جستجوی مقالات مرتبط با کلیدواژه « interpretive- structural modeling » در نشریات گروه « مدیریت »

Moral courage is necessary to observe moral behavior when dealing with moral challenges raised at the time of crisis. The purpose of this study is to present an interpretive structural model (ISM) of the antecedents of moral courage during crises among the staff of Kerman University of Medical Sciences, Iran. 

This is a descriptive-analytical survey. After reviewing the literature and identifying the antecedents of moral courage, a questionnaire with semi-closed questions was designed and distributed among 18 managers and expert from the university, who were selected using non-probability purposive sampling method. The data were analyzed in MATLAB software, version 9 and MICMAC software, version 2. 

Based on the findings, the antecedents included individual factors (self-esteem, personal values, moral model, personality type), managerial factors (leadership, criticism acceptance, honesty, leader-member exchange), organizational factors (organizational transparency, accountability, culture), and environmental factors (economic, cultural, political/legal). 

The results can help relevant authorities to plan and make appropriate decisions in this field.

The purpose of this study is to identify the strategic factors affecting sales performance and the role of social media marketing with a future research approch. Social media is transforming the classic dynamics of business and fostering a two-way communication between companies and their customers by creating a platform for dialogue, exchange and collaboration. The statistical population of this research was experts familiar with the subject, which included professors, managers and experts of companies. The sampling of the present study was a purposive judgmental sampling according to the interpretive structural modeling approach. 10 experts answered the questions. The reliability of the measuring instrument was confirmed in terms of absolute agreement and in terms of compatibility. The results of Mick Mac analysis showed that eight factors related to sales performance are divided into three categories of influencers, dependent and autonomous, according to social media in terms of permeability and dependence. Factors of sales performance, sales behavior, use of social media and competitive information collection in relation to the research topic are more effective and in contrast to other factors such as media type and goal-oriented education and attitude to media utility have the most impact and Are the least affected. The research findings also showed that in terms of futures research and identification of strategic variables, the variable of customer relationship technology is the most strategic research variable that affects sales performance.

identify and level indicators affecting the export behavior of tea exporting companies using the structural-interpretive modeling method.

This is a descriptive applied research. The statistical population is the tea exporting companies in Gilan province, and because of the small number of these companies, the census method was used. The respondents to the questionnaire were the senior managers of the companies, 57 people were selected. The data collection tool is a questionnaire, the criteria studied in the questionnaire were identified through background mining and theoretical framework study. 33 indicators were initially selected and by designing the initial questionnaire through these indicators, 16 indicators were finally approved. In the second questionnaire, which was designed for the interpretive structural modeling technique, 16 final indicators were used for stratification.

Sixteen final criteria were leveled using this method in seven sections. According to the final analysis, twelve indicators were selected as dual variables, that is, they have high influencing power. Two indicators were selected as influential variables and two indicators were selected as influential variables.

Out of sixteen effective indicators, the index of attractiveness of foreign markets and the strategy of the company were identified as the most important factors. In the following, according to the obtained results, suggestions were presented to improve the behavior of tea exporters in Gilan province, the most important of which, according to the presented levels, include determining the export map, marketing according to the market of the target countries, and the use of e-commerce.

Green human resources management, as a strong tool that takes the role of human factors, can help organizations to fulfill their social responsibilities in order to protect the environment. This research has been carried out with the aim of systematically reviewing previous researches in the field of green human resources management, as well as identifying key elements and providing a structural model to implement the green human resources management process in the chemical and petrochemical industries of Bushehr province. By studying thematic literature and using the textual content analysis approach, six basic indicators were counted, and in order to localize them in order to implement green human resources management in the chemical and petrochemical industries, the Delphi technique was used in three rounds. The statistical population of the research was formed by managers and experts familiar with the subject and working in the field of petrochemical industries. A researcher-made questionnaire was used to collect data, and its validity and reliability were also confirmed. In order to design the structural model of the effective indicators for the implementation of the green human resources management process, the interpretive structural modeling approach in the fuzzy environment was used to manage linguistic ambiguities in judgments. The results of the modeling and analysis of Mik Mak showed that individual, group and organizational indicators are among the basic and influential indicators in the field of Sabza's human resources management; Therefore, managers are suggested to emphasize and pay more attention to this group of indicators.

