استراتژی

Supply chains increasingly rely on information technology and real-time updates within networks. Emerging technologies, integral to the Fourth Industrial Revolution, view the intelligent supply chain as a crucial component. Smart technology, with its unique blend of advanced features, has immense potential to transform supply chain operations from inception to performance enhancement. This fusion includes concepts such as artificial intelligence, the Internet of Things, virtual reality, augmented reality, extended reality, blockchain, and more. These intelligent technologies facilitate supply chain monitoring by tracking equipment and processes. This research aimed to design a balanced implementation strategy for smart technology in supply chain management using a descriptive approach.
 
To achieve this feat, data were collected through a purposeful and criteria-based sampling method, involving university-educated experts in business management across various marketing, strategic, and e-commerce fields. A semi-structured interview format and thematic analysis were employed to analyze the data. The qualitative section included 11 participants, based on theoretical saturation. SWOT analysis was utilized to examine the internal and external factors influencing the supply chain. Subsequently, the Analytical Hierarchy Process (AHP) was applied to rank and determine the impact of each factor based on the qualitative results.
 
The research findings identified and categorized concepts into four central criteria within a SWOT matrix: opportunity, strength, weakness, and threat, along with 28 sub-criteria. The results indicated that, among the opportunity themes, the highest priority was given to the synchronization of material, financial, and informational flow management, with a weight of 0.517. For the strength themes, ensuring transparency in the interaction among supply chain participants was the top priority, with a weight of 0.80. Within the weakness themes, the increase in costs due to the implementation of smart technology was the most significant, with a weight of 0.557. As for the threat themes, the absence of a global standard to ensure supply chain security was the primary concern, with a weight of 0.460. Consequently, these insights guided the ideation process and the development of a comprehensive strategy for managing, developing, and enhancing smart technology in supply chain management.
 
The study's findings confirm the high potential of smart technologies to optimize supply chain management. Implementing a systematic approach enables the evaluation of perspectives (advantages and challenges) and their integrated application. The development of alternative strategies stems from this systematic approach, which involves comprehensive studies of external and internal factors, their interrelationships, and the assessment of opportunities and potential threats. This paper significantly enriches the current marketing literature by demonstrating how smart technologies enhance supply chain management, addressing an issue previously overlooked in research.

Nonprofit organizations, as the third sector of the economy, play a vital role in addressing social challenges. However, effective governance in these organizations consistently faces obstacles. This study aimed to investigate the impact of organizational strategy (STR) and human resource management (HRM) on governance (GOV) in nonprofit organizations in Bushehr Province, Iran. The statistical population included 556 nonprofit organizations in the province, of which 104 organizations focused on charitable activities were selected as the target population. Using simple random sampling, 250 questionnaires were distributed, and 166 completed questionnaires (response rate: 66.4%) were collected. The research instrument was a standardized Likert-scale questionnaire with confirmed reliability (Cronbach’s alpha: 0.81–0.89) and convergent validity (AVE > 0.5). Data were analyzed using confirmatory factor analysis (CFA) and structural equation modeling (SEM) in SPSS26 and AMOS24. Findings revealed that organizational strategy (path coefficient: 0.456) and human resource management (path coefficient: 0.329) had direct and significant effects on governance (p < 0.001). Additionally, HRM mediated 31.5% of the impact of STR on GOV. These results underscore the need for managers to prioritize collaborative strategy development and strengthening HR systems to enhance governance in nonprofit organizations.

Emotion management in economics and financial markets refers to the process of controlling and regulating emotions and behaviors related to economic decisionmaking.This concept is especially important in the fields of finance and investment,because emotions such as fear, greed,and anxiety can have profound effects on economic behavior and trading outcomes.Therefore,managing emotions in financial markets is essential not only to avoid unnecessary losses,but can also lead to sustainable trading success. By combining market analysis knowledge, experience,and discipline in managing emotions, traders can improve their performance and gain a competitive advantage.To manage emotions in trading, using appropriate trading plans and specific strategies can be extremely effective.These methods and strategies can help traders better manage their emotions and improve their performance in the financial markets.

