internal strategy was bootstrapping and the most important external strategies were Euity Financing, debt-based financing, hybrid financing, grants, financial and tax incentives, and cryptocurrencies. . Causal variables finance start-up businesses include individual factors such as the founder's traits, and organizational factors such as information transparency, team members, ideas, Key Contextual Variables for financing start-up businesses include policy and legislation, technology platform, organizational platform, competitive platform, socio-cultural platform and educational platform, and for intervening factors university, industry, sanctions, talent migration, and competitors Were identified. Consequences fall into several categories: micro-consequences at the business level and macroeconomic Consequences such as social, and environmental consequences.

Aim and introduction: Export is one of the most important activities that lead to the growth and development of companies. Therefore, it is necessary to recognize the factors affecting the growth and prosperity of exports and improve export performance. In the current context of fierce competition in global markets, evaluating company performance has become an important element in the development of competitive strategies. Therefore, dried fruit export companies are no exception to this rule and seek to improve their export performance. The main purpose of this study is the effect of marketing capabilities on export performance through competitive strategy and situational advantage with a moderating role of mutual innovation in dried fruit export companies in Tehran. Methodology: This research is applied one in terms of purpose and descriptive-survey in terms of nature (data collection method). In terms of evaluating the relationships between research variables is a correlation analysis. The statistical population of this study is 102 companies of dried fruit export companies with offices in Tehran. According to the limited statistical population through the Cochran formula, a sample of 81 companies has been obtained. 73 questionnaires of companies were examined. Sampling was done by simple random method. Research data were collected by a researcher-made questionnaire. In order to ensure the appropriateness and reasonableness of the questionnaire measures, two criteria of validity and reliability have been used. To check the validity of the questionnaire, content validity was used. The questionnaire was provided to experts and related professors and finally its validity was confirmed. To evaluate the reliability of the questionnaire, Cronbach's alpha coefficient was used, which was higher than 0. 7 for all research variables. The collected data in this study have been examined using two descriptive and inferential statistical methods. Findings: SPSS and Smart PLS software were used to analyze the collected data. Using the structural equation model, the relationships between the research variables were tested. The results indicate the positive and significant effect of mediating variables of competitive strategy and positional advantage as well as mutual innovation as a moderator in the relationship between marketing capabilities and export performance. In this study, using the structural equation method, the research hypotheses are performed and the result of examining the main hypothesis of the research shows that the effect of marketing capabilities on the performance of dried fruit export companies through competitive strategy and situational advantage is confirmed by the moderating role of bilateral innovation. has taken; Therefore, the impact of marketing capability on the company's performance means that company managers rely on their marketing capabilities to achieve a superior positional advantage over domestic and foreign competitors and higher performance. Also, the results of the research hypotheses show that the effect of marketing capabilities on competitive strategy, marketing capabilities on positional advantage, competitive strategy on positional advantage, competitive strategy on the performance of dried fruit export companies and situational advantage on the performance of dried fruit export companies is positive and significant. . Bilateral innovation also moderates the relationship between marketing capabilities and competitive strategy and the relationship between marketing capabilities and the positional advantage of dried fruit export companies. Discussion and results: Unlike most research backgrounds in this field, which did not examine the impact of competitive strategy and situational advantage variables on the performance of export companies and the impact of mutual innovation on the relationship between marketing capabilities and competitive strategy and the relationship between marketing capabilities and positional advantage In this study, based on a review of previous research and a review of the theoretical foundations of the research, a conceptual model has been presented to investigate the impact of these variables on the performance of export companies. Findings of research in this field are consistent with the results of Roa et al. [28], Martin et al. [20] and Bosu et al. [5]. According to these researchers, marketing capabilities have a positive effect on export performance and increasing marketing capabilities can lead to increased performance. According to Martin et al. (2016), in order to benefit from superior performance, a company must invest in its marketing capabilities. These marketing capabilities allow the company to offer better products and services than competitors. As a result, by gaining situational advantage, marketing capabilities are able to realize their full potential in terms of performance. . Findings from structural equation modeling regarding the effect of independent, dependent and moderating variables in the conceptual model of the research showed that there is a positive and significant relationship between the research variables due to the values of appropriate path coefficients and the results of the correlation matrix of variables. As a result, it can be said that by strengthening the positional advantage and paying attention to marketing capabilities, it enhances export performance. According to the research results, the following suggestions are presented.-Creating a suitable environment to motivate employees to express their opinions, ideas and hidden talents,-Creating innovation and creativity in products in accordance with the up-to-date needs of domestic and foreign customers.-Identify their target markets and use a pricing system tailored to their target customers.-Continuous review of the external environment of the organization and innovation in products as well as their distribution methods,-Due to the prevailing competitive environment and the rapid changes that are taking place in the world today, offer products that are more in line with the needs of target customers, to improve their performance in the market.-Add an educational sheet related to the benefits of nuts products in product packages,

