This study sought to develop a social media-based Business model for tourism industry. At the first stage, the main elements of the model were extracted from the related literature review and the Osterwalder and Pigneur’ s Business model framework. At the second stage, to evaluate and prioritize the identified elements, a questionnaire was developed and administered on 119 experts who were selected through snowball sampling. The collected data were then analyzed, using Smart PLS software and the elements were imbedded in the model in order of their importance. Applying multiple case study method, the Business model of seven tourism companies who managed to successfully employ the potentials of social media to their benefit were analyzed in the final stage to validate the Business model proposed by this study. The findings indicated that active presence in social media would affect the customer-related elements more than those of the supplier-related ones. In other words, the elements related to the relationship with customers, cost structure, value proposition, and distribution channels would be affected more than the elements related to revenue streams, key resources, key activities, and key partnerships.

The Qur'an contains religious values ​​for the advancement of man to happiness. The claim is that Quranic teachings are the basis of religious values; By choosing it better, the method of proving religious beliefs can be extracted. This research tries to extract the method of proving religious beliefs with a Business approach and by using artistic forms with a descriptive and analytical method and with a better selection of Quranic teachings. Based on the verses, the process was defined as the introduction to the institutionalization of religious values ​​in the Businessman 1- Gaining self-knowledge (knowing the talents, capacities, existential dimensions and position of man in the universe); 2- Gaining monotheistic insight (knowing the origin and your relationship with the Creator); 3- Reciprocity is (knowing the destination and drawing the path of happiness in the universe). After the realization of these three stages, the beliefs must be proven through rational and scientific reasoning and penetrate, in this case, the acceptance of good qualities in the Businessman will be facilitated.

Business model, how to production value, absorb customer, explain the structure of make money and cost, and all Business on the way of this structure will be disparate and find identity. Now a day’ s، designing of the Business model have known applicable in the four level: the product or services level, Business unit level, company level and industry level. Whereas cities is the main center of economic activities, developing a Business model is important. Add a new layer with name of the "urban layer" to the literature on the Business model is the goal of this study. This research is of exploratory (qualitative) type and qualitative data were collected from the research method and with the method of data collection and documentary information as well as in-depth expert interviews. The nature of the research is inductive and the information obtained was analyzed by systematic review method, content analysis and logical analysis through MAXQDA software. The results show that the complex space of urban management, the need for economic policy and the facilitation of Business affairs in the city, have necessitated the development of a Business model for cities. In this study, after review and analysis, the dimensions of the extraction model and the relationships between them were explained, and finally the urban Business model was designed.

Purpose: Resilience in start-ups is a challenging issue that has caught the attention of policymakers and Business owners. The present study is an attempt to provide a model for designing the resilience model of start-up Businesses as a path to the future of start-up Businesses. Method: This research is practical in terms of purpose and from the perspective of data collection is a qualitative research that has been done by content analysis method. The data collection method is semi-structured interview. Interviews with participants continued until they reached the theoretical saturation point, which was achieved by conducting 15 interviews. Participants were selected by snowball and purposeful method and data analysis was done through three coding steps (open, axial, selective) with MAXQDA2020 software. Findings: Based on the research results, the components of "cognitive resilience, financial resilience, adaptive resilience" as well as the effective organizational factors of "precedent, drivers and boys and resilience consequences" were identified. In this research, foresight and futures studies were identified as the drivers of resilience of start-up Businesses. Conclusion: Resilience enables Businesses to respond effectively to the dynamic conditions of their environment and maximize their competencies through strategic foresight and as a result gain more value than their competitors in the field of Business. In this regard, the integration of foresight in the process of Business resilience can be suggested as a facilitator of drivers.

Objective: Small and medium-sized enterprises (SMEs) play a vital role in sustainable development and economic growth. These types of Businesses significantly contribute to gross domestic product (GDP) generation, employment creation, income production, and poverty reduction in both developing and developed countries. Business clusters, as groups of commercial and non-commercial entities in a geographical location, collaborate in the production of similar and related products, establishing vertical and horizontal communications, and often engage in collective cooperation and joint initiatives. Cluster formation facilitates coordination in local networks among industries, universities, and other factors within a region, enabling them to gain competitive advantages over other regions. Business clusters require Business development services to effectively harness the potential and resources of the region. A Business cluster comprises not only member companies but also organizations, raw material suppliers, subcontractors, buyers, exporters, machinery suppliers, various support institutions, consultants, public services, transportation system-related units, and other Business development service providers. The present research aims to provide a paradigmatic model for improving Business development services in Business clusters. It seeks to answer the question of how an appropriate model for enhancing Business development services in Business clusters looks like and what components it encompasses. Method: This research is categorized as goal-oriented, practical, and, in terms of nature, exploratory, employing a qualitative and data-driven research method. The statistical population comprises experts, stakeholders in the field of Business clusters, and consultants based in Business advisory centers nationwide in the year 2022. The sample was selected using purposive theoretical sampling, totaling 16 participants. The primary data collection tool consisted of semi-structured in-depth interviews, continuing until theoretical saturation was achieved. In addition to interviews, written sources were also utilized. Furthermore, online documents were examined through searches in databases and online resources, reviewing articles and relevant materials on the topic to obtain new and updated information. To ensure the research's validity, efforts were made to select a statistical sample of individuals with the necessary knowledge and expertise in the research field. Additionally, researchers' intervention in the study was minimized as much as possible. The findings of the interviews were provided to the participants (interviewees) after implementation for them to express their opinions regarding the accuracy and reliability. The validity of interview questions was confirmed using a content validity method, and its reliability was verified through a test-retest method (82.0). For data analysis, the MAXQDA 2020 qualitative analysis software package was employed.Results: In this research, the collected data from semi-structured in-depth interviews underwent a three-stage coding process, including open, axial, and selective coding. In the open, axial, and selective coding stages, 1367 raw codes related to the main axes of the phenomenon, causal factors, contextual factors, intervening factors, impactful strategies, and implementation consequences of the extraction model were analyzed. After completing the coding stages, 66 core themes were confirmed as final themes and categorized into 17 main themes. In the domain of the central phenomenon, 1 main theme and 6 core themes, in the domain of influential factors, 2 main themes and 5 core themes, in the domain of contextual factors, 4 main themes and 16 core themes, in the domain of intervening factors, 5 main themes and 16 core themes, and in the domain of impactful strategies, 4 main themes and 20 core themes were identified. In the field of consequences, 1 main theme and 3 core themes were also identified as the most important components shaping the improvement of Business development services in Business clusters.Conclusion: This research has proposed a paradigmatic model for enhancing Business development services in Business clusters.Top of Form The research findings demonstrate that the theoretical model of enhancing Business development services, derived from the results of open and axial coding, articulates that Business development services are influenced by contextual conditions, such as the demand and supply status of Business services, contextual factors including institutional structures, political and economic factors, organizational functions and supporting institutions, and intervening conditions, such as the involvement of industrial estates, stakeholders, monitoring and evaluation, features and performance of the cluster development management group, empowerment, and trust-building, information, and communication. These factors create conditions that encompass a diverse range of actions and interactions related to Business development services, including the creation and development of both hard and soft structures, networking among stakeholders, and diversification of the Business development services domain. The consequences are also examined and evaluated at the macro, cluster, and Business levels. Ultimately, the improvement of Business development services has been chosen as the central theme, integrating and comprehensively examining other themes.

Introduction:Digital transformation has had a significant impact on all elements of Business, and the field of marketing is no exception to this rule. The development of Businesses based on information technology, the presence of online shopping channels, changes in customer behavior, and the introduction of digital innovations every day have led Business conditions in the right direction. According to the World Economic Forum, environmental degradation is a major global issue that must be addressed, and the importance of environmental orientation is increasing. However, the organizational trend towards green marketing for sustainability requires a fundamental revision in production and sales practices. While digital marketing and green marketing are key concepts in the modern era of marketing, not many attempts have been made to provide a model that integrates both concepts. In this regard, presenting a comprehensive and coherent model to explain how to align green marketing actions and digital marketing tools makes perfect sense. The main problem of the current research can be conceptualized in terms of the following: 1) the small contribution of digital marketing studies in the B2B field compared to the research conducted in B2C Businesses; 2) focusing on the concepts of digital marketing and green marketing in the form of separate concepts in previous research and the lack of models that connect these two categories at the same time; and 3) the problems of the country's industrial companies, both in the field of digital marketing and in line with environmental measures. According to the above content, it is clear that there is a need for a model to explain how to use digital marketing tools in line with environmental goals in the B2B field. With these explanations, the current research is conducted with the aim of presenting a model of green digital marketing development in the Business sector. The knowledge-enhancing contribution of this research is that it not only examines “digital marketing” in the B2B field, but also explains the concept of green marketing in the form of digital tools, a category that is really lacking in domestic literature. This research has been done with the aim of providing a green digital marketing development model in the Business sector. Methodology:Considering that the main purpose of this research is to present the development model of green digital marketing in the trade-Business sector, it can be said that the current research is in the scope of development research in terms of its purpose. In terms of approach, this research is an exploratory study. Using the qualitative approach, dimensions, components, and indicators affecting digital marketing in the Business sector and the research model are designed. In the following, the interpretive structural modeling (IS) method has been used to stratify the variables. In order to design the model, a group of marketing experts, including university professors and managers of industrial companies, have been selected and interviewed. Sampling has been done using the snowball method. The sampling of experts in this research has continued until the discovery and analysis process reaches the theoretical saturation point. This research has reached theoretical saturation by conducting 15 interviews. In the present research, according to the topic and research objectives, a semi-structured interview method was used. In order to determine the validity and reliability of the interviews, two methods of re-testing and double-coder agreement were used. In this research, thematic analysis methods were used to analyze qualitative data. Data analysis has been done in the qualitative section using MAXQDA software. Findings:Data analysis was done in the qualitative phase with the thematic analysis method and in the quantitative part with the interpretive structural modeling method. Based on the results obtained in the qualitative phase, overarching themes, including organizational factors, socio-cultural factors, legal factors, marketing factors, and financial factors, were identified. Based on the results of interpretative structural modeling, competitive advantage at the first level, variables of capital attraction and cost and income performance at the second level, customer orientation variables at the third level, variables of social networks and digital channels at the fourth level, rules and regulations, organizational culture, and education. And learning is at the fifth level, and finally, the organization's green orientation is at the sixth level. Discussion and Conclusion:In confirmation of this finding, Shaukat & Ming (2022) also introduced the green orientation of industrial companies as a key factor in improving the performance of these companies. In confirmation of this finding, Shaukat & Ming (2022) also introduced the green orientation of industrial companies as a key factor in improving the performance of these companies. The results obtained in this research in relation to organizational factors agree with the findings of Setkute & Dibb (2022); Srivastava et al. (2022); Matt et al. (2015); Behra et al. (2022); and Dunakhe et al. (2022). Socio-cultural factors have been among other overarching themes identified in the green digital marketing development model in the trade-Business sector. While many Business organizations focus on the technological aspects of digital transformation, there is no doubt that culture is the most important key to digital marketing success. Culture represents a common set of accepted values and behaviors of an organization that defines how to make decisions and implement strategies. The results obtained in relation to socio-cultural factors with Varshani's findings (2020), Roth et al. (2020), Wright et al. (2019), Cartwright et al. (2021), Zamani et al. (2022), Mesibi et al. (2022), and Rostamzad (2021) agree. Legal factors have been among other overarching themes identified in the development pattern of green digital marketing in the Business-to-Business sector. To explain this finding, we can refer to the results obtained in one of the research studies last year. According to Lau (2022), only 27% of consumers fully understand how companies use their personal information, and 86% want more transparency. The results obtained in relation to the legal factors of B2B digital green marketing with the results reported by Hein et al. (2022), Jones et al. (2022), Pandey et al. (2020), Behra et al. (2022), Safavi and Mousaviyan (2019); Noami, Yazdanfar, Azad (2018), and Donake et al. (2022) are consistent. Marketing factors have been among other overarching themes identified in the green digital marketing development model in the Business-Business sector. In relation to these factors, we can mention components such as customer orientation and the use of social media channels as a tool to develop B2B digital green marketing. In fact, this result indicates the priority of customer-oriented and customer-oriented market orientation for all strategies of the organization in line with the development of B2B digital green marketing. This research, with the findings of Varshani (2020), Roth et al. (2020), Wright et al. (2019), Cartwright et al. (2021), Li et al. (2022), and Joss (2022), is consistent. Financial factors have been one of the other overarching themes identified in the green digital marketing development model in the Business-to-Business sector. Financial management has a central role in companies and is effective in budgeting, financing in financial markets, and evaluating capital and marketing projects. This finding is consistent with the results of Srivastava et al. (2022); Cartwright et al. (2021); Ghorbani and colleagues (2022); Zamani et al. (2022); Saura et al. (2020); Shankar et al. (2022); and Setkute & Dibb (2022).