جستجوی مقالات مرتبط با کلیدواژه "استراتژی" در نشریات گروه "مدیریت"

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.

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

The purpose of this study is to investigate geo-tourism and geological protection strategies. The present research is applied in terms of purpose, and its method is combined (qualitative and quantitatively). The data collection and information collection tool and structured interview are structured. The statistical population of various experts has been in the relevant field of study in Lorestan Province. Seventy experts were selected by using a targeted sampling method. The unlimited exploration (Johannon method) test was used to identify and connect the strategies to geo-tourism elements of quality performance (QFD). The results of the study led to the identification of 36 strategies. So, 1) the most relevant strategies are those for protecting mountain landscapes, preserving national geo-parks and reserves, managing geographical heritage and documenting landscapes, introducing the economic values of geographical landscapes, and preventing pollution of the environmental and natural resources with the element of geographical perspective/geo-tourism. 2) Preserving land and preventing misuse of land, revitalizing geo-sites and damaged geological processes, ensuring the resiliency of tourist sites against natural disasters, introducing geological attractions and phenomena, and introducing geo-tourism areas with the highest geological background that have a relationship with geological processes. 3) Investment Strategies for the Construction of Infrastructure Facilities in the Geo-Citizens, drawing access routes to tourism attractions, using local customs and lifestyle in connection with the preservation of natural resources, and increasing public awareness to preserve the environment more closely related to tourism heritage have had the results of the oriented for the development of geo-tourism in Lorestan led to the identification of three types of short-term, medium and long-term orientation. Finally, recommendations and suggestions were made to achieve the goals of geo-tourism.

Today's world has been affected by digital technologies more than ever, and no business can be considered independent of these technologies, regardless of industry, size, and geography. Various industries such as banking, insurance, automobile, petrochemical, steel, energy, food, entertainment and education are experiencing a fundamental change centered on digital technologies. In the current era, organizations have entered a new era in which digital technologies have revolutionized the majority of industries, from products and services to customer expectations. Today's organizations have practically no other way to survive and that is digital transformation. Digital transformation is an inevitable necessity and a vital strategic issue for today's businesses, which will suffer great losses if they do not adopt and implement the right strategy and consequently they might fail.By reviewing the theoretical academic resources, despite the need for a model to formulate a digital transformation strategy which there is a consensus on and contains various dimensions of digital transformation with an exhaustive view, there has never been such a framework, which reminds us of the need to address this issue. This research is designed to address the Conceptualization of digital transformation strategy as mentioned earlier. In this research, by conceptualizing the digital transformation strategy and cognition of its various dimensions, the mentioned gap will be addressed, by using the research method of meta synthesis. For this purpose, after reviewing 17 selected articles, a specific definition of digital transformation strategy has been presented and its relationship with business strategy and functional strategies has been analyzed. Also, the principles of shaping the digital transformation strategy are presented in two content and process categories. Finally, three categories of cultural, structural and leadership capabilities have been identified as supporting capabilities for shaping the digital transformation strategy.

Production strategies provide organizations with a set of tools to take appropriate steps in path of presence in domestic and foreign markets by using a combination of them. Meanwhile, heavy vehicle industry, as one of the productive and entrepreneurial industries of country, can improve its export performance in Middle East region by choosing appropriate competitive priorities. This research seeks to help in this direction by explaining a suitable model for export of Iranian heavy vehicles. Statistical population of this research includes heavy vehicle manufacturing companies in Iran. Also, due to limited number of members of statistical population of research, census method was used and all members were investigated. In this research, after extracting initial conceptual framework from research literature, using a questionnaire approved by experts, conceptual model was tested using structural equation and using Smart-PLS software. For this purpose, validation of measurement model and the structural model was carried out, and localized structural relations model of export of Iranian heavy vehicles was developed. The findings of this research, in addition to showing that manufacturers of heavy vehicles in our country, should pay attention to competitive priorities of flexibility and deliverability in order to improve their export performance; it suggested measures and implementation plans related to improving performance of each of priorities. Also, this research determined that current export performance of Iran's heavy vehicles is not in a good condition and according to some indicators, it has a weak condition and according to some other indicators, it has an average condition.

