Objective This study aims to identify and analyze the role of Digital Platforms in improving business processes, data management, and communications. It thoroughly examines the direct and indirect impacts of Digital Platforms on organizational structures and business performance to find how Digital technologies can facilitate innovation and contribute to the development of new business models development. It also seeks to explore the challenges and opportunities they present for organizations. Focusing on a specific Digital framework, this study investigates how Digital Platforms are utilized at different organizational levels to enhance productivity and efficiency in work processes. Additionally, it tries to comprehend how organizations can benefit from the innovative opportunities created by advancements in Digital technology, emphasizing how these opportunities can be leveraged to improve customer interactions and marketing strategies.   Methodology This research employs the Delphi method to identify and analyze key drivers. The Delphi method is a systematic technique used to collect and align expert opinions through multiple rounds of questionnaires without direct interaction among participants. This approach enables the researcher to gather comprehensive data from various experts and perform deeper, more impartial analyses. Additionally, the study uses the MIC-MAC analytical software to assess the influence and interdependencies among the identified drivers. MIC-MAC is a powerful tool for mapping interactions and determining the level of influence and dependency between various elements in a system. By the use of this technique, the research provides a dynamic map of the drivers, helping to pinpoint key areas for intervention and optimization. Furthermore, the study employs trend analysis and intuitive forecasting methods to gain a deeper understanding of future trends and uncertainties. This part of the research focuses on environmental and economic changes that could significantly affect businesses. Through intuitive analysis, the study aims to predict complex market shifts and business environments that influence strategic decision-making in organizations.   Findings The findings of this study highlight the pivotal role of Digital Platforms in accessing big data and conducting intelligent data analyses. These Platforms enable organizations to process raw data more effectively and leverage advanced techniques such as machine learning and artificial intelligence to extract actionable insights. This process, in turn, promotes the development of sustainable and innovative business models that improve efficiency and profitability. Additionally, adaptability and flexibility in responding to Digital technological changes are recognized as crucial factors for leveraging innovative opportunities. Organizations that can swiftly adopt and implement new technologies can compete effectively in the market and maintain their leadership positions. This flexibility helps organizations stay competitive and enhances their ability to respond to evolving customer needs and expectations. The findings also indicate that the integration of Digital technologies with business strategies can drive the development of innovative products and services tailored specifically to meet customer satisfaction.   Conclusion This research highlights the significance of developing Digital capabilities and creating resilient, flexible business models in the Digital age. The results demonstrate that to achieve success in the modern business landscape, organizations must implement strategies that not only enable them to respond swiftly to technological changes but also empower them to leverage these changes to create sustainable competitive advantages. This study can provide guidance for decision-makers and business managers on optimizing operations and enhancing internal efficiency through big data and intelligent analysis. Effective use of advanced technologies can help organizations gain new insights into their target markets and identify business opportunities that previously seemed unattainable. Additionally, it highlights the need for continuous education and development of human resources to ensure that employees can adapt to and effectively utilize new technologies. This requires fostering a culture that encourages innovation and continuous learning at all organizational levels, enabling employees to grow in a stimulating and supportive environment.