Aim and Introduction: In today's complex world, one of the key elements to avoid fierce competition and widespread change is for the organization to know how and when to use information. The need for timely, reliable information and a strong information structure is an undeniable fact for any organization and institution and is a valuable lever for obtaining accurate and correct strategies. The last century, when we see new events and developments every day and thinkers have considered it as the "Age of Chaos"; it is a strong testimony to the need of human beings and organizations to prevent or deal with unrest. Today, information capital referred to as strategic information because it lead an organization to innovate, increase productivity, generate value for customers and be considered a competitive advantage. The aim of this study was to analyze the effect of information capital on improving the performance of start-up businesses with the mediating role of human resource opportunism. Methodology: This study applied one in terms of purpose and in terms of method and nature is a descriptive-survey research. In this study, a standard questionnaire used to measure the variables. In order to measure the information capital variable, Woo and Hu questionnaire (2012) and Hersi et al. (2008) questionnaire were used to measure the performance improvement variable of start-up businesses. In addition, Hills et al. (1997) and Lee et al. (2015) questionnaires were used to measure the human resource opportunism variable. To assess the validity of the data collection tool, the face validity method was used using the views of professors familiar with the subject and evaluation through the construct validity of the questionnaire with two criteria of convergent validity and divergent validity, based on which the validity of the questionnaire was confirmed. For the reliability of the Cronbach's alpha questionnaire, which shows the internal correlation of the item, as well as another criterion called combined reliability (to determine the reliability of structures); Used to better measure reliability. For the reliability of both of these criteria, a high value of 0. 7 mentioned. In addition, to evaluate the internal validity of research variables, the index (AVE) used as a convergent validity index. It noted that if AVE ≥ is 0. 5, it reports its desirability. Regarding the statistical population, it said that the statistical population of the present study are start-up businesses in Tehran that selected using the available sampling method. Regarding the estimation of the sample size, it noted that using the Cochran's formula, the sample size was determined to be 186 people at the 95% confidence level. Finally, the data analyzed by using structural equation modeling and Amos and SPSS software. Finding: In this research, structural equation modeling method used to test the research model and to test the research hypotheses. Findings showed that at the confidence level of 0. 95, information capital has a positive and significant effect on organizational performance and opportunism of human resources. In addition, indirect path analysis reveals the mediating role of human capital opportunism in the impact of information capital on organizational performance. Discussion and Conclusion: Information capital can lead an organization towards innovation, increase productivity and value creation for customers and be considered as a competitive advantage. Given the irreplaceable importance of information capital, it is obvious that its effective use is promising to be able to provide valuable data for making important decisions and the effectiveness of the organization's activities. Information capital has a positive effect on improving the performance of start-ups. This means that the implementation of information capital and more and better access of managers and employees to relevant information will increase the quality of goods and services, improve organizational performance and customer satisfaction. Information capital has a positive effect on human resource opportunism. Information plays a different role and value than other resources in the organization and this is due to its unique feature. Undoubtedly, providing information to human resources and its proper distribution in the organization will help human resources to identify opportunities and better understand issues. Human resource opportunism has a positive effect on improving the performance of start-ups. The creative minds of people can observe environmental changes well and improve the performance of the organization in this turbulent environment by recognizing the opportunities and providing the right solutions. It is clear that leadership in industry and the competitive environment is achieved through timely understanding and discovery of situations and opportunities.

The purpose of this study is to identify and prioritize key barriers to strategy implementation in cultural organizations. The method of this study was mixed (qualitative and quantitative). The statistical population of this study was the experts of small scale cultural and academic organizations in Tehran. The sample size in the qualitative section consisted of 5 senior managers, middle managers, strategic advisors, and founders of small-scale cultural organizations selected through a combination of available sampling and snowball technique. In the quantitative section, five senior managers, middle managers, strategic advisors, and founders of small-scale cultural organizations and academic experts were selected through purposive sampling. The content analysis was used to analyze the information in the qualitative part and hierarchical-analytic analysis in the quantitative part. Based on the results of qualitative and quantitative findings, 12 key barriers to strategy implementation in cultural organizations were identified and prioritized in order of priority: weakness in managerial management, lack of managerial commitment in strategy implementation, stakeholder pressure and sponsors, inadequate expertise. Forces, problems with the culture of human resources, weaknesses in formulating and revising strategies, inadequate organizational structure, weaknesses in training forces, believing in the necessity of scientific activities, weaknesses in accurate indicators of cultural activity evaluation, factors related to employment and occupation, weaknesses In the rules and instructions Enterprise.

The main purpose of this study is to evaluate students' systems thinking in several different situations. In the first case, students' systems thinking is tested without any training. In the second case, the students' systems thinking score will be assessed using a gamification approach with the help of designing a game. In the third case, which is also emphasized in the research, is the use of gamification in the systems thinking training. In this case, students are tested using an Internet-based game design. The main purpose of this study is to compare students' systems' thinking in these three situations. This is an applied research which has been done with a quantitative approach. The statistical population of this study is 10-12 years old students in an area called Bahmani located in Boushehr. After sampling, 170 students were selected based on convenience sampling. These students were divided into three groups based on the research goals and hypotheses and their results were compared with each other by means of comparison test. SPSS software was used for data analysis. The findings showed that the mean scores of students evaluated by the gamification approach were significantly different from those of students who were traditionally (without training). It was also confirmed that the students' Systems' thinking score in the training mode (along with the gamification) was higher than when they only used the gamification. Also, the students' systems thinking score in the training mode (along with the training gamification) is higher than the traditional one (without training).