Most strategic programs assume the future using various methods, and develop a static program based on trend extrapolation from a single future that provides acceptable results in a small set of possible futures. If the future turns out to be different from the assumed ones, the program may fail. In addition to the high uncertainty in predicting the future, planning conditions also change over time. To address this issue, this study seeks to design a model for developing adaptable strategies that can both provide satisfactory performance in multiple diverse futures (Robustness) and adapt to new conditions. The foundations of this research are interpretive, the approach is qualitative, and it is a developmental-applied study. In this study, the literature on developing strategies under uncertainty is examined using the meta-analysis method. Accordingly, after reviewing the literature, 39 concepts (themes) and 10 elements were extracted. Finally, using the identified elements and concepts and the literature of the study, the final model for developing robust adaptable strategies under uncertainty was designed.

The purpose of this research is to compile a model of digital marketing strategies in successful Iranian startups. According to its purpose, the research method is practical, and in terms of its implementation, it is mixed (qualitative-quantitative). The statistical population of the research in the qualitative part includes 13 academic and executive experts in the field of startups in the country, who were selected using the purposeful judgment method and the snowball method, and the statistical population in the quantitative part includes the marketing unit of active successful startups. There are 250 people in the country (5 companies) and marketing professors of 5 top universities in Tehran, and the statistical sample was 148 people, 180 distributed and 163 analytical questionnaires were selected using Morgan's table. A semi-structured interview and a researcher-made questionnaire taken from the qualitative section were used to collect information. In the qualitative part, the data theory method of the foundation was used, and the data obtained from the interviews were coded and analyzed in the three main stages of open coding, central coding, and selective coding, and in the quantitative part, the factor analysis of the indicators was done. The results of the qualitative part indicated that 241 primary codes, 46 central codes and 14 selective codes were identified and extracted. The results of the research showed that the causal conditions with 4 variables of network capability, use of artificial intelligence, marketing capability and customer knowledge have an effect on digital marketing strategies, and the results of confirmatory factor analysis showed that the fit indices of the model were confirmed.

In recent years, there have been more strategic approaches in accounting and management research to focus on potential connections between management control systems (MCS) and strategy for better performance in various organizational contexts. Research shows that within the Balanced Scorecard (BSC) framework, several organizations have achieved operational success by implementing and using MCS in line with organizational strategies. Much of the empirical research in this field follows a contingency approach and involves searching for systematic relationships between specific elements of MCS and the specific strategy of organizations. The focus of this article is more on the use of MCS than its design. According to the existing literature, MCS is mainly used in two types of management, namely diagnostic use and interactive use of MCS. These two applications determine how managers use their control systems to monitor the organization performance. Therefore, the impacts of diagnostic and interactive MCS applications on the relationship between strategy and organizational performance are examined here. This research has been conducted with the aim of investigating the problem of "how the use of MCS affects the relationship between business strategies and organizational performance". In order to expand the current understanding of MCS-strategy-performance relationships, the research is expected to achieve the following three

(i) To identify the nature of the mediating the effects of each MCS application (diagnostic application and interactive application) on the relationship between business strategies and the organizational performance of construction firms (ii) Gaining the knowledge of how business strategy affects organizational performance .(iii) Recognizing the interrelationships between the cost leadership strategy and the differentiation strategy.  Porter's framework of general strategies has been widely used as a basis for many studies and as the main typology of strategy in this research.

The current research is applied in terms of purpose, descriptive-correlational in terms of the nature of conduction, and a field study in terms of data collection. The statistical population included the senior managers of 500 construction companies in Razavi Khorasan. The statistical sample was determined based on Morgan's 220 sample table. Also, the simple random sampling method was used to determine the statistical sample size. Moreover, structural equation modeling (SEM) was done to test the path model, and Kolmogorov Smirnov test and multiple regression analysis were performed using the SPSS software to analyze the data.