Digital media Platforms have experienced very rapid growth in recent years and, accordingly, have affected various aspects of business. These Platforms, due to their success in competing with their traditional counterparts in the media industry, have been able to conquer the media markets’ engagement in activities and create market share. Considering that Digital technologies are growing and spreading rapidly, the question is how to create a sustainable competitive advantage on these Platforms. Traditional businesses may have advantages over competitors, such as lower costs, greater flexibility, and effective management, and use these advantages to succeed in the market. Businesses with a sustainable competitive advantage can create more value for customers and improve their position in the market. However, in the new global economy, Digital Platforms are often pervasive and developed because they enable interactions between audiences and facilitate service innovation. In addition, the nature of Digital media Platforms brings dynamism and audience engagement, which has provided a new organization in the context of technology. In other words, new Digital approaches, such as Digitalization and Digital transformation, have changed the fabric of businesses, and with the possibility of new forms of economic exchanges, creating a competitive advantage has also faced fundamental changes and transformations. Although Digital technologies and the ecosystem of Digital Platforms have provided great value to large enterprises on a global scale, it is unclear how these Platforms can provide a sustainable competitive advantage. The multicategory and variety of topics in a field show the diversity of topics and the multidisciplinary nature of that research field. Digital media Platforms are diverse fields covering different topics. In the past few decades, reliance on Digital media Platforms and sustainable competitive advantage has grown significantly, and managers' awareness of how to compete has developed. In parallel with this trend, researchers have increasingly focused on Digital Platforms for academic research. Therefore, creating a sustainable competitive advantage on Digital media Platforms is a dynamic field that includes broad subject categories. In this research, bibliographic analysis was used to understand the changes in research in this field to create a competitive advantage. The purpose of this research is to provide a general classification of studies conducted in the field of creating sustainable competitive advantage in Digital media Platforms and to identify and outline the scientific process of studies.Research MethodologyThe current research deals with the bibliographic analysis of research in the field of Digital media Platforms and creating a sustainable competitive advantage, and is a descriptive-analytical type of study. Bibliographic analysis is an interdisciplinary method that enables the mapping of research topics in the research field. The research community comprises all scientific productions in the field of Digital media Platforms and sustainable competitive advantage, which is indexed in the WOS. Bibliographic analysis is a common method for quantifying scientific production using statistical methods, and is considered a suitable tool for systematic analysis in various fields with the aim of evaluating the studies conducted, the trends of a specific subject, and the direction of future research. To retrieve articles related to this research, a search was conducted in the main collection section of the Web of Science database from 2000 to 2022. According to the search formula, the number of works related to the studied field was 838, which were used as reference articles for bibliographic analysis to find the best articles, researchers, and countries. In addition, cluster analysis was used to classify subjects and countries. To illustrate, checking the frequency of keywords, drawing the co-authorship network, and citation analysis of the articles, a full report including the names of the authors, title, abstract, keywords, sources, and information of each journal was taken from the WOS database using the R language and bibliometrix package and VOS Viewer software 1.6. This software is suitable for analyzing and visualizing the relationships between keywords and citations.FindingsAccording to the string of search terms in the Web of Science database, 838 articles were identified between 2000 and 2022. The significant growth of the literature on sustainable competitive advantage in Digital media Platforms started in 2015. The highest number of articles in 2022 (80 articles) and the highest number of citations were in the strategic management journal with 12,690 citations. In addition, in the co-occurrence analysis of keywords, six clusters were obtained: competitiveness strategies, innovative and value-creating models, organizational learning, strategic management of resources, sustainable performance, and culture and leadership. Discussion & ConclusionNumerous social and cultural factors affecting media activity, the complexity of human issues, and changes in the audience's taste have increased the ambiguity in the production and supply of media products and have faced many challenges to competitiveness. Due to the lack of a comprehensive study of sustainable competitive advantage in Digital media Platforms, the current research seeks to identify the factors affecting the creation of sustainable competitive advantage to increase the competitive power of Digital media Platforms. In the current study, the scientific production of different researchers in the field of sustainable competitive advantage was investigated using Digital media Platforms. In addition, by drawing thematic clusters, the most frequent concepts in this field and their evolutionary processes were presented. By determining the research trends in this field, it was found that, at first, there was a purely source-oriented perspective on creating a competitive advantage; however, over time, this view changed, and the roles of innovation, entrepreneurship, leadership, and organizational learning became more colorful. Considering the importance of innovation and how innovation is formed to create a sustainable competitive advantage, the first research area for future research is how innovative strategies and business model innovation can lead to creating a sustainable competitive advantage in Digital media Platforms. It is also suggested that researchers develop business models that personalize the value-creation mechanism in Digital Platforms. Another field is related to the investigation of organizational learning-facilitating factors and the transfer of tacit knowledge to transfer experiences in line with sustainable competitive advantage, which should be considered in future research.

Digital Platforms, as a complex type of businesses in the Digital economy, provide their services all over the world. Sometimes they try to provide services to users from other parts of the world and have the position of being an intermediary in the interactions and communications. Therefore, with various goals, including controlling the activities of users interacting with each other or with the platform, they regulate users' activities in the platform and call it self-regulation. The place of this self-regulation in the legal system and the effects it has on people in different situations are essential for policymakers and regulators, which cannot be examined except through the precise understanding of the legal nature of this self-regulation and determining the rights and duties of stakeholders related to a platform. In this work, by using the descriptive-analytical method while knowing the Digital Platforms, various methods of self-regulation by their owners have been investigated to be able to answer that, what is the nature of this self-regulation in our legal system. All kinds of self-regulation methods can be considered as an agreement between users with each other or with platform owners, which, of course, has a different place in the legal system in different situations depending on the type of practices and technical infrastructure.