The present research was considered with the aim of identifying and explaining the components of managers' popularity with the interpretive structural modeling approach. According to the literature and the theoretical foundations of managers' popularity, AI and ChatGPT were used to identify the components in four stages, and the response of each stage was done with ten components/indicators. Finally, the common components of all four stages were reviewed by 15 public and private sector managers and university professors related to the subject as an expert community. Using the interpretive structural modeling technique, the relationships between the final components were investigated and, while leveling the components, it showed findings in the framework of the level of power/power of influenceand dependence of thecomponents. except forthe component of strategic and visionary thinking which is on thesecond level, the rest of the components were placed on the first level.Also,the componentsof "justice/fairness" and "flexibility and adaptability" were determined astheconnecting components of managers' popularity. These components have great power finfluence nd power of dependence,and atthe same time they affect all thecomponents; They will be affected by allother components.therefore,for he selection and appointment of managers, while keeping inmind the scientific, practical, occupational,managerial, ethical, jihadi standards, adherence to the principles of the Islamic Revolution, the degree f intellectual and religious alignment with the government, the degree of their popularity and acceptance byother managers andall co-workers ,considered and use this spiritual and executive potential to rate the acceptability and popularity of the manager as a reliable item.

Investment in the construction industry can only cause economic growth and achieve economic results when capital injection and housing production are targeted and ultimately lead to housing consumption; because if the imported funds are not directed to the building sector, the final price of housing will increase and will make real consumers less able to buy. Therefore, the entry of liquidity into the construction industry requires formulation of strategy and policy in order to increase the growth rate of housing. Also, risk management and knowing its key components lead to reducing construction costs and creating a more appropriate price in the construction industry. The aim of the current research is to know the dimensions and components of risk management in Iran's construction industry with a fuzzy Delphi approach with interpretive structural modeling and DEMATEL technique.

The current research method is exploratory and the goal is to answer the research questions. In terms of the type of research, it is practical because its results are used for risk management in Iran's construction industry. The method of the current research is mixed (qualitative-quantitative). In the qualitative dimension, using the fuzzy Delphi method, it has identified the dimensions and components of risk management in the construction industry in Iran. In the quantitative dimension, by using interpretative structural modeling technique and DEMATEL, by using surveys of experts and university professors, it has been done to stratify and examine the intensity of relationships between dimensions.

The results show that at the lowest level of the model (level three), the risk dimension of political factors is placed, which acts as the cornerstone of the model and to achieve risk management in projects. Iran's construction should start from this factor. Also, the results of examining the intensity of relationships between dimensions with Dimetal show that the social risk dimension is the most effective dimension, has the highest numerical value based on the row sum (D), and thus, with the most influential dimension among the investigated dimensions of risk management in Iran's construction industry has been identified. Also, according to (D-R), the lowest value, the risk dimension of laws and regulations, is the most effective dimension of risk management in Iran's construction industry.

Originality/Value:

 The current research is new in terms of the subject area, i.e. in the field of the construction industry of Iran, and in terms of the location area, i.e. companies active in the field of the construction industry of New Tehran. The research gap that creates the space for innovation in the current research, according to the perspective of soft operations research, which is a tool for creating complex and new problems, is the use of Interpretive Structural Modeling (ISM) and DEMATEL. Less research has been done on leveling and examining the intensity of impact and effectiveness of the components of risks in the construction industry.

Coaching leadership is one of the desirable and practical styles of leadership that has positive effects and consequences for the organization. Managers and leaders who manage and lead their organization with this style, bring about transformations and efficient individual, group, and organizational outcomes. In the coaching leadership style, there is a kind of commitment to the growth and development of people in the organization. This commitment is in line with the goals of coaching, which is the actualization of employees' abilities, talents, and potential capacities. Also, coaching leaders should develop strong competencies and skills in themselves and have faith and belief in their abilities to perform the task of coaching desirably. This leadership style also creates positive relationships between managers and employees and increases cooperation and coordination in the organization. Therefore, paying attention to the coaching leadership style in government organizations can facilitate the improvement of the performance and effectiveness of these organizations and help the government to provide the best services to the people. Based on this, the current research was conducted to design a model for the emergence of coaching leadership in government organizations with the interpretive structural modeling method.

Design/Methodology/Approach:

This research was conducted based on mixed research and qualitatively and quantitatively in the comparative inductive paradigm. This research is applied in terms of purpose and descriptive survey in terms of nature and method. The statistical population of the current research is experts including university professors in the field of organizational behavior management and human resource management, as well as senior managers of government organizations, whose sample members were selected using the snowball sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is a semi-structured interview, whose validity and reliability were tested by content analysis and theoretical validity and intra-rater and inter-rater reliability. Also, the data collection tool is in the quantitative part of the questionnaire, the validity and reliability of which were measured by the method of content validity and retest reliability. In this research, content analysis and coding with Atlas software were used to analyze the data in the qualitative part. Also, for quantitative analysis, the interpretative structural modeling method was used.

The findings of this research include the factors influencing the formation of the phenomenon of coaching leadership and the presentation of its model. In the qualitative part of this research, through interviews with the experts of the desired data, the effective factors on coaching leadership have been identified. Regarding the method of coding and extraction of qualitative data, it should be mentioned that according to the nature of the questions and the way the experts answered, the words and phrases they mentioned were components related to coaching leadership. Then, in the quantitative part, by designing a questionnaire whose rows and columns were the effective factors in coaching leadership, the experts were asked to answer the questionnaires using the interpretive structural modeling method. Finally, by analyzing the data, the components' leveling and designing the model was done.

In the theories of management, managers find a more essential role every day than in the past. Also, from the organizational point of view, leaders are the most key and effective people whose proper and positive performance can make the employees and the organization successful. One of the new models of effective leadership in today's organizations is the coaching leadership model, which creates a supportive image of the leader in the mindset and attitude of employees, motivates human resources, and also organizational commitment. It is a positive development in the direction of improving the performance of employees and also increasing the productivity of the organization. The results of the research include the design of the emergence model of coaching leadership. In this research, the coaching leadership model has been formulated in four main levels based on the coaching leadership philosophy, the background, and context of coaching leadership formation, the dimensions of coaching leadership, and its consequences.

Tourism industry, as the biggest economic generative industry in the world in the last decade, is a good alternative for the growth and development of the countries. The winners of this industry will be companies that create innovative ideas and use them as core competitive advantage. In this regard, the present article aims to examine the innovation drivers in tourism companies in Gilan province with a systematic approach. The research method is descriptive and its purpose is applied. The questionnaire was used to collect research data. The statistical population includes a combination of 13 university experts and the Cultural Heritage, Handicrafts and Tourism Organization of Fouman city. After identifying 32 drivers of innovation trough the literature review, these drivers were distributed among experts in form of a questionnaire, and applying Delphi method, 15 main drivers were used to implement interpretive structural modeling (ISM) method. According to the results, the innovation drivers were classified into six levels. The findings show that the agility of innovation methods lies at level 1, open innovation, innovation engagement, thinking skill, experts’ integrated communication and creativity techniques lie at level 2, work environment, conflict resolution lie at level 3, knowledge about competitors, customization and creative analysis of requirements lie at level 4, innovation leadership, market knowledge and team composition lie at level 5, and finally portfolio management lies at level 6. These drivers were evaluated in the MICMAC matrix and analyzed in terms of their influence and dependence power.

Organizational cooperation emerges as a tool that allows members of the cooperation network to make decisions based on shared information and two-way exchanges that coordinate and synchronize activities with the aim of attracting It causes the satisfaction of the market and the increase of the common profit. Cooperation networks are formed by organizations that have a prior desire to cooperate with each other in order to achieve their common interests by using information technology and through joint decision-making and effective participation. The purpose of this research is to investigate the networks (CNs) and the cooperation process that allows them to increase interaction in the environment. These new tools are based on enterprise architecture (EA). On the other hand, organizations that cooperate with other organizations in order to gain competitive advantage and deal with environmental complexities, each has its own unique organizational architecture. Investigating the effect of this organizational architecture on the cooperation network architecture of organizations is the target of this research. In this regard, by reviewing the theoretical literature and using the Interpretive Structural Modeling (ISM) method, a framework has been developed to examine the impact of the organization's information technology architecture on the architecture of inter-organizational cooperation. The results of this research show 5 dimensions of organization architecture and 6 dimensions of inter-organizational cooperation architecture and how they are leveled and related in the form of a final model. The insight that this framework provides to organizations can help in better designing the architecture of the organization to enjoy an effective cooperation and the benefits of it. Enterprise architecture is a continuous process after initiation. Establishing such a process involves interacting with different dimensions of the organization. Therefore, the cultural, human, technical, structural, event, etc. dimensions throughout the organization are fundamental issues in the successful implementation of organizational architecture. Considering that the implementation of organizational architecture is costly and expensive, its poor implementation provides many problems for the organization.

In the subject of common information technology, we strengthen and precisely specify the legal dimensions, standards, control guidelines, time frames and the form of situations. MICMAC analysis showed that the components of the content model (conceptual description) of the organization's architecture, the logical model (systemic description) of the organization's architecture and business strategies of cooperation have the greatest influence on other components and are key components in They are considered to be the formation of the cooperation process. Other investigated components have high power of penetration and dependence and are located in the connected area and these components have two-way communication with each other. According to the results of the research, the following suggestions were made: The research results show that technology plays a very important role in the development of inter-organizational cooperation, so it is suggested that organizations design inter-organizational information systems. Among the factors of level 1, knowledge cooperation is the factor influencing inter-organizational cooperation. Therefore, in organizational architecture, the mechanisms of knowledge production, acquisition and application should be predicted. Designing and establishing specific processes for inter-organizational cooperation is a necessity that must be considered by organizations in the design of organizational architecture.

Today, organizations experience complex and unpredictable changes and crises around them. In this situation, in order to achieve innovation and optimal conditions in complex environments, it seems necessary to go towards flexible and agile solutions. The agility of business processes in complex and dynamic conditions. In this regard, the main goal of this study is the systematic structuring of the problem of agility in business processes, one of the most important requirements of which is the use of research approaches in soft operations in the direction of the systematic structuring of the problem.

In this research, first by using the steps of meta-combination technique and then with the help of semi-structured interview tools, a sample of 18 experts, who are university professors and experts active in the field of process management, as well as people who have experience in the fields of related to the improvement of work systems and processes in different organizations, were selected, which were selected through a targeted non-random method and snowball method. In the next step of the research, the ISM approach was used to explain the communication pattern of managing agile organizational processes, which was collected with the help of a questionnaire. Finally, the data collected through the questionnaire were analyzed using the Interpretive Rating Process

Based on the answers to the questions asked in this research, first after going through the stages of synthesis and completing the required data throaugh interaction with experts, a general framework of 17 main variables was obtained. The components of the proposed main framework include appropriate culture, process leadership, process governance, human resources, technological infrastructure and organization structure as system enablers, The strategize based on improvisation, creative stability, dynamic adaptability, organizational learning and environmental understanding as capabilities of the system, continuous control and monitoring of processes, process quality management, integration of knowledge management with organizational processes and Making the components of the process management life cycle more efficient are the basic actions and measures and finally the improvement of quantitative and qualitative indicators as the result of the system. In the following, according to the conceptual framework of ISM, empowering and empowering indicators were classified into four levels. In the next step, the indicators were prioritized through the interpretive ranking process. According to the findings obtained from the research and based on ISM, the technology infrastructure component was considered as an important enabler at the highest level. According to this analysis, information technology with an influence that affects all variables including process culture, manpower and appropriate structure. organization, it strengthens the spirit of learning and transformation, teamwork and partnership in the organization and provides the basis for continuous growth of employees. Also, according to the findings of the interpretative ranking process, the leadership of the processes was given the first priority.

The results showed that IT infrastructure should be considered as an important variable in the agility system of business processes. On the other hand, according to the external performance variables expected from the implementation of the agile system in the management of processes, the process leadership component dominates the technology infrastructure enabler based on all the expected performance variables (except gaining a competitive advantage). Therefore, the organizations that want to be agile in their process management system should pay attention to the characteristics of leadership in the processes in the first place. After that, the results showed that environmental awareness, knowledgeable and competent human resources, organizational learning dimension, contingent and appropriate structures, governance, improvisation-based strategy-making, technological infrastructure, dynamic adaptation, culture and creative sustainability are prioritized respectively. The following should be considered.

When a business faces problems and unsatisfactory results, it is time for transformation. To define an appropriate change strategy, the organization must understand the context of the transformation and the main needs driving it. Understanding the reasons for the change will help implement it and reduce some of the unnecessary costs the organization may incur. Researchers consider strategic agility as an ongoing ability for moment-to-moment strategic sensitivity, agile collective commitment, rapid and powerful resource renewal and expansion, and as an antidote to the pain of the repetitive succession of success, decline, resilience, crises, and updates. They also consider strategic agility to result from a combination of stability in processes and people, values and ambitions, sensitivity and flexibility in views, fluidity in expanding resources, and leadership unity in creating collective commitments. Organizations use strategic agility to respond flexibly to the needs of their stakeholders in the face of various risks and pressures. The agility of the employee performance management system alone is not enough, and government organizations must respond to problems on their own by using strategic methods. In this regard, the present research explains the obstacles and limitations of implementing an agile system for the strategic management of employee performance.

Design/ methodology/ approach: 

The current research is part of applied research and is of a mixed type. To carry out the current research, the interpretive structural approach (ISM) was used, which is a cognitive mapping method for leveling and determining the relationships between indicators. To implement ISM, determining the relationships and priorities of the elements in the system is on the agenda. The validity of this method, considering its mathematical basis, examines whether the interpretive structural model correctly and accurately interprets the information in the data. Due to the standardization of the questionnaire and the data collection method, the validity of this method is different from statistical methods, and it is included in the essence of its mathematical modeling. Also, reliability in interpretive structural modeling refers to the continuity of reliability and whether the interpretive model can maintain stability and honesty in different conditions and with increasing data volume. In this way, the validity and reliability of this method ensure the accuracy and reliability of the analyses and the results obtained, which were examined in this research and confirmed by experts according to its mathematical foundations from both perspectives. The current research is part of applied and mixed research. The statistical population of the research comprised senior managers of government organizations who were interviewed with five groups of experts, totaling 18 people, which continued until theoretical saturation was achieved. To collect data, interviews were used in the qualitative part, and a researcher-made questionnaire was used in the quantitative part. The required items were collected from this statistical population in a specific way (18 people) using standard questionnaires. The qualitative part of this research, relying on critical systems, which is one of the categories of research in liberating operations, fundamentally examined and identified the system from the perspective of different stakeholders. Quantitatively, this structure has been leveled, and their relationships have been determined by examining the interpretive structure.

The research findings identified 11 obstacles, and the results show that conflicts in the rules and, as a result, the separation of informal groups in the system are the most fundamental factors preventing the growth of this system.

 Limitations & Consequences: 

This research was conducted in the public sector, with special cases related to this sector, and the results may face limitations in other sectors.

Practical Consequences: 

This research helps public sector managers identify the obstacles and limitations in the way of the agile system of strategic management of employees' performance, enabling them to address these challenges with appropriate strategies.

 Innovation or value of the Article:

 This research adds to the knowledge of this field by presenting a model for the implementation of the agile system of strategic management of employees' performance and examining its limitations.

For the successful revival of a bankrupt or declining company with poor performance, a wide range of revival strategies can be considered that these strategies interact with each other and not paying attention to this issue, the revival of declining companies, especially small and medium-sized companies in Action faces a problem. Therefore, the main goal of this research is to present an interpretive structural model and interaction analysis of revitalization strategies of small and medium manufacturing companies.

Metods:

 This research is practical in terms of its purpose and because it is based on interpretive structural modeling to provide a hierarchical model of the interaction of strategies for the revival of small and medium-sized companies on the verge of decline and bankruptcy, it can be considered descriptive-survey research. Since many small and medium-sized companies in the food industry in Ardabil province have declined or gone bankrupt in the past few years and need to be revived, therefore these industries were chosen as a case study of this research. In the first stage of the research, fuzzy screening was used to localize the decline factors of these companies. After that, to determine the strategies related to each factor of decline, an interview was conducted with a focus group including 10 academic and industrial experts, and to provide an interaction model and analyze the power of influence and correlation of these strategies, structural interpretive modeling and the Mi'kmaq method, with The participation of the same experts was used and Excel and MATLAB software were used for data analysis.

Result and Discossion: 

Out of the 22 factors of the decline of companies that were identified in previous research, 19 factors were determined as the factors of the decline of food industry companies in Ardabil province, and three factors were "monopoly situation in the market", "supply exceeding market demand", "lack of culture of cooperation between "Employees and managers" were removed due to the importance of less than 70% in the view of experts. For these factors of decline, 32 strategies (localized and new) have been determined, and in addition, the entire revitalization strategies, in the form of six categories of financial and economic strategies; marketing and customer orientation; human resources; knowledge-based; structure and interactions; and production and operation efficiency were also categorized. The structural interpretative hierarchical model of revitalization strategies shown in Figure 2 shows that these strategies have a helping and facilitating relationship with each other and to apply them, one should start from the lowest level of this model. Another significant result is that although the determined strategies are presented in the form of six categories, the final model shows that in order to implement these strategies, it is not necessary to pay attention to all the strategies in one category at the same time, but the hierarchy of strategies clearly shows that the priority of using these strategies is from the bottom. Up and from different categories.

The revival of bankrupt small and medium companies or declining food industries is not a one-dimensional process and there is no single strategy for it, but a combination of six strategies including financial and economic strategies; marketing and customer orientation; human resources; knowledge-based strategies; structure and interactions; And he paid attention to the efficiency of production and operations and carried out the restoration process in a systematic format and as a continuous and gradual flow.

One of the negative phenomena of organizational behavior in organizations is the marginalization of employees in the context of organizational life. This, as an example of the ugly face of organizations, has many negative consequences for the dependent variables of organizational behavior and ultimately the productivity and performance of the organization. Management and control of the consequences of this reprehensible phenomenon in the organization depend on understanding the process of the emergence of organizational consequences of employees being marginalized. The purpose of this research is to identify the process model of the organizational consequences of the marginalization of employees in the organization and help better understand the consequences of this phenomenon.

Design/ methodology/ approach:  

In this research, which was conducted with structural-interpretive methodology, and in one of Iran's government organizations in the oil industry, an attempt has been made to consider the narratives and stories of people who have experienced the phenomenon in this organization. The organizational consequences of marginalization in the identification organization and its process model are presented and discussed. The participants of this research were 15 employees who were selected by the purposeful sampling method, and their narratives and lived experiences about marginalization were identified and presented in the form of a marginalization model. Then these results were analyzed and evaluated with the structural-interpretive modeling method.

 Based on the results of the consequences of marginalization and using structural-interpretive modeling, the process model of the organizational consequences of employee marginalization and its different levels was compiled and discussed. Identifying the elements of the consequences of marginalization in the organization and the different dimensions of these elements was one of the findings of this research. Based on these findings, the ISM graph of the organizational consequences of employee marginalization has eight levels. The organizational consequences of "non-competitive atmosphere in the organization,"  "organizational appearance,"  "organizational injustice," and "lack of meritocracy in the organization" are at the lowest level of the ISM graph, which shows the importance and influence of these consequences on the continuation of the series of subsequent consequences. "Vertical conflicts" are at the next level, followed by "horizontal conflicts," and in the same way, the next elements are placed at higher levels. Also, the variables of the lowest level, along with "horizontal conflicts," "intentional conflicts," "job dissatisfaction," "job burnout," "organizational pessimism," and "emotional burnout," by being placed in the influence section of the MICMAC diagram, give the managers of the organization the knowledge that by changing these variables, they can stop the process of the subsequent consequences and prevent the deepening of the organizational consequences of being marginalized, leading to the transformation of the employees of the organization into isolated and rejected employees from the organization or leaving the organization by them.

Limitations & Consequences: 

The results of this research are applicable in oil and gas industries such as refining, petrochemicals, and gas companies, as well as companies and organizations aligned with oil and gas industries and with similar organizational structures.
Practical Consequences: The pattern of the consequences of being marginalized in the organization and the relationship of its elements with each other indicate that neglecting the primary consequences, such as lack of meritocracy in the organization, organizational injustice, organizational appearance, and a non-coercive atmosphere in the organization, aggravates the subsequent consequences and ultimately isolation and rejection. Employees in the organization or leaving the organization by employees. By being aware of the organizational consequences of marginalization in the organization and the degree of influence or effectiveness of each element on other elements, the managers of the organization will be able to predict and control these consequences and will be able to prevent the consequences from intensifying and moving towards the emptying of the organization. Prevent competent employees. Organization managers' attention to the eight levels of the ISM graph of the organizational consequences of marginalization will give them the necessary information about the occurrence of the next consequences. Also, the results of the MICMAC chart are a guide for the managers of the organization to recognize the importance and necessity of each element of the consequences of marginalization and to prioritize and plan to solve them.

Innovation or value of the Article:

 In this article, the elements of the consequences of the marginalization of employees in the organization have been identified and presented from the narratives and lived experiences of the employees. The process of analysis and review of these elements has also been done with the cooperation and supervision of the participants in the research. These elements have been experienced and touched by the employees of the organization over many years, which will ultimately enrich the results and make them more practical.

The purpose of this research is to rank and model the interpretive structure of sustainable and innovative business factors of dam tourist resorts in Khuzestan province, a case study of the Maroon Dam tourist resort. This issue contributes to the existing literature by examining how business model innovation may contribute to sustainability in the specific context of tourism and hospitality. 

Research method:

The current research is applied in terms of purpose and mixed (quantitative) in terms of type of research. First, effective factors were extracted by literature review, content analysis and related researches. Then, FAHP and ISM techniques were used to verify the model extracted from the qualitative part, and based on the opinions of academic and executive experts, the relationships between various factors were determined and analyzed. It is the background.

Based on these findings, the dimensions of a sustainable and innovative business model for dams tourist accommodation in Khuzestan province include customer orientation, communication mix, revenue generation, value creation, key activities, key resources, stakeholder management, key partners, costing, Sustainability, social responsibility and innovation were identified and confirmed.

This study shows that sustainable and innovative business factors can increase the business efficiency of tourist accommodations and, in addition, meet the expectations of tourists and become more sustainable.