دکتر وحید خاشعی

The purpose of this research is to investigate the effect of ambidextrous leadership on organizational innovation in the banking industry of Iran. This research is applied and quantitative in terms of its purpose, and in terms of the nature of the method and data collection, it is descriptive-survey. The statistical population of this research is Iran's banking industry and its sample is 28 public, private and Qarz-ul-Hasneh banks in Tehran. The findings of this research show that ambidextrous leadership has a positive and significant effect on knowledge seeking and organizational innovation. Also, knowledge seeking has a positive and significant effect on organizational innovation, and this variable plays a mediating role in the relationship between ambidextrous leadership and organizational innovation. However, strategic flexibility does not have a moderating role in the relationship between knowledge seeking and organizational innovation. Finally, it was suggested to the managers of this industry to develop their awareness and capabilities, to develop the ability to apply both open and closed leadership behaviors to improve organizational innovation, to expand internal and external knowledge bases, and to develop the ability to absorb knowledge in the organization, pay attention to the development of innovation centers, facilitate the participation of employees in decision-making and idea generation in order to improve the innovation of the organization, and establish an innovative culture in their organization.

Strategic control, aimed at aligning an organization's strategy with environmental changes and disruptions, can have its own specific pattern in any industry, considering that the organizational environment varies across different industries. In recent years, due to internal and international reasons, environmental disruptions for industries in Iran have increased. Therefore, the topic of strategic control has gained special importance. Accordingly, the objective of this study is to propose a model for strategic control, particularly for the insurance industry in Iran, considering various models of strategic control and the diverse indicators it may have.

This research is fundamental-applied in terms of purpose, exploratory-directed, and a combinatory (qualitative and quantitative) study. The qualitative section of the research is based on a data-oriented research strategy, and the quantitative section employs the Analytic Hierarchy Process (AHP), which is among the multi-criteria decision-making methods. The statistical population of this study consists of senior managers of Iranian insurance companies who have a role or experience in the process of formulating, implementing, and controlling the strategic plans of insurance companies. The sampling method was a theoretical and snowball sampling.

Based on the data obtained from the interviews, the concepts were categorized into two main groups: strategy execution control and strategy content control. In the content control section, three concepts were identified as controlling vital success factors, controlling fundamental assumptions, and scenario-based control. In the execution control section, two concepts were identified as post-action control and operational control. In total, 15 types of control need to be implemented across these five sections, which were evaluated quantitatively in this research. In the quantitative section, competitive control, controlling fundamental market assumptions, and controlling fundamental assumptions of the macro environment received the highest scores.

Regarding the findings of the research, categorizing the types of strategic controls and scoring them does not mean that some control methods are superior to other methods, and based on the type of strategic approach in any company, each of the controls may be used in different ways and have varying degrees of importance. Also, because of the availability of advanced information technology tools and the insurance industry enjoying plenty of data, it is suggested that insurance companies use these tools more frequently in their strategic control process. Considering the importance of futurology methods including scenario planning in businesses, it is suggested that the insurance industry teach them to its managers and specialists so that by using them, unpredicted incidents will be reduced, and they will be fully ready to face different situations. Finally, in the quantitative evaluation of the research, the control of internal processes and human resources received the lowest points, despite their importance, it is necessary to control them more strongly to strengthen them.

This research seeks to predict the future of the video-on-demand industry. This future shows what is logically happening in the world of video and shows industry players how to adapt to deal with the many changes and uncertainties along the way. On the other hand, it will help the managers of this industry and policy makers to create a favorable future. This research has been written using the method of structural analysis of mutual influence. Therefore, the main research question is to identify the most important factors and variables affecting the video-on-demand industry. In terms of the exploratory nature of the research, no hypothesis can be proposed and the answers to the questions depend on the opinions of the elites and the analytical process. In this research, 17 people present or experts in the video ecosystem participated upon request. Based on this research, the growth of data acquisition, increase in competition in content production, increase in the cost of content production and growth in the power of entertainment were identified as the most important trends governing the video-on-demand industry.

The purpose of this research is to qualitative content analysis of the underlying approaches and theories of dynamic marketing capabilities and provide a comprehensive typology of them. Therefore, by reviewing the articles from foreign databases, including Scopus, Web of Science, and Google Scholar, as well as domestic databases of the country, using the qualitative content analysis and based on the theoretical sampling method, finally, 61 articles were selected and reviewed in the period from 2000 to 2023. The findings of the present research, while identifying various theoretical approaches and underlying theories related to them, have classified eight identified approaches into three general categories in the following order: the first category (primary approaches), including resource-based and knowledge-based approaches; the second category (intermediate approaches), including micro-foundations, multi-level (hierarchical), and process approaches; and the third category (new approaches), including system approaches, configuration, and capability architecture. The results also showed that by using more integrated approaches such as the systemic approach, hierarchical approach, and capability architecture by future researchers, it is possible to develop more executable frameworks and models in the field of marketing dynamic capabilities by examining the interaction and interweaving of various capabilities at different levels. The results also show that considering the necessity of self-sufficiency in the production of domestic goods and the importance of exporting non-oil products in the country, the approach of dynamic marketing capability provides the possibility for company managers to discover the obvious and hidden needs of customers by absorbing knowledge related to the market and accurate monitoring of environmental opportunities to offer new products and services according to the needs and demands of customers.

