Abstract Intuition is one of the characteristics of entrepreneurs and an important factor in the decision-making processes of entrepreneurs. In recent years, at the same time as the development of entrepreneurship as an interdisciplinary science, intuition and providing different definitions of it have not been noticed by researchers and researchers in this field, and many researches have not been written in this field. This is despite the fact that in other fields of humanities, especially management (with which entrepreneurship is closely related), basic sciences and even medical sciences, there is a suitable background and theoretical literature about this. On the other hand, it seems that the theoretical and epistemological foundations of this concept have not been researched as much as necessary in the few researches that have been conducted, and very little research has been done in this field. In this article, firstly, the definitions and researches about intuition are reviewed, and secondly, the little researches that have been done in entrepreneurship and its relationship with other sciences are discussed.

While the concept of cultural intelligence is valid universally، the measure of cultural intelligence will vary by context. It must be fitted in each case to aspects of cultural intelligence that assists capability to manage effectively in culturally diverse settings with that particular cultural context. In this paper، with attend to culture of Iranian social، a measurement tool of cultural intelligence was developed that we call it as Iranian Scale of Cultural Intelligence (ICCI). We also examine the relation between ICCI and Strategic entrepreneurship. Data are gathered from 221 managers and experts in oil، gas and petrochemical industries and are tested by factor analysis and regression methods. The results suggest that cultural intelligence is contained three aspects including، perceptual، interactive and confirmative. Moreover، the results indicate that demographic variables such as، gender، age، educational level and experience of cross-cultural interactions are strongly associated with some aspects of cultural intelligence in Iran community. The paper also suggests that cultural intelligence can be recognized as a critical factor in the Strategic entrepreneurship; thus، organizations that act in the global contexts must consider managers’ CQ capabilities in their entrepreneurial activities.

The turmoil in the business environment has led to unpredictable changes that, on the one hand, have created new opportunities to gain value and, on the other hand, have hampered companies' competitive advantages and, in some cases, led to their disappearance. In such an environment, successful organizations, especially knowledge-based companies, seek to use Strategic entrepreneurship, that is, taking advantage of current competitive advantages and discovering innovations that determine future competitive advantage, as a key factor in achieving success. The need for Strategic management and entrepreneurship activities simultaneously in the form of Strategic entrepreneurship leads to a significant impact on the success of the company, the development of competitive advantages, effective allocation of resources in proportion to current and future activities. This research has used the meta-combined method to explain and identify the indicators of Strategic entrepreneurship which has led to the identification of 70 codes, 16 concepts and 6 categories and has leveled them using the interpretive structural modeling method. It has been the case that environmental factors at the fourth level, organizational factors, economic factors and innovative factors at the third level and individual and social factors at the second level and entrepreneurial opportunities and capabilities at the first level.

The purpose of this study is to investigate the application of the Strategic entrepreneurship dimensions. To reach the mentioned goal, the model of Ireland and his colleagues is used which include five dimensions: entrepreneurial thinking, entrepreneurial culture, entrepreneurial leadership, creativity and innovation, and Strategic management of resources. In this article a combination of library and field methods is used and for collecting data the questionnaire is used and the reliability of the tool was approved by Alpha coefficient 97.58%. The study group consisted of personnel with the university degree in Peyman group of Amol. To test the hypothesis, Alpha, Friedman tests, and structural equation model using SPSS and Lisrel software are used. The results of the generality of structural equation model test have been proven the effect of Strategic entrepreneurship components in Peyman group of Amol which was confirmed the effectiveness of all variables in model and entrepreneurial leadership variable has the most impact with 91 percent.

The purpose of this study was to design a Strategic entrepreneurial model in the tourism industry with an exploratory mixed approach in the companies providing tourism services in the center, east and south of the country (Tehran, Mashhad and Shiraz). This research is applied-developmental in terms of nature, exploratory and mixed-heuristic in terms of data collection. In the qualitative part of the study, the research team consisted of 30 experts, including academic experts and managers of tourism service companies, selected by non-random method. The statistical population in the quantitative section consisted of 263 companies providing tourism services in the center, east and south of the country with 3, 5 and 163 sample size was estimated by stratified random sampling. In the qualitative section, the data collected was analyzed using Nvivo version 8 software and formulated in the conceptual data model of the Foundation. In the model test, the research hypotheses were first formulated and then analyzed by path analysis using SPSS software version 25 and Smart-PLS version 3. 2. The results of the quantitative phase showed that causal conditions affecting Strategic entrepreneurship include social aspect, destination environment, and entrepreneurship growth and destination development. Intervening conditions include communication, predictability and new investment, and contextual conditions include resource gathering, human capital and productivity. The strategies outlined include cultural-social growth, the impact of incentives, and systemic engagement to improve performance, integration, and maximize the use of experiences as Strategic entrepreneurial outcomes.

The purpose of this study is to evaluate the impact of organizational ambidexterity on Strategic entrepreneurship in software companies. Therefore we examined the ambidexterity with two dimensions i. e. exploration and exploitation as an independent variable and Strategic entrepreneurship with four dimensions i. e. entrepreneurial mindset, innovation, managing resources Strategically and competitive advantage as the dependent variable. The research methodology is based on structural equation modeling. We use a questionnaire with 22 questions that 97 firms answered it. To measure the validity and reliability we used convergent and divergent validity and Cronbach's alpha and composite reliability respectively. Data analysis has performed by using SmartPLS3. The results show that ambidexterity has a positive and significant effect on Strategic entrepreneurship. So we can conclude focus on improving ambidexterity can lead to development and promotion of Strategic entrepreneurship.

One of the emerging phenomena in the world is the emergence of Fintech in banking. This has threatened governments' control over money and has made it easier to transfer money around the world. Technology development and social change affect customer behavior and lead to change in customer relationship management. The purpose of this research is to study what Fintech developments in Iran and content analysis are trying to do in terms of what Iran has done in the field of banking and in which financial areas it will be able to start a new business. Some in the financial services industry see Fintech's progress as a threat to the traditional banking industry, and some believe Fintech is a challenge that can be turned into an opportunity. The research method in this paper is grounded theory which was first analyzed using library study and interviews with government officials in the field of banking and the key points were extracted. Therefore, in order to collect additional information for content analysis, a questionnaire was used using keywords. At the output of the questionnaire, the frequency of keywords and their importance coefficients were extracted. Finally, the weaknesses, strengths, threats and opportunities in entrepreneurship and innovation were extracted. The results are listed in the SWOT strategy table, which outline the strengths of the strategies to address the weaknesses and, using opportunities, provide strategies to turn the threats into opportunities.