1. IntroductionThe expansion of the Internet and its ever-increasing rate along with the rise of smart mobile phones have made Internet-based businesses one of the inseparable sectors of today's economy. The part that this type of business plays in today’s world economy is so much that now the top companies in the world, in terms of capital and market value, are companies in the field of Digital economy.  This is a reality that Iran will also face in the not-too-distant future; then, companies in the field of Digital economy will take a significant share of the market. So, today, it is especially necessary to pay attention to the issue of competition in Digital Platforms and to set the appropriate rules to govern them. Literature ReviewUntil the writing of this article, most of the issues raised in Iran's competition law are devoted to the examination of rules governing competition in traditional markets. Only one article titled "Competition Council and Internet Businesses" by Zarei et al. (2019) has been written in relation to platform markets, and this work is also based on the traditional rules of competition law and regardless of the specific challenges of this field. Analysis of the vote number 306 of the Competition Council. Therefore, it can be claimed that the explanation of the characteristics and challenges of platform markets and its effect on the regulation of competition in this field, which is examined in this article, qualifies as innovation. MethodologyIn order to correctly set the new rules applicable in the field of Digital Platforms’ competition, it is necessary to go through a three-stage system: first, we must get a correct understanding of the prominent features of the Digital platform markets that affect the issue of competition. In the second stage, the competitive challenges arising from these characteristics, with which the traditional rules are not able to fully deal, should be examined and evaluated; and finally, new rules of competition in the field of platform markets based on the aforementioned characteristics and challenges should be put in place.As the title of the article suggests, the purpose of this article is to explain and analyze the first and second stages of the aforementioned process to show the deficiency of traditional rules in response to the competitive challenges of the field of Digital Platforms and the necessity of revising them. For this purpose, after explaining the meaning of "platform" and its conceptual evolution over time (the first part), the prominent features of Digital Platforms that affect the issue of competition are counted, identified, and evaluated (the second part) and finally, the challenges due to the aforementioned characteristics and the inadequacy of the traditional rules in response to them will be explained (part three) to prove the necessity of revising the traditional rules of competition law in the field of platform markets. ConclusionBased on the findings of this article, the main economic features of Digital Platforms are such as "the network effect", "reduction of transaction costs", "replacement of ownership with access", "fragmentation of supply and demand", "economy of scale and economy of significant scope", "simultaneous improvement of economies of scale and personalization" and "fundamental importance of data". Although they are not entirely new and traces of them can be seen in traditional markets, their simultaneous presence in Digital Platforms makes the market tend towards them. In addition, this problem may be aggravated by the actions of Digital Platforms to strengthen and expand their position in the market. It is noteworthy that none of the aforementioned features that have led to the occurrence of the mentioned challenges have been recognized in the traditional rules of competition as an obstacle to entering the market or as an anti-competitive practice. Therefore, the first competitive challenge of platform markets, which requires the regulation of appropriate rules, is the growing monopoly of these markets. Naturally, the most suitable solution to get out of this situation is to recognize the aforementioned features as specific types of entry barriers for Digital markets.It should also be kept in mind that the preliminary stages to apply anti-competitive rules and guaranteeing them in Digital platform markets face serious challenges. In these markets, it is not possible to identify the product as easily as it is in traditional markets, and the application of the conventional SSNIP test cannot be applied to many Platforms that offer zero-price services or two- or multi-modal Platforms. This makes it a serious challenge to recognize the exact share of the platform in the market and, accordingly, to recognize the market power. It seems that the transition from "quantitative criteria" to "qualitative criteria" is the way out of such challenges.Also, following the traditional rules in recognizing the anti-competitive behavior of Platforms, causes many Platforms to be accused of aggressive pricing at the very beginning due to having zero marginal cost. In addition, the existence of the aforementioned features has facilitated the conditions for committing anti-competitive acts, such as establishing exclusive conditions in the transaction, selling a package of products, collusion, etc. It seems that the requirement to overcoming such challenges is to promote ex-ante regulations along with the implementation of the current (mostly a-posteriori) regulation model.Finally, it seems that the simultaneous presence of these features in Digital Platforms has largely led to the reemergence of traditional issues of competition law as current issues, and this will consequently require a review of competition laws in this area, as countries such as the United States, China, and the European Union have followed the same path.