Dynamic capabilities refer to an organization’s capacity to purposefully create, expand, or change its resource base. In all the countries of the world, the oil and gas industry of each country plays an important role in its economy and growth, and we are in an era where rapid global changes and technological innovations occur, and oil and gas companies are not affected by these changes. They are not an effect. The purpose of this research is to identify dynamic capabilities in knowledge-based companies in the oil and gas industry. This research is qualitative and fundamental with a systematic method and thematic analysis. In the systematic method, to identify and extract the articles, the systematic search only includes two internal databases; Academic and foreign jihad information science database including; Scapos (Elsevier) and Institute of Information Sciences Scientific Network (Thomson Reuters) has been limited. To measure the validity of the research, the CASP standard checklist was used, and in order to measure the reliability of the research, the Cohen’s kappa index was used in the SPSS software, which was confirmed. By examining the available articles, the components of the capabilities of knowledge-based companies in three or four dimensions; Discovery ability, leadership, digital transformation, external social capital were identified. In the theme analysis section; The statistical population of the research consists of fifteen CEOs of knowledge-based companies active in the oil and gas industry, who were selected by a judgmental method. After selecting the participants, the research questions were answered through semi-structured interviews. After reviewing and analyzing the obtained interviews, 348 descriptive codes were obtained, of which 44 primary themes, 14 organizing themes and 4 comprehensive themes were obtained. By examining and analyzing the theme; Human dimensions of dynamic capability, business strategic stability, innovation capability and knowledge management form the organizing themes of dynamic capabilities. Finally, by combining the findings of the systematic review and thematic analysis, the capabilities identified in the three main dimensions; Feeling, abduction and return took place. The identified capabilities can become a basis for effective planning of oil and gas industry companies and create a sustainable competitive advantage.

Today, digitization is considered as a requirement for all financial and monetary institutions and markets, and the banking industry is no exception. However, moving to digital banking is not an easy task for banks, and the digital revolution has become a major challenge for this industry. In order to keep their business stable, banks need to launch digital platforms and create robust ecosystems around them that have the ability to evolve and adapt to the challenges caused by the chaotic and unpredictable environment in which organizations operate and the increase in internal inefficiencies. Therefore, this research was conducted with the purpose of modeling the generative mechanisms of the evolution of Iran's digital banking ecosystem. For this purpose, the qualitative content analysis method has been used. A semi-structured interview has been used to collect information using the opinions of experts in the field of digital banking. The analysis of the conducted interviews led to the identification of 674 themes, 181 codes, 59 subcategories, and 20 categories. The results of the research show that there are external factors, including cyber-attacks, political and governance obstacles, the increasing progress of communication and information technology, changes in the competitive environment, and conflicting investment relationships in the financial and banking fields, and internal factors, including the absence of strong security infrastructure in the network and weak security, weakness in digital human capital, changing needs and demands of actors, weakness in the traditional business model, and the lack of a management perspective regarding the growth of digital banking and regulatory and legal requirements, are the stimuli for the co-evolution of the elements of the digital banking ecosystem, which occurs with the activation of reinforcing and transformative generative mechanisms. The consequences of the evolution of the digital banking ecosystem can be classified into three levels: users, owner, and society.

Strategic control of businesses when they’re facing rapid and profound changes, is one of the most important concerns of managers. The purpose of this paper is to provide a comprehensive model for the strategic control of wire & cable businesses in Iran. The wire & cable industry have a wide range of applications, high demand, and a growing market, and also the increasing desire for electrification and digitalization will provide a basis for its further growth in the coming years. In order to present the mentioned model, the research was conducted in two stages using a mixed method. In qualitative phase, by performing a thematic analysis on 8 semi-structured interviews and 6 video/text web interviews that were conducted with wire &cable industry experts, then classifying them based on 4 perspectives of BSC method in MAXQDA software. In the quantitative phase, the ISM approach was used to test the model, and finally MICMAC analysis was used to examine the relationships between themes. Findings showed that the wire & cable industry has fifteen control concepts that are classified at different levels as described in the final model; In the first phase, the concepts of interactive control, employee control, strategic issues control and performance evaluation are placed, in the second phase, the concepts of value chain control, quality control and customer attraction control, in the third phase, R&D&I processes control, political relationships control and sales assumptions control, in the fourth phase, the concepts of customer satisfaction control and market development control, and finally, in the fifth phase, the concepts of accounting control, organization capabilities control and profitability scenarios control are placed.

