فهرست مطالب moein abdolmohamadsagha

Smart city governance is about promoting an effective environment of collaboration in the government and implying adaptive policy-making to construct performing and sustainable. The aim of the present study is to develop a smart city governance model in tehran. The research method of this study is thematic analysis method. The statistical population of this research consists of the managers and experts of the urban area in tehran, which is eight people through the purposeful sampling method. The data collection tool is a semi-structured interview, which is analyzed through interpretive coding. Based on open coding, initially 397 basic codes were extracted from the conducted interviews, and by using multiple analysis and integration of themes with common concepts, 253 main "overarching themes" were extracted, finally 25 overarching themes were identified and interpretive coding was done. The research results indicate that the model of smart city governance in Tehran includes five main components including initial conditions, cooperative urban governance, smart city components, law and policies, and output and three background factors including institutional, human and technical factors that They affect the whole process.

The multiplicity of actors in the area of smart city governance and the lack of proper communication between them causes various conflicts between actors. The solutions offered to solve inter-organizational conflicts are not effective mainly due to the lack of proper communication between organizations, and there is a need for local solutions from a set of experts from this context. The aim of the present study is to providing solutions to manage conflicts between smart city governance actors in Tehran. The research method of this study is exploratory mixed method, which is the combination of two methods of thematic analysis (TA) based on interviews with experts and interpretive structural modeling (ISM). The statistical population of this research consists of the managers and experts of the urban area in Tehran, which is eight people in the TA and 13 people in the ISM through the purposeful sampling method. The data collection tool is a semi-structured interview, which is analyzed through interpretive coding in the qualitative part and a researcher‑made questionnaire in the quantitative part. The findings of the study suggest a four-level model. The first level includes the themes of “transparency of financial relations between actors”, “consider sustainable income for the city administration”, “define system outputs” and “adopt a sustainable urban policy”, the second level includes the theme of “designing mediating institutions” and “leveling and managing conflicts”, and the third level includes the themes of “use informal communication” and “use of advisory councils”. Finally, the fourth level contains a theme that is the “creation of a national committee and state committees”.