Aim and introduction: The emergence of the new generation of fibers and textiles and the use of modern technologies in the textile industry have created a significant change in this ancient industry. The general trend of the global textile industry is to move towards the production of textile products whose design parameters are not limited to their aesthetics, but the primary purpose is to produce products with special functions. Different types of advanced textiles have been developed, included civil textiles, agricultural textiles, industrial textiles, medical and healthcare textiles, sports textiles, smart textiles, nano-textiles, and military textiles. Today, these advanced textiles used in various fields such as transportation, filtration, electrical and electronic industries, and composite materials. Hence, advanced textiles are a strategic and essential part of the textile industry, which must always be up-to-date with the emergence of new threats. This is not possible without having a strategic plan and appropriate strategies. In order to present a strategic plan for advanced fibers and textiles, the current situation of this industry properly clarified in the first stage, and its strengths, weaknesses, threats, and opportunities identified. Also, the current and future needs of the country should be carefully assessed. Then according to the upstream documents and opinions of experts, the development strategies of this industry in the next decade should be determined. The present study aims to compile a strategic plan for developing the advanced textile industry of the Islamic Republic of Iran. Methodology: The main purpose of the present work is to formulate appropriate strategies for developing Iran's advanced textile industry. This study is applied research based on the aim and descriptive-survey research based on the data collection method. The methods of interviewing and questionnaire from academic and industrial centers used, and the Cronbach's alpha coefficient was calculated using SPSS software to confirm the reliability of the questionnaire. Two external factor evaluation matrices and internal factor evaluation used to evaluate the effective strategic factors. Then the SWOT analysis method used to determine the appropriate combined strategies. Finally, the quantitative strategic planning matrix (QSPM) used to prioritize Iran's advanced textile industry strategies. Finding: The results indicated that the total score of the internal factors matrix is more than 2. 5 (i. e., 2. 58), which means that the strengths outweigh the weaknesses. Also, the final score obtained from the external factor evaluation matrix, i. e., 2. 37, indicates that this industry is faced with threats in terms of external factors. In the next step, the internal and external factors entered into the SWOT matrix from external factor evaluation, and internal factor evaluation matrices and combined strategies were determined. The quantitative strategic planning matrix used to prioritize the selected strategies for Iran's advanced textile industry. The results showed that strategies of enhancing the interaction and relationship of the defense industry with universities and research centers active in the field of the textile industry as well as creating knowledge-based industries are among the strongest strategies for developing the advanced textile industry. Results and Conclusion: This research aims to formulate desirable strategies for developing the advanced textile industry in the Islamic Republic of Iran. For this purpose, this strategic industry considered, and its strengths, weaknesses, opportunities, and threats identified. Then, by evaluating the influential factors and their combination, aggressive, conservative, defensive, and competitive strategies were determined. The results show that the state of the industry in terms of strengths, weaknesses, opportunities, and threats is in the area of competitive strategies. The strategies in this area they prioritized by using a quantitative strategic planning matrix. The results indicated that the enhancing interaction and relationship between the defense industry and universities and research centers active in the textile industry and establishing knowledge of the country's textile industry are the most robust strategies for developing the advanced textile industry. To achieve this strategy includes identifying leading universities and scientific centers in the field of advanced fibers and textiles, establishing a database of researchers and scientific elites, establishing a database of research projects and dissertations of universities and research centers, and finally using the capability of the identified centers and elites to produce the required advanced fibers and textiles.