The purpose of the current research is to provide a model for Neurocognitive training and development of human resources. Using the multi-grounded theory (MGT) method, a systematic review of the background of the research was carried out in a meta-composite way and interviews with 21 experts were conducted using purposeful and snowball sampling methods and having specific criteria. A Neurocognitive approaches in human resource development, including 73 concepts and 18 subcategories in 6 main-categories, was presented. In this research, the causes and drivers of neurocognitive use in human resource development were examined in micro and macro. The central category was conceptualized as neurocognitive talent management and individual development, and the intervening factors were identified as ethical, human, instrumental, environmental and organizational challenges. According to the opinion of the experts, strategies were set at three individual, organizational and national levels, and it was predicted that the model of training and development of neuroscience of human resources would lead to consequences in theorizing, neurological self-awareness and organizational Neurocognitive development. Finally, taking into account the rapid evolution of organizational technologies, future trends were categorized into three categories: convergence of technologies, interdisciplinary studies, and paradigm shift. The experts emphasized that the gradual use of neurocognitive tools by human resource development experts and consultants, the allocation of funds at the organizational and national level to conduct and support interdisciplinary research, and to create awareness and knowledge to conduct research professionally and repeat it before generalizing are the most important duties in HR Neurocognitive L&D programs

Platform business models have recently become popular, and the success of different platforms in the world and in Iran has increased this popularity even more. Platforms have disrupted businesses globally. Online technologies empower start-ups, which will grow in size, business volume, and stock value within a few years and strike down large companies. A platform business model is a disruptive force and is capable of sweeping aside traditional businesses which are using a legacy pipeline business model. The study of platform business models became a topic of even greater interest due to the context of the COVID-19 pandemic. This global health crisis forced companies to accelerate the digital transformation process and people to live exclusively in the digital world. The platform business model is also becoming a key point of interest to many publications that presents successful platform strategies from the business reality.These issues alongside some platforms' failure in different industries show the need for field research in our country to deepen the knowledge about this concept. One of the obvious necessities of active businesses in Iran is to understand key competencies to succeed in the country's local market because of fundamental differences of Iranian platform markets from those in other countries and the developing of these competencies in their businesses. So, this research aims at two successful transactional digital platforms in Iran which were active in the online transportation market. Also, key competencies are identified and prioritized in order for a successful entry into multisided platform markets.

The methodology adopted in this research work is exploratory, and a multiple case study is done as the main approach. This has also been done by a great number of authors studying the business platforms because it makes possible for the researchersto investigate the data both within each particular situation and across situations.This research has been done in two stages. In the first stage, using the multiple case study strategy and through semi-structured interviews with executive and operational managers as well as related archival reports selected through theoretical sampling, two case studies (Tapsi and Snapp) are conducted with 17 interviews and 7 archival reports. Also, theme analysis serves to analyze the data. The interview questionnaire was presented to three experts, and their advice was applied for reliability. Retests and intra-subject methods showed the acceptable reliability of the questionnaire.In the second stage, we used the linear BWM multi-criteria decision-making method to prioritize the key competencies and gathered the data from 12 experts through a questionnaire. The experts were chosen by the snowball sampling method.

In the first stage of the research through theme analysis, eight themes were identified as key competencies for a successful entry to multi-sided platform markets. These themes include accurate pricing, human resources competencies, investors' competency in protecting the platform against regulatory ambiguities, technical support and technical issue-resolving speed, availability, proficiency in swift expansion, right timing, and user-friendliness.In the second stage, using linear BWM, these themes were prioritized and, as a result, we identified human resources as the most important competency and user-friendliness as the least important one.

With a thorough review of the result, it can be found out that, except human resources and technical support competencies that have a higher priority and user-friendliness which has a low priority, the other competencies have almost the same priority. The low priority of user-friendliness may be because of the two main functions of platforms that overshadow it, namely operation and technology; user-friendliness has a lower weight because users are mostly attracted to platforms that have higher technology and suit their needs better. The operational efficiency of the platform in reaching higher standards of service provided by suppliers for buyers and the availability of a richer pool of customers for suppliers have more crucial role in choosing the platform by users.As this research shows, in order to have a successful entry into platform markets, businesses should consider forming competent teams, offering acceptable technical support, expanding swiftly, increasing the speed of availability to their services along with accurate pricing with a user-friendly application, and entering at the right time.According to the results of this study, we suggest further studies being conducted on every competency identified to gain a better understanding of them. It is also suggested to study failing platforms like Carpino to test the reliability and importance of the competencies identified in this research.