Introduction: Long-term clinical evaluation of dental implants and their surrounding structures is of utmost importance to acquire knowledge about reasons for implant success and failure.However, accurate and reproducible results are difficult to obtain. The aim of the present study was to examine bone height around endosseous implants on Digital conventional radiographs (DCR) and direct Digital subtraction images (DSI) prior to loading.Materials and methods: In this experimental study, bone height around 10 implants in 6 patients was assessed by 2 observers. Standardized Digital radiographs were obtained just a week and 3 months postoperatively and subtracted by means of EMAGO software. Then the observers evaluated bone height on DCRs and DSIs. MINITAB software and paired t-test were used for statistical analysis (a=0.05).Results: Comparative evaluation of bone height indicated significantly higher values on DCR than on DSI (p value=0.002). The observers also had statistically significant variability in this assessment (p value=0.00003).Conclusion: DSI demonstrated lower values of linear measurement of bone height around endosseous implants compared with DCR. Interobserver variability should be considered when comparing values from follow-up studies.

The security of Digital Platforms is the economic and social dimension of Digital security. Maintaining trust in increasingly Digitally dependent economies and increasing resilience in a world exposed to growing geopolitical conflicts and Digital crime is imperative. The increasing trend of Digital platform governance norms potentially makes future international law regarding the Digital space difficult to effectively impose on state actors. Meanwhile, with the emergence of the information-based society, there are risks that Digital terrorists can damage data with computer attacks. If the future international law regarding the Digital space is changed by the governance of Digital Platforms at the expense of the interests of their non-state actors. Despite the impossibility of approving a legal document regarding the governance of the Internet and Digital space by the international community due to the lack of global consensus, this possibility is a strategy for coordinating the implementation of a successful international response to the movements of terrorists in the Digital space, which can be used to deal with such actions. be effectiveKeywords: Social Media, Digital Space, Digital Crimes, Terrorist Crimes, Digital Security.

In addition to this fact that Digital games are recognized as a growing industry at a rapid pace, they can be considered sophisticated and state-of-the-art media in nowadays' world. A medium that maximizes its interaction with the audiences and therefore has a considerable effectiveness. A medium at this level is enumerated as a proper context for conveying cultural and invaluable concepts in that it is of great importance to have a perception about the relationship between audiences and this medium. Our objective in this article is presenting an approach to measure performance, monetary, emotional, social and innovative perceived values across three popular gaming Platforms which are Mobile, Computer, and Console. Then, through a collected data of the national survey conducted by DIREC (Digital Game Research Center) with a sample size of 6232, patterns of perceived values and its differences are inspected. Results revealed not only are perceived values significantly different between Platforms but also they vary within Platforms. The most important factor which contributes to this difference is a high level of the social perceived value in the Console platform. Analyses and interpretations of this article can help to take more advantage of the Digital games as a medium for value creation.

Today, Digital marketing as an innovative path has brought more profit to jobs related to the sport industry. Digital marketing through social media, as part of modern marketing, develops elements of the marketing mix. In this regard, the purpose of this study was to identify the Digital marketing drivers of sport products in the context of social networks in Iran. A total of 128 related components were collected using semi-structured interviews with 28 Digital marketing experts in the field of sport who were selected by the snowball sampling method. With the formation of a group of experts, 26 components were identified as effective components and the input of the Delphi technique was presented in this research. After performing three stages of the Delphi technique, 15 factors were identified as key factors. Then, using MicMac software and a group of experts, eight key factors were more effective. They were introduced as the future drivers of Digital marketing of sport products in the context of social networks, and this is not a reason for other factors to be insignificant. According to the research results, it is suggested that financial and legal support be provided at the macro level of management of indigenous Digital marketing models of sport products designed based on novel technologies and the necessary infrastructure should be provided for the implementation and flourishing of creative content production in line with the country's culture.

Providing valuable information in the form of attractive content and interaction with customers is one of the most important elements of content marketing. The most important factor in the success of content marketing is answering to the question of what causes the audience to engage in content. Despite numerous researches in the field of identifying the dimensions of engagement and motivators of audiences to engage with content, the audience engagement is still one of the most important concerns of actors in the field of content marketing and they are looking for effective ways to identify factors affecting the promotion of audiences' engagement. The present study, using Meta-synthesis method based on the Sandelowski and Barros (2007) model, identifies influential indicators of content marketing on promoting the audience engagement. For this purpose, studies according to years 2003 –,2019 were collected and the papers that did not obtain the intended criteria were excluded from the study. Finally, the findings of 45 papers were selected. By classification of identified codes, 23 categories were identified in 4 dimensions including engagement, categories related to content features, categories related to content writer and other user's reactions. Among all identified categories, the possibility of content personalization for each audience, the sentiment embedded in content and the history of content, the membership level of writer and his/her identity in the online community made the highest priority.