Aim and introduction: The dynamic capabilities perspective seeks to provide an appropriate explanation for how successful firms are coping with rapidly changing business environments and creating competitive advantages to respond to consistent environmental changes. Although the dynamic capabilities perspective is one of the most prominent theories in the management discipline and has affected the different subfields of this discipline, remarkable concerns have arisen about the intellectual structure of this perspective’ s literature and its field of research. Dispersion and clutter of theoretical foundations, confusing plurality and diversity of conceptualizations, lack of a holistic framework of existing views, disconnected understandings and findings, and lack of coherence in the body of knowledge are instances of these concerns. Accordingly, the current study aims to develop a holistic insight into the topical structure and trend of the field and contribute to addressing the concerns challenging the identity of the literature as a whole unit by comprehensively reviewing the scholarly documents on dynamic capabilities. Methodology: The present study has used the text mining approach and topic modeling method. This approach and method is a powerful tool that can be used to analyze a huge amount of documents in a short time and with the required efficiency. For this purpose, first, articles in English-language journals related to the subject of dynamic capabilities and indexed in one of the Web of Science or Scopus databases until the beginning of 2019 were collected as the target collection of documents. Then, considering that the abstract of a research is the extract of its main findings and reflects the highlights of the study, the abstracts of the collected documents were considered as the set of texts required for textual analysis. After storing the bibliographic information of the retrieved documents and deleting duplicate documents or items without abstract, the number of abstracts reached 4206. In the next step, in order to pre-process and clean the collected text, measures such as unifying the uppercase and lowercase letters of the words, removing numbers and punctuation marks, deleting stop words, and merging the words with the same stem were performed. In addition, words with insufficient value were identified and eliminated using one of the common valuation criteria. Finally, using the latent Dirichlet allocation algorithm, topic modeling of the collected abstracts was performed, as a result of which the topical structure of the corpus and the temporal trend of each topic were obtained. Findings: As a result, the topical structure and thematic trends in the field of dynamic capabilities were obtained. The topical structure refers to twelve prominent topics in the field of dynamic capabilities that revealed as a result of topic modeling, and the thematic trends refer to the publication trend of scientific documents related to each of these topics. Each topic is a group of words that contains a probabilistic distribution of all the words in the corpus. In this group, the words that have the greatest proportions represent the dominant theme. The identified topics are: 1. Firm performance (focusing on the relationship between dynamic capabilities and firm performance), 2. Organizational implications (by the operational implications of dynamic capabilities for organizations), 3. Organizational change (by the transformational role of dynamic capabilities in organizations), 4. Theoretical framework (focusing on the theoretical concept, principles, assumptions, background, and development of dynamic capabilities), 5. Competitive advantage (based on the role of dynamic capabilities in creating firms’ competitive advantage), 6. Technological alliance (focusing on technological alliance capability as a dynamic capability), 7. Product/service innovation (focusing on innovation capability as a dynamic capability), 8. Innovation performance (focusing on the relationship between innovation as a dynamic capability and organizational performance), 9. Knowledge network (by networking and knowledge management capabilities as dynamic capabilities), 10. International market (focusing on the role of dynamic capabilities in responding to the need of competitive advantage creation in the face of ever-changing international environments), 11. Information technology (focusing on the information technology and information systems-enabled dynamic capabilities), and 12. Supply chain (focusing on the dynamic capabilities of supply chain and operation). The revealed thematic trends stated that among these topics, topic 8 (i. e., innovation performance) is an emerging topic in the field of dynamic capabilities, and also, other topics have had a growing trend in recent years. Discussion and Conclusion: As a complementary study, the results of the topic modeling can be presented through some questionnaires or interviews to experts in the field of dynamic capabilities to benefit from their specialized feedback to achieve a more accurate interpretation and conceptualization. In addition, it is worth noting that the use of text mining approach and topic modeling method in comparison with the use of conventional review approaches such as meta-synthesis and systematic literature review methods, provides only an overview that some researchers consider a limitation of this type of analysis. Therefore, researchers can develop some particular methods of textual analysis to overcome this limitation to some extent, or use these methods in cases where the benefits of this type of analysis (such as rapid analysis of large volumes of texts, avoidance of mental judgments, and development of an overview perspective on the knowledge structure and research trend of a field of study) can overcome the limitation. Researchers interested in studying dynamic capabilities are also suggested to carefully examine the scope of each of the topics identified in the present study to deepen the structure presented in this study and to enumerate its underlying layers. In the meantime, according to the results, addressing performance and innovation-related issues has a higher priority in the dynamic capabilities literature. In addition, it is worth noting that due to the limited number of documents related to each of these topics, researchers can use qualitative methods along with text analysis and scienceometrics techniques to achieve this end.