In this research, we are trying to examine this issue from three aspects of theoretical perspectives, the level of formation of capabilities, as well as the hierarchy of capabilities formation. Achieving this goal, leads to a more integrated connection between the literature of dynamic capabilities and types of marketing capabilities; and while introducing some new approaches and providing a theoretical framework of the hierarchical position of various marketing capabilities, we help researchers the field of marketing dynamic capability formation. The current research is based on qualitative research method. By searching for articles in Scopus, Web-of-Science and Google-Scholar databases between 1994 and 2023, based on meta-synthesis method and using theoretical sampling, finally 51 articles were selected and analyzed using thematic analysis method. According to the findings of research, the formation of marketing dynamic capability is caused by interaction and entanglement of various capabilities of different levels of the organization. Therefore, the use of more integrated approaches such-as the system-approach, hierarchy and capabilities-architecture and use of case-study strategies by future researchers can add more executable frameworks to research literature while reducing the level of abstraction of marketing dynamic capabilities models. company managers can absorb knowledge market by establishing business intelligence systems, using market research teams, and using customer relationship management systems and by analyzing and discovering the expectations and obvious and hidden needs of the customers, they can provide a more appropriate response to the market needs by offering new products and services and providing superior value to the customer.

Increasing consumers› desire to use video-on-demand (VOD) services in the country is significant. The communication infrastructure in Iran is developing which is important to increase public interest in video on demand. Producers find their video content in a new market, and regulators try to regulate. Being aware of the future of the video-on-demand industry can be effective in micro and macro cultural policies. The first step in drawing the future is to identify current trends. In this exploratory research, the Delphi method was used to identify the current trends. The participants in the Delphi panel were selected from three groups of government policymakers, video-on-demand managers and experts in this field. After one in-depth interview and two analyses with Delphi software, the participating experts reached consensus about the “high” or “very high” impact of seventeen trends in four legal-political, cultural-social, economic and technological drivers. By using the identified trends, the future of video-on-demand can be drawn considering the level of priority and effectiveness. This will help the planners, policy makers and decision makers effective in the video industry. On the other hand, the conducted research can provide video-on-demand ecosystem activists with a relative understanding of how other activists look at this field.

The main purpose of this research is to identify and develop a model for responsible strategies of companies with the meta-synthesis method. The present study is developmental in terms of purpose, qualitative in terms of data nature, and terms of data collection is a documentary meta-synthesis. For this purpose, after going through the steps of this method and analyzing the articles, 68 articles were examined and 594 primary codes were extracted. Thematic analysis techniques were used in the analysis phase of the findings. Finally, after analyzing all the articles, 10 concepts, and 29 secondary codes were extracted. These concepts include macro-level antecedents, organization-level antecedents, responsible strategic orientation, integrated responsible corporate governance, regulatory strategies, comprehensive strategies(as content and contextual concepts of strategy); implementation drivers, institutionalization components (as process concepts), and finally internal and external consequences. In the identified model of responsible strategies, the existence of a responsible corporate governance system plays a central role in the strategic choices of companies and the balancing of responsible orientations, which can ultimately achieve synergy value through the correct and optimal implementation of these strategies.

Today, despite the turbulent and complex environment of businesses, the development of strategic thinking has become one of the important factors of obtaining a sustainable competitive advantage in organizations, so its application by managers leads to improvement of their competitive conditions. This research aims to identify the factors influencing the development of strategic thinking in Iran's pistachio industry and provide a structural-interpretive model (ISM) of these factors. In the qualitative part, first by studying the research literature and then interviewing 18 industry experts, the factors affecting the development of strategic thinking in Iran's pistachio industry were extracted and approved by the experts. In the quantitative part, a questionnaire was distributed among the experts and after completing the steps of the ISM method, the structural-interpretive model of the factors was extracted. Based on the findings of this research, these factors were categorized and presented in 61 open codes, 11 components and 3 main categories, and based on the results of ISM, they were classified in three levels. The results show that the dimension of personal development of managers is at the highest level, the dimension of structural changes and governance is at the middle level, and the dimension of environmental changes is at the lowest level, which should be prioritized by managers.

 In the present era, the nature and view of business activity has changed and expectations from businesses in solving social problems have increased more and more, so examining the various approaches to these strategies and identifying the consequences can help how companies choose strategically in relation to Social Issues. A review of the literature reveals that the concepts in this field have undergone many changes and newer perspectives more emphasis on the way companies communicate with society. Therefore, the aim of this study is to provide a framework from an integrated and comprehensive perspective of social-based strategies that can have wider implications for society. The contribution of this study in theoretical value-added is that by examining the content of the formation of strategies that are conceptualized in this study social-based strategies, we reach a more comprehensive and systematic perspective that includes all the conditions and tools for achieving such strategies with specific consequences. Be. Thus, the problem of the present study, the reflection on the field of study and the development of existing reserves in this field, is based on a systematic research to clarify the way for researchers in the field of strategic management and economic actors.