In the current research, the oil industry employee empowerment strategy model has been developed by using the data theory method of the Foundation. By conducting extensive theoretical studies on employee empowerment, after conducting in-depth and semi-structured interviews with academic experts and human resources specialists, by using the purposeful sampling method to achieve theoretical saturation, during a round-trip process and simultaneously, interviewing Coding of the data extracted from the interview text during three stages of open coding, axial coding and then the concepts obtained from the axial coding in the framework of the conceptual model of the research (selective coding) has been presented. The findings of the research show that the empowerment strategies of the oil industry employees are affected by causal, background, and intervening factors. These factors include optimization of the performance management process, planning and implementation of training and development courses, integration of information systems and human resources, and development and strengthening of knowledge management systems.

The aim of this study is to investigate the underpricing and long-term performance of initial public offerings of shares of state-owned petrochemical and refining companies transferred within the framework of the general policies of Principle 44, and to evaluate their pricing mechanism in initial sales by comparing these two factors with other state-owned companies as well as petrochemical and refining companies.

To evaluate short-term performance, accumulated abnormal returns were used, and for the long-term, abnormal buy-and-hold returns were used, and the quantitative method - one-sample and independent T-test was used.

The findings show that state-owned petrochemical and refining companies transferred have positive abnormal returns in the short term and higher than the abnormal returns of other state-owned companies and private sector petrochemical and refining companies. The long-term abnormal returns for divested state-owned petrochemical and refining companies are not positive and higher than the long-term abnormal returns for other state-owned companies and private sector petrochemical and refining companies. The positive adjusted performance of short-term and long-term IPOs confirms that most of the IPO returns are due to underpricing.

In the Iranian capital market, undervaluation is higher than overvaluation, and the most important reason for this could be the existence of a price fluctuation range that does not allow excessive price increases on the day of the offering; therefore, when deciding to amend the laws of initial public offerings.

Despite the consensus among different researchers on the importance of strategic thinking in the direction and sustainability of organizations, the evidence indicates the absence of this intellectual skill among the leaders of organizations and the lack of sufficient studies in this field (Bonn, 2001; Goldman et al. ., 2017; Liedtka, 1998). Strategic thinking is the creative combination of thoughts in people's minds that plays a key role in creating strategy and saving organizations in a complex and turbulent environment (Mintzberg, 1994). Strategic thinking is a divergent, creative process based on double-loop learning, the main goal of which is to discover innovative strategies that recreate the rules of the competitive game and envision futures that are fundamentally salvatory and different from the present (Heracleous, 1998). Strategic thinking is considered to be a key competence for the organization and especially for managers (Goldman et al., 2015, 2017; Goldman & Casey, 2010; Liedtka, 1998). The review of the research background in the field of strategic thinking indicates that often these studies have sought impact measurement, which means they have been conducted with a quantitative approach, and few studies that have been conducted with a qualitative approach have merely sought to identify the dimensions or factors affecting strategic thinking. It should be kept in mind that strategic thinking is a concept dependent on socio-cultural and political conditions that requires research in line with circumstances, and in this case, it will lead to achieving higher quality procedures, increasing the level of performance and a higher competitive advantage (Dhir et al., 2018) particularly conducting research in a specific industry, such as the poultry industry, which has a high potential for earning foreign currency for the country and is considered to be a strategic industry (Abdulahi et al. 2019). Therefore, it is evident that there is a lack of research that identifies the effective factors and consequences of strategic thinking skills in accordance with the country's circumstances. Considering the above-mentioned gaps, the main purposes of the current research are: identifying the dimensions of strategic thinking, identifying the factors influencing strategic thinking, and identifying the consequences of strategic thinking.

The approach adopted in the current research is qualitative, and the strategy used is grounded Theory. The tools of data collection were library studies and semi-structured interviews with livestock and poultry industry professionals until theoretical saturation was reached. To analyze the collected data, open, axial and selective coding was utilized. 

The final model consists of three categories. Antecedents of strategic thinking, dimensions of strategic thinking and consequences of strategic thinking. Antecedents consist of individual factors (knowledge and skill, perceptional factors, emotional and social intelligence), organizational dimension (knowledge management, organizational culture, structure and processes) and environmental factors (competitive environment, new technological trends, Supportive political and economic environment). The dimensions of strategic thinking were also identified in five categories of complexity approach, creative opportunism, analytical thinking, organizational awareness and crisis management. The consequences were at the organizational level (financial stability, Improving the position of the organization) and industrial level (Industry capacity development, Improving the position of the industry).

One of the results of this research that was different from other related researches was the introduction of crisis management as one of the dimensions of strategic thinking. Also, paying attention to knowledge management and organizational culture as important organizational factors affecting strategic thinking. Also, in addition to financial results, which until now have been the focus of studies on this factor as a consequence of strategic thinking, in this research, factors like competitiveness and export development, industry productivity, development of industry infrastructure was identified as other consequences of strategic thinking. Strategic thinking with a holistic view of the entire value chain consisting of stakeholders in society, understanding and analyzing influential trends, the ability to face various economic, political and social crises and with a creative approach to solve problems plays a key role in the development of sustainability goals which needs to be subjected to scrutiny as a new area for research in this sense.

Digital technologies have had a profound impact on today's world, affecting businesses of all sizes and industries worldwide. Various industries such as banking, insurance, automotive, petrochemical, steel, energy, food, entertainment and education are experiencing fundamental changes based on digital technologies. In the current era, organizations have entered a new era in which digital technologies have revolutionized the majority of industries in different aspects, from products and services to customer expectations. To survive in this new era, organizations must undergo digital transformation, making deep changes to their activities, processes, capabilities, and business models to take advantage of digital technologies in their value chain. Digital transformation is not limited to a specific department of the organization, but rather affects various aspects of the organization and brings significant cultural and structural changes. Digital transformation is an inevitable necessity and a vital strategic issue for today's businesses, which will suffer from great losses if they do not adopt and implement the right strategy and consequently, they might fail. digital transformation strategy is defined as an emerging strategy for pre-digital organizations to coordinate and prioritize digital transformation initiatives and build capabilities to accept and implement digital business strategy. By specifying the path of digital transformation, this strategy could be considered as a guide for managers to lead digital transformation initiatives throughout the organization and determines the vision, goals, operational plans, necessary resources and capabilities for the digital transformation of the organization. However, the lack of a comprehensive reference framework that includes the various dimensions of digital transformation is a serious challenge in this field. Thus, this research aims to identify the content dimensions of the digital transformation strategy.

First step, by using a systematic literature review and a meta synthesis method, after screening and analyzing 22 selected articles, the primary codes were identified through open coding, then semi-structured and in-depth interviews were conducted with 17 experts, and the information collected with the method of qualitative content analysis (Hsieh and Shannon approach). In this research, in order to select experts, Judgmental Sampling has been used and all the selected experts had the experience of participating in the design of the digital transformation strategy. 

Based on the research findings, 72 identified codes were converted into 5 dimensions and 14 sub-dimensions. In the final framework, the dimensions and sub-dimensions are: value (business model, customer experience, employee experience and operational processes), digital technologies (Disruptive technologies and Common technologies), governance (leadership and governance style, ecosystem and structure and operational model), Dynamic capabilities of digital transformation (transformation capability and digital capability) and resources (financial resources, human resources and knowledge resources).

Organizations must undergo digital transformation to survive and remain competitive. Digital transformation is a risky path that affects all dimensions and strategies of the organization. Therefore, the leaders of the organizations are faced with different key decisions in this direction and should use a suitable strategy. Digital transformation strategy is a strategy for directing, coordinating and prioritizing digital transformation actions. By defining the path of digital transformation, this strategy is a guide and a model for key decisions and guiding initiatives in this area throughout the organization. Considering the lack of a comprehensive reference framework that includes different dimensions of digital transformation, the present research was conducted in order to identify the content dimensions of the digital transformation strategy. According to the results of this research, in order to formulate digital transformation strategy, organizations should make key decisions in the five dimensions of value, technology, governance, dynamic capabilities of digital transformation, and resources. What value will digital transformation creates for the organization, which digital technologies should the organization use in this direction, what changes should the organization make from the perspective of governance, which capabilities does the organization need for digital transformation and what resources does it need for this path; these are key questions that the organizations is required to answer in each dimension. The identified content dimensions are the key areas of decision-making in order to shape the digital transformation strategy. Understanding and making the best decisions for each dimension is crucial for success in the path of digital transformation.

This research aims to develop a model that aligns competitive strategies with strategic goals for launching B2B software platforms. By addressing critical success factors (CSFs) and transforming them into key success factors (KSFs), businesses can create a competitive advantage during the launch phase. A systematic literature review was conducted to identify strategic goals and strategies relevant to the launch stage of digital platforms. The Interpretive Structural Modeling (ISM) method was then used to analyze the relationship between CSFs, KSFs, and strategic goals. The research distinguished the unique roles of CSFs and KSFs in platform success, identifying two types of CSFs. It also explained the connection between CSFs and KSFs. Eight strategies were identified that help overcome the "chicken-and-egg" challenge by converting it into KSFs. These KSFs are directly linked to seven strategic goals for the launch phase. A direct relationship between the strategies and goals was established. This study provides a structured model for selecting launch strategies aligned with strategic goals, emphasizing the crucial alignment between CSFs and KSFs. This model serves as an effective guide for managers and platform owners in B2B software platforms, helping them choose appropriate strategies during the launch phase to ensure platform success.

One of the characteristics of an organization's field of activity is becoming more competitive and as a result its instability. In many organizations, they have designed strategic planning without considering the principles of strategic control management. The strategic view has gained special importance in the field of management in the last decade. The strategy approach made the category of the environment much more colorful in the field of management. In fact, strategic management has three aspects: formulation, implementation and control, which is mostly neglected. Meanwhile, strategic planning is very suitable for turbulent and dynamic environmental conditions. In this regard, the main goal of strategic control is to develop learning and adaptability in the organization. This research tries to show the importance of strategic control, to provide definitions of the basic concepts of control, focusing on strategic control, to explain the ideas of different researchers and authors in controlling strategies and to identify the dimensions and models of strategic control.

There are two general approaches (traditional and modern) regarding strategic control. The traditional approach is based on feedback and compares the actual performance with the predicted performance. While the new approach emphasizes the importance of continuous monitoring of the environment in order to modify and adapt strategies to new conditions.

The management of the organization should pay special attention to the control, including the control of the content of the strategies, the control of the implementation of the strategies, and the operational control and audit, at all organizational levels.

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.

The purpose of this study was to identify sport development indicators in Iranian-Islamic universities with the EFQM model approach. The research method was qualitative, which was done with a field-exploration strategy.The statistical population included all specialists in the field of university sport, Senior managers of the ministry of science, research and technology, professors of sport management and managers of physical education departments of Tehran national universities. For this purpose, in-depth and semi-structured interviews were conducted with experts in a purposeful manner and theoretical saturation was achieved with 21 people. T A total of 124 indicators were identified, which were classified into 34 concepts and not general categories including structural and functional process, leadership, strategy and policies, customer results, individuals, community, financial resources, human and key performance results. The results of the present study emphasize the need to pay attention to performance appraisal, planning and organizing academic sport programs, leadership, society, facilities and physical factors, scientific and applied research, university sport culture, cost management, education and Proposes staff development, staff recruitment and selection, and advertising and information for the development of university sport with the EFQM model approach in the physical education departments of the country's universities.

IntroductionThe advent of virtual space in the last few decades is one of the main signs of a global transformation. To invest and efficiently use digital technologies, the attention of the senior managers of these organizations has increased towards the process of framing a suitable digital strategy in proportion to the general strategies of the organization. The key challenge of formulating a successful digital strategy is coordinating it with the varying needs of stakeholders in the field of digital technologies. Digital strategy is a practical plan that clarifies the set of necessary actions to determine how to use digital technologies in the main business sectors to attain precise goals that will eventually create new and different value for the stakeholders as well as the transformation of the organization. The digital strategy must integrate all the organization's plans in the field of using digital technologies by creating a digital ecosystem and thus transform the business. Alterations in banking mean rethinking customer relations, innovation in value, and responding to customer needs. Unfortunately, most banks have failed to move towards fundamental changes. Reactions to variations in the digital age are slow, and even in some cases the banking system strongly resists fundamental changes. Because it is hard to change to something you don't know. the current research seeks to provide a roadmap for businesses and organizations that are looking for digital transformation after counting the key components of digital strategy success. Likewise, considering that the atmosphere governing the banking industry is leading in the field of digital transformation compared to other industries, these factors will be investigated in the banking industry to offer more operational solutions. MethodologyThe current research, in terms of the type of data, is in the category of two-way (mixed) research. Likewise, regarding the goal, it is placed in the category of “exploratory (formative)” researches, and in terms of function, it is placed in the category of “applied” researches. Based on the definitions, the current research is a sequential exploratory design, which was first extracted and analyzed by using the evidence related to documents and reports and coding and analyzing the content of the interviews of experts and influential people in the bank. In the quantitative phase, by using DEMATEL, which is a mixed method and only has a quantitative phase in the final phase, it has been determined the significance and priority of the effective factors. To collect information, commonly, two library (document) and field methods have been used. First, to collect information in the field of theoretical foundations and research literature, research-related sources such as theoretical literature on the key success factors of digital strategy were collected, and then data were collected through interviews. The main data in this research was collected through interviews with experts and the semi-structured interview was the basis of the researcher's work. In the current research, firstly, to identify the key success factors of digital strategy, the thematic analysis method was used with the help of MAXQDA software for data analysis, and then DEMATEL was used to determine the priority, significance, and relationships of the factors. Discussion and ResultsThe results of the questionnaire are depicted in the figure below, which shows the pattern of meaningful relations. This pattern is in the form of a chart where the longitudinal axis is D + R values and the transverse axis is based on D - R. The position and relationships of each factor are determined by a point with coordinates (D + R, D - R) in the system. Each factor is examined from four aspects: The degree of influence of the variables: the sum of the elements of each row (D) for each factor designates the influence of that factor on other factors of the system. In the current research, the role of bank governance in applying and solving problems has the most influence. The degree of effectiveness of variables: the sum of the elements of the column (R) for each factor indicates the degree of effectiveness of that factor from other factors of the system. In the present research, human capital is in the highest rank of effectiveness in terms of digital transformation. The horizontal vector (D + R) discloses the influence of the desired factor in the system. Put differently, the higher the D + R value of a factor, the more interaction that factor has with other system factors. In the current research, the role of bank governance in implementing and solving problems has the most influence. The vertical vector (D - R) shows the influence of each factor. Generally, if D - R is positive, the variable is considered a cause variable, and if it is negative, it is considered an effect. In the present research, the role of bank governance in implementing and solving problems are considered to be the effect. ConclusionIn line with the pattern of relationships between the key success factors of the digital strategies of the banking industry of Iran, the DEMATEL technique was used and the diagram of the pattern of relations was mentioned in the previous sections. In this context, it should be stated that the factor of the bank's governance role in implementing and solving problems was identified as the most important factor, and this factor was the most influential, and it was mentioned as one of the most important causes of creating other factors and guaranteeing the success of the digital strategies of the Iranian banking industry. Other factors such as information technology and its infrastructure and international relations and global trends were also identified as the causes of other factors. Likewise, the factor that has the utmost effect on digital transformation and the implementation of digital strategies in banks is human capital in banks. Consequently, banks and organizations in general should do proper planning for their existing and desired human capital.

This research was conducted with the aim of determining the strategic position of Faraja public sports and providing key strategies for its development.

This research was conducted in a non-random, purposeful and full-scale, applied, case study with a mixed method, quantitatively, qualitatively and based on the objective, including 72 managers, experts and experts in the field of public sports faraja. The measuring instrument of this research was a researcher-made questionnaire. To determine the validity of this questionnaire, the opinions of managers, experts and specialists in the field of sports were used, and after applying their opinions, the mentioned items were modified. Also, the reliability of the questionnaire was reported using Cronbach's alpha test of 0.87. Descriptive statistics were used to analyze the findings, and Friedman's test was used in the inferential part. Statistical analysis of data was done using SPSS25 and Excel2023 software.

The research findings showed that there is a significant difference between the internal points in the variables of strength and weakness and the external points in the variables of opportunity and threat in outdoor sports (P<0.05). which are specified in the order of importance in each variable. Also, the findings showed that according to the SWAT model, the position of public sports in Faraja is in a state of growth and integration.

Based on the SWAT model in the position of growth and integration, aggressive strategies are presented to maintain the current position. Based on this strategy, the organization takes an aggressive stance and tries to continue and develop the growth of public sports by strengthening internal strengths and using external opportunities. 6 SO strategies, 7 WO strategies, 5 ST strategies and 4 WT strategies were developed and presented for the development of public sports in Faraja according to the current situation.

Many developed and developing countries have recognized the growth of the tourism industry as an effective approach to the prosperity of their economy.Tourism development can lead to capital attraction, which in turn improves other sectors. Tourism is a complex economic sector that significantly affects employment, balance of payments and socio-economic development of different regions. In today's world, almost everything we see works intelligently. The tourism industry needs to be intelligent, it needs to provide higher quality and faster services.The aim of this study is to model and prioritize the dimensions of Smart Tourism Development Strategies in Iran using the ANP technique. This research is considered a survey in terms of practical purpose and in terms of research strategy because it examines people's perceptions with questionnaire and interview tools, and in fact, the data of this research is of the perceptual type. The statistical community is in the qualitative sector of the tourism sector, with a sample size based on theoretical saturation of 15 people. The sampling method was used in this study to target the sampling method.. The main tool for data collection in the qualitative sector was a semi-structured in-depth interview, and qualitative data analysis was done by the foundation data opinion method, and the ANP technique was used in the factor prioritization section. In the qualitative sector, we found 19 components in the field of smart tourism development strategies, with economic factors having the highest weight and ranking first, and political factors having the lowest weight and ranking last.

The present research has investigated the role and role-making mechanism of policy entrepreneurs in governance with emphasis on some successful global experiences. For this purpose, documentary method and qualitative content analysis were used; The statistical population is all previous researches in the field of policy entrepreneurship. The statistical sample consists of all the documents related to the role and role-making mechanism of policy entrepreneurs, which has been selected with a purposeful approach. In this way, the researcher searched for relevant keywords in domestic and foreign websites to extract authentic articles and reports in this regard. In this selection process, no time limit was considered for searching. In the search for internal articles, only articles published in journals that are in the list of valid journals of the Ministry of Science, Research and Technology were considered. Duplicate documents were identified and removed. This stage led to finding 154 scientific documents in the field of "policy entrepreneurship". Then, in the last step of this stage, the extracted documents were screened. Finally, after screening, 49 documents were selected for review and further investigation. From among these documents, according to the geographical area of the countries, one or more countries from each continent were selected and analyzed, and finally 11 countries from the 5 continents of the world were selected for further investigation. Finally, the text of these documents was analyzed using open and axial coding. The findings showed that policy entrepreneurs have certain characteristics and skills such as social intelligence, ambition, resistance and perseverance, personal, professional and ideological interest, strong motivation, resourcefulness, high energy, creativity, sociability, expertise in the relevant policy field, credibility. Social and having political awareness, managerial leadership ability and communication skills and abilities. The findings also showed that background factors are necessary for the role of political entrepreneurs in governance. Among these factors are social factors (including cooperation and companionship of citizens and elected officials and recognition of the effects and motivations of experts in policy making), political factors (including values related to democratic governance, shared governance, the government's understanding of political risk, conditions the opening of the policy window and interest of the stakeholders and being affected by the policy), institutional-structural factors (including the existence of intermediary organizations and institutions to help in the formation of the network, formal and informal operating procedure and special rules encouraging the process of policy development and media coverage) and also the existence Entrepreneurial ecosystem network relationships pointed out. In addition to contextual factors, entrepreneurs use strategies such as problem-building, networking, persuasion, using media coverage and strategic information dissemination, group leadership, creating partnerships, research, evaluation and expert opinion, political activation, and resource mobilization to play a role in governance. Interacting with stakeholders and giving them more governance. In general, it can be said that if there are background conditions along with individual and social skills and entrepreneurial policy strategies, entrepreneurs will succeed in playing a role in governance.

The current researcher presents the strategic model of the green brand to achieve the success of competitive components in the food industry, which is done by a combined (qualitative-quantitative) method.

In this research, in the qualitative phase, using open codes, axes and selection were used, and experts in the food industry, including managers and equipment of Kaleh Company, were selected as samples. Data collection tool in the quantitative part, Excel and SMS software are used.

The findings of the research include 10 dimensions (available resources, innovations, strategies, capabilities, requirements, research and development, facilities and equipment, value creation, entrepreneurship and cost leadership), 6 components (human and support resources, social capital and behavior organizational culture and .performance and opportunities) and 88 indicators were identified.

Companies that follow green marketing (especially Kaleh Food Industry Company), try to use company processes and marketing methods to balance environmental, economic and social dimensions to ensure long-term development, to attract customers and Use participation in society. The fit of the model was calculated through the GOF model as the geometric mean of R2 and the mean of sharing, which has a value of 0.830, it showed that the model was favorable and as a result, the overall model was confirmed.
Also, the comparison of the research results with the research conducted in this field shows that the results of the research are consistent with the conducted research

The Purpose of thisResearch is to Investigate InnovativeStrategic Plans in Line with the Implementation of Organizational Goals. This Research is an Applied and Developmental Research. The Statistical Population of the Research Included Managers and Planning Experts in Exporting Companies in Isfahan Province, and 36 Companies were Randomly Selected as a Sample. Field Method and Questionnaire Tool were Used to Collect Data. In Order to Analyze the Data, Structural Equation Modeling Method with Partial Least Squares Approach and Smart PLS and SPSS Software Were Used.The Research Results Show that Innovative Strategic Plans have a Positive and Significant Impact on the Implementation of Organizational Goals. Also, According to the Obtained Results, Determining Goals and Innovative Strategies, Measuring Capabilities and Capabilities, and Monitoring and Evaluating Activities also have a Positive and Significant Impact on the Implementation of Organizational Goals.Today, Many Organizations have Changed. Any Change Requires Adaptable Employees and Managers who can Adapt to the Changes

Despite the importance of strategic innovation in the organization, research in this field is in its infancy and most studies have only described one or more aspects of these influencing factors. The purpose of this study is to identifying and conceptualizing the Antecedents of strategic innovation.

This research is a mixed method (qualitative-quantitative) and in terms of purpose, it is applied-developmental research. At first, in the qualitative stage, meta synthesis method was used, then case study, and in the quantitative stage, DEMATEL method was used. To collect the data in the meta synthesis stage, a systematic literature review published in the years 1998 to 2022 was used, and in the case study stage, interviews were conducted with 21 experts active in the executive and academic department of football industry. Content analysis was used to analyze it, and finally, in the survey phase, using a questionnaire, the DEMATEL technique was used for the final model.

Research innovation: 

The results of the present research help managers and activists of the football industry to have a comprehensive view of the antecedents of strategic innovation in the football industry and provide the necessary background and platforms for strategic innovation in the football industry.

The relatively high rate of failure in the implementation of the organization's strategies, the comprehensive understanding of the factors affecting the successful implementation of strategies is of particular importance. despite the importance of this issue, so far there is no comprehensive research on the explanation of the factors and components affecting the success of the Strategies implementation have not been implemented.
The purpose of this research is to comprehensively identify and categorize the factors affecting the successful implementation of strategies in Iranian organizations based on previous studies in this field.
This study used qualitative method and for data collection , articles has been used and in terms of purpose this research is practical. in this study based on the searches made among Iranian article databases and internet sources between 2013 and 2023.At the First, 108 articles related to the topic of discovery were gathered and finally 21 articles were evaluated using the meta- synthesis qualitative analysis method and inclusion criteria.
Based on the 7-step method of Barroso and Sandelowski and the open coding method, 45 factors were identified and extracted, and in 5 components distributed : planning and management (18 codes), infrastructure and structure (5 codes), human resources. (13 codes), organizational culture (4 codes) and financial and credit component (5 codes) were categorized.
Among the final articles, the factor of organizational culture had the most repetition and factors such as strategic budgeting fit, vertical alignment of strategies, etc. had the least repetition among the studied articles