Aim and introduction: The origins of public participation in the political decision-making process go back to democracy in ancient Greece and have been subject to the constant change in the following centuries. So, after a period of neglect step in the first half of the twentieth century, since 1960, public participation has been used by governments as a fundamental tool to strengthen legitimacy, public confidence in government and improve the transparency of decision-making processes. In recent years with revolutionary spread of Information and Communications Technology has become particularly important. This subject has been paid attention by the policy-makers in Iran recently. However, currently, the citizens play less role in the public policy-making process in Iran. So, this deficiency as a challenge and a necessity of interaction in the public policy-making system with citizens and civil society has been raised as a basic need and requires research. Despite great academic debates in the field of public participation, no research has been done on whether it is possible to use direct participation mechanisms in policy-making in the future of Iran. Therefore, the purpose of this study is to investigate future scenarios of public participation in policy making. Methodology: The present study is a futurist in terms of approach. Futures studies has multiple methods, in this study, scenario planning method was used as the main method. To achieve the final scenarios, a four-phase roadmap was set up. The first phase of this research process was dedicated to literature. In the second phase of the study, the drivers of public participation in policy-making were identified. For this purpose, first, the identified drivers were provided to the experts in the first phase for correction and completion, and after interviewing the research experts, the thematic analysis technique was used to classify the final drivers. Finally, after identifying the final drivers, the cross impact matrix was formed and completed with the expert panel approach. Based on the cross impact analysis approach, the most important uncertainties related to the research topic were identified. In the third phase, uncertainty questionnaires were designed based on the identified uncertainties related to the subject. The designed questionnaires were distributed among the statistical population. The results obtained from the uncertainty questionnaires provided the necessary input for constructing the scenarios. In the final phase of the research, after identifying the critical uncertainties, the framework of scenarios was designed and described. Findings: Findings showed that the future of public participation in policy making is not predetermined and is affected by two uncertainties. On the one hand, the type of government can affect the status of public participation in policy-making. On the other hand, national culture in this area can be participatory or authoritarian for various reasons. Thus, the status of public participation in policy-making will be different. In this regard, four scenarios of consensus democracy (from the intersection of participatory culture and democratic government), majoritarian democracy (from the intersection of authoritarian culture and democratic government), electoral authoritarianism (from the intersection of participatory culture and authoritarian government) and closed system (from the intersection of authoritarian culture and authoritarian government) was examined. Discussion and Conclusion: Among the research scenarios, participation is possible only in the two scenarios of consensus democracy and majoritarian democracy. However, strong participation can be achieved only in the scenario of consensus democracy. The reason is that the more a political system realizes high infl uence of voters by elections, the less it can grant infl uence by direct participation, and vice versa. In such a way that direct participation is not meaningful in majoritarian democracies because it makes electoral competition less important. In this way, the voters have other participation channels except the elections to influence the decisions of the parliament, so they may not show much desire to participate in the elections. Based on the research results, the following suggestions can be made for Iran: 1) the prerequisite for participation is informed and capable citizens. Strengthening the tools of democracy (free media, strong parties, and strong civil society) is very important for this purpose, because personal knowledge, trust and advertisement result in citizen's participation. Therefore, the existence of strong and accountable parties and civil society is very important, otherwise, it becomes one of the weaknesses of direct participation. 2) A special participatory mechanism should be used based on the political structure and cultural context. It seems that majoritarian democracy is more responsive than political culture in Iran, and as stated, direct participation is not meaningful in majoritarian democracy. 3) However, in recent years, the growth of public awareness and technology along with distrust of politicians, have led to the issue of direct participation in policy-making being raised in majoritarian democracies as well. If these tools are to be used, mechanisms for direct participation (such as referendums and initiatives) must be part of the constitution and the conditions for their use must be determined. 4) To institutionalize direct participation in Iran, it is better to start from the local level, considering the political culture, the size of the country and the novelty of this issue. Also, discourse should be created in this field. 5) Finally, it should be noted that, the culture of direct participation is a collective learning process that takes time to develop as well as opportunities to correct mistakes.

Aim and introduction: Seting the strategic objectives map is considered a step to upgrade the effectiveness of company as an effective tool for aligning the strategic objectives and organizational strategies, and show the causal relationships between the strategic objectives. Drawing the strategic objectives map is done visually in the experimental space of organizations. With this method, the causal relationships between the strategic objectives in the various layers are not entirely clear, and it is unclear which the strategic objectives are interrelated. Therefore, it is essential providing an intellectual approach based on mathematics such as the Interpretive Structural Modeling for drawing the strategic objectives map. Interpretive Structural Modeling is a technique construct and understands the relationships between the elements of a complex system based on experts' opinions. The problem of this study is the uncertainty of the causal relationships between the strategic objectives in functional Levels of Iran Alloy Steel Company. Therefore, the purpose of the study is Leveling of the strategic objectives in multiple layers on the four perspectives of Balanced Scorecard in Iran Alloy Steel Company that multiple objectives are considered in each layer. Methodology: The research category in the study is applied in terms of purpose and descriptive-survey in terms of data collection method. The statistical population of the study includes 34 senior managers and experts in Iran Alloy Steel Company. In this study, the required data has been collected using library studies (documentary studies, study of domestic and foreign books and publications and search in databases) and field studies (interview and questionnaire). In the questionnaire of this study, the relationship between all the objectives in terms of how they relate and their impact on each other has been questioned. According to the 17 strategic objectives of Iran Alloy Steel Company, the number of questionnaire questions was 136. Matlab software used to draw causal relationships between the strategic objectives of the company through Interpretive Structural Modeling on the four perspectives of Balanced Scorecard in order to improve the performance of calculations and analysis. Findings: The findings showed the relationships between the strategic objectives are leveled in 6 layers on the Balanced Scorecard. In terms of the driving power and dependence, the objectives of “ Increasing investment to complete the unfinished projects in Iran Alloy Steel Company” , and “ Expansion of the interactions between steel industry and research centers” were identified as the most effective objectives which were at level 6. At level 5, there was only the objective of "IT infrastructure development" which is in the category of independent (driving) objectives. At level 4, there were two Objectives: attracting efficient manpower" and "upgrading the performance of knowledge and information management" which are in the category of independent (driving) objectives. At level 3, there were seven “ upgrading employee's ability” , “ optimal technology management” , “ development of superior technologies” , “ upgrading product quality” , “ development of production capacities” , “ sustainable supply of raw materials, items, parts and equipment” and “ promotion of social performance” which are in the category of linkage objectives. At level 2, there were two "increasing the utilization rate of equipment" and "optimal use of assets" which are in the category of dependent objectives. Finally, at level 1, there were three “ strengthening brand in target economic markets” , “ increasing customer satisfaction” , and “ growing profitability” which were identified as the most dependent objectives. Discussion and Conclusion: According to the findings, Iran Alloy Steel Company to strengthen its infrastructure in the field of manpower and information technology, and the development and improvement of automation and information processing systems will be able to improve its internal processes, increase productivity, and while strengthening its brand in the market and attracting customer satisfaction to achieve profitability. Also, the results of this study are aligned and consistent with the logic of the four perspectives of balanced scorecard and real world in terms of the ISM model presented and the MICMAC analysis. For example, the five lower-level objectives in Interpretive Structural Modeling all include the learning and growth perspective of the Balanced Scorecard. Also, these are in the category of independent (driving) objectives in the MICMAC analysis, and are known as drivers for other objectives that the causal relationships between the objectives in the strategic objectives map are consistent with the balanced scorecard framework and the real world. In addition, the all objectives were located in three category of independent, linkage and dependent, and conflicting and autonomous objectives were not observed in results. However, the findings of this study in practice will enable Iran Alloy Steel Company to have a better understanding of the relationships of its objectives, and take conscious action to achieve objectives, and prioritize and budget them.

Aim and Introduction: Given the diversity and limitations of resources, as well as the increasing complexity, dynamism, and changes in the business environment, the development of home-based businesses can be considered as one of the most effective strategies for governments to create jobs, generate wealth, and fight poverty. However, the development of home-based businesses is currently facing many obstacles and challenges, which has made it necessary to identify the main actors and the relationships between them. Given the importance of home-based business development and the role of this type of business in sustainable development, the ultimate goal of this study is to provide a framework for identifying and explaining the strategic antecedents of home-based business development. Therefore, the main question of the research is what factors and actors play a role in the success of home-based businesses and what are the relationships between these factors and what are the appropriate strategies for the development of these types of businesses and finally what is the appropriate framework for home-based business development. Methodology: The approach of the present research is qualitative, in terms of purpose is applied and in terms of nature and method is descriptive-analytical. The statistical population of the study is composed of activists, specialists, and experts in the field of home-based business, especially those who have written and researched in this field. Using the snowball sampling method, selected samples were identified and data were saturated in the interview with the 13th person. In this study, semi-structured interviews were used to collect data, and Brown's and Clark's (2006) six-step content analysis was used for analysis. To check the validity of the research tool, the interviews were carefully recorded and after coding, some qualified experts who had the necessary capability and competence were asked to re-examine and comment on the constructed concepts, and finally, the interviews were re-coded by a person familiar with the research literature. To calculate the reliability of the interviews, the method of calculating the agreement between the two coders has been used. Also in this study, to validate the research findings, the first four interviews were randomly given to a colleague and he/she was asked to encode the text. Kappa coefficient was then used for the reliability of the findings. The value of the kappa coefficient obtained (0. 860) indicates that there is a high agreement between browsers and is approved by experts in terms of the quality of the calculated indicators. Finding: The analysis of the findings based on the content analysis, finally, 35 codes were labeled as primary contents, four codes as organizing contents, and two codes as comprehensive contents. The results of data content analysis show that the strategic antecedents of home-based business development can be classified into two categories, whose dynamic interaction with each other can lead to a kind of common synergy. The first category called “ predisposing” and has an exogenous nature and facilitating role, is under the control of the environment and home-based businesses must manage and control these factors by adopting active measures and strategies. The second category, which is called "empowerment", has an internal nature and is controlled by companies, and is a motivating factor. This factor in its structure creates the necessary bedrock and motivation for the success of home-based businesses. The interaction of empowering and predisposing factors requires a strong and effective flow that can simultaneously connect these elements to create effective shocks in home-based businesses. In this study, the connection and co-creation of these two factors are defined as "common synergy". Given the complexity, dynamism, and ongoing mobility of the home-based business environment, "common synergy" also requires other interactive flows that can build innovation and trust within home-based businesses; in this study, the term "dynamic capacity building" has been used for interactive flows, which includes "social capital" and "open innovation". Discussion and Conclusion: The results show that for the development of home-based businesses, both internal and external factors must be emphasized simultaneously, which means common synergy. External factors, in turn, are tools and strategies that provide the right conditions and contexts to facilitate the development of home-based businesses that include creating permanent markets for home products, access to distribution channels and target markets, improving the business environment, legal protection of home-based businesses, elimination of cumbersome administrative rules and regulations, and decentralization of the decision-making process and greater delegation of authority to local institutions, the use of social networks and media, and the development of e-commerce. internal factors are also empowering tools, motivators, and incentives for the development of home-based businesses, in this regard, provided various, continuous, and professional training, market type and segmentation, attention to branding, competitive pricing training, familiarity with different marketing methods, especially media marketing and Social networks, the development of risk-taking, work commitment and job independence can be mentioned. In addition to common synergy, multiple interactions between actors that foster innovation and creativity, and factors that build trust and lasting relationships, lead to dynamic capacity building and, consequently, the development of home-based businesses. Meanwhile, one of the interactive tools for home-based business development is a focus on innovation, especially open innovation, which focuses on technology purchasing and patenting, take licensing and common ventures, give licensing and licensing purchases, and the creation of common ventures. Meanwhile, social capital also plays an important role in the capacity building and development of home-based businesses. Social capital, by creating interactive and continuous relationships with trust based on a common vision, causes a kind of culturalization in the field of knowledge exchange and sharing, and in addition to flexing the boundaries of enterprises, facilitates the flow of knowledge entry and exit. In this regard, developing social justice, creating a common vision and insight, as well as creating networked relationships between home-based businesses can provide the basis for the reproduction of social capital in this type of business and thus the development of home-based businesses.