 Sandelowski and Barroso (2006) models have been used to solve the problem and answer the researcher's questions and among the existing models for implementing the meta-synthesis method. For this purpose, for a deep understanding of the phenomenon, the interpretive approach was adopted and the meta-synthesis method was used to consolidate and expand the previous theories. Out of the total collection of reviewed articles, 66 qualified articles from all qualitative and quantitative researches related to the last 15 years have been included in English and Persian.

After studying and evaluating the content of articles and extracting related codes and concepts, the content of social-based strategies was identified. According to the literature, two responsible orientations of companies towards society, namely regulatory orientation and change orientation, form the content of social-based strategies, which were named as regulatory social-based strategies and inclusive social-based strategies. In fact, social-based regulatory strategies are among the strategies that have been previously discussed in the literature as social responsibility strategies related to the business core of and with the aim of gaining a competitive advantage. But inclusive social-based strategies include practices that are likely to go beyond the business core and lead to broader consequences such as inclusive development and community resilience. Findings also show that the content of these two types of strategies in several components including responsible orientation ;perspectives, values ​​and mission; level of analysis; dominant institutional logic; motivation and expected effects and emphasis on value; relationship with corporate governance; perspective or approach Dominance; strategic focus; broad-scale consequences; ultimate goal and orientation to society are different.

This study tried to help organizations by identifying social-based practices that have a strategic aspect to create purposeful programs and processes to improve the overall well-being of society and ultimately create synergistic value for the organization. Understanding the mechanisms that explain why and how companies are moving toward social-based strategies is also one of the most challenging topics in management studies. Our findings may serve as a springboard for further research to encourage firms to identify components and effective measures to formulate such strategies. It can also act as a practical tool for managing social-based strategies both at the company level and at the extra-organizational level. Finally, the aim of this study was to track the content components of corporate social-based strategies based on a review of the existing literature. To pursue this goal, it is clear from the literature review that there is no comprehensive approach to the content of social-based strategy with the aim and concern of solving social problems and finally broader consequences such as inclusive development and resilience of society and describe its distinction with social-based strategies such as They have a competitive advantage and a win-win relationship with society.

A growing number of businesses develop their corporate social responsibility in response to various social, environmental, and economic pressures. Responsible practice is problematic since businesses usually employ many disparate responsible plans and initiatives instead of a comprehensive corporate social responsibility (CSR) strategy. It is thus crucial that companies carefully integrate CSR into their corporate strategies. This article intended to examine the integration of CSR strategies in three food companies in Iran, namely Nestle, Bell, and Sina Food Holding. 

Methodology:

The research used a qualitative methodology to address the multidimensional and dynamic nature of the topic. An exploratory multiple case study was used to analyze Nestle, Bel, and Sina Holdings in terms of stakeholder engagement, the level of integration of corporate governance with social responsibility measures, and the level of social reporting. To compare and identify the level of integration of CSR strategies in the three companies, the study employed Molteni’s proposed model for the development of CSR in the corporate strategy, which consists of five stages: informal and defensive CSR, charitable CSR, systemic CSR, innovative CSR, and dominant CSR. 

Findings:

The results showed that multinational companies such as Nestle and Bell possess a high level of stakeholder engagement as well as an integrated and internalized level of integration of corporate governance with responsible measures, so such companies are at the dominant stage of Molteni’s model, with responsible measures becoming a dominant culture of corporate strategy. However, the level of stakeholder engagement was more limited in the case of Sina Food Holding, where the integration of corporate governance with social responsibility measures could be modeled as the instrumental legitimacy. Therefore, Sina Food Holding was found to be at the systemic stage of Molteni’s model. In fact, despite Sina Holding’s philosophy of elimination of deprivation in the field of management and governance, there is no alignment between its strategies and its social initiatives, as well as between the internal integration of the governance system with the company's social responsibility measures. Especially at the level of subsidiaries, the discussion of corporate social responsibility is limited to charities and the concepts of classical social responsibility. 

Conclusion:

Many companies are considering responsible strategies as a substantial component of their overall business strategy, along with the traditional functions such as marketing, branding, research and development, innovation, and operations. Many Iranian companies experience a situation similar to that of Sina Food Holding owing to various reasons and challenges, be they structural, cultural, motivational, etc. In this situation, if companies seek their own survival and that of the society, they must raise their status to the dominant stage of social responsibility. Compared to Sina Food Holding, the international context of Nestlé and Bell and their social awareness are among the important elements observed in developing responsible and social goals.

