This research aims at identifying and presenting a Model for Strategic Alliance functions for successful small and medium-sized enterprises. The functions of Strategic Alliance include strengthening competitive advantage, strengthening entrepreneurial and innovative capabilities, strengthening social capital, and internationalization of small and medium-sized enterprises. Research method was both qualitative and quantitative. In the qualitative section, semi-structured interviews were conducted with experts in the segmentation industry, who were experienced in Strategic Alliances. The statistical sample was purposefully targeted and with respect to the nature of any qualitative research, selection continued until its volume reached data saturation (twelve subjects). In the quantitative part, the Model obtained in the qualitative section was first translated in the framework of questionnaires which were distributed among a sample of 100 industrial managers and experts with experience in Strategic Alliances in the segmentation industries of Tehran Province. Then, using confirmatory factor analysis, the designed construct was approved. Finally, findings were summarized in four broad categories of strengthening entrepreneurial capabilities, strengthening social capital, internationalization of firms, and strengthening competitive advantage, which respectively have the strongest impact on the formation of Strategic Alliances. This research has led to the identification and presentation of a native Model for the functions which small and medium-sized enterprises can make the best use of in order to enter into Alliances with large companies.

Objective: People who have higher social health can more successfully deal with the challenges and ups and downs of playing key social roles and participate more in collective activities and prevent social deviations and anomalies. In this regard, foresight and the development of a forward-looking strategy Model by the media can play an important role in promoting the social health of their audience (individuals).Method: This research has been done qualitatively and quantitatively. In the qualitative phase, content analysis and Q methods were used, and in the quantitative phase, factor analysis was used to analyze the Q method data.Results: The content analysis of the media in this study showed that the most media production in the field of social deviations with 576 cases and the lowest media production in the field of violence with 237 cases. The field of social quality with 485 and the field of social issues with 312 cases are in the second and third ranks. A small questionnaire was made and based on it, the desired Model was designed using PLS software. Conclusion: This Model showed that the function of media is effective in promoting social health of society and can have the greatest impact on improving quality of life, reducing violence, reducing social deviations and social issues.

After the collapse of the Soviet Union, Turkey was the first country that recognised the independence of the Republic of Azerbaijan. This country uses the geopolitical vacuum to increase its influence in the Republic of Azerbaijan, which have many cultural and linguistic similarities in common. Since the appearance of this century, Ankara and Baku have expanded their cooperation in the field of infrastructure projects and energy. These relations increased during the Second Karabakh War and reached its peak with the Shushi Declaration. This declaration outlines the role of the future relations between the two countries and endorses the slogan of “one nation and two governments”. Therefore, this article tries to answer this question with a descriptive analytical method of relationships and by using the constructivist theory as one of the international perspectives that especially pays attention to the "identity" and its role in shaping policies. What is the role of panturkism The development and deepening of the Baku-Ankara Strategic Alliance? and how and in what ways does this Alliance affect the national security of the Islamic Republic of Iran? The hypotheses raised in response to this question is that pan-Turkism creates important functions in the Alliance of Baku and Ankara, which puts these two in the in a new array of geopolitical, geoeconomic and geocultural in front of the the national security of the Islamic Republic of Iran. In this research, the method of data collecting is using written sources e.g. books, articles, documents and internet data.

Outsourcing has been the most common method of cooperation. Today, issues such as increased competition, limited resources, technological complications, uncertainty about the future and increased costs have caused organizations to reconsider their management Model and turn to new strategies. In such a situation, Strategic Alliances can replace outsourcing. The purpose of this article is to design a Model to evaluate the current state of an outsourcing and to investigate the possibility of developing it into a Strategic Alliance. For this purpose, in this research, by studying the literature on the subject, examining examples of Strategic Alliances and also interviewing experts, a list of effective criteria on the formation of a Strategic Alliance was prepared and categorized into 6 dimensions. Then, using the content validity ratio method, unnecessary criteria were identified in this list. After that, using fuzzy data envelopment analysis without explicit input method, the best combination of weights for essential criteria was obtained. In the next step, by specifying the minimum values for the formation of a Strategic Alliance for each of the criteria and dimensions of the Model, it is possible to compare the current state of the contractor with the minimum value necessary for the formation of a Strategic Alliance. Results indicates that through this comparison, organizations can identify their weak points in order to become a Strategic ally and plan to improve these criteria and, as a result, succeed in developing Strategic allies.