The current study aims to present a typology of alignment of the employee mistakes types’ and learning from them with the internal marketing approach. The authors review the literature and in-depth overview of the theoretical foundations in the area of employees' mistakes and how to learn from them with an internal marketing approach in organizations. And then, based on the mutual orientation of the internal marketing matrix and combining it with employee mistakes typologies have achieved an analytical framework. Finally, the Delphi method has been used to inform the opinions of the experts to measure the correctness of the framework. Experts who were human resource experts and scholars were selected by the Purposive sampling method. The findings showed that stretch and sloppy mistakes are in line with transactional marketing methods, in such a way that stretch mistakes with energising and sloppy mistakes are associated with code-breaking. On the other side, the aha-moment and high-stakes mistakes are in line with relational marketing methods, in such a way that there are aha-moment of diffusing and the high-stakes mistakes with authorising. Considering the findings of the consensus of the experts, it can be concluded that there is an alignment between different types of employee mistakes and internal marketing approaches.Introduction Employee mistakes should not be observed as events to be disregarded or unseen but as chances for creative learning. Such a direction is viewed to positively affect learning and act of and inside organizations (Harteis et al., 2008). According to the review of existing literature on people's mistakes and their role in the domestic market, it has been determined. Therefore, in this research, we try to strengthen the literature in this field. The aim of the current research is a typology of mistakes by examining internal issues. In the following, the theoretical literature of the research was carefully described, and the background of the research was made by examining the most up-to-date research and internal research related to the current research topic from reliable databases. Then, the current research methodology is discussed, and the findings and conclusions are presented. The research's main question is: Is there alignment between the types of mistakes of employees and internal stakeholders?  Literature ReviewEmployee mistakes Palmer et al. (2010) describe a mistake as "actions of oversight or commission by individuals or groups of individuals, performance in their organization functions, that create surprising harmful consequences with an included social cost." Like this, employee mistakes can damage organizational performance (Naveh et al., 2015; Palmer et al., 2010).  2.1.1. Learning from MistakesMistakes are frequently recognized as an annoying side effect of human learning, though they can be a valuable experience resource empowering learning if acknowledged. We cannot learn from mistakes if we do not agree to take them (Kucharska, 2021). 2.1.1.1. Mistake ToleranceWhile organizations take success as confirmation of current organizational knowl-edge, defeats, and errors call it into question (Weinzimmer & Esken, 2017). Internal MarketingTo et al. (2015) described internal marketing as "observing employees as internal clients, seeing jobs as internal goods that satisfy the needs and wants of these clients while dealing with the organization's purposes."  MethodologyThe current research method is one of the survey methods, the Delphi. Delphi is a systematic method or approach in research to collect opinions from a group of experts on a topic or a question.ResultsAccording to the results obtained from the literature review and the consensus of the experts, it was found that stretching and sloppy mistakes are aligned with transactional marketing methods; in this way, stretching mistakes are aligned with energetic learning and sloppy mistakes with decoding learning. On the other hand, it was found that momentary and risky mistakes are aligned with relational marketing methods; In this way, momentary mistakes are aligned with distributed learning, and high-risk mistakes with empowerment-based learning. These cases are summarized in the table below . Discussion A learning-centric culture of mistakes tolerance might not rise in those organizations which induce staff to shirk or even hide errors. In order to finally start a learning procedure, the acting individual has to experience concern for the event. Many events are considered errors (Harteis et al., 2008). Alsinnovativeart learning from errors is one of the important belongings of innovative organizations (Khorakian & Jahangir, 2018). In the present research, the Delphi working group was held in two rounds to reach a consensus. In the first round, the respondents scored the items based on their agreement or disagreement with them, and in the second round, they revised their opinion based on the average of the opinions of the first round. The results of the experts' consensus at the end of the second round are reported below.Conclusion According to the consensus of experts, there is an alignment between different types of employee mistakes and internal marketing. Based on the results, it is suggested that organizations use the internal marketing approach to allow their employees to make mistakes and welcome their mistakes by creating a culture of acceptance of mistakes and by using relational and transactional internal marketing methods (according to the type of mistake) Creating a space to facilitate learning from mistakes.Discussion and Resultswe identified and prioritized the consequences of BD in 7 major Category including: 1-process 2-people 3-product 4-physical evidence 5-promotion 6-place 7-price. And Challenges of BD in 4 Category including: 1- Ethical and privacy issues 2- Management and financial issues 3- Technological, human and organizational challenges 4- Data reliability and data accessConclusionsOn the demand side, there has been a massive transformation in consumer behaviour. Consumers have become more experienced, independent and irrational due to changes in their values, lifestyles and demographic patterns. This has forced the supply side to shift from mass marketing to personalized marketing through the rules of market segmentation. The production process has also become more consumer centric. Furthermore, as a sign of a new era in ICTs, concepts such as big data, IoT and AI have recently gained significant importance in many sectors because the developments in ICTs have accelerated worldwide. Tourism is one of the important fields that use these concepts and will also be influenced to a great extent. Such changes will occur in the “P”s of tourism and hospitality marketing on the supply side and consumer behaviour on the demand side. As for the retransformation of tourism and hospitality marketing, new forms of “P”s can be explained as below: First, tourism products and services will be redesigned with the help of ICTs. Products and services will become more destination-oriented and smart destinations will be the core of tourism products and services. Second, the ability to use information technology and develop more technology-oriented products and services will be an indicator of pricing and value. Third, the place where all purchasing and transactions to be handled will become much more virtual. Finally, the promotion will also be more virtual-centric, where consumer decision-making can be influenced by the experience of other consumer peers and more personalized communication channels will be part of online or virtual marketing.

This paper aims at comparing the banks’ activities in the social networks using the content analysis method. In this study, 54 profiles for 14 external and internal banks in 4 popular social networks are analyzed. The banks are chosen using the purposive sampling method. Results show that most banks use missions/goals on their social page to explain the bank information. They use the augmented product to present the product information. They use the company image to explain corporate identity. They use meetings and conferences to present bank events. They use music style for their videos. They use lifestyle pictures for their photos. They use information support for customer support. They use intimate/ interactive/ harmonious/ poetic style for their slogan and use their campaign albums for their albums. They also use sport and environmental issues to explain their corporate social responsibility. Moreover, they use services as the bank’s marketing messages. They use news announcements to release information. Furthermore, they use social responsibility and public consultation for socialization and finally, they use public partnerships for interactive customer engagement.

The aim of present study is to prioritize the different types of NGOs in promoting the effectiveness of urban management with a public participation approach. To identify the most important criteria influencing on the effectiveness of urban management as well as the types of active NGOs in the urban area, library research has been used and the AHP has been used to determine the priority of the research criteria. Participators included the experts and senior experts in the field of urban management and NGOs. For this purpose, sixteen experts were selected as sample, and at the final stage based on Paired comparison matrix. Data was mainly gathered by questionnaire. The weight of the criteria identified by using the AHP method is as the follows: The criterion for improving life and reducing urban poverty is the highest priority. The criteria for providing urban services, the transparency of the performance of urban management, social capital, and citizen participation and local culture management are in the next order, respectively. The selection of the best non-governmental organizations based on the main criteria identified using the AHP technique can be concluded that the best option is health, treatment, sports and general health, and the welfare and sustainable development, education and cultural and social activities, citizenship rights and minorities and NGOs in the international arena were in the next rank, respectively.