In the last two decades, digital platform markets have changed the global e-commerce landscape, and in Iran, the investment of international and domestic venture capitalists has led to the formation of these emerging markets. The purpose of this study is to respond to the need of new platforms that have not yet entered the market, to provide a local model of choices and strategic factors derived from field studies at the national level to address the challenges of this entry and deepening their knowledge in this area to be helpful for them. In the present study, by examining two successful cases, one of which (SNAPP) was established with foreign investment and the other (Tapsi) with domestic investment, and a failed platform (Carpino) with domestic investment, in online taxi platform market, in two stages, first with a multiple-case study strategy and through the tools of interviewing senior and middle managers and collecting related archival reports, data was collected and then with The use of contextual analysis was analyzed. In the second stage, by collecting data through a questionnaire from experts active in this field and then using the method of interpretive structural modeling, a model of causal relationships between these strategic factors was presented. The results show that 8 themes are considered as strategic choices in entering the platform markets, which include new platform development strategy, entry timing strategy, entry order strategy, software strategy, business strategy, chicken and egg dilemma strategy, funding strategy and pricing strategy.

In today’s society, important human interactions takes place through information technology, and this requires a reconstruction of leadership concept. The purpose of this study is to provide a model for virtual leadership. This study is fundamental in terms of purpose and descriptive in terms of data collection. In order to conduct this research, the multi-grounded theory method has been used, which is a combination of grounded theory and meta-synthesis. Based on set criteria, 32 researches were selected and the relevant codes were identified. In addition, 15 academic scholars in the field of leadership and communication were interviewed. These scholars were selected by theoretical sampling method and data analyzed in the form of grounded theory. As a result, the following concepts and categories were extracted: emotional intelligence, cultural intelligence, continuous learning, resilience, electronic charisma, empathy and originality (personal traits); Adaptability, openness to experience, risk-taking, social and criticism (personality traits); Digital writing skills, digital literacy, audience recognition, persuasion, personal branding and social networking (communication skills); and Electronic trust building, change management, remote penetration, cognitive ,empowerment and interpersonal skills were identified as behavioral skills. The findings of this study can help guide people in cyberspace who interact with their followers through electronic media.IntroductionThe new virtual environment and communications due to technologies bring new meaning to leadership. Revising some aspects of leadership in a virtual environment is necessary. In this context, virtual leadership is a new kind where leaders mediate human interaction through information and communication technology (Freeman,2017:1-2). Similar to leadership in face-to-face contexts, virtual leadership can be transmitted via traits, behaviors, cognitions, and affect. Each of these mechanisms provides unique ways for leadership influence to be transmitted and received by others and offers implications for virtual leadership theory. Keep in mind that virtual leadership is part of the broader domain of science and practice of leadership, which must be examined coherently (Torre & sarti,2020:5).It should be noted that research on virtual leadership is at an early stage. Regarding Reichers and Scheider’s three-stage concept development model, which includes introduction/elaboration, evaluation/augmentation, and consolidation/accommodation, the study of virtual leadership is at the introduction/elaboration stage. In addition, the concept of virtual leadership often examines the dominant concepts in leadership by focusing on the existing theories of leadership. Although leadership goals have not changed, virtual leaders pursue the achievement of goals through people and in a virtual environment, which in turn has changed the traditional leader-follower relationship. Considering the above explanations and existing research gaps, we intend to investigate the characteristics and skills of virtual leaders.Materials and MethodsAlmost half of the research conducted in this field is based on the content analysis of articles, and the existing literature in the field of virtual leadership that specifically introduces virtual leadership through empirical studies is relatively rare. In this article, by using the method of multi-grounded theory and using the opinions of experts, the characteristics and skills of virtual leadership have been investigated. For this purpose, articles, books, reliable foreign and domestic websites were reviewed. Finally, 175 researches and texts related to the topic were identified. In the second step, documents were qualitatively reviewed. After considering the filters, 32 studies were finally selected to enter the meta synthesis stage. The retrieved articles were evaluated in terms of content quality. The third step in meta synthesis is the analysis and integration of qualitative findings. In this step, the extracted codes have been converted into concepts, and concepts into categories. The basis of the classification of these codes is built on the similarity of different codes with each other. In the next step, extracted concepts and categories are included in the interview. At this stage, in order to collect data, interviews were conducted with academic experts and researchers in the field of leadership and communication, especially in the virtual field, who were selected by theoretical sampling method. After completing the first interview, the analysis process began and finally the virtual leadership pattern was designed.Discussion and ResultsA detailed review of the selected studies led to the extraction of 47 codes and the review of the interviewees' opinions led to the identification of 67 codes. After combining the codes obtained from the meta synthesis stage and the grounded theory, different categories were linked to each other and to the central variable. Finally, based on the analysis, 4 main categories, 24 concepts and 73 signs were obtained. The following concepts and categories were extracted in the  Emotional intelligence, cultural intelligence, continuous learning, resilience, electronic charisma, digital empathy and originality as categories related to personal traits; Adaptability, openness to experience, risk-taking, social and criticism as categories related to personality traits; Digital writing skills, digital literacy, audience recognition, persuasion, personal branding and social networking as categories related to communication skills; and Electronic trust building, electronic change management, remote penetration, cognitive,empowerment and interpersonal skills were identified as categories related to behavioral skills ConclusionsThe pervasive features of information and communication technology have penetrated more strongly in the relationship between leaders and followers in the recent decades.one of the questions raised is that when relationships are formed based on network interactions, how does leadership change? In this regard, leaders, researchers and management theorists have concentrated on the “How” and the “What” but have neglected the “Who”. On the other hand, the studies have focused on some general competencies of virtual leaders and so far a comprehensive classification of the traits and skills required for virtual leadership has not been provided. The main goal of this research is to identify the characteristics and skills of virtual leadership, and for this purpose, Multi-Grounded Theory have been used. The focus of this theory is related to its various sources of knowledge and information. This type of information is both for the creation of the theory and a guarantee for its validity.The research results show that although there is still a belief in the importance of traditional leadership qualities, there is a recognition that amplification of various elements is needed as technology is integrated into the context.

