انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Investigating the effect of strategic thinking on organizational dynamics of Iranian oil and gas companies with organizational agility بررسی اثر تفکر استراتژیک بر پویایی سازمانی شرکت‌های نفت و گاز ایران با میانجی چابکی سازمانی 1 22 229947 10.22034/smsj.2025.499895.2106 FA رحیم زارع استادیار، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران علیرضا رستمی نیا دانش‌آموخته کارشناسی ارشد، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران روزبه درویشی دانش‌آموخته کارشناسی ارشد، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران Journal Article 2025 01 14 Introduction The contemporary business landscape, particularly within organizational contexts, is characterized by rapid and complex changes affecting all dimensions of operations—from internal processes to external environmental factors. In such conditions, organizations require high levels of flexibility and adaptability to survive and maintain competitiveness. This necessity is especially critical in Iran's oil and gas industry, which plays a vital role in the national economy while facing international sanctions and turbulent market dynamics. Companies in this sector must continuously enhance their strategic decision-making processes and adaptive capabilities to improve performance under competitive pressures. A key factor enabling organizations to respond effectively to environmental changes is the development of dynamic capabilities. These capabilities empower firms to integrate, transform, and update internal and external competencies in alignment with shifting conditions. Dynamic capabilities facilitate continuous redesign and improvement of resources, helping organizations maintain effectiveness in volatile environments. Strategic thinking represents a profound insight into current realities and timely exploitation of opportunities. It enables managers to accurately interpret market conditions, devise innovative solutions, and respond adeptly to changes. This cognitive approach accelerates organizational learning and fosters creativity in value creation. Historically rooted in military strategy, strategic thinking provides a shared framework for analyzing strategic issues. In modern organizations, it complements traditional strategic planning by emphasizing adaptability and future orientation. Organizational agility, as a dynamic capability, allows firms to reconfigure resources swiftly. It balances cost, time, quality, and scope while prioritizing speed and innovation. Agility also facilitates internationalization by converting explicit knowledge into experiential learning, enabling firms to identify optimal market positions rapidly. Methodology This applied research adopts a descriptive-survey methodology to examine the effect of strategic thinking on organizational dynamism, with organizational agility as a mediator. The study population comprises board members of 38 Iranian oil and gas companies (191 individuals), with a sample of 115 respondents selected randomly. Data collection utilized standardized questionnaires: a 21-item strategic thinking scale (Liedtka, 1998), 18-item organizational agility scale (Zhang & Sharifi, 2000), and 7-item organizational dynamism scale (Jalali, 2021). All instruments employed 5-point Likert scales. Reliability was confirmed via Cronbach’s alpha, while confirmatory factor analysis in SmartPLS verified construct validity. Due to non-normal data distribution, partial least squares structural equation modeling (PLS-SEM) was used for hypothesis testing. Results and Discussion The findings of this study demonstrate that strategic thinking has a significant positive impact on organizational dynamism in Iranian oil companies. This indicates that managers who employ strategic thinking are better able to align organizational resources with environmental changes and develop new capabilities to address challenges. Furthermore, the results confirm that strategic thinking also indirectly influences organizational dynamism through enhancing organizational agility. In other words, organizational agility serves as a key mechanism that improves an organization's ability to respond quickly to changes, thereby strengthening organizational dynamism. These results align with previous studies that have identified strategic thinking and organizational agility as critical success factors in dynamic and competitive environments. However, by focusing on Iran's oil and gas industry - which faces sanctions and environmental instability - this research provides deeper insights into these relationships. The study particularly shows that even in challenging conditions, organizations can develop the necessary dynamism for survival and growth by cultivating strategic thinking and enhancing agility. A notable aspect of this research is its emphasis on organizational agility as a mediating variable. This finding suggests that strategic thinking alone is insufficient for achieving organizational dynamism; organizations must also be able to implement this thinking through operational mechanisms like agility. Essentially, organizational agility serves as the bridge that translates strategic thinking into tangible actions and organizational outcomes. The study also reveals that the relationship between strategic thinking and organizational dynamism is not linear but rather mediated through multiple dimensions of agility. This complex interplay highlights the need for organizations to develop comprehensive strategies that address both cognitive (strategic thinking) and operational (agility) aspects simultaneously. The Iranian oil and gas industry's unique challenges, including international sanctions and market volatility, make this integrated approach particularly relevant. In practice, these findings suggest that oil and gas companies should focus on developing strategic thinking capabilities at all managerial levels while simultaneously investing in agile infrastructure and processes. The research indicates that organizations that successfully balance these elements are better positioned to navigate uncertainty and maintain competitiveness in turbulent markets. Conclusion This study establishes that strategic thinking drives organizational dynamism both directly and through agility in high-risk industries. For Iranian oil/gas firms, investing in strategic leadership development and agile infrastructure is imperative to mitigate external shocks. Future research should explore cultural moderators and longitudinal capability evolution. Practically, organizations should institutionalize strategic thinking through crisis simulation training and cross-functional team rotations, while policymakers could incentivize digital transformation to bolster agility. Ultimately, in turbulent markets, strategic thinking fuels agility, and agility sustains dynamism—a cyclical imperative for competitive survival. این پژوهش به دلیل اهمیت صنعت نفت و گاز در اقتصاد ایران و نیاز این صنعت به انعطاف‌پذیری در برابر تغییرات سریع محیطی انجام شده است. از این‌رو، هدف اصلی پژوهش حاضر، بررسی تأثیر تفکر استراتژیک بر پویایی سازمانی شرکت‌های نفت و گاز ایران با در نظر گرفتن نقش میانجی چابکی سازمانی است‌. این پژوهش از نظر هدف، کاربردی و از حیث روش گردآوری داده‌ها، توصیفی-پیمایشی است. جامعه آماری شامل کلیه اعضای هیأت‌مدیره ۳۸ شرکت تولیدی، خدماتی و سایر شرکت‌های فعال در حوزه نفت و گاز کشور به تعداد ۱۹۱ نفر بوده است. با استفاده از فرمول مورگان و روش نمونه‌گیری تصادفی، ۱۱۵ نفر به عنوان نمونه انتخاب شدند. داده‌ها از طریق پرسش‌نامه‌های استاندارد گردآوری شده و با بهره‌گیری از روش‌های آماری نظیر مدل‌سازی معادلات ساختاری (SEM) و نرم‌افزارهای SPSS و PLS مورد تحلیل قرار گرفتند. نتایج پژوهش نشان داد که تفکر استراتژیک تأثیر مثبت و معناداری بر پویایی سازمانی دارد. همچنین، تفکر استراتژیک تأثیر معناداری بر چابکی سازمانی داشته است و چابکی سازمانی نیز به‌طور مستقیم بر پویایی سازمانی اثرگذار بوده است. افزون بر این، چابکی سازمانی نقش میانجی معناداری در رابطه بین تفکر استراتژیک و پویایی سازمانی ایفا کرده است. یافته‌های پژوهش حاکی از آن است که تفکر استراتژیک از طریق ارتقای چابکی سازمانی، موجب بهبود پویایی سازمانی در شرکت‌های نفت و گاز ایران می‌شود. بر این اساس، مدیران این شرکت‌ها می‌توانند با تقویت قابلیت‌های تفکر استراتژیک و افزایش سطح چابکی سازمانی، توانمندی سازمان خود را در مواجهه با تغییرات محیطی و کسب مزیت‌های رقابتی ارتقا بخشند.

https://www.smsjournal.ir/article_229947_d4a2d17794dfdc28147f26c3c3ef47ad.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Strategic change management to develop readiness and implementing artificial intelligence banking چارچوب نظام‌مند مدیریت راهبردی تغییر و استقرار بانکداری مبتنی بر هوش مصنوعی 23 51 236416 10.22034/smsj.2025.517847.2138 FA مهدی باستان پژوهشگر پسادکتری، دانشکده مدیریت و اقتصاد، دانشگاه صنعتی شریف، تهران، ایران 0000-0003-2718-1318 محمدتقی عیسایی دانشیار، دانشکده مدیریت و اقتصاد، دانشگاه صنعتی شریف، تهران، ایران Journal Article 2025 04 19 Introduction Digital banking and smart banking represent a paradigm shift in how banking services are delivered. Digital banking allows for access to banking services anytime and anywhere, removing temporal and spatial constraints. Smart banking, by leveraging advanced technologies, enhances customer experience and improves the speed and efficiency of service delivery. In this context, artificial intelligence (AI) serves as the main driver and value-creating tool, laying the foundation for the development of AI-based or Intelligent Banking. In this form of banking, the focus is on utilizing AI to learn more from data, develop cognitive abilities, improve analytical thinking, and enhance deep intelligence to improve banking operations and adopt precise approaches for customers. With the continued evolution of digital banking, AI is poised to create intelligent values and deliver a more connected, efficient, and customer-centric banking experience. AI-based banking is still in the early stages of design and implementation, and given its advantages and the costs of implementation, its establishment requires a strategic and effective approach. This approach must be tailored to the type of bank and its customers, including capability-driven internal analyses, identification of key desirables, designing intelligent value packages, and developing an implementation roadmap. Additionally, beyond the necessity of utilizing this opportunity, a precise understanding of the challenges of implementation and barriers to the development of AI banking is required to optimize the selection and successful execution of change management. The goal of this research is the efficient strategic change management in the establishment path of AI-based banking. Efficient change management involves identifying challenges, prioritizing them, recognizing solutions, evaluating their effectiveness, and ultimately making optimal choices to create necessary preparedness and strategically face upcoming challenges. Methodology To achieve the research goals, a hybrid methodology consisting of six phases—identification, measurement, reduction, selection, evaluation, and readiness—has been developed. In the first phase, the challenges in the implementation of AI-based banking, along with proposed solutions, were identified based on systematic literature review and expert opinions. In the second phase, expert opinions were gathered, and a multiple criteria decision making approach (MCDM: best-worst method) was used to calculate the weight of each challenge and subsequently rank them. In the measurement phase, the efficiency of the proposed solutions was evaluated and ranked using data envelopment analysis (DEA). In the fourth phase, multi-objective mathematical modeling was conducted, and the problem was solved using the epsilon constraint method to select priority challenges. Finally, in the evaluation phase, the effectiveness of the proposed solutions was assessed using DEA, and the most effective solution for each prioritized challenge was identified. In the last phase, after determining the effective solutions to the prioritized challenges, a readiness plan and roadmap for addressing implementation challenges were developed. Results and Discussion The process of implementing AI-based banking includes several key steps that must be managed by balancing risks and benefits. Along with technological changes and the development of new models, there is a clear need to revise data security policies, establish new regulations, and build stronger infrastructures for data processing. Additionally, issues such as regulatory compliance, ethical considerations, and building trust among customers are other main challenges that must be systematically addressed. One of the fundamental challenges in implementing AI banking is organizational resistance and the lack of readiness among employees to adopt changes. Without the implementation of a change management strategy, even the most advanced technologies cannot lead to desirable outcomes. In some Asian banks, when AI processes were used to assess employee performance, the lack of transparency regarding how the system operated resulted in reduced employee motivation and increased concerns. In contrast, other successful banks used a hybrid model and, alongside deploying the technology, provided extensive training for employees to help them understand their roles in the new environment. These experiences suggest that banks must design appropriate communication models and align their workforce with these changes before implementing AI systems. Another key challenge is data security and customer privacy. Intelligent banking relies on analyzing vast amounts of customer data, but misuse of this data can have irreversible consequences for both banks and customers. Banks need to establish clear frameworks for storing, processing, and sharing customer data and use advanced encryption models to protect information. Furthermore, clear regulations regarding customer data processing must be put in place to prevent any potential misuse. From a legal perspective, many banks, before investing in AI, must ensure that their approaches align with national and international regulations. In the European Union, the General Data Protection Regulation (GDPR) imposes stringent restrictions on how customer data can be used, and non-compliance may result in heavy fines. Therefore, close cooperation with regulatory bodies and the design of adaptable models can help mitigate legal risks. Conclusion Effective innovation, improved accuracy, and enhanced productivity are among the key expected outcomes of successfully implementing AI-based banking. AI-based banking is not only an advanced technology but also a fundamental transformation in the business model of banks, which can improve financial performance, operational efficiency, and customer experience. However, its successful implementation requires a precise understanding of challenges, the formulation of change management actions, and the development of effective strategies. In this research, the most significant obstacles and challenges of this transformation were identified, and practical solutions were proposed. The findings indicate that challenges such as weak technological infrastructure, banks' reliance on traditional systems, legal and security issues, and ethical concerns are among the primary obstacles facing AI-based banking. Moreover, the studies show that many banks still adopt a non-strategic approach to implementing AI and are mostly focusing on short-term solutions like personalized customer services. In contrast, the successful implementation of this technology requires a more comprehensive approach that considers all competitive, operational, and managerial aspects. Large banks worldwide use AI primarily for credit risk management and fraud detection. These banks, by leveraging machine learning algorithms, can analyze customer behavior and accurately predict the likelihood of loan defaults. Meanwhile, smaller banks, which focus solely on developing chatbots and recommendation systems, have not been able to achieve the expected efficiency from this technology due to the lack of a well-developed strategy. Therefore, before the development and deployment of AI technologies in banking, it is essential to first define the smart value creation model for the bank’s target customers. The results suggest that if bank customers are non-price sensitive, focusing on personalized services and offering a unique experience would be an effective strategy for AI-based banking. However, for price-sensitive customers, optimizing processes and reducing operational costs through AI to increase efficiency will be the effective strategy for the development of this type of banking. Effective strategies should be designed in the form of a roadmap that is both flexible and adaptable to environmental changes. بانکداری مبتنی بر هوش مصنوعی، بکارگیری فناوری‌های پیچیده هوش‌مصنوعی در بانکداری و با هدف ایجاد ارزش هوش‌مند می‌‌باشد. علیرغم وجود مزایای متعددی و کاربردهای ارزش‌آفرین این بانکداری؛ پذیرش و استقرار آن با چالش‌‌های مختلفی همراه است. دستیابی به یک چارچوب مدون و نظام‌مند برای شناسایی، دسته‌بندی و اولویت‌بندی چالش‌ها در جهت مواجهه آگاهانه و آماده با آن‌ها و همچنین انتخاب کاراترین راهکارهای حل، یک مسئله مهم در مسیر مدیریت تغییر و استقرار بانکداری هوش‌مند می‌باشد. برای این منظور یک روش‌شناسی تحقیق نظام‌مند شش مرحله شامل شناسایی، اندازه‌گیری، کاهش، انتخاب، ارزیابی و آمادگی توسعه داده شده است. در چارچوب پیشنهادی، در مرحله نخست با استفاده از روش تحقیق کتابخانه‌ای و میدانی، چالش‌های پیاده‌سازی بانکداری هوش‌مند شناسایی گردید. در مرحله دوم راهکارهای موجود برای حل چالش‌ها شناسایی و میزان کارایی راهکارهای حل با روش تحلیل پوششی داده‌ها بر اساس نظر خبرگان اندازه‌گیری و سپس با استفاده از روش‌های تصمیم‌گیری چندمعیاره رتبه‌بندی و مرحله کاهش انجام گردید. در مراحل بعدی، با مدلسازی برنامه‌ریزی ریاضی مسئله انتخاب و حل آن، راهکارهای کارا و بهینه در جهت کسب آمادگی لازم معرفی شدند. نتایج نشان می‌دهد کاهش کیفیت و میزان دسترسی به داده‌ها، عدم حفظ حریم شخصی و امنیت داده، هزینه قابل توجه پیاده‌سازی، مقیاس‌پذیری و بهبود عملکرد، مشکلات ادغام با سیستم‌های موجود، مهم‌ترین چالش پیاده‌سازی بانکداری مبتنی بر هوش مصنوعی می‌باشد. همچنین ارزش هوش‌مند در بانکداری فراتر از موضوع شخصی‌سازی خدمات برای مشتریان بوده و استقرار این بانکداری نیازمند نگاه جامع‌تر به موضوع مدل کسب‌وکار، مشتری و رقابت، فناوری و مدیریت تغییر می‌باشد.

https://www.smsjournal.ir/article_236416_2dc096e6542fd84b36896109dd2d497e.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Presenting an organizational security model on the path to business sustainability using thematic analysis method ارائه الگوی امنیت سازمان در مسیر پایداری کسب و کارها به روش تحلیل مضمون 53 72 229946 10.22034/smsj.2025.495881.2099 FA محمدصابر شهرستانی فارغ التحصیل رشته مدیریت کسب و کار،دانشکده مدیریت و مهندسی صنایع،دانشگاه صنعتی مالک اشتر، تهران، ایران 0009-0007-6532-7126 حسین وحیدی استادیار گروه مهندسی صنایع دانشگاه صنعتی مالک اشتر، اصفهان، ایران. 0009-0000-3423-7717 فاطمه نبوی نژاد فارغ التحصیل کارشناسی ارشد رشته MBA از دانشگاه صنعتی مالک اشتر، تهران، ایران. 0009-0002-5576-6866 Journal Article 2024 12 25 Introduction: In recent years, numerous studies have been conducted in the field of business, growth and survival of organizations. However, given the complex conditions and dynamic environment of today's world, there has been little research on organizational security that helps business development. Organizational security refers to a set of measures, policies and processes that are designed to protect the assets, information and human resources of an organization, and it can be said that these factors are among the most important components of maintaining the survival of the organization. The purpose of the present study is to develop a model so that organizations can identify various threats, including theft of organizational secrets and information, loss of human resources, loss of customers, financing and ... that threaten the organization and its sustainability in every aspect, and take preventive measures accordingly. Methodology: The present study is a qualitative (applied-developmental) research with an exploratory nature that was conducted in the field using semi-structured interviews with 56 experts in 6 different fields who were selected purposefully. The Clark and Brown (2006) content analysis method was used to extract the final pattern. Also, theoretical saturation (no new codes extracted) was considered as the sampling adequacy point. Results and Discussion: The results showed that 127 initial codes were extracted from the review and analysis of interview data based on the principles of repetition, emphasis, and importance, which were categorized into 37 sub-themes and 6 main themes including physical security, cyber security, operational security, financial security, human resource security, and legal security and compliance. Conclusion: With the complexity of today's world, it is not enough to create a competitive advantage for organizations. It also provides physical, cyber, operational, financial, human and legal security of the organization. Because negligence in any of these factors will cause the failure of the organization, its information failure characteristics, because it can be countered by hacking the organization's information or stealing the structure and losing skilled human resources. Also, by predicting and correctly financing the organization's projects and activities, as well as following the laws and regulations, the security of the organization can be increased. Finally, the organizational security model will be as follows. Methodology: The present study is a qualitative study that is considered to be developmental-applied research in terms of purpose and exploratory in terms of approach. Also, this research was conducted in the field. The data required for this research were collected through semi-structured interviews. The participants in this study included 56 experts active in the fields of information technology, computer programming, economics, human resources, business management, and industrial engineering who work and research in their specialized fields. Experts are people who have years of experience in their specialized fields and possess knowledge, expertise, and expert opinions. Some of them have also written relevant articles and lectures or authored works in this field. To select the participants, purposive sampling was used and the number of samples was determined based on the saturation principle. In this study, after 49 interviews, the new data were simply a repetition of the previous codes, thus ensuring that the theory had reached saturation. Results and Discussion: The results showed that 127 initial codes were extracted from the review and analysis of interview data based on the principles of repetition, emphasis, and importance, which were categorized into 37 sub-themes and 6 main themes including physical security, cyber security, operational security, financial security, human resource security, and legal security and compliance. Conclusion: The comprehensive organizational security model has been developed with 127 primary concepts, 37 sub-themes, and 6 main themes. With the complexity of today's world, it is not enough to create a competitive advantage for organizations as in the past. They must also ensure the physical, cyber, operational, financial, human resources, and legal security of the organization. Because negligence in any of these factors will lead to the failure of the organization, especially its information failure, because today, the organization can be practically challenged by hacking the organization's information or physically stealing it and losing skilled human resources. Also, by anticipating and taking the right steps to finance the organization's projects and activities, as well as following the approved laws and regulations, the organization's security can be increased. Finally, the organizational security model will be as follows: در سال‌های اخیر، تحقیقات متعددی درزمینه کسب‌وکار، رشد و بقای سازمان‌ها انجام شده‌اند. با این حال، با توجه به شرایط پیچیده و محیط پویای دنیای امروز، به ندرت پژوهش‌هایی در خصوص امنیت سازمانی به توسعه کسب وکار کمک میکند صورت گرفته است. امنیت سازمانی به مجموعه‌ای از تدابیر، سیاست‌ها و فرآیندهایی اطلاق می‌شود که به منظور حفاظت از دارایی‌ها، اطلاعات و منابع انسانی یک سازمان طراحی شده‌اند و می‌توان گفت که این عوامل ازمهم‌ترین مولفه‌های حفظ بقای سازمان به شمار می‌روند. هدف از تحقیق حاضر، تدوین الگویی است تا سازمان‌ها بتوانند به تهدیدهای مختلفی از جمله سرقت اسرار و اطلاعات سازمان، از دست دادن منابع انسانی، از دست دادن مشتری، تامین مالی و ... که از هرحیث سازمان و پایداری آن را تهدید میکنند را شناسایی و اقدامات پیشگیرانه متناسب با آن را انجام دهند. تحقیق حاضر به عنوان یک تحقیق توسعه‌ای-کاربردی به روش کیفی با ماهیت اکتشافی صورت گرفته است که به‌صورت میدانی با روش مصاحبه نیمه ساختار یافته از 56 خبره در حوزه های مختلف به روش هدفمند انجام شده است و برای استخراج الگو و نهایی ساختن آن از روش تحلیل مضمون استفاده شده است. اشباع نظری نقطه کفایت نمونه گیری مدنظر قرار گرفت. نتایج نشان داده‌اند که تعداد 127 کد اولیه براساس اصول تکرار، تأکید و اهمیت از بررسی و تحلیل داده‌های حاصل از مصاحبه استخراج شده‌اند که در 37 مضمون فرعی و 6 مضمون اصلی شامل امنیت فیزیکی، امنیت فضای مجازی، امنیت عملیاتی، امنیت مالی، امنیت منابع انسانی و امنیت قانونی و امتثال دسته‌بندی شده‌اند

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Harmony of Strategy, Data-Driven Insights, and Lean-Agile Management: A Symphony of Transformation in Performance and Sustainable Value Creation for Knowledge-Based Enterprises تاثیر قابلیت تجزیه‌وتحلیل کسب‌وکار، عملکرد و ارزش کسب‌وکار با کیفیت تصمیم و قابلیت مدیریت فرآیند 73 103 231086 10.22034/smsj.2025.514324.2130 FA محمدعلی شاه حسینی استاد، دانشکدگان مدیریت، دانشگاه تهران، تهران، ایران 0000-0003-4970-1468 رسول نصرت‌پناه دانش آموخته کارشناسی ارشد، دانشکده مدیریت، دانشگاه خوارزمی، تهران، ایران 0000-0002-3713-9933 Journal Article 2025 03 28 Introduction In an era defined by rapid technological advancement and volatile market dynamics, organizations are under increasing pressure to respond with speed, precision, and strategic foresight. As business environments grow more complex, the ability to transform vast volumes of data into actionable intelligence has emerged as a key determinant of competitive advantage. Business analytics capabilities (BAC) have therefore become indispensable for firms aiming to optimize decision-making processes, streamline operations, and generate sustained business value (BV). Despite growing recognition of their potential, the effective integration of analytical tools with broader organizational strategies remains a critical challenge. This study explores the multifaceted impact of BAC on key organizational outcomes, including business decision (BD), business process management capability (BPMC), and business performance (BP), while also emphasizing the moderating role of analytics capability–business strategy alignment (ACBSA). Through this lens, the research seeks to deepen understanding of how analytics-driven approaches can foster long-term value creation in knowledge-based enterprises (KBEs) Methodology This research adopts a positivist paradigm and employs a deductive approach to theory development and hypothesis testing. It is applied in purpose, aiming to generate practical insights for organizations, and utilizes a descriptive-survey method for data collection. The study's statistical population consists of 5,021 knowledge-based enterprises (KBEs) operating in Tehran Province. Given the size of the population, an appropriate sample size of 244 companies was determined using G-Power 3 software to ensure statistical validity and reliability. Data were collected through an online survey using a standardized questionnaire designed to capture key variables related to BAC, BD, BPMC, BP, and BV. A non-random convenience sampling method was employed to facilitate data collection from a diverse range of firms. The research model was analyzed using structural equation modeling (SEM) through SmartPLS 3, enabling a rigorous examination of the proposed hypotheses and relationships among the variables. Results and Discussion The findings of this study provide empirical evidence supporting the positive impact of BAC on BD, BPMC, and BP. These results underscore the crucial role of business analytics in enhancing firms’ decision-making and improving process management efficiency. Additionally, the study confirms that BD positively influences both BPMC and BP, highlighting the interconnected nature of analytical decision-making and process optimization. The effect of BPMC on BP was also validated, demonstrating that well-managed processes contribute significantly to overall performance. Furthermore, BP was found to have a direct positive impact on BV, reinforcing the idea that performance enhancements ultimately increase business value. A key contribution of this research is the identification of ACBSA as a significant moderating factor in the relationship between BAC and BP. The findings indicate that when BAC are strategically aligned with broader business strategy, their impact on BP is amplified. This suggests that firms should not only invest in developing analytical capabilities but also ensure seamless integration with strategic objectives to maximize benefits. Interestingly, the study’s mediation analysis produced mixed results. While the mediating role of BD in the relationship between BAC and BP was rejected, the mediating role of BPMC was confirmed. This implies that while BD contributes to BP, it does not serve as a significant intermediary between BAC and BP. On the other hand, BPMC plays a crucial role in translating analytics capabilities into performance improvements. These findings offer valuable insights for managers seeking to enhance outcomes through effective use of business analytics. Conclusion This study is among the first to emphasize the critical need for Iranian KBEs to adopt and integrate business analytics capabilities to support precise decision-making based on market data, develop business process management capabilities, and align BAC with business strategy. The findings highlight the potential for business analytics to drive performance improvements and ultimately enhance business value when properly implemented within an organization’s strategic framework. By demonstrating the complex interrelationships between BAC, BD, BPMC, BP, and BV, this research provides a nuanced understanding of how organizations can leverage data-driven decision-making to achieve competitive advantages. The validation of ACBSA as a key moderating factor further reinforces the need for a strategic approach to business analytics adoption. Managers and policymakers are encouraged to invest in analytics infrastructure and foster a data-driven culture that aligns with strategic objectives to maximize performance gains. From a theoretical perspective, this study enriches the management literature by offering empirical insights into the role of business analytics in organizational success. It extends existing research by introducing ACBSA as a critical moderating variable and shedding light on the specific pathways through which BAC influences business outcomes. Future research could further explore these dynamics by considering additional contextual factors, industry-specific variations, and longitudinal analyses to capture the long-term effects of business analytics adoption. Overall, this research underscores the transformative potential of business analytics in modern enterprises and provides practical recommendations for firms seeking to optimize their decision-making processes, enhance business performance, and create sustainable value in an increasingly data-driven world. پژوهش حاضر با تأکید بر لزوم همسوسازی قابلیت تجزیه‌وتحلیل با استراتژی کسب‌وکار به بررسی نحوه تأثیر قابلیت تجزیه‌وتحلیل کسب‌وکار بر تصمیم، قابلیت مدیریت فرآیند، عملکرد و ارزش کسب‌وکار پرداخته است. این پژوهش دارای پارادایمی اثبات‌گرا و رویکردی قیاسی است که از نظر هدف کاربردی و از لحاظ ماهیت و روش گردآوری داده‌ها توصیفی-پیمایشی است. جامعه آماری شامل ۵۰۲۱ شرکت دانش‌بنیان در استان تهران است. حجم نمونه با نرم‌افزار G-power3 244 شرکت تعیین شد. داده‌ها به واسطه یک پرسشنامه استاندارد و با استفاده از روش نمونه‌گیری غیر تصادفی در دسترس با پیمایش آنلاین گردآوری گردید. مدل پژوهش نیز با اتخاذ رویکرد مدل‌سازی معادلات ساختاری و روش حداقل مربعات جزئی از طریق نرم‌افزار SmartPLS3 تحلیل شد. تأثیر مثبت قابلیت تجزیه‌وتحلیل کسب‌وکار بر تصمیم کسب‌وکار، قابلیت مدیریت فرآیند کسب‌وکار و عملکرد کسب‌وکار و تأثیر مثبت تصمیم کسب‌وکار بر قابلیت مدیریت فرآیند کسب‌وکار و عملکرد کسب‌وکار تأیید شد. همچنین تأثیر مثبت قابلیت مدیریت فرآیند کسب‌وکار بر عملکرد کسب‌وکار و تأثیر عملکرد کسب‌وکار بر ارزش کسب‌وکار تأیید شد. همسویی قابلیت تجزیه‌وتحلیل-استراتژی کسب‌وکار نیز رابطه بین قابلیت تجزیه‌وتحلیل کسب‌وکار و عملکرد کسب‌وکار را به طور مثبت تعدیل‌ نمود. در نهایت، نقش میانجی تصمیم کسب‌وکار در رابطه بین قابلیت تجزیه‌وتحلیل کسب‌وکار و عملکرد کسب‌وکار از لحاظ آماری رد شد، اما نقش میانجی قابلیت مدیریت فرآیند کسب‌وکار در رابطه مورد تأیید قرار گرفت. این مطالعه، اولین پژوهشی است که نیاز مبرم شرکت‌های دانش‌بنیان ایرانی به توسعه قابلیت‌های مبتنی بر داده‌های بازار و همسوسازی آن با استراتژی کسب‌وکار را به منظور افزایش عملکرد و ارزش‌آفرینی پایدار برجسته کرده است.

https://www.smsjournal.ir/article_231086_948d5b2ae610d18409d403796e9d563b.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Designing a brand heritage discontinuity model with the Interpretive Structural Modeling (ISM) طراحی مدل گسست میراث برند با رویکرد مدلسازی ساختاری تفسیری(ISM) 105 128 229944 10.22034/smsj.2025.488588.2089 FA سعید سعیدا اردکانی استاد، دانشکده اقتصاد، مدیریت و حسابداری، دانشگاه یزد، یزد، ایران محمدرضا دهقانی فیروزآبادی مربی، سازمان جهاددانشگاهی استان یزد، یزد، ایران Journal Article 2024 11 17 Introduction In today's world, businesses face many challenges and changes, and brand, as one of the few organizational resources, can provide them with a long-term competitive advantage. In today's era, the brand offers convenience, trust, identity, ease and prestige to the customers and in return, it receives from them a desire to buy. In fact, a brand is a seller's permanent commitment to provide certain features, benefits and services to buyers. Examining world famous companies and brands shows that many of them have a significant lifespan; As Hodson's (۲۰۰۷) studies showed that among the top hundred global brands, more than a quarter of them have existed since the ۱۹th century. This shows that important brands have more life than several human generations and some of them are very old. This feature allows brands to succeed in the market and provides multiple benefits to both brands and consumers. As one of the intangible and valuable assets of the organization, brand heritage plays a key role in creating differentiation, strengthening brand identity and increasing customer loyalty. But a look at Iranian businesses and brands shows that instability and short life are recurring phenomena. Among them, it is an issue that has deprived many Iranian brands of enjoying and benefiting from brand heritage and has created a phenomenon that is discussed in this article. It has been referred to as a "disruption of brand heritage". The current research was carried out with the aim of identifying, analyzing and leveling the factors affecting "disruption of brand heritage". Methodology In order to achieve this goal, the Interpretive Structural Modeling (ISM) method was used, which is known as a powerful tool for analyzing complex relationships between different factors. Factors affecting the "disruption of brand heritage" have been extracted by studying the history of ۴۲ Iranian brands and the final factors have been categorized and entered into the model in the form of ۱۱ influential and influential factors on the disintegration of the heritage. The identified variables are placed in ۴ levels based on the power of influence and dependence. In order to confirm the model, the help of Mic Mac analysis was also used. Results and Discussion According to the ۱۱ factors identified and using the opinion of experts, a four-level model was developed. In this model, "instability of society" was placed as the most important factor at a higher level, which shows that the instability of society and extensive changes in Iranian society play a key role in the phenomenon of breaking brand heritage. In other words, the stability and sustainability of the society is a necessary prerequisite to deal with the break of the brand's heritage. The results of this research show that factors such as "change in symbols", "longevity", "fundamental values", "brand nature", "illegal restrictions imposed on managers", "intensification of competition", "weak management" and "accidents" ", they all affect the phenomenon of brand heritage discontinuity. However, what provides the basis for the emergence of these factors is social instability, which itself leads to "instability in laws and policies" and "illegal actions" among companies. Therefore, social security and stability can be considered as one of the critical inputs for the sustainability of brands, which governments and society are considered as valuable sources of these inputs. Conclusion Based on the evidence and model presented in this research, it can be concluded that creating stability and stability in the society is the basic solution to overcome the instability of Iranian brands. This goal is achieved through strengthening the rule of law, increasing government accountability to the people, and supporting the private sector. Of course, creating stability and stability in society is a long and difficult path. Therefore, in the short term, economic enterprises can take measures to protect themselves and their brands from the negative effects of social instability. The study of Iranian brands in this research showed that some brands with strategies such as "continuous monitoring of social conditions", "conscious reactions to complications caused by social instability", "participation and cooperation with other companies to control instability", and "management of relations with the government" ", have been able to somewhat resist the damage caused by an unstable and unstable society. The results of this research remind the importance of stability in the society as a key element in the sustainability of brands, and on the one hand, it can help the policy makers of the society in strengthening Iranian businesses, and on the other hand, it can help to improve branding strategies and strengthen brand heritage in Iranian companies. and finally, ensure the stability and long-term success of Iranian brands in the domestic and international markets. میراث برند یکی از دارایی‌های ناملموس و ارزشمند سازمان، نقشی کلیدی در ایجاد تمایز، تقویت هویت برند و افزایش وفاداری مشتریان دارد. اما نگاهی به کسب‌وکارها و برندهای ایرانی نشان می‌دهد ناپایداری و عمر کوتاه، پدیده‌ای تکرارشونده در بین آن‌هاست؛ در این مقاله از آن به‌عنوان «گسست میراث برند» یاد شده است. پژوهش حاضر با هدف شناسایی، تحلیل و سطح‌بندی عوامل مؤثر بر «گسست میراث برند» انجام شده است. به‌منظور دستیابی به این هدف، از روش مدلسازی ساختاری‌ـ‌تفسیری (ISM) استفاده شده که به‌عنوان ابزاری قدرتمند برای تحلیل روابط پیچیده بین عوامل مختلف شناخته می‌شود. عوامل مرتبط با «گسست میراث برند» با بررسی پژوهش‌های مرتبط و مطالعه تاریخ ۴۲ برند ایرانی استخراج و با نظر خبرگان، عوامل نهایی در قالب عوامل تأثیرگذار و تأثیرپذیر بر گسست میراث دسته‌بندی و وارد مدل شده‌اند. متغیرهای شناسایی‌شده بر اساس قدرت نفوذ و وابستگی در ۴ سطح قرار گرفته‌اند. برای تأیید مدل نیز از تحلیل میک‌مک کمک گرفته شده است. نتایج این تحقیق اهمیت ثبات در جامعه را به‌عنوان عنصر کلیدی در پایداری برندها یادآور می‌شود. این پژوهش از یک‌سو می‌تواند سیاست‌گذاران جامعه را در تقویت کسب‌وکارهای ایرانی یاری نماید و از سوی دیگر به بهبود استراتژی‌های برندسازی و تقویت میراث برند در شرکت‌های ایرانی کمک کند و در نهایت، پایداری و موفقیت بلندمدت برندهای ایرانی را در بازارهای داخلی و بین‌المللی رقم زند.

https://www.smsjournal.ir/article_229944_556fdd5b0132ba581b117fecde61c217.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Explaning the pattern of developing products and services exports for knowledge-based companies in the oil and gas industries تبیین الگوی توسعه صادرات محصولات و خدمات شرکت‌های دانش بنیان صنایع نفت و گاز 129 146 229951 10.22034/smsj.2025.505897.2120 FA محمدحسن حیاتی کارشناسی ارشد، مدیریت بازرگانی، دانشگاه شاهد، تهران، ایران ناصر یزدانی دانشیار، گروه مدیریت بازرگانی، دانشگاه شاهد، تهران، ایران 0000-0002-5033-4944 Journal Article 2025 02 10 Introduction Expanding the horizon of knowledge and its use is leading the global village towards a global home, where a sustainable presence in order to increase the welfare of society is not possible except with awareness of the network of exchanges of this new order, which is moving towards integration and interconnections more than ever before. In this regard, the economy plays an irreplaceable role, and the export of innovative and knowledge-based products has a special place among the inhabitants of this living world. Extensive global sanctions require a special commitment to benefit from knowledge-based products and services with an effective strategy to reduce costs and export petroleum products. In our country, domestic oil and gas trade has a powerful potential, but is still unrealistic. Despite the fact that the technological trend in the oil and gas sector is often ignored, it is needed to change this trend throughinorder creating an internal and resourceful flow including almost all aspects of interdisciplinary knowledge synergy. In addition, to prevente the oil and gas industry from becoming stagnant, domestic oil and gas companies have shown the courage to be present in international markets. the opportunities and threats of development for companies in the wake of globalization require increasing the impact of inter-sectoral competition on the development of industrial companies in the field of self-sufficiency and acceleration in the speed of scientific and technological progress. In fact, the unequal distribution of productivity or taste-based decisions has caused attention to the research topic. Also, a significant theoretical gap in the development of special marketing approaches that clearly shows the long-term development strategies of oil and gas companies and the empirical problems that exist in oil and gas company research, are due to the lack of integration of knowledge and experience in a close and interconnected manner and affected by inconsistent methodology in research. This research, with a knowledge-based management approach, examines the three axes of knowledge-based industries, the oil and gas industry, and business management, and ultimately raises the main research question of presenting a pattern of factors affecting the export of products and services of knowledge-based companies in the oil and gas industries with a data-based approach. After identifying the effective factors, it presents local answers and solutions with an international and global perspective. Methodology The research, with a knowledge-based management approach, examines the three axes of knowledge-based industries, the oil and gas industry, and business management. The research is of an applied type. The method of collecting information and data, in addition to library studies, is in the form of interviews with informants to determine the goals, and then to discourse and questions for semi-structured interviews with experts, either face to face or with an electronic questionnaire, and seeks to consolidate categories, and ultimately creative analyses lead to theory-building. The statistical population of the research includes experts and managers related to knowledge-based industries in the oil and gas field. In order to identify the pattern of factors affecting exports, the data-based theory approach was used. Informed experts, including commodity managers in the oil industry and managers of knowledge-based companies, were selected using the snowball technique in a purposeful manner until the saturation of opinions was reached, that is a non-probability and purposeful sampling strategy.. In this regard, 12 interviews were conducted. In this approach, with the information received from experts in this field, an attempt is made to classify the information and the purpose of the research is to explain and determine the causes of the problem in order to understand trade barriers and practical ideas in solving barriers and minimizing the effects of barriers. The research approach is to analyze and perceive the phenomena and reach a theory using the inductive method, and due to the use of interviews, initial coding, finding common codes and extracting categories and the relationship between categories, the Glaser 6C data-based method technique was used. Results and Discussion Finally, using MAXQDA2020 software, the verbal evidence of the interviews was processed and coded. 30 subcategories and 6 main categories were extracted, which are: 1. Culture, 2. Sanctions, 3. Policy-making, 4. Capacity building, 5. Resource provision and 6. Effective supervision, and with Glazer's 6C technique, categories of analysis, explanation and a proposed model were presented. Conclusion six dimensions of the main categories effective in exporting products and services of knowledge-based companies in the oil and gas industries extracted, the existing structures is recognized and infrastructures modified in order to recognize capacities, ecosystem building and planning to develop intelligent information and banking structures. It prevents the waste of the most important capital, namely time, in addition to financial flexibility in exports. Creating a supply chain network infrastructure by managing small industrial workshops to complete the product package in line with the diversification strategy can be called an operational solution. Managers and decision-makers in the economy can take advantage of this opportunity if they have practical experience relevant to knowledge-based companies and have managerial stability. Qualitative grading of knowledge-based companies based on the quality of products and services and granting points on this basis is necessary. Cultivating multi-industrial specialist forces, marketing by creating combined academic disciplines and creating a cultural platform to promote brand development with continuous (encouraging) and effective presence in international conferences, along with formulating standards and technical requirements for products and services to strengthen the market and exports with a focus on knowledge-based management, are the catalysts for development. Transparency of organizational performance and a supporting system for knowledge-based companies by periodically creating a working group consisting of knowledge-based companies can reduce corruption. در شرایط پیچیده و رقابتی کنونی کشورها و شرکت‌ها، گسترش افق دانش و استفاده از آن، دهکده جهانی را به سوی شرایطی سوق می دهد که حضور پایدار در آن برای افزایش رفاه جامعه میسر نیست مگر با آگاهی از شبکه مراودات و مبادلات نظم نوین که بیش از هر زمان دیگری بسوی یکپارچگی و در هم‌تنیدگی پیش می‌رود. در این راستا، اقتصاد نقش بی بدیلی بازی می‌کند و صادرات محصولات نوآورانه و دانش بنیان، خواستگاه ویژه‌ای در کشورها و شرکت‌های ذیربط دارد. تحریم‌های گسترده جهانی التزام ویژه‌ای در بهره‌مندی از محصولات و خدمات دانش‌بنیان با راهبردی موثر در جهت کاهش هزینه‌ها و صادرات محصولات نفتی ایجاب می‌نماید. پژوهش حاضر از نوع کیفی با رویکرد داده بنیاد، سه مقوله دانش بنیان‌ها، صنعت نفت و گاز و صادرات محصولات و خدمات را بررسی کرده است. بدین منظور محقق با مطالعات کتابخانه‌ای (مرور نشریات معتبر جهانی) و بررسی علل موثر بر صادرات دانش بنیان‌ها از روش پژوهش کیفی داده بنیاد و سپس به انجام مصاحبه‌های نیمه‌ساختار‌یافته پرداخته که در این راستا 12 مصاحبه با مدیران و متخصصین شرکت‌های دانش‌بنیان در صنایع نفت وگاز انجام گردیده است. در نهایت مطابق نرم افزار مکس کیودا، شواهد گفتاری مصاحبه‌ها، پردازش و با کدگذاری، 30 مقوله فرعی و شش مقوله اصلی: فرهنگ، تحریم، سیاست‌گذاری، ارتقا توانمندی، تامین منابع و نظارت موثر استخراج، تبیین، تحلیل با الگوی پیشنهادی ارایه شده است.

https://www.smsjournal.ir/article_229951_e34350cd8da9de03796abe107f1613c5.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 The impact of leadership styles on employee voice تأثیر سبک‌های رهبری بر صدای کارکنان 147 171 229952 10.22034/smsj.2025.501807.2121 FA مریم دانشور استادیار، گروه مدیریت، دانشگاه خاتم، تهران، ایران 0000-0001-5119-8158 فاطمه کریمی جعفری استادیار، گروه مدیریت، دانشگاه خاتم، تهران، ایران 0000-0002-8385-4225 فاطمه صابری کارشناسی ارشد، گروه مدیریت، دانشگاه خاتم، تهران، ایران 0000-0002-6547-9249 Journal Article 2025 02 12 Introduction: Voice behavior is one of the most essential ways for employees to demonstrate their engagement within the workplace. Generally, employee voice refers to the voluntary expression of thoughts, suggestions, concerns, or opinions regarding work-related issues to enhance organizational or unit performance. In today's organizations, the employee voice is more critical due to the uncertainties associated with complex, dynamic, and competitive environments. To effectively adapt to changing social, innovative and economic environments, organizations must be more innovative and flexible. This requires employees at all levels to share their ideas, ask questions, and challenge authority without hesitation. Despite these needs, employees often feel reluctant to speak up, as doing so is frequently perceived as unsafe or futile. Given the theoretical and practical importance of employee voice, a growing body of literature has emerged focusing on leadership's role in encouraging employee voice behaviors. Leaders are a crucial contextual factor and play a key role in motivating employees to express their thoughts. Leadership style is instrumental in facilitating organizational change processes. Therefore, the primary objective of our study is to examine how different leadership styles influence employees' willingness to voice their opinions. Based on the theoretical background, researchers aim to explore the research gap regarding the effect of leadership styles on employee voice. A survey of databases such as WOS, Emerald, ScienceDirect, Sage, Wiley, Springer, and ProQuest has not provided researchers with a comprehensive, robust, and high-quality study in this field. Furthermore, there has not been a meta-analysis examining the impact of all leadership styles on employee voice. By investigating this dynamic phenomenon, we hope to guide future research and serve as a reference for the development and practical application of theory. Methodology: A systematic review provides comprehensive knowledge about a specific topic, outlines the historical development of knowledge in that area, identifies instances where the evidence is weak, conflicting, or inconclusive, and assesses whether there is a consensus on the topic. Additionally, it identifies characteristics or relationships between key concepts and justifies the need for further study in a particular area. One of the most common and valid methods for conducting systematic review research is the meta-analysis method, which aims to synthesize previous findings related to a topic. Meta-analysis collects and re-analyzes data from various studies pertinent to the subject matter. It employs statistical techniques to convert the results of different studies into a common metric and to examine the relationship between study characteristics and outcomes. In meta-analysis, researchers utilize systematic methods to account for variations in sample size, heterogeneity of study methodologies and results, and to assess the sensitivity of these findings to their systematic review protocols. The purpose of this study was to test the hypotheses related to the effect of leadership on employee voice. To achieve this, we searched trusted academic databases using the keywords "Employee Voice" and "Leadership" in the title, as well as "Voice" and "Leadership" in the title, abstract, and keywords. To minimize citation and selection bias, we conducted searches in six databases: Science Direct, Emerald, Springer, Wiley, Sage, and Taylor & Francis. A bibliometric study by Samul and Casey indicates that these databases hold a significant share of research in this area and are recognized for their high qualitative standards. From the search, we obtained 1,767 studies, of which 69 articles were ultimately analyzed. The selection criteria included: the research must hypothesize the effect of leadership on employee voice, the sample size must be reported, the regression coefficient, path coefficient, or other reliable statistics should be provided, and the research must include indicators of validity and reliability. Articles meeting these standards were selected for review. Results and Discussion: The first hypothesis was investigated by examining the effect of leadership on employee voice through an analysis of forty-five studies, which included a total sample size of 19,934 individuals. The findings indicated that leadership had a positive and significant effect on employee voice, thereby confirming the first hypothesis. The results of the meta-analysis, which explored the impact of empowering leadership, inclusive leadership, servant leadership, transformational leadership, ethical leadership, and moral leadership on employee voice, demonstrated that all of these leadership styles had a positive and significant effect on employee voice. However, the effect of benevolent leadership on employee voice was found to be negative. An analysis of seven studies, with a total sample size of 2,503 individuals, revealed that benevolent leadership did not have a significant effect on employee voice. Conclusion: This study aims to establish a new perspective and promote further research on the impact of various leadership styles on employee voice. To achieve this, it introduces a comprehensive framework that enables managers to understand employee voice and select the appropriate leadership style to influence it effectively. Furthermore, employee voice can significantly impact the workplace by helping organizations and teams enhance work efficiency, deliver superior products and services, and mitigate substantial costs that may arise from issues in existing policies and procedures. To fully leverage these benefits, leaders are encouraged to foster an environment where team members feel comfortable speaking up when necessary. By synthesizing findings from 69 studies, this research makes a valuable contribution to the expanding literature on employee voice. Additionally, it offers a systematic, objective, and impartial review of existing research on the relationship between leadership style and employee voice, facilitating comparisons and alignments between managers and their work environments. در تحقیقات سازمان و مدیریت، بیان نظرات، شکایات، افکار و پیشنهادات کارکنان در مورد مسائل مرتبط با شغل یا بیان جمعی ایده‌های سازنده، نارضایتی‌ها، مشارکت رسمی و غیررسمی در تأثیرگذاری بر توسعه سازمان تحت عنوان صدای کارکنان شناخته می‌شود. رهبران نقش کلیدی در ترغیب کارکنان برای بیان افکارشان دارند و عامل زمینه‌ای مهمی هستند. سبک‌های مختلف رهبری ممکن است تأثیرات متفاوتی بر رفتار صدا داشته باشند و کارکنان ممکن است استراتژی‌های متفاوتی را هنگام تمرکز بر اهداف مختلف انتخاب کنند. در این تحقیق به‌منظور درک جامعی از تأثیر انواع سبک‌های رهبری بر صدای کارکنان از مرور سیستماتیک استفاده شده است. به این منظور 69 مقاله از مجموع 1767 مقاله اولیه بر اساس بندهای پروتکل انتخاب شدند و جهت ترکیب و تجمیع مطالعات انجام شده در حوزه تاثیر سبک رهبری بر صدای کارکنان از رویکرد فراتحلیل استفاده شده است. نتایج نشان می‌دهد که از میان هشت سبک رهبری که تاثیر آنها بر صدا بررسی شده است، «رهبری خدمتگزار» و «رهبری اخلاقی» بیشترین تأثیر را بر صدای کارکنان دارند.

https://www.smsjournal.ir/article_229952_423cf27d7a94fd12e6a49f0dd95cf05c.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 The impact of strategic flexibility and strategic innovation on employee performance through the role of job satisfaction بررسی تاثیر انعطاف‌پذیری استراتژیک و نوآوری استراتژیک بر عملکرد کارکنان از طریق رضایت شغلی 173 191 229953 10.22034/smsj.2025.507174.2122 FA بهزاد بغیری کارشناس ارشد، دانشکده مدیریت و حسابداری، موسسه آموزش عالی عطار، مشهد، ایران 0009-0003-7786-4413 سید مرتضی غیور باغبانی استادیار، دانشکده مدیریت و حسابداری، دانشگاه بین المللی امام رضا (ع)، مشهد، ایران 0000-0001-5345-1516 Journal Article 2025 02 17 Introduction: Every business organization must develop a range of strategies and policies to cope with uncertainty and environmental changes. In this regard, strategic flexibility and strategic innovation are essential for enabling adaptation to these dynamic conditions. Organizations strive to develop strategies and mobilize resources that support innovation, ensure sustainable competitiveness, and foster long-term revenue and profit growth. To build strategic flexibility, entrepreneurs must demonstrate strategic leadership, enhance dynamic capabilities, invest in and develop human resources, adopt modern manufacturing and information technologies, and cultivate an innovative organizational culture. Accordingly, the aim of this study is to investigate the impact of strategic flexibility and strategic innovation on employee performance, with job satisfaction serving as a mediating variable. Methodology: This research is applied in nature (in terms of purpose) and descriptive-survey-correlational (in terms of data collection methodology). To gather information on the theoretical background and literature, library resources and scientific databases were used. For primary data collection, a field method was employed through the distribution of structured questionnaires.The statistical population of this study comprises the managers and supervisors of small and medium-sized enterprises (SMEs) located in the Toos Industrial Park of Mashhad, totaling 26,308 individuals. Based on Cochran's formula, the required sample size was estimated at 379 respondents. The sampling method used was simple random sampling from the available population. The data collection instrument was a standardized questionnaire consisting of 24 items, adopted from the works of Dwikat et al. (2023), Naml et al. (2024), Esrikantraja and Sentiraja (2013), and Al-Qurashi et al. (2021). To ensure construct validity, factor analysis, convergent validity, and discriminant (divergent) validity were conducted. Cronbach's alpha and composite reliability coefficients were used to assess the reliability of the constructs. At the end of the chapter, the results of the measurement model quality indicators and the coefficient of determination (R²) values are presented, indicating the overall suitability and robustness of the measurement model. The total Cronbach’s alpha coefficient was estimated at 0.909, confirming the acceptable reliability of the instrument. Descriptive statistics related to demographic variables were analyzed using SPSS version 27. Data analysis for hypothesis testing and model fit, was done by structural equation modeling method and SmartPLS4 software. Results and Discussion: 7 hypotheses have been explained in the present research and the data collected from all employees of small and medium-sized companies in the Toos Industrial Park of Mashhad. been used to analyze them. The results showed that the strategic flexibility and strategic innovation have a significant impact on job satisfaction thet The t-statistics and path coefficients in these relationships are respectively, (t=4.762, β= 0.355), (t= 5.17, β= 0.309), and strategic flexibility and strategic innovation have a significant impact on employee performance (t= 3.571, β= 0.192), (t=3.754, β= 0.202) . Additionally, the direct impact of job satisfaction on employee performance was also significant and t value- 13.508 & β= 0.508. Finally, the findings indicated that strategic flexibility and strategic innovation significantly affect employee performance through the mediating role of job satisfaction The t-statistics and path coefficients in these relationships are respectively (t= 4.443, β= 0.181), (t= 4.593, β= 0.157). Conclusion: Organizations can incorporate strategies aimed at enhancing strategic flexibility and job satisfaction into their human resource practices—such as offering skill development opportunities and fostering a supportive work environment. Recognizing the mediating role of job satisfaction enables organizations to design targeted initiatives that elevate employee satisfaction, thereby promoting greater engagement and productivity. Given that innovation significantly influences job satisfaction and employee performance—especially in small and medium-sized enterprises (SMEs)—management should actively promote a culture of innovation and encourage the generation and implementation of creative ideas by employees to optimize business processes and generate added value.In light of the pivotal role of job satisfaction as a mediator, it is essential for management to prioritize the development of an inclusive work environment, ensure equitable compensation systems, and maintain transparent and open communication channels to strengthen employee morale and satisfaction.The findings of this study offer valuable insights for both operational managers and researchers, contributing to more effective organizational management practices. By uncovering the intricate relationships between strategic flexibility, strategic innovation, job satisfaction, and employee performance, this research enhances the theoretical understanding of these constructs and encourages further empirical exploration in the fields of organizational behavior and strategic management. هدف این پژوهش بررسی تأثیر انعطاف‌پذیری استراتژیک و نوآوری استراتژیک بر عملکرد کارکنان با میانجی‌گری رضایت شغلی بود. این مطالعه از نظر هدف، کاربردی و از نظر روش اجرا، پیمایشی است. جامعه آماری شامل مدیران و سرپرستان شرکت‌های کوچک و متوسط شهرک صنعتی توس مشهد (26,308 نفر) بود. بر اساس فرمول کوکران، 379 نمونه به روش نمونه‌گیری تصادفی ساده انتخاب شدند. ابزار جمع‌آوری داده‌ها پرسشنامه‌های استاندارد دویکت و همکاران (2023)، نمل و همکاران (2024)، اسریکانتراجا و سنتیراجا (2013) و القرشی و همکاران (2021) بود. روایی صوری با نظر خبرگان و روایی همگرا و واگرا با تحلیل عاملی تأیید شد. پایایی نیز از طریق آلفای کرونباخ و پایایی مرکب ارزیابی شد. برای تحلیل داده‌ها از نرم‌افزارهای SmartPLS 4 و SPSS 27 استفاده شد. نتایج نشان داد که انعطاف‌پذیری استراتژیک و نوآوری استراتژیک تأثیر معناداری بر رضایت شغلی و عملکرد کارکنان دارند. همچنین، رضایت شغلی به‌صورت مستقیم بر عملکرد کارکنان تأثیر معنادار داشت. در نهایت، یافته‌ها تأیید کردند که انعطاف‌پذیری استراتژیک و نوآوری استراتژیک از طریق میانجی‌گری رضایت شغلی بر عملکرد کارکنان تأثیر معناداری دارند.

https://www.smsjournal.ir/article_229953_df7530fd24a29629f58183aecaf83ca0.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Identifying and developing strategic human resource management processes for businesses شناسایی و توسعه فرآیندهای مدیریت راهبردی منابع انسانی کسب وکارها 193 213 229949 10.22034/smsj.2025.505504.2117 FA سمانه لاجوردی استادیار، دانشکده مدیریت موسسه آموزش عالی ارشاد دماوند، تهران، ایران Journal Article 2025 02 09 Introduction Processes and strategies are related to the pillars of management and human resources. Each process is a set of related actions in an important area of human resource management. Performance management and evaluation at the individual, unit, and organizational levels, to examine the degree of alignment of management processes with macro strategies and organizational goals, is a sign of competitive advantage and a prerequisite for realizing internal processes. The link between unit performance and macro strategy indicates strategic alignment in the organization, and the necessity for the sustainability of this alignment is the existence of alignment between internal laws, policies, and strategic human resource management processes. Methodology The main goal of Q-study is to reveal thinking patterns and discover and analyze mental patterns. This method provides capacity and dynamism for guiding, formulating, and advancing policy in policy research, an area where its use is still limited. First, the discourse space about human resource processes was identified, and 270 phrases or propositions were extracted. Considering the lack of semantic overlap, non-repetition, similarity of meaning, and ambiguity of the propositions, they were edited, deleted, modified, and reduced to 50 final phrases. After the final stage of their validity and reliability, the Q-set was designed, and this set was provided to the participants as Q-samples on cards of appropriate size. The statistical population is 26 small industrial companies in Tehran that benefit from the presence of strategic human resource managers in their structure, so the participants from these companies were selected through purposive sampling. Since people express their subjective preferences by ranking statements in sequential categories, factor analysis has been used to show patterns in the relationship between different statements. Results and Discussion In this study, through the Q method, which combines statistical and quantitative procedures and objective and interpretive structural approaches to reality, the results and analyses are presented through factor analysis and matrix tables, and comparison of factor scores. The standard deviation for each mental pattern was measured to obtain an approximate estimate of the items that have the highest diversity of views among the participants. The eigenvalue of each mental pattern in the column and the dispersion of the mental pattern or the share of variance explained for each, as well as the cumulative amount of their eigenvalue in the column, is about 83 percent, which indicates the correlated and internal beliefs. Thus, 8 columns, including factors 1 to 8, showed the mental patterns through the factor analysis matrix. To recognize the importance of mental patterns (factors), the standard score criterion and the number of participants are used. Based on the content of completely opposing and completely agreeing views in 8 mental patterns and based on the highest arrays and standard scores, the most important mental pattern, pivotal indicators, and specific roles have been explained. Conclusion Considering the purpose of the Q method and the interpretability criteria of mental patterns one to eight and based on the participants' mindset, the results and findings have been presented and analyzed in four parts: a) identifying and presenting mental patterns, b) interpreting mental patterns, c) presenting pivotal indicators, and d) explaining specific roles. Therefore, A and B) eight mental models were revealed, and the interpretation and naming of each mental model were carried out to represent the content of the views in a semantic format that expresses the interpretation of the first to eighth mental models about the development of strategic human resource management processes. C) Presentation of pivotal indicators: 'The extent of successful knowledge development in teamwork and networking (first indicator), The extent of organizational change and transformation (second indicator), The extent of benefiting from advanced and specialized knowledge (third indicator), The extent of successful experiences in managing the retirement process (fourth indicator), The extent of efficiency of specialized, professional, and academic knowledge (fifth indicator), The extent of successful measures to integrate information technology tools (sixth indicator), The extent of strategic policy-making in creating valuable resources (seventh indicator), The extent of applying practical and technical methods in procedures and processes (eighth indicator). D) Explanation of specific roles and their importance. Such as the necessity of playing the first and third role: formation or strengthening of internal strategic alliances, and creates insight and More knowledge among stakeholders. The necessity of playing the second role: Learning the skills of problem solving, negotiation, change, and making complex decisions. The necessity of playing the fourth role: Playing a role for the personal development of managers and employees, and continuously improving their competencies. The necessity of playing the fifth role: The necessity of playing the role of empowerment and organizational ability. This role can lead to the identification and development of strategic human resource management processes by identifying key performance indicators (KPIs) and improving the effectiveness of talent management and succession planning, as well as analyzing the degree of alignment with the company's strategy, and improved each year through a review based on business needs. هدف پژوهش، شناسایی و توسعه فرآیندهای مدیریت راهبردی منابع انسانی کسب وکارها است. لذا الگوی ذهنی و شاخص‌های محوری آن برای توسعه فرآیندهای مدیریت راهبردی منابع انسانی شناسایی و تحلیل می‌شود. جامعه آماری، 26 شرکت صنعتی کوچک و متوسط در شهر تهران است که از وجود مدیران راهبردی منابع انسانی در ساختار خود بهره‌مند هستند. لذا تعداد 26 مدیر یا مدیر راهبردی منابع انسانی این شرکت‌ها که به فرآیندهای مدیریت منابع انسانی واقف هستند، از طریق نمونه‌گیری هدفمند انتخاب شدند. با اجرای تحلیل عاملی کیو، 8 عامل در ماتریس عاملی آشکار شد و بر اساس عبارات رتبه‌بندی‌شده در هر عامل، تفسیر دیدگاه‌ها ارائه شده و بر اساس بازنمایی محتوای دیدگاه‌ها، تفسیر و نام‌گذاری هر الگوی ذهنی انجام شده است. مانند نام‌گذاری «توسعه‌دهندگان دانش موفق کارگروهی و شبکه‌سازی» برای الگوی ذهنی اول. همچنین بر اساس میزان امتیاز استاندارد و جداول آرایه‌ها، شاخص‌های محوری ارائه شده است. مهم‌ترین نقش‌های مدیران نیز بر اساس متمایزترین دیدگاه‌ها (بالاترین سطح عدم توافق) تبیین شده است. مانند ضرورت ایفای نقش برای ائتلاف راهبردی داخلی با هدف ایجاد بینش و دانش بیشتر بین ذینفعان، ایفای نقش تصمیم‌سازی‌های راهبردی و ضرورت وجود مهارت‌های حل مساله، مذاکره، و... اختصاص یافته است. بنابراین، سهم نوآوری ‌پژوهش در چهار محور توسعه فرآیندهای مدیریت راهبردی منابع انسانی است: الف) شناسایی و ارائه الگوی ذهنی اول تا هشتم، ب) تفسیر الگوهای ذهنی، ج) ارائه شاخص‌های محوری، و د) تبیین نقش‌های خاص.

https://www.smsjournal.ir/article_229949_266567ca79d11978f63a5fe54e075bf3.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Antecedents and consequences of strategic human resource maturity پیشایندها و پیامدهای بلوغ استراتژیک منابع انسانی 215 243 236417 10.22034/smsj.2025.518145.2140 FA ذوالفقار خضیر دانشجوی دکتری، گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران هادی تیموری دانشیار، گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران علی نصر اصفهانی استاد، گروه مدیریت، دانشکده علوم اداری و اقتصاد، دانشگاه اصفهان، اصفهان، ایران 0000-0003-2203-7923 Journal Article 2025 04 21 Introduction In today’s dynamic and competitive environment, human resources have become the primary source of sustainable competitive advantage for organizations. Accordingly, leading organizations are increasingly focusing on aligning human capital with strategic goals to enhance performance. Strategic Human Resource Maturity (SHRM) is a key concept that facilitates this alignment by enabling the transition of HR functions from operational to strategic roles. Despite its rising significance, SHRM remains underexplored, especially in the context of public organizations in developing countries. This study aims to design and explain the model of SHRM in the Ministry of Interior of Iraq, an institution that plays a critical role in the country’s security and public administration. Given the specific socio-political challenges in Iraq, understanding the antecedents and consequences of SHRM in such an environment offers valuable insights for theory and practice. The study identifies the individual, organizational, and extra-organizational factors that contribute to HR maturity, and analyzes their impact on personal, organizational, and societal outcomes. Methodology This research adopts a qualitative, exploratory approach and is categorized as applied-developmental in nature. The data collection method was semi-structured interviews conducted with 15 senior managers in different units of the Iraqi Ministry of Interior. The participants were selected using judgmental and snowball sampling techniques, ensuring relevance and expertise. Interviews were analyzed using thematic analysis based on Braun and Clarke’s (2006) framework. The process involved open coding, categorization of concepts, and identification of key themes. A total of 136 initial codes were identified, leading to the classification of 38 main themes across three levels: antecedents, dimensions of maturity, and consequences. The reliability of coding was confirmed through inter-coder agreement with an average reliability rate of 80%. Validity was ensured via content validity ratios (CVR) and content validity indices (CVI). Results and Discussion The study identified a set of key antecedents for SHRM across three dimensions: · Individual (e.g., self-efficacy, adaptability, specialization, systems thinking) · Organizational (e.g., professional standards, talent retention, flexible structures, process reengineering) · Extra-organizational (e.g., environmental uncertainty, globalization, socio-cultural diversity) The core dimensions of SHRM include agility, smartness, value creation, and competency. On the outcome side, the findings indicate that SHRM contributes to: · Individual outcomes such as increased engagement, satisfaction, and skill development · Organizational benefits like improved strategic alignment, agility, and competitive advantage · Societal impacts including stronger social responsibility and meritocracy These results emphasize SHRM’s role in enhancing both internal performance and external responsiveness, especially in complex and dynamic public sector environments like Iraq. Conclusion This study provides a comprehensive framework for understanding SHRM within a public sector context in a developing country. By identifying multi-level antecedents and outcomes, the proposed model offers both theoretical contributions and practical guidelines. For policymakers and HR managers in governmental organizations, especially in conflict-affected regions, investing in SHRM can lead to more agile, efficient, and responsive institutions. The research also highlights the need for systems thinking and personal adaptability as core competencies in public administration. Future research may focus on testing this model quantitatively or applying it in other institutional or cultural contexts. Furthermore, integrating SHRM with digital transformation and sustainability frameworks could deepen our understanding of HR’s evolving role in governance and development. در دنیای رقابتی امروز، سازمان‌های پیشرو به دنبال تدوین راهبردهایی مؤثر برای توسعه منابع انسانی و ارتقای عملکرد سازمانی هستند، زیرا منابع انسانی مهم‌ترین مزیت رقابتی سازمان شناخته می‌شود. در این راستا، سرمایه‌گذاری بر توسعه سرمایه انسانی، اهمیت دارد. بلوغ استراتژیک منابع انسانی به‌عنوان مفهومی کلیدی، نقشی تعیین‌کننده در بهبود عملکرد سازمانی و ارتقای قابلیت‌های منابع انسانی ایفا می‌کند. بر این اساس، پژوهش حاضر با هدف شناسایی و تبیین پیشایندها و پیامدهای بلوغ استراتژیک منابع انسانی در وزارت داخلی انجام شده است. این مطالعه از نظر هدف، کاربردی-توسعه‌ای و با رویکرد کیفی انجام شده است. برای شناسایی ابعاد مختلف پیشایندها و پیامدهای بلوغ استراتژیک منابع انسانی، با ۱۵ نفر از مدیران واحدهای مختلف وزارت داخلی عراق از طریق نمونه‌گیری قضاوتی و گلوله‌برفی، مصاحبه‌های نیمه‌ساختاریافته انجام گرفت. داده‌ها با روش تحلیل مضمون بررسی شد که در نتیجه آن، ۳۸ مضمون اصلی در قالب پیشایندها و پیامدهای فردی، سازمانی و فراسازمانی و نیز ابعاد بلوغ استراتژیک شناسایی شد. یافته‌ها نشان داد عواملی مانند خودکارآمدی فردی، ساختار سازمانی انعطاف‌پذیر و مدیریت استعداد، از پیشایندهای اصلی بلوغ استراتژیک منابع انسانی هستند. همچنین پیامدهایی چون تقویت تفکر استراتژیک، تسهیل تحولات و ارتقای مسئولیت‌پذیری اجتماعی شناسایی شد. مضامین شایستگی، ارزش‌آفرینی، هوشمندی و چابکی نیز ابعاد پدیده محوری را تشکیل می‌دهند. این پژوهش با تبیین الگویی بومی‌شده متناسب با ساختار دولتی عراق، گامی نوآورانه در سیاست‌گذاری منابع انسانی برداشته است.

https://www.smsjournal.ir/article_236417_2354a0f19a4b6a0b39e3d248a836c6a2.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 The impact of organizational commitment on cultural entrepreneurship with a social capital approach in cultural–artistic startups تاثیر تعهد سازمانی بر کارآفرینی فرهنگی با رویکرد سرمایه اجتماعی در کسب وکارهای نوپای فرهنگی- هنری 245 260 237527 10.22034/smsj.2025.516626.2134 FA سنیه دارابیان دانشجوی دکتری، گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران 0009-0008-7307-7523 عباس علی رستگار استاد، گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری دانشگاه سمنان، سمنان، ایران داوود فیض استاد، گروه مدیریت بازرگانی، دانشکده اقتصاد، مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران عظیم زارعی استاد، گروه مدیریت بازرگانی، دانشکده اقتصاد مدیریت و علوم اداری، دانشگاه سمنان، سمنان، ایران 0000-0002-8719-6338 Journal Article 2025 04 14 Introduction: In recent decades, new approaches in the field of cultural economics and human resource management have turned cultural entrepreneurship into one of the fundamental strategies for social development and identity formation in contemporary societies. Cultural entrepreneurship is a process that, through creativity, meaning creation, and the redefinition of cultural symbols, leads to the creation of economic and social values. In addition to generating value, this process functions as an engine for cultural continuity and adaptive transformation, allowing societies to reinterpret their cultural heritage in ways that align with current technological, economic, and communicative realities. As global cultural industries expand, the strategic importance of cultural entrepreneurship has increased, highlighting the need for organizations—especially cultural and artistic startups—to cultivate internal capacities that support sustained innovation. Organizational commitment, as one of the fundamental constructs of organizational behavior, plays a decisive role in strengthening motivation, creativity, and the sustainability of cultural entrepreneurship. Research has shown that increasing organizational commitment, especially of the affective type, is associated with the growth of job satisfaction, intrinsic motivation, and cultural innovation. Social capital acts as a complementary and reinforcing construct in this relationship. The presence of shared norms, trust, and strong interpersonal relationships within an organization can dramatically enhance the willingness of employees to contribute their cultural knowledge, creative insights, and innovative practices to collective projects. These interactions also support the formation of a shared cultural identity, which is a crucial precondition for effective cultural entrepreneurship. The combination of organizational commitment and social capital, in fact, creates a pattern of psychological and social synergy that leads to the enhancement of cultural entrepreneurship. Committed employees, with belief in the organization’s cultural mission, in an atmosphere full of trust and constructive communication, are able to develop new ideas, fresh cultural narratives, and creative actions that strengthen innovation, risk taking, and a proactive cultural orientation. This synergy also promotes a climate where individuals feel empowered to experiment with new cultural forms, collaborate across disciplines, and take calculated risks in the creation of artistic content, digital products, and culturally relevant services. As a result, the organization as a whole gains greater adaptive capacity and a higher degree of resilience in the face of environmental changes. Considering the research gap regarding the explanation of the effect of organizational commitment on the components of cultural entrepreneurship with a social capital approach, the present study has sought to examine the mechanisms of this relationship and to show how social capital can, in the context of cultural organizations, strengthen the effect of organizational commitment on innovation and the sustainability of cultural entrepreneurship. This study contributes to the existing literature by integrating perspectives from organizational behavior, cultural economics, and entrepreneurship, and by focusing on cultural-artistic startups as a unique and rapidly growing domain that has received relatively limited empirical attention. Methodology: The present study is applied in terms of its objective and falls under descriptive-correlational research regarding the method of data collection. The statistical population of this study includes cultural-artistic startups in Iran, which encompass artistic startups, digital content production companies, and cultural video game production companies, with a total estimated number of 356 individuals. In this research, simple random sampling is employed, and the sample size is calculated to be 185 individuals using Cochran’s formula. The main measurement tool for this study is a questionnaire, utilizing a Likert scale for measurement. Additionally, Pearson correlation coefficient and regression analysis are used to determine the type of relationship between the two variables. The statistical analysis method employed in this research is Smart PLS. This methodological approach enables the identification of latent relationships, reliability of constructs, and structural pathways that clarify how organizational commitment interacts with social capital to affect cultural entrepreneurship. Results and Discussion: The results obtained from structural equations indicate that organizational commitment has a significant impact on cultural entrepreneurship. Therefore, there is a positive and meaningful relationship between organizational commitment and cultural entrepreneurship. Furthermore, the results show that: There is a positive and significant relationship between organizational commitment and innovation. There are also positive and significant relationships between organizational commitment and both aggressive approaches and risk-taking. In addition, the statistical analysis results indicate that social capital, as a moderating variable, has been able to moderate the relationship between organizational commitment and cultural entrepreneurship. This result implies that in conditions where social capital is at a high level, the relationship between organizational commitment and cultural entrepreneurship will be stronger and more positive. These findings underscore the importance of interpersonal networks, shared cultural values, and collaborative environments in driving entrepreneurial momentum within cultural industries. Conclusion: The present study demonstrates that organizational commitment exerts a significant and positive impact on cultural entrepreneurship, particularly when reinforced by high levels of social capital. The findings confirm that affective organizational commitment is positively associated with innovation, proactive approaches, and risk taking behaviors, all of which are critical for sustaining cultural entrepreneurship in cultural–artistic startups. Moreover, social capital serves as a powerful moderating factor, amplifying the relationship between organizational commitment and cultural entrepreneurship under conditions of strong interpersonal trust and collaborative networks. These results offer clear implications for managers and policymakers: fostering an organizational culture that builds trust, strengthens collective identity, and aligns employees with the organization’s cultural mission can substantially enhance entrepreneurial performance in the cultural sector. Future research should extend this work by examining longitudinal effects, exploring commercialization processes, and assessing the interplay of additional sociopsychological variables such as resilience within the organizational commitment–cultural entrepreneurship nexus. Additionally, investigating cross-cultural differences and digital transformation trends may provide deeper insights into how cultural entrepreneurship evolves in emerging creative economies. هدف پژوهش، تبیین تاثیر تعهد سازمانی بر کارآفرینی فرهنگی در کسب‌وکارهای نوپای فرهنگی- هنری و بررسی اثرات متغیر تعدیل گر سرمایه اجتماعی بر تعهد سازمانی می‌یاشد. کارآفرینی فرهنگی فرآیندی است که از رهگذر خلاقیت، ایجاد معنا، و بازتعریف نمادهای فرهنگی، به خلق ارزش‌های اقتصادی و اجتماعی می‌انجامد. به این منظور روش اجرای تحقیق از نوع توصیفی-همبستگی است و جامعه آماری پژوهش تمامی کارکنان کسب و کارهای نوپای فرهنگی- هنری تهران است. نمونه آماری تعداد 356 نفر است به صورت تصادفی انتخاب شده‌اند و با استفاده از ابزار پرسشنامه، داده‌های مورد نیاز جمع‌آوری شده است. پایایی پرسشنامه استاندارد تعهد سازمانی آلن و مایر با آلفای کرونباخ 71/0 و پایایی پرسشنامه استاندارد لامپکین و دس با آلفای کرونباخ 8/0 و پایایی پرسشنامه استاندارد سرمایه اجتماعی ناهاپیت و گوشال با آلفای کرونباخ 9/0 محاسبه شده است که از اعتبار بالایی برخوردارند. روش تحلیل آماری به کار رفته در این پژوهش smart pls می‌باشد. نتایج نشان می‌دهند ارتباط مثبت و معناداری بین تعهد سازمانی با ابعاد کارآفرینی فرهنگی وجود دارد، همچنین نتایج حاکی از آن است که متغیر سرمایه اجتماعی شدت اثر تعهد سازمانی بر کارآفرینی فرهنگی را افزایش می‌دهد.

https://www.smsjournal.ir/article_237527_f4736955bc5a7ce931793acb1939a04d.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Proposing an optimal process model for the strategic and executive management of iran’s nation branding campaign نگاشت الگوی فرآیندی مدیریت راهبردی و اجرائی پویش نشان ملی ایران 261 285 236411 10.22034/smsj.2025.511910.2128 FA مریم گودینی دانشجوی دکتری ، دانشکده علوم اقتصادی و اداری، دانشگاه مازندران، مازندران، ایران 0009-0008-8466-4627 میثم شیرخدایی دانشیار، دانشکده علوم اقتصادی و اداری ، دانشگاه مازندران، مازندران، ایران 0000-0003-3950-4663 محمود یحیی زاده فر استاد، دانشکده علوم اقتصادی و اداری ، دانشگاه مازندران، مازندران، ایران 0000-0001-5443-7054 حمیدرضا فلاح لاجیمی استادیار، دانشکده علوم اقتصادی و اداری ، دانشگاه مازندران، مازندران، ایران 0000-0002-5802-4027 مرتضی موقر استادیار، دانشکده علوم اقتصادی و اداری ، دانشگاه مازندران، مازندران، ایران 0000-0002-7730-7540 Journal Article 2025 03 11 Introduction: Given the fluctuations in a world driven by ongoing competition and international interactions, there is a growing need for innovative approaches to enhance the image of countries. A country's image on the global stage can be improved through various methods. Among these, national branding campaigns serve as a key tool for elevating a country’s standing internationally, offering numerous benefits such as attracting foreign investors, promoting tourism, enhancing soft power, and fostering sustainable development across all dimensions. To achieve acceptable performance in these campaigns and secure their wide-ranging advantages, it is essential to address operational challenges in their managerial and executive processes. This requires a thorough understanding of the complex intra-system functional interactions as well as inter-system dynamics. Recognizing the roles played by institutions responsible for national branding in the managerial and executive processes of such campaigns can be pivotal in resolving these challenges and, consequently, in ensuring the success of countries. However, to date, there has been limited understanding of these functions within the managerial and executive processes of national branding campaigns, particularly for countries like Iran, which face numerous internal and external challenges. This lack of precise knowledge about these functions can lead to resource wastage, inefficiencies in campaigns, and reduced effectiveness. On the other hand, the strategic and executive management of national branding campaigns is a complex and multifaceted process that demands coordination among various governmental institutions, non-governmental organizations, and private entities—each with their own interests, agendas, and stakeholders. Understanding the interactions between these organizations in this process can be a challenging endeavor. Therefore, examining and analyzing functional interactions within an optimal managerial and executive process for national branding campaigns, using an institutional mapping approach, appears to be a significant topic. Such an approach can assist policymakers and stakeholders in aligning their goals and executive plans effectively with available resources, the mindset of all stakeholders, and the current global context across all dimensions. Through such integration, a coherent image of the country can be crafted, one that reflects its positive values and attributes .Despite the importance of this issue, a clear framework and systematic analysis that distinctly outlines the institutions, their roles, and their functional interactions within the managerial and executive system of a national branding campaign in Iran—a country classified among developing nations—has yet to be established. To address this gap, the present study aims to provide, through institutional mapping, an optimal configuration of the national branding campaign system, the roles and interactions of key actors in this domain, and the relationships among critical stakeholders in the context of Iran. To achieve this objective, the present study seeks to answer the following questions: 1-Which actors can directly or indirectly contribute to the optimal performance of the strategic and executive management of a national branding campaign? 2-What will the structural and functional characteristics of this desirable and optimal mapping look like? Addressing these questions and understanding the structure and behavior of stakeholders and key actors involved in the optimal process of a national branding campaign can enhance the country’s performance in this area, thereby contributing to strengthening the country’s strategic image and increasing its competitive advantages Methodology: The research paradigm of the present study is interpretive, and the type of research is qualitative. Additionally, the study is applied in terms of its purpose and descriptive-analytical in terms of its executive strategy. The time frame of the research is cross-sectional. Data were collected through library studies, examination of upstream documents, and interviews with experts. Furthermore, the research adopts a qualitative approach, utilizing institutional mapping and thematic analysis among the various methods within this approach. Accordingly, the desirable functional-process structure of the national branding campaign was first identified using thematic analysis. Subsequently, with the aid of institutional mapping, the key institutions in this domain were identified within the functional-process structure established in the previous stage. Finally, based on their functional interactions, a desirable process model for the strategic and executive management of the national branding campaign was mapped out. Results and Discussion: The findings indicate that the process model for the optimal strategic and executive management of a national branding campaign can consist of five main themes: directive functions, policymaking, infrastructure development, operationalization, and evaluation and monitoring. Conclusion: The results of this research contribute to a better understanding of how countries can strategically present their image and reputation to the world. They also provide insights into decision-making processes for effectively managing national branding campaigns, which can be utilized by policymakers, marketers, and other relevant institutions in their efforts to build a national brand image. با رقابت فزاینده جهانی برای جذب منابع و سرمایه، پویش‌‌‌های نشان ملی ابزاری راهبردی برای ارتقاء تصویر و جایگاه کشورها اهمیت یافته‌‌‌اند. این پویش‌‌‌ها در صورت مدیریت موثر، می‌‌‌توانند به توسعه همه جانبه‌‌‌ کشورها کمک نمایند. با توجه به این مهم، هدف پژوهش حاضر، نگاشت الگوی فرآیندی مدیریت راهبردی و مدیریت اجرائی پویش نشان ملی ایران است. این پژوهش از نظر هدف،کاربردی و از نظر راهبرد اجرائی، از نوع توصیفی-تحلیلی با رویکرد ترکیبی است. اطلاعات به کمک مطالعات کتابخانه‌‌‌ای، بررسی اسناد فرادستی و مصاحبه با خبرگان جمع آوری شده‌‌‌اند. برای تحلیل داده‌‌‌ها از تحلیل مضمون (جهت شناسایی کارکردهای کلیدی)، تکنیک دلفی (به منظور اعتبارسنجی و بررسی اجماع خبرگان بر زیرکارکردهای شناسایی شده) و نگاشت نهادی (جهت تبیین نقش نهادها و تعاملات آن‌‌‌ها) استفاده گردیده است. یافته‌‌‌ها الگویی بهینه با 5 کارکرد اصلی شامل دستورگذاری (جایگاه دادن به موضوع پویش نشان ملی به یکی از اولویت‌‌‌های استراتژیک کشور)، سیاست‌گذاری (تدوین راهبردهای هماهنگ)، توسعه زیرساختی (ایجاد زیرساخت‌‌‌های فرهنگی، فناورانه، اقتصادی و ...جهت پشتیبانی از فرآیندهای اجرائی پویش)، عملیاتی سازی (اجرای پویش با ابزارهای ترفیع و بازاریابی) و ارزیابی و نظارت (پایش عملکرد نهادها) و 29 زیرکارکرد را پیشنهاد می‌‌‌دهند. نوآوری پژوهش در ارائه الگویی عملیاتی و بومی سازی شده برای ایران نهفته است و محدودیت‌‌‌ها شامل تنوع فرهنگی ایران و تمرکز بر کشور در حال توسعه می‌‌‌باشد. نتایج می‌‌‌تواند به سیاست‌‌‌گذاران در طراحی و اجرای پویش‌‌‌‌‌‌های نشان‌سازی ملی برای ارتقاء تصویر جهانی یاری رساند.

https://www.smsjournal.ir/article_236411_0919dc7fd5add84e2c25dd10afc9163b.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Digital transformation by blockchain for successful implementation in the pharmaceutical supply تحول دیجیتال با بلاک‌چین برای موفقیت پیادهسازی زنجیره تامین دارو 287 310 229948 10.22034/smsj.2025.500669.2109 FA ثریا بیرامی دانشجوی دکتری، دانشکده مدیریت و حسابداری، دانشکدگان فارابی، دانشگاه تهران، قم، ایران 0009-0003-5880-7472 سیدعلی درافشان دانشجوی دکتری، دانشکده مدیریت و حسابداری، دانشکدگان فارابی، دانشگاه تهران، قم، ایران 0009-0003-5880-7472 علیرضا پایور دانشجوی دکتری، دانشکده مدیریت و حسابداری، دانشکدگان فارابی، دانشگاه تهران، قم، ایران 0009-0002-5804-8480 مهسا پیشدار استادیار، دانشکده مدیریت و احسابداری، دانشکدگان فارابی، دانشگاه تهران، قم، ایران 0000-0003-4517-8796 Journal Article 2025 01 18 Introduction The pharmaceutical industry is inherently one of the most regulated sectors, as safety, integrity, and preservation throughout the distribution network are the main pillars for ensuring the effectiveness of medicines for the public. The pharmaceutical industry in Iran, like in other countries, holds significant strategic importance and is considered one of the strategic, knowledge-based industries with a high rate of innovation. With the increase in the number of entities or participants in the pharmaceutical supply chain, the complexity and abstraction of drug delivery from manufacturer to consumer have increased, leading to new concerns such as counterfeit drugs, misinformation, incomplete information, or lack of information about the drugs. As a result, this undermines customer trust and, more importantly, causes delays in distribution, which can have serious impacts on consumers' lives as well as business growth. Given all these challenges, there is a need for a robust pharmaceutical supply chain. Therefore, the main objective of this article is to study the success factors in implementing blockchain technology in Iran's pharmaceutical supply chain, which may be the first real attempt. The use of blockchain technology in supply chains has been tested in several industries and is a very promising technology due to its undeniable advantages such as traceability, security, privacy preservation, and transparency. Particularly in the pharmaceutical industry, this technology can help prevent drug counterfeiting, which is an increasing phenomenon. This is especially relevant for Iran's pharmaceutical industry, where the entry of international companies and domestic and foreign investments, despite advancements and increased competitiveness, exacerbate issues related to drug counterfeiting and theft. On the other hand, pharmaceutical companies in Iran must invest in infrastructure, update production equipment, and implement a comprehensive quality management system to succeed in the global arena and export medicines to other countries. Blockchain technology can facilitate this process. However, the correct implementation of this technology is essential, and identifying the success factors in its implementation is the first fundamental requirement. This study focuses on identifying and evaluating these success factors. Methodology After a systematic review of the literature and a text extraction approach, 57 interdisciplinary articles published between 2015 and 2025 were examined to identify the factors influencing the successful implementation of blockchain technology in the pharmaceutical supply chain. The result of this review led to the identification of 29 influential factors, which were categorized into 6 groups. These 29 success factors were formulated into a questionnaire and distributed among 10 supply chain managers in the pharmaceutical sector of Iran, specifically in procurement (supply), planning and production, distribution, and logistics, as experts in this industry. The criteria for selecting these individuals included their extensive experience (a minimum of 7 years), at least a bachelor's degree, managerial positions, and sufficient knowledge regarding blockchain technology. After receiving responses from these individuals, in the second phase of the research, the Z-Based Full Adaptation Method (Z-FUCOM) was employed to determine the most critical success factors in implementing blockchain technology, which is a Multi-Criteria Decision-Making (MCDM) issue. This theory is utilized for fuzzy environments. Since the pharmaceutical industry, like other industries, operates in a highly uncertain environment, it seems logical to use an analysis method that is combined with fuzzy theories. Results and Discussion The overall results emphasized that in implementing blockchain technology in the pharmaceutical industry, the criterion "technology" was identified as the most significant factor with a weight of 0.4329. Following this, the criteria "organizational" and "customer service" ranked second and third, with weights of 0.1939 and 0.1081, respectively. These findings indicate that technical, organizational, and customer service factors play a crucial role in successfully implementing blockchain in the pharmaceutical supply chain. In contrast, other factors such as cost, development, and environmental factors require more support to facilitate their acceptance in the supply chain. The analysis of the sub-criteria also revealed that security (privacy protection) achieved the highest rank with a final weight of 0.1619. Support from top management ranked second with a weight of 0.0842, followed by reliability with a weight of 0.0714. These three sub-criteria account for over 30% of the total importance for successfully implementing blockchain technology in the pharmaceutical industry. Conclusion Successful implementation of blockchain technology requires collaborative efforts among stakeholders—pharmaceutical entities, regulatory bodