The purpose of this research is to design the proposed model of effective knowledge management with a strategic planning approach with the combined method of grand theory and structural equations of the Ministry of Science, Research and Technology. In terms of purpose, it is practical, and based on the nature and method, it is quantitative, survey (field) and from the objective qualitative method, it is of inductive-exploratory type. In the first stage, 30 elites and experts in the field of organizational knowledge and knowledge management of the Ministry of Science, Research and Technology and affiliated research organizations were selected by the qualitative method of grand theory and snowball or chain sampling, and information was collected through semi-structured interviews. . Then, with open, central and selective coding, the main categories of the research were extracted and the model was presented. In the second stage of the research (quantitative method), data was collected by developing a closed questionnaire and confirming its validity and reliability. Then, in order to measure the correlation between the data, the goodness of fit of the extractive model, the hypotheses test of the identified categories and its ranking, kmo and Bartlett methods, confirmatory factor analysis, t-test and structural equations were used to validate the model. The results of the analysis showed that the correlation between the data for appropriate factor analysis and the extracted model categories had a higher goodness of fit and the hypotheses were confirmed. In this way, knowledge sharing is the first priority and information technology, organizational culture, knowledge retention, knowledge transformation and knowledge acquisition as effective knowledge management factors with a strategic planning approach are placed in the next priorities and the final research model was presented.

The rapid growth of the population and at the same time the increase of physical and non-physical abnormalities in today's cities, together with the inefficiency of traditional urban development plans to address these problems, has led planners to seek new approaches in urban planning. One of the new approaches is urban strategic planning. The present research studies various urban development indicators with a strategic planning approach in Bushehr to identify suitable strategies to achieve sustainable urban development. This research is applied in terms of purpose and descriptive-analytical in terms of research method. The method of collecting data is library and field. The survey method is through interviews and completing a questionnaire from 30 experts and specialists in the field of urban planning. Finally, Swat Technique (SWOT) was used to explore urban development strategies and use the quantitative Strategic Planning Matrix (QSPM) technique to prioritize urban development strategies. The obtained findings show that the final score of internal factors is 2.839 and the final score of external factors is 2.895 which among the four positions of offensive, conservative, defensive and competitive, these indicators are in a competitive position. Finally, using the model of quantitative matrix planning technique, 9 strategies for the development of Bushehr were proposed and ranked. These strategies are: integrated management, smart growth strategy, recycling of barren lands and military lands, reorganization of worn-out structures, enhancement of urban services, utilization of foreign tourism capabilities, utilization of transferring rights approach, reduction of interference and manipulation unplanned in the marine ecosystem, and finally increasing the citizens’ participation.

Development and prosperity of south and south-eastern coast along Oman (Makran) sea has a great impact on the welfare of the people of this region, and is strongly tied up to our national interests. The article, using a two-level SWOT analysis identifies the main strategies for the development of Makran region, and also presents a set of projects for the realization of the strategies. Reform of administrative divisions in South and South East of the country, developing a mega-port along Oman (Makran) sea, Completion of Muharram pipeline to transport oil to Jask and accelerating Chabahar-Mash’had railway project are some of the main strategic projects proposed in this study.

The importance of strategic planning in any organization is undeniable, And the discussion of its evaluation is doubly important. Since in the dynamic environment of the present age, traditional approaches to strategic planning have lost their effectiveness, attention to new approaches has increased and one of these approaches is the Blue Ocean approach. The present study is supported by the National Iranian Petrochemical Company and has been compiled with the aim of assessing the degree of compliance and alignment of the strategic planning of this company with the blue ocean approach. In this research, which is a type of qualitative research, after selecting the appropriate model and indicators to evaluate it and then confirming the experts, using case study method and in-depth interviews with 9 experts of the National Iranian Petrochemical Company in Strategies were involved, the company's strategies were evaluated. The findings show that 55% of the strategic planning of the National Iranian Petrochemical Company reflects the Blue Ocean approach. Also, among the dimensions of the model to be evaluated, which include blue ocean perspective, humanness and the use of appropriate tools, the blue ocean perspective in the formulation of the company's strategies is in a better position than the other two dimensions.

In market turbulent conditions, classic approach on strategy is too simplistic. Based on their context, companies need a different approach. Not only organizations should adopt a proper approach to strategy implementation or use a right combination of different approaches, but also they should reform such combination consistent with environmental changes. In the present study, Analyzes proper approach on strategy development in knowledge-based companies in Qom Province based on their context. This research is a mixed method and used a multiple case study methodology whit 12 samples. In the present study, Use depth interviews with semi-structured questions for data collection as well as the observations and documents has also been used. Determine each step of strategy Development including survival, uncertainty, network and learning approaches. Then, Determine overall approach on strategy Development by Shannon entropy weighting and TOPSIS techniques. The findings indicate that any company may use different or both approaches simultaneously in different steps of strategy development and Finally, The overall approach in the all of companies is learning approach, which indicates that this category of companies to interact among the members to formulate its strategy drastically need.

Rapid development of applications of information technology in the third millennium and its enormous effects on the value chain of enterprises has imposed a strategic nature to this kind of technology. It is obvious that due to the influential role of information technology and its impact on enterprises we require to have a strategic view towards management of this technology. In this paper we primarily introduce a brief history of the evolution of information technology and then we elaborate on the evolution of the various approaches of planning for information technology the main focus of each of the approaches in the planning process and various conditions and origins of every approach. These approaches are technological approach which focuses on efficiency alignment approach which focuses on change management and organizational change. Then we categorize and classify various information technology strategic planning models based on previously mentioned approaches of planning for information technology so that it can be helpful for information technology planners to choose their information technology strategic planning model based on an appropriate approach more conveniently.

In international politics, states are continually working to expand their influence in other countries and regions. The need to maintain a balance of power between rival or adversarial states has been a fundamental aspect of the nation-state system. Consequently, states are persistently seeking to identify and engage balancing forces in their surroundings to counter threats posed by alliances and coalitions of opposing powers.However, when a state cannot find balancing forces within its immediate region, it may seek to counterbalance threats by extending its influence beyond its territorial neighborhood. This strategy allows the state to shift the dynamics of power and reduce pressure from adversaries. The Islamic Republic of Iran's growing focus on non-neighboring countries and regions outside the Middle East reflects this approach. Over the past four decades, regional rivals and adversaries have exerted substantial pressure on Iran, leading to significant developments such as the eight-year Iran-Iraq war and extensive international sanctions. In response, Iran's foreign policy has actively sought allies beyond its region, from Central Asia and North Africa to the Arabian Peninsula, South America, and, more recently, West Africa. In this context, Southeast Europe, particularly the Balkans, has also emerged as a key area of focus.Since the Islamic Revolution, particularly from the 1990s onward, Iran has actively sought to leverage cultural, political, military, and economic ties to establish its presence and influence in the Balkans. However, Kosovo's independence and the relative resolution of the longstanding 200-year crisis have transformed the political landscape in the region. These changes have created a new dynamic environment, altering the domestic political conditions of regional actors and reshaping the priorities and presence of trans-regional actors. This paper seeks to address the question, “What opportunities and challenges did Iran's foreign policy encounter in the Balkans between 2008 and 2023 within an evolving political context?”

In this study, a strategic planning approach is employed using the SWOT model to identify and analyze the opportunities and challenges faced by Iran's foreign policy in the Balkans. The analysis begins by evaluating Iran's internal strengths and weaknesses in its interactions with other influential states in the region following the significant changes in 2008. Subsequently, the opportunities and threats emerging from this diplomatic landscape are outlined. Finally, the paper examines how Iran has leveraged international opportunities in the Balkans to mitigate its internal weaknesses and counter regional threats by capitalizing on its own capabilities.

The findings reveal that Iran has struggled to use its military and economic tools to bolster its influence in the post-conflict Balkans, particularly given the expansion of NATO and the European Union in the region. As a result, Iran has shifted its focus to cultural diplomacy, using its ties with the Muslim population, promoting the Persian language, and at times, focusing on leftist anti-establishment sentiments to enhance economic exchanges with Balkan countries. However, this approach has also exposed Iran to new threats in the Balkans, including NATO's expansion, increased activities by Israel and Saudi Arabia to counter Iran's influence, the establishment of the U.S. missile defense shield, the spread of Salafism, and the presence of the Mujahedeen-e Khalq in the region.

Research data indicate that Iran has attempted to leverage its military, economic, and cultural resources to enhance its influence in the post-conflict Balkans. However, in the military-security domain, factors such as NATO's eastward expansion and the perception of the Balkans as a traditional sphere of influence by Russia and Turkey have limited Iran's ability to get a foothold. Economically, the gradual integration of Balkan states into the European Union, coupled with competition from rivals like China, Saudi Arabia, and Israel, has created significant challenges for Iran. Moreover, international sanctions have critically undermined Iran's capacity to fully utilize its economic potential in the region.Culturally, Iran's focus on forging ideological connections, rather than promoting its cultural heritage, Persian language, and historical ties, has sparked concerns about the spread of its political Islam in the Balkans. This ideological approach has also been ineffective in countering the growth of Sunni Salafism among the region's Muslims. As a result, Iran's confrontational cultural strategy in the post-conflict Balkans, rather than fostering stronger political and economic relationships, has fueled Iranophobia. Ultimately, it should be said that a shift in Iran's cultural diplomacy and emphasizing its cultural assets and language, could open new political and economic opportunities in the Balkans.

In today’s world, due to its dynamics and pace of changes, the future of organizations is ambiguous. Thus, organizations should be designed to be responsive to environmental needs. Therefore, applying strategic planning from open innovation view has been known as a necessity.
The purpose is to evaluate the influential factors in success of strategic planning in APS Company from open innovation view.
The method of this research is descriptive with applied purpose and correlational method. The statistical population includes the entire staff and managers of the Awdge Pajhoohesh San’at Consulting Engineers from which 76 were selected randomly and questionnaires were distributed between samples.
The results show that there is a remarkable relationship among effective factors and success of strategic planning and three factors of senior management participation, team involvement, and organizational culture have a significant effect on success of strategic planning from open innovation view.
This research can be helpful for managers of consulting companies to recognize its strength and weakness points to applying strategic planning by using innovation.

There must be strategic thinking for strategic planning. The purpose of the present study is to understand the experiences of planners, executives and strategic control of customs and to understand the place of strategic thinking. Therefore, considering the strategic planning in the Customs of Iran, this research seeks to find out what position of critical and important strategic thinking variable among strategic planners, users and controllers? Do participants and users of strategic planning have a depth of strategic thinking? The community under study is involved in strategic planning at customs, describing and describing their experiences. Purposeful sampling was used to select the subjects (18 programmers and presenters) then required data with semi-structured individual interview (20-30 minutes) in the time frame of 30/1/98 until 12/3/1398. Research findings were categorized into five basic concepts using the Dikelman analysis method and Lidka's strategic thinking model. These concepts are: "Systematic attitude", "Strategic determination", "Advancement based on scientific approach", "Intelligent opportunism", and "Thinking in time" The research results show that strategic thinking is a key element in formulating and implementing The control is strategic planning and this variable has not been as well considered in the strategic planning of customs.