The purpose of this study is to develop A Model for the Resilience of SME's in black swan conditions with emphasis on the internal axes of the organization.

Design/methodology/approach: 

Research data in the content analysis section was collected through interviews with 26 licensed consultants from consulting, information and entrepreneurship services centers. Fuzzy Delphi technique was used to assess the adequacy of content analysis, in-depth understanding of expert opinions and reaching a general consensus. The output of this stage was 11 main categories and 25 sub-categories in two axes. The output of this stage was 11 main categories and 25 sub-categories in two axes. Structural-interpretive modeling technique was used to structure the research model, interpret the conceptual relationships and level the variables.

Categories of managerial schema, behavioral and professional competence in the field of senior management, as independent variables of Mic Mac in the third and fourth levels of the diagram and the axis of organizational capabilities including strategic orientation, reforming the structure and excellence of processes, promoting positive culture, financial system Accurate, well-organized human resources, appropriate market orientation, readiness of physical and information infrastructure and the use of information technology in the first and second levels of the diagram were placed in the group of dependent and linked variables.

In this research, according to studies and new trends in the field of excellence and emphasizing sustainability as a necessary pillar of organizations to survive, the design of a sustainable excellence model in Iran Telecommunication Company has been discussed.

The current research is applied and developmental in terms of purpose and descriptive and survey methods. Using the meta-combination approach of previous studies and experts' opinions, the practical dimensions and components of the sustainable excellence of organizations were identified. In the quantitative part, the research community includes managers of Iran Telecommunication Company headquarters. Sampling from the community was done in a judgmental way and based on the expertise, knowledge and experience of the people, and by using their opinions, a coherent model for the sustainable excellence of the Iranian Telecommunications Company was presented. To verify the model, confirmatory factor analysis and Smart Pls software were used.

Finally, the model approved by experts consisting of 3 main dimensions of sustainability, including commercial and organizational sizes, human activities, and environmental activities, along with 11 components and 35 sub-components, was designed and approved.

The results show that some of the identified components, including human capital management of the organization, technology management and intelligentization, as well as consumption management, play a significant role in realizing the main dimensions of sustainable excellence; Therefore, company managers must pay more attention and focus on the successful implementation of these factors.

The management consulting industry, with a total global value of approximately $ 285 billion, is one of the largest and most flourishing markets in the professional services industry. An analysis of the last five decades indicates that the development of the management consulting industry has been closely related to the developments in the global economy during the past years. Management consulting as one of the sub-branches of knowledge-based business services has had a higher growth than the other sub-branches in this field.So far, just a few studies have been conducted on the success factors of strategic management consultants and their consequences. The issue of management competency has widely been considered by researchers, but the competency of management consultants have been less addressed. The purpose of this study is to investigate the competencies of strategic management consultants. The research method is qualitative and in accordance with the emerging Glaser’s grounded theory. The experts in this research consisted of 21 professionals in the field of management consulting, especially strategy consultants, who were selected through purposeful sampling, and semi-structured interviews were used for data collection. The MAXQDA software version 10 and the triple coding approach were used for data analysis. As many as 992 codes were found in the first stage (open coding). After the elimination of the repeated or poor codes, 525 pure codes were left. The results indicated that strategic management consultants should have a set of general and specific competencies. General competencies are divided into three groups including individual and characteristic competencies, managerial competencies, and consulting competencies. Specific competencies are a set of competencies related to strategic management and management consulting. A total of 25 key competencies were identified, and their relative importance was analyzed based on the number of repetitions of the categories and their frequency. These competencies were eventually demonstrated in a model called the Strategy Consultant Competency Circle, which can serve as a good basis to assess strategy consultants and assist clients in selecting the best consultants.Among five major competency categories, strategic management competencies are the most frequent. This category includes competencies as the deep knowledge of strategic management, strategic thinking, change of management skills and environmental mastery, which means being aware of the best practices of the industry, knowing about competitive environment and consumer behavior, and so on.Specific consulting management competencies are in the second rank according to frequency. This category includes competencies such as leading the leaders, project management, problem solving, flexibility and organizational coexistence (i.e, to be approved as a member of the organizational family). Of course, theses competencies are common among all the management consultants in any field such as strategy, HR, marketing, and so on.The third category includes characteristic competencies such as being achievement-oriented (i.e. management consultant should be a model of success), learning appetite, self-control, being loved, self-confidence, intelligence and personal maturity.The fourth category includes general management competencies such as basic management skills, ability to integrate, general information, knowledge of management and organization, and at last economic intuition.Finally, there is the category of general consulting competencies. They are vital not only for management consultants but also for consultants in other fields such as psychology, legal, and so on. This category includes effective communication, verbal skills, professional ethics and mindfulness. So, we have 25 competencies in five categories. The proposed circle model has several various remarkable benefits. First, it helps to understand the basis and origin of competencies. Second, it shows, to some extent, the ability to compare the competencies of strategy consultants with other groups of individuals with whom they have some commonalities, such as strategic managers, management consultants in other areas, consultants and managers. Third, this model provides a good blueprint to determine the competencies of groups related to strategy consulting. For instance, in the case of a human resources consultant and based on this model, four parts of the circle can be used exactly (although the objective examples of some of these competencies may be different). It is also enough to remove the strategic management competencies and identify and replace specific human resource management competencies.The present study clearly shows that the effectiveness of strategy consulting depends on the acquisition of a wide variety of competencies. It is now possible to better understand why a high percentage of strategy consulting projects fail. Acquiring the 25 competencies proposed for strategy consultants requires the implementation of various training and development programs, the gap of which is currently well felt in our country. Therefore, the major suggestion of this research is to launch professional training courses for strategy consultants to provide the human capital needed in this field.

