Background and objective: The domestic market is relatively small for Knowledge-based products, therefore, every knowledge-based company for growth and development must enter international markets. While, the entry process is full of obstacles and challenges. The purpose of this study is to identify the barriers that health-related knowledge-based companies face when entering international markets. Methods and Materials: In this research, the review study method and the expert panel have been used. Data were analyzed using SPSS software (version 25), descriptive statistics, and non-parametric testing of Kruskal Wallis. Results: The findings showed the main internal barriers were lack of investment in research and development activities, lack of research cooperation between industry and academia, lack of participation in international exhibitions, the main external obstacles were the lack of access to the distribution channel, the existence of other competitors with famous brands and lack of knowledge of the laws and regulations of foreign countries. Conclusion: This study provides practical advice to managers of knowledge-based companies intending to enter international markets, including: investing in research and development activities, Research cooperation between industry and academia, attending prestigious domestic and foreign exhibitions, access to a suitable distribution channel, identifying foreign competitors with famous brands and being aware of the laws and regulations of foreign countries.

Objective: Knowledge-based companies are not able to develop innovation alone due to their complex and non-linear nature of the innovation process. They are highly dependent on external actors to improve their innovation capabilities, and thus they create innovation ecosystems that expand their boundaries. The innovation ecosystem is a fluid and multidimensional concept, and its recognition requires a comprehensive and holistic approach. This research initially seeks to identify actors in the innovation ecosystem that cause knowledge-based companies to enter international markets, and then presents a model of these actors. Method: The research method in this article is descriptive-survey, using exploratory-applied method, in terms of the type of data, it is a mixed method (qualitative-quantitative) and in terms of data collection method, it is of secondary and field data collection method (interview-questionnaire). The statistical population in the qualitative stage includes experts and entrepreneurs in knowledge-based companies who had relevant executive and research experience, and in the quantitative stage, it includes entrepreneurs and managers of knowledge-based companies in Semnan province, with at least 10 years of work experience. Findings: According to the quality of the primary codes and its organization in the form of concepts and categories, the innovation ecosystem includes financing conditions, political conditions, laws and regulations, communication mechanisms and influential actors in five categories. The results in the qualitative part indicate that a total of 87 initial codes were counted, then they were categorized in the form of 5 categories of second-level organizing themes, where political conditions and laws and regulations are the most influential, and financing and communication mechanisms are the most impressionable actors in the ecosystem. Conclusion: Based on the results of this research, the innovation ecosystem includes five categories of financing conditions, political conditions, laws and regulations, communication mechanisms and influential actors. To be strongly present in the economy, knowledge-based companies are required to optimize their organization and strengthen their competitive base, which in this research are accelerators, financing from banks (loans), investors or angels, and family support as sources of financing. In political conditions, some researchers point to the role of the government in facilitating entrepreneurial activities and creating new companies in international markets. Some of the most important government policies and programs for the development of entrepreneurship include creating political stability, allowing entry into target markets and access to payment gateways for knowledge-based companies.

Considering the limited resources available, firms must rank their most distinctive capabilities in order to succeed in entering international markets. This research aimed at prioritizing transnational capabilities including marketing, managerial, human resources, production, financial, logistics, research and development, quality and standards and consultation and interaction with the government affecting on the entry of the Iranian steel pipe manufacturers producing gas and oil transit steel pipes into international markets. The study population consisted of experts and procurement, business and marketing managers of the 8 biggest oil and gas steel pipe manufacturers working in Iran. Two pair-wise comparison questionnaires employed to collect the required data. Fuzzy Decision Making Trial & Error Laboratory (FDEMATEL) and Fuzzy Analytic Network Process (FANP) techniques used to analyze the data. The results revealed that the marketing (Net Weight=0.225) and human resources (Net Weight =0.035) capabilities attained the highest and lowest priorities, respectively. The paper is sharing the value creation by presenting a potential process including systematic techniques for ranking transnational capabilities to enter the international markets considering the competitive environment.

Objective evidence in the field of corporate foresight research suggests that companies and organizations are still suffering from a lack of a framework for facing future economic conditions and ensuring that all relevant external changes are relevant and appropriate responses are presented. This research aims to develop the capabilities of corporate foresight and the successful use of foresight activities in companies to enter the global markets to examine the capacities of the two areas of knowledge of corporate foresight and international marketing. The research method has two main parts. First, through the qualitative research method, theoretical foundations are analyzed and analyzed. In the second part, the modeling is based on the modeling of the interpretative structure, explained and analyzed. The statistical population of this research is futurists experts and managers of active export management companies. Sampling method is a targeted sampling method. The findings suggest that the proposed framework, utilizing the capacities of the two fields of corporate foresight and international marketing planning, can be combined with the integration of prospecting and strategic planning approaches and the issue of entry into international markets Analyzes future scenarios in this area and facilitates the formation of a strategy to ultimately improve the ability of companies to deal with discontinuous changes and reduce the uncertainty of companies, especially export management companies.

Purpose: The purpose of this research is to identify and prioritize international markets entry strategies in plastics industry. Methodology: The research method of the study is explorative-descriptive and its statistical population includes managers and officers working in small and medium-sized enterprises in the plastic industry, which are the members of the Bojnord Chamber of Commerce, Industries, and Mines. The sampling method of the study consists of snowballing sampling and purposive sampling, and the sample size is equal to 19 experts. Data collection instrument was questionnaire, which its validity and reliability were confirmed using content validity ratio and inconsistency ratio mechanism, respectively. To analyze data, Analytic Hierarchy Process (AHP) technique was used. Findings: The findings indicate that international markets entry strategies in plastics industry consists of seven strategies, including export, license, management contract, contract manufacturing, turnkey operation, foreign direct investment and strategic alliances, and criteria to select these strategies include four categories of factors related to host country, factors related to product, factors related to company, and factors related to home country. Furthermore, the research findings indicate that the most important criterion to select international markets entry strategies is factors related to company and the best international markets entry strategy is export. Originality/Value: The findings of this research help managers to evaluate, prioritize, and select international markets entry strategies using AHP technique in an effective and efficient manner.

In this study, we examine entry into complementary good and service markets in a foreign country with network effects. We used a three-stage game theory model which in the first step, the entrant chooses the entry strategy, in the second stage, firms determine the prices by forming a profit function and in the third period, consumers decide which goods to consume. The results show that entry occurs and entrant attract a majority of consumers, if the fixed costs of direct entry are lower than the export fixed costs, the complementary degree is higher than the export variable costs and the network effects are large enough. The entrant can also choose the direct entry strategy by implementing the assumptions which expressed in propositions and captures the foreign market by considering the network effects and large complementary degree.