Introduction: The biopharmaceutical industry has several notable characteristics such as high R&D costs of $ 125 million to $ 250 million per drug, long-term commercialization cycles, and very complex and often long-term legislative procedures. All of these are associated with a high level of inherent uncertainty in the innovation process. Another characteristic of the biotechnology industry is the division of the innovative workforce between biotechnology R&D firms and pharmaceutical firms (customers) according to their capabilities. Dynamic knowledge bases such as genomes, molecular biology and proteomics as well as the novelty and fluidity of the biotechnology industry's scientific and technical knowledge needed to develop new products. This shows that the collaboration between companies is beneficial. Because the biotechnology industry includes a population of relatively young companies (e. g., proprietary biotechnology companies), there exists research partnership among these venture entrepreneurs, established and sustainable companies, and / or universities (Sorrentino and Garaffo, 2012) As mentioned above, adopting a strategy of participatory commercialization in today's changing environment is one of the vital business strategies of the firm (Standing et al., 2008). The increasing trend of coalition building since the 1980s and the increasing share of revenue from the implementation of this strategy in firms indicate the growing importance of their use (Kanzanilo et al., 2017). The output of the participatory approach has received much attention as a commercialization strategy in the form of performance, and many researchers have looked at the issue from different dimensions and angles. However, the lack of a comprehensive view of all the dimensions and constructs that determine performance is felt in the research literature. Thus, the present study seeks to identify the determinants of the performance of the participatory commercialization strategy (Strategic Alliance) in the bio-pharmaceutical industry (biosimilar). The study helps to develop the theoretical foundations of commercialization strategies by reviewing the latest articles in the reputable scientific databases. Then, a Model extracted from the research literature is validated through the group Modeling technique by 20 industry experts and 10 academic experts. The results are presented as the final Model in the research. Methodology: In general, the design of the present study is based on the five-step approach presented by McKenzie et al. (1999). Accordingly, the research stages include 1) research design: explaining the problem and reviewing the theoretical background, 2) conducting research and Model construction: developing a conceptual framework and determining the relevant structures, 3) research validation: general validation of research and data collection, 4) data analysis: analysis of the results using descriptive-analytical statistical methods and partial least squares, and 5) reporting the research results: summarizing the research findings and documenting the research analyses. The present study is in the field of combined research (qualitative-quantitative) in terms of the purpose and developmental in terms of data nature and analysis style. This research in the qualitative part is done through interviews and in the quantitative part through surveys. According to the objectives and type of the research, in terms of the methodology, survey is the most appropriate method. It is a method in which measurement tools are used to obtain data about the statistical sample with high accuracy, speed and efficiency, and its results can be generalized to a larger community. The sampling method in this research in the qualitative part is theoretical sampling, and the statistical population of the research is all the research published in valid domestic and foreign scientific databases until 2020. The studies have been scoured in order to obtain a sample that causes theoretical saturation. Theoretical validity was the basis of the validity of this study. In order to achieve it, extensive field studies, theoretical pluralism, and experts’ opinions were used. In addition, the Model for performance prediction by the Biopharma's participatory commercialization strategy in Iran has been done through the validation steps of Lavache (1975). Results and Discussion: In this study, a group of 30 people was selected as the focus group. Based on the criterion of action and the structure of the conceptual Model, the value of content validity ratio (CVR) was calculated. The demographic characteristics of respondents included age, level of education, gender, history of activity in the field of medicine, history of activity in the field of biosimilars, and research background in the field of biosimilars commercialization strategies. Most experts (more than 70%) were in the age range of 36 to 51 years. More than 83% of the responding experts had PhD degrees. Only one female respondent was present in the panel of experts. More than 75% of the experts had at least six years of experience in the pharmaceutical field. More than 46% of them had more than 10 years of experience in the field of biosimilars. In addition to the history of practical activities in the field of biopharma, the panel of research experts had research backgrounds. There were also master's theses, doctoral dissertations, books, dissertation consultations, articles, and research projects. The quorum required for the content validity ratio for each of the indicators waa 0. 33. Conclusion: This study addresses a set of underlying factors including dynamic management of coalition capability, social capital, learning, ownership regimes, productive resource composition, coalition governance, opportunistic behavior, trust, conflict management, relational capital, partner appropriateness and environmental dynamics. The study aims at the formation of Strategic Alliances for the commercialization of biopharmaceuticals. In previous studies, however, these factors were not examined simultaneously and comprehensively. Currently, the dominant commercialization in the Iranian biosimilar industry is based on an independent and individualized strategy.

The Strategic Alliance is an effective Model to improve the competitive capability of firms and business, especially in the developing economies. However, the institutional environment of developing economies hinders the formation of such Strategic Alliances. The current research aims to investigate the institutional parameters in the formation of Strategic Alliances from the regulatory, normative and cognitive attributes. Data were gathered from a sample of 270 chief executive officers, deputy managers and consultants of industrial equipment and manufacturing contractors through a simple randomized sampling method, and the role of legal procedures, educational system and trust in the formation of Strategic Alliance in industrial projects were evaluated using regression analysis. The findings provided a macro-image of the effect of the institutional environment on Alliance formation and showed that the legal procedures and the educational system have a significant relationship with Alliance formation of the contractors. In addition, the more the technological uncertainty of projects, trust will have a more effective role in the Alliance formation.

The main objective of this study is to develop a coherent and valid conceptual Model for measuring and evaluating key and common actions of two partner companies to succeed in the operational phase of a Strategic partnership. In designing the Model, attempts have been made to take into account the various theoretical perspectives found in the literature research. In this research, the proposed Model and related hypotheses have been tested using questionnaires distributed in Strategic collaborations between the air defense industries and their Strategic suppliers. In order to analyze the data, structural equation Modeling with partial least squares approach has been used. Results of data analysis show that, in order to succeed in the operational phase of a collaborative relationship, partners should have a broad and close collaboration around five key actions which include: collaborative planning, integrating key operational processes, effective sharing of information, joint development of resources, joint development of competencies. In general, the Model presented in this study can provide a framework for collaborative actions of partnering companies in the operational phase of an Alliance in different areas and also be used as an appropriate tool for managers of organizations to examine the status quo of activities in this stage.