Aim and introduction: Fintech has brought a new paradigm in information technology and innovation in the financial industry. It has changed the rules of the game and managed to move traditional financial markets with disruptive innovation. Considering recent advances in technology, access to cost-effective infrastructure, and introduction of emerging applications, fintechs are leading the way among competitors in this area. It is now the time of moving away from traditional methods of business to technology-oriented and value-creating models. Considering the role of technology in changing business models, information technology has enormously influenced the banking industry. Methodology: This study seeks to design a new open banking business model for banking industry based on the emergence of disruptive innovation and open innovation and to identify the drivers and their implications. The present study used a mixed-method research approach. In the qualitative phase, a conceptual model was developed based on the literature and Delphi technique, to examine 34 banking experts perceptions. In the quantitative phase, a researcher-made questionnaire (Likert-based) was used to validate the model. The questionnaire contained 40 statements and was administered to a sample of 361 banking employees selected by cluster random sampling from among the population of the study. Data were analyzed employing SmartPLS. For reliability tests of the model, Cronbach's alpha, composite reliability (CR) and Average Variance Extracted (AVE) were used. To assess the discriminant validity, Fornell and Larcker test were used. According to the goodness of fit index, the predictive power of the research model is very strong. Findings: The results show that the structure of financial institutions, financial technology developers and the business ecosystem have positive impact on open banking model, but customers segmentation does not have a direct impact on open banking model. Also, open banking model has a positive impact on business environment and organizational performance, but has no significant effect on virtual banking. Discussion and Conclusion: Considering the confirmation of Hypothesis 1 (the impact of the structure of financial institutions on the open banking model), In order to improve the business model of open banking, the structure of financial institutions should be more agile. Fintechs are more agile than banks because of their structure. Banks need to make their structures more horizontally than complex and sophisticated if they intend to offer better open banking services. Regarding the confirmation of hypothesis 2 (the impact of financial technology developers on the open banking model), these emerging companies should be considered as the main components of the network of partners and suppliers in the business model of banks. This cooperation can be in the form of buying or possessing companies, or integrating horizontally or vertically with banks. Moreover, the development of banking services can be outsourced to fintechs and financial start-ups so that they can improve customer experience and the proposed value with more agility. Concerning the confirmation of hypothesis 3 (the impact of environmental conditions on the open banking model), It is safe to conclude that access to open banking services and the market, expert workforce, government support, and clear rules and regulations are essential to ensuring the security of transactions and preventing the hacking of online payment gateways. In relation to the rejection of hypothesis 4 (the impact of customer segmentation on the open banking model), It seems that Iranian banks have weaknesses in identifying target customers and their demographic characteristics, so the practice of customer segmentation is not correct. Banks should identify the needs of various groups of customers, enhance their intention to use open banking services, and ultimately customize their specific products based on their needs and wants. Considering the confirmation of hypothesis 5 (the impact of the open banking model on the business environment), designing the business model of open banking results in the advancement of technologies, the development of application programming interface (API), and the creation of more user-friendly systems. Open banking business models offer transparency and security to the customers and investors. Regarding the confirmation of Hypothesis 6 (the impact of the open banking model on organizational performance), It is clear that designing the open banking model helps bank reduce operational risks, increase attraction of new customers, increase customer trust and loyalty, provide more agility in service delivery, useful application of customer data, improve customer experience, and increase the customer lifecycle in an effective way. With regard to the rejection of Hypothesis 7 (the impact of the open banking model on the acceptance of virtual banking), It could be argued that bank employees and customers are still not familiar with the concept of virtual banking and online self-service. One reason for this lack of familiarity is that they have not properly understood the importance of personal banking. To ensure open banking, banks should help fintechs gain access to customer data and payment infrastructure so that some banking services such as payments, personal banking, and money transfer can be done using fintechs. The results also showed that among the independent variables, fintech developers had the highest path coefficient. The results thus emphasize the importance of cooperation of the banking system with fintechs and other financial start-ups. By changing the closed-to-open banking ecosystem in Iran, banks can use third-party suppliers to manage customers’ financial services. It seems that the most important issue is the mistrust of banks towards third-party firms and cooperation with such firms. Today, banks operate as a financial service provider and distributor. Banks often tend to invest in their territory and their own businesses areas. It seems that banks should see these emerging companies as partners than competitors. Collaboration can be at different levels, such as providing skilled workforce, upgrading hardware and software infrastructure, or providing a variety of banking and non-bank services. Consequently, retail banking will be directed to fintechs, virtual banking will be replaced with e-banking, and virtual money with electronic money (e-money). It appears that Fintechs are moving away from “ open banking” to “ open innovation” , as they operate in the areas of banking services, securities, insurance, and so on.

