فصلنامه پژوهش های مدیریت منابع سازمانی
سال دهم شماره 4 (پیاپی 40، زمستان 1399)

The first and second policy of the Policies of Resistance Economy point to the special importance of the performance of knowledge-based companies as a basis for utilizing the capacity of human capital and entrepreneurship development in the country.The purpose of this research was to investigate the effect of internal marketing on the performance of knowledge-based companies located in Hamadan Science and Technology Park with the role of market orientation. The research was an applied and a field research. The statistical population consisted of all knowledge-based companychr('39')s employees located in Hamadan Science and Technology Park. The sample size was 195 people. The research variables were measured using a standard questionnaire. The results of structural equation analysis with PLS software showed that internal marketing directly influenced firm performance by 14%, internal marketing by 81% influenced market orientation and market orientation influenced firm performance by 71%. In general, it can be concluded that internal marketing has a 57% indirect effect on firm performance with a mediating role of market orientation. Therefore, corporate executives should be aware that improving the performance of companies depends on attention to the employees and the companychr('39')s customers by improving internal marketing and market orientation. The contribution of the present research confirms the importance of linking human resource management, as internal marketing, with external marketing, as focusing on market orientation, in the success of knowledge-based companies.

Various factors play a role in the successful implementation of the business intelligence system. However, often, technological and instrumental factors of business intelligence have been considered by researchers, managers and investors. Therefore, in our research, we decided to use the business intelligence management approach to identify and rank the critical factors for the success of the implementation of business intelligence related to human resource factors, using the literature and opinions of experts. Therefore, for data collection, the Creswell’s thematic literature review was used, from which 121 sources were selected as the statistical population, 33 sources were selected using the exclusion criteria, and thus clusters and human factors influencing on the success of business intelligence was extracted and became the basis for a questionnaire based on pairwise comparisons. Utilizing the opinions of ten business intelligence to analyze the data, DEMATEL technique was used, which best shows the relationships of influence and effectiveness. The content validity of the questionnaire was confirmed by business intelligence experts and the reliability of the questionnaire was determined by Cronbachchr('39')s alpha method. The results showed that among the four clusters, factors related to team members, factors related to the project manager, factors related to user acceptance and cooperation and factors related to the organization, respectively, factors related to the organization and factors related to the project manager are causal factors influencing on other factors.

Export of high-tech products and services is a quick shortcut according to the development program goals, comparative advantages and current situations and requirements of Iran, which requires non-traditional methods, especially digital marketing. While many digital marketing variables require environmental stability and predictability, a significant number of variables and components have dynamic specifications and their optimization capability requires a nonlinear approach. Can paying attention to dynamic features accelerate and facilitate the achievement of digital marketing goals? What are its dynamics variables? New concepts have been identified and introduced in response to these questions in this article, which include: dynamic mix marketing, customer dynamics, dynamic environment, employee dynamics, dynamic economy, dynamic organization, dynamic financial support, dynamic life cycle and dynamic strategy Based on interpretive structural modeling, their role in optimizing the export of High-tech is confirmed to be effective. In this applied research, an attempt has been made to identify and classify 22 variables into nine components through inductive, scientific and combined methods in a pragmatic paradigm of four levels. The dynamic customer component in the model gained the highest priority. At the same time, the findings showed that the variables related to the components of dynamic organization, dynamic marketing mix, dynamic financing, employee dynamics and dynamic life cycle have a strong ability in planning to improve the effectiveness of the model, respectively.

Pricing as a basis of revenue management can ensure the maximum expected profit of any business if managed effectively. In competitive markets of perishable products, the prices are vitally set in a dynamic manner according to the product life cycle by different discounts or price recovery strategies. Consequently this study develops an optimization model on dynamic pricing with the aim of maximizing revenue and diminishing the related costs. Considering the product freshness and its impact on demand, the model determines the pricing policy including the increasing or decreasing rate of the price during the sales horizon consist of several time periods equal to the product life cycle. Moreover, replenishment and inventory costs are incorporated in defining the pricing policy for each period. The proposed model implemented for the OK chain store, which results in a suitable pricing policy (decreasing) in line with the revenue increase for the meat and vegetable products of the whole store.

Nowadays is education as a means of development is responsive to learning organizations. Though education, we can improve the knowledgs, skils, and attitudes of employees and thus creat an organization responsive to technological needs for organizational. The aim of this study was to present a model for environments facilitative to learning transmissions in higher education. The statistical population in the ganalatative phase consists of 30 individuals, including eight managers, six university professors, ten clears, and six experts in human resources education To reach saturation snowball sampling was done. Semi-stoctared interviews were conduced. researchers did analysis them by struss and corbeen. The reliability and validity of the data in both phase were examed though participants and experts analayzis. The pivotal issue in the present study is professional participation in education and practical implementation of learning. Based on the causal, bachground and rtervetional conditions, a final model has been presented. The resnlts of the guatatative phase demonstrated that the obtained model has fit indices and is confirmed.

Employees are the most important assets of the organization and the performance of the organization depends on their performance. Achieving high performance of the workforce requires the identification of employee communication mechanisms, which is pursued in the framework of the concept of employee relationship management (ERM). Employee relationship management is a strategic tool and a kind of human resource management process that focuses on the continuity and strengthening of relationships between organizations and employees by relying on improving relationships and creating shared perspectives. This study aims to develop a practical framework for employee relationship management in the organization and is analytical-descriptive. Data collection was based on interviews with 14 senior and middle managers of Tondgooyan Oil Refining Company. Based on the data analysis, the obtained codes were classified into six main activity groups including Knowledge Management, Relationship Management, Employee Assistance Program Management, Employee Development Program Management, Employee Cognitive Program Management and Employee Involvement and finally each subgroup of activities is assigned to key and non-ley employees.

Today, more than ever, consumers are searching for authenticity. One of the valuable features of brand authenticity is that consumers are willing to pay primum price for products that they think are authentic. Authenticity has emerged as a consumer favorite feature that reflects a brandchr('39')s sense of uniqueness, realism, or originality, helping marketers differentiate their brands from competitors. The present study examines the antecedents of brand authenticity and its impact on word of mouth (WOM). Consumers of Tavazeh nuts brand in Tehran constitute the statistical population of this research. 372 people were selected as the sample by available sampling method. Data were collected through a standard questionnaire. The reliability of the questionnaire was assessed by calculating Cronbachchr('39')s alpha coefficient and its validity was assessed by first-order and second-order confirmatory factor analysis (CFA). SPSS24 software was used for descriptive statistics and structural equation modeling (SEM) with LISREL 8.8 software was used to test the hypotheses. The results of testing the hypotheses showed that brand nostalgia, brand heritage, brand legitimacy and brand clarity have a positive and significant effect on brand authenticity. Also, brand authenticity has a positive and significant effect on word of mouth (WOM).

This research aims to provide a new product development model with an emphasis on environmental considerations and consumer participation. The model design was based on the grounded theory approach. The statistical population of this study includes all new product development experts in the food industry (including executives and academics) and thirteen experts selected by the snowball method. Results showed that the primary phenomenon involves activities and actions taken to develop a product based on environmental considerations and with the participation of consumers. The effective causes of new product development are divided into three categories: market, customer, and technical factors. The underlying conditions for product development are classified into two categories of infrastructure and capabilities. Also, penetrating interventionists were divided into three categories of cultural factors, risk management, and supportive factors. In addition, new product development includes three mechanisms: marketing, commercialization, and green design. The results of the product development model design emphasize on consequences of economic benefits and non-economic benefits.