 To analyze the discourses about the succession planning in a governmental organization.

Design/ Methodology/ Approach:

 The present study has been qualitative in terms of approach; The sampling method was purposeful and the data collection method was mainly a semi-structured interview with 13 managers of the studied organization. Data analysis has been done by critical discourse analysis method using the Fairclough's Model in three stages of description, interpretation and explanation.

 The most important findings of the description section were the extraction of (416) positive codes and (222) negative codes, which were defined after classifying (68) positive focal words and (53) negative focal words. In the interpretation phase, it was found that the type of attitude towards appointments and key jobs is the source of succession planning or succession phobia, which includes two main discourses of strategic and political approach to appointments and key jobs. In the explanation stage, it was found that at a higher level, issues related to the political, economic, cultural, legal and administrative system overshadowed the lack of succession and in the current situation (non-succession), the dominance of the political system over other social systems and related processes (political attitude) is the factor that can most of all change the subject of appointments and succession planning in the studied organization and governmental organizations.

Limitations & Consequences:

 Difference in background knowledge of individuals in discourse analysis and its effect on the reliability of results.

Practical implications: 

The results of the present study, help to identify obstacles of succession planning in studied organization and similar government organizations.

Innovation or Value of the Study:

 Using the method of critical discourse analysis to identify issues related to the subject of succession planning.

The performance of listed firms is affected by a variety of internal and external factors. In addition to exploiting the internal factors, the managers of these firms must be able to navigate the external environment in such a way as to achieve their intended goals. The present research investigates the impact of currency fluctuations as an environmental factor on the performance of the firms listed on the Tehran Stock Exchange (TSE). This quasi-experimental research uses the generalized autoregressive conditional heteroskedasticity (GARCH) model to evaluate the impact of currency fluctuations on firm performance and the autoregressive distributed lag (ARDL) model to measure the effect of lags on this relationship. The results show that currency fluctuations significantly affect the performance of TSE-listed firms, but the strength and type of these effects vary across industries. Also, these effects occur with different time lags in various industries.

The purpose of this research is to study and survey of the Iranian Bunkering industry in the Persian Gulf and Oman Sea. This research is applied in terms of purpose and methodologically qualitative-quantitative with an exploratory approach. Its statistical population consists of two parts: one part of the qualitative statistical population consists of experts in the Bunkering industry and the quantitative part includes managers and staff of companies active in the Iranian Bunkering industry. Experts were selected through the snowball sampling method and the managers and experts of companies involved in the Bunkering industry were selected by the complete census sampling method. Data gathering tool is a questionnaire whose formal validity was confirmed by experts and its construct validity by the statistical methods. The reliability of the questionnaire was assessed through Cronbach's alpha. Data were analyzed using software SPSS and Lisrel (The period of data collection and research information is 1398). Finally, the findings of the Delphi technique showed that the six variables of port software and hardware infrastructures, sustainable fuel supply, cost of providing services with competitive price, supply of other ancillary services, port rules and regulations and geographical advantages have an impact on the development of the bunkering industry. The results also showed that Iran's Bunkering industry is not in a desirable position due to the identified indices.