Aim and introduction: According to the upstream documents, one of the characteristics of Iranian society in the 20-year perspective is the realization of a knowledge-based society. Identifying the context, causal conditions, interventionist conditions and strategies of knowledge interaction in leading knowledge-based societies can be useful and effective in the realization of the knowledge community. The purpose of this grounded theory based research is identifying and classifying these factors and finding answer the basic question: What are the contexts, causal conditions, interventionist conditions and strategies of knowledge interaction in leading knowledge-based societies? Knowledge is vital to the development of human societies and plays a key role in economic growth, social development, cultural richness and political empowerment. In order to distinguish the knowledge-based society from the "information society", UNESCO has developed the concept of the "knowledge-based society", which contains ideas based on inclusiveness, pluralism, equality, openness and participation. This concept expresses UNESCO's strong belief that “ knowledge-based societies should be shaped and guided not only by scientific and technological forces, but also by social choices” . In fact, science and technology create an extraordinary capacity for the exchange of information and knowledge, the emergence of new patterns of communication and the exchange of ideas, as well as the production and design. In fact, each society has its own epistemological capitals. In the Islamic Republic of Iran, the establishment of a knowledge-based society, an educated, capable, entrepreneur, creative, innovative society and the like (Article 4 of the Sixth Five-Year Plan) are among the items mentioned in the upstream documents and specifically the vision document. In addition, the measures announced by the Supreme Leader "Model of Iranian Islamic Development" from the view point of responding to the needs and demands of society and using opportunities to achieve a high level of welfare and prosperity; Realization of knowledge-based society are important. Achieving them requires fundamental attention to mobilizing knowledge resources and capacities to move hopefully and find new, effective, efficient and sustainable solutions to govern society. Methodology: This research has an inductive approach and is qualitative in terms of strategy. It has used grounded theory. Therefore, upstream documents such as Vision 1404, five-year plans, strategic transformation document of science and technology, relevant scientific and research studies and specialized interviews in the period from the second half of 1398 to the end of June 1399 in a semi-structured and snowball method (to Reach the theoretical saturation) was done to identify and explain the effective factors. Researcher collected valid documents for “ validity” and selected the research community according to characteristics such as more than 20 years of experience in science and technology policy, activity at high levels (Executives of economic, cultural, political and social centers), higher education and research activities in universities and research centers of the country. In addition, at the end of each coding step, the result provided to five experts to check the scientific accuracy of the research and the degree of compliance of research variables and items with the main purpose of the research. Findings: According to the findings, endogenous knowledge, evolution of production thought, transformation of people from just consuming to producing knowledge, have the most important role in shaping the knowledge-based society, and the main source of these changes are the people. When knowledge leaves the minds of individuals and is in the cycle of distribution and dissemination, it affects all aspects of society. Considering themes such as "common concern and determination"; "fundamental developments based on science and technology" (central class); Creation, distribution and application of knowledge (causal conditions); Social, cultural, economic and information and communication capital (intervening conditions); 20-year vision and the necessity of the evolution of production thought and thinking with a focus on members of society (context); Dynamics, strengthening the relationship between university, industry and government, promoting learning opportunities (strategies) is essential for the realization of a knowledge-based society. Validation of the extracted themes is done by holding a Delphi panel and finally, a paradigm model is presented. Discussion and Conclusion: Fundamental changes have affected the nature of societies. A new order is forming based on knowledge and knowledge based innovation. Because of knowledge, there is irreversible transformation and control for societies. The fact is that despite such an inevitable phenomenon, “ a brief acquaintance of the scientific and executive community with the term of knowledge-based society, a clear explanation of the concept, and the recognition of its effective basic elements” have not based on a scientific and logical system. The necessity of this is due: firstly, its origin is non-native literature; and second, it has been examined at organizational or field levels such as knowledge-based economics and the like. The theory of knowledge-based society and one of the most important requirements and foundations for its realization is to change existing mentalities and procedures and believe that knowledge is the greatest asset of any society and, people are the main source of this capital. When knowledge leaves the minds of individuals and is in the cycle of dissemination, it becomes empowering and affects all aspects of society.