The results of this study have significant theoretical and practical implications. The recent developments in accounting and management literature show strong claims about the fundamental importance of establishing a proper relationship between the use of MCS, business strategy and organizational performance. Since the past studies on the moderating effects of the two applications have not considered both diagnostic and interactive applications at the same time, the findings of this research are important. By testing the research hypotheses, this article has shown that the two applications of MCS significantly mediate the relationship between business strategies and organizational performance in construction companies. It can also be concluded that diagnostic use has a stronger effect on the cost leadership strategy in construction companies, while interactive use has a stronger effect on the differentiation strategy. Furthermore, it is concluded that the joint use of MCS has no harm, although the situation creates tension according to the conflict literature. It should be noted that the results of the first and the second hypotheses of the current research are consistent with the results of the studies by researchers such as Chebet et al. (2022) and Budiono et al. (2021). The results show a strong relationship between strategy and company performance. Also, in terms of the effect of the simultaneous use of diagnostic and interactive applications of management control systems on the relationship between strategy and performance, this research is similar to the one conducted by Arachchilage and Smith (2013) in Sri Lankan textile and clothing manufacturing companies.

Nowadays, for better performance in various organizational fields, there is a strategy-oriented approach focusing on the relationship between management control systems (MCS) and strategy. According to the existing literature, MCS is mainly under two types of management applications, including diagnostic application and interactive application of MCS. By using these two types of programs, managers determine how to use their control systems for the performance of the organization. Accordingly, we investigated the relationship between management control systems (MCS), business strategy, and organizational performance. To explain the results of this research, it can be stated that the two applications of management control systems (MCS) as mediating variables have a positive effect on business strategy and organizational performance. However, it was found that the mediating effect of the diagnostic MCS is more significant when the cost leadership strategy is used for organizational performance.Based on the results, some suggestions are made for future research. This research has brought important consequences for management performance. For better performance in the organization, it is necessary for the manager of the organization to implement a strategy-oriented approach in organizational activities by focusing on the potential connections between management control systems and strategy. Also, the manager should use a method of controlling systems to monitor the performance of the organization based on diagnostic or interactive management control systems (MCS). Diagnostic control systems enable the manager to control the status of different departments of the organization in terms of performance and health and eliminate the burdensome task of continuous guidance by managers. Interactive control systems require the attention and cooperation of all the members of the organization. Using the interactive control system, managers can set up dynamic plans with the cooperation of employees to react to environmental issues, threats and uncertainties.

Considering the importance of the South Caucasus region for Iran, it is very important to know the geopolitical factors affecting the development of Iran's strategy in this region. The purpose of this research is to develop strategies for Iran in the South Caucasus region.

This research is based on the combined model of SWOT strategic analysis and QSPM strategic planning model. The current research is considered to be descriptive-analytical in terms of applied nature and in terms of study method. The method of data collection was library and field studies (questionnaire and interview).

The analysis from the SWOT model shows that although Iran has the capacities that can make it an important player in the Caucasus region, international sanctions, the presence and influence of regional and extra-regional powers near Iran, border tensions and armed conflicts, pressure from minorities Independence and autonomy, as well as the lack of infrastructure, are the main obstacles on the way to achieving this goal for Iran.

Originality: 

At the same time, the priority table of the selected QSPM strategies shows that among the six selected strategies, the strategy of strengthening trade relations between Iran and the Caucasus countries in the field of crude oil and gas, petrochemical products, steel, etc., has an attractiveness score of 93.4 compared to others. Strategies are of high priority.

The aim of the present research is to compile digital marketing strategies model in Iranian successful startups. The research method is qualitative. Using the grounded theory approach, the codes were identified and subsequently, the axial and selective codes of the research concept were classified. Thirteen interviews with the university experts and CEOs of the startups were done using Judgmental Sampling and Snowball Sampling methods. The research data were collected and the theoretical saturation process started with interview 11. The research findings identified 241 initial codes, 46 axial codes, and 14 selective codes. The selective codes included network capability, use of artificial intelligence, marketing capability, customer knowledge, field of activity organizational, cultural, and structural, ability, value creation for the customer, and value creation for the company, social, individual, organizational and technological values. Based on the research results, causal conditions with 4 variables of network capability, use of artificial intelligence, marketing capability, and customer knowledge affect digital marketing strategies. The digital marketing models in successful Iranian startups was formulated and presented by determining the contextual and intervening conditions, and determining the outcomes and strategies for improvement of strategies.

This research has been done with the aim of providing a model and identifying the main dimensions of the impact of Cryptocurrencies on the management of business strategies of investment holdings accepted on the stock exchange. The current research is descriptive and exploratory, and mixed research method has been used in it.In the qualitative part, a semi-structured interview was conducted with 19 holding managers who were active in the field of Cryptocurrencies and business strategies using the grounded theory method, until the model was determined, that is, until saturation was reached. In the quantitative part, the method of data collection is field and with the researcher's questionnaire tool. The statistical population of this department are managers of investment holdings accepted in the stock exchange, and sampling was done through GPower software. The data were analyzed by structural equation modeling and SmartPLS software. Analyzing the data obtained from the interviews and questionnaires in the qualitative part during the coding process of the grounded theory method led to the creation of a conceptual model of the impact of Cryptocurrencies on the management of the business strategy of holdings and in the quantitative part to the confirmation of the research model. And the results obtained indicate that Cryptocurrencies have an impact on the management of holdings' business strategies, in the field of international trading and trade strategy, asset management strategy, investment strategy in the technology sector, and the strategy of attracting new customers.

The effective execution of organizational strategy remains a fundamental challenge for both managers and management researchers. In the realm of strategy research, insufficient attention has been given to achieving a harmonious equilibrium between organizational components and the perceptions of strategy hindrances held by strategists, namely CEOs and senior managers. This perspective focuses on strategy as a dynamic "action" resulting from the daily activities of strategists within the organizational context. Given that strategy failures can result in a squandering of organizational resources, addressing this issue is of paramount importance. This research aims to identify obstacles to strategy implementation as perceived by the senior management team of a government-owned agricultural and industrial company in Iran. The authors employ the McKinsey model as a theoretical framework to scrutinize the failure of strategy implementation, dissecting the constituents of each model factor through the lens of senior managers.

This research adopts a qualitative approach, specifically an exploratory case study utilizing an embedded methodology. Semi-structured interviews were employed to collect qualitative data, enabling the researcher to gain in-depth insights into the research topic while systematically gathering data. Subsequent interviews were conducted to obtain further data or clarifications until thematic saturation was achieved after the 21st interview. The resulting data underwent open coding. Triangulation of data was performed using observations and secondary data sources, including the organization's website, annual reports, quarterly meeting minutes, strategies, policies, mission statements, and goals.

Identified codes encompassed both negative and positive impact codes. Regarding the effects of these codes on strategy implementation, 155 codes were identified with a negative impact, 29 codes with a positive impact, 4 codes with a dual impact, and 16 notes (comprising questions and ambiguities). These codes were ultimately categorized into 21 distinct categories and organized into five overarching themes. Some noteworthy categories include organizational background, entrepreneurial spirit, collaborative planning, employee disengagement, conflicts of interest and opinions between middle and senior managers, issues with strategy formulation, managerial incompetence, financial challenges, leadership frustration, chronic understaffing, and a lack of commitment, among others. The resulting themes encompass leadership style, structural and systemic problems, skills, personnel, and strategy.

This study scrutinizes the dimensions of the McKinsey model from the perspective of senior and middle managers, ultimately pinpointing challenges in strategy implementation. Foremost among these challenges is the absence of "common values." Issues such as representation, leader frustration due to misalignment with middle managers, and feelings of injustice between line managers and staff contribute to convoluted and conflicting communication within the organizational hierarchy. Within the middle management layer, direct leader involvement in their affairs, occasionally bypassing them, and the repressive approach of middle managers compound confusion, feelings of injustice, and diminished motivation. The lack of skill among middle managers in managing these situations further exacerbates employee apathy. The research findings underscore that successful strategy execution necessitates more than just a sound formulation method. All seven components of the organization must achieve harmony and balance for successful strategy implementation to occur.