The purpose of this research is evaluating knowledge management effect on DIFFERENTIATION COMPETITIVE STRATEGY creation via organization value chain this article based on results of a survey conducted in software system firms for designing conceptual framework we review the literature and history of research include of definitions, concepts, models and research finding of others. we use organization value chain model as a base to evaluate knowledge management effect on organizational processes. at first we perform exploratory studies such as text analysis and conducting interview and then evaluate effect of knowledge management indexes on different organization parts via survey method. we use questionnaire to measure KM processes ,innovation (individual, group and organizational). employees special skills and customer satisfaction. We use structural equation model and LISREL software to examine relationship between variables finally the variable relationships in conceptual model confirmed.

Due to scientific, technical or low productivity in the commercial sector of our economy, we are not able to compete with foreign competitors. In fact, the real situation of our country (Iran) does not create sufficient opportunity for COMPETITIVE commercial advantage and filling the technological gap with developed countries. Generally speaking, from the viewpoint of development, policy - makers call the current situation in the world as transitional or unstable period. In such a situation, the commercial scheme of world is changing and the business - industrial policies are changing in the international or local arenas. Therefore, in order to prevent negative consequences of this situation, developing a comprehensive flexible and complete plan is of vital importance.The present paper intended to develop such a comprehensive plan for policy - makers in order to help the quantitative and qualitative development of contingency methods and to evaluate those companies in the stock market who have used those strategies.The most recent studies in the field of strategic management were used in this paper to present the following hypotheses:1) The cost - leadership STRATEGY is the most important STRATEGY in comparison with other COMPETITIVE strategies.2) There is a correlation between the process of COMPETITIVE strategies and financial performance indicators.The obtained results confirmed to some extent the intensity of the effect of the strategies in terms of practicable possibility of their utilization and priority of those strategies for trading companies.Also, the findings showed that the priority and importance degree of the mentioned four dimensions in COMPETITIVE strategies are significantly different to each other. Accordingly, the cost leadership is the first priority and has the most impression in the trade companies' efficiency. After that, the best cost STRATEGY is the second preference and then distinction and concentration is next priorities which may promote the trade companies' efficiency. In other words, these strategies have impressed the indicators of financial operation and suitable adopting of those strategies crystallized in indicators of financial operations.Finally, we can express that making use of the suitable strategies and observing of restricted area of each STRATEGY will impress the trading companies' efficiency.

In complex supply chains today, intermediary organizations such as contract manufacturers and group purchasing organizations (GPO) are prevalent, and firms like Original Equipment Manufacturers (OEMs) confer their purchasing and procurement processes to such organizations. Because of their potential impact on the efficiency of supply chain, it is important to investigate the role of intermediaries in COMPETITIVE supply chains. A prominent issue regarding intermediaries is whether an OEM can control components procurement or confer this task to intermediary organizations. This article studies the equilibrium point between two competing OEMs for procurement strategies for substitutable products. Each one of the OEMs may either procure directly its needs from the component supplier or devolve procurement to a contract manufacturer. We analyze OEMs’ procurement Stackelberg game under two contracting power cases in such a supply chain: the game of supplier, where the component supplier is the game leader, and the game of OEM, where the OEMs are the players that play the first move. We show that small OEM always prefers to control its procurement functions. This is because it would receive a lower price if the component supplier were able to determine the price that discriminate the OEMs. By contrast, the bigger OEM’ s preference depends on the power of contracting. Under the supplier game, the bigger OEM never prefers procure directly, while under the OEM game it may have incentives to use direct procurement under some conditions. This implies that if the market power shifts from the supplier to the OEMs, more OEMs turn from delegation towards direct control.

The purpose of this study is designing a model to determine important factors on export performance (EP) in the base of DIFFERENTIATION STRATEGY for non_ metal mineral industry of Iran. In this paper, available approaches in the scope of determinants of EP are identified consist of contingency view, relational and resource based view. In this study, we examine relationship between resources, COMPETITIVE STRATEGY (DIFFERENTIATION) and export performance. The purpose of this paper is that how resources are caused directly and indirectly a high level of performance throughout DIFFERENTIATION STRATEGY. Conceptual model in this research integrate three main components of strategic management. It means that internal environment (resources, capabilities and system), COMPETITIVE STRATEGY and performance. We distribute 300 questionares and 285 of them were beanalysied. In this research, we investigate that DIFFERENTIATION STRATEGY based model. As a result, COMPETITIVE resources have the most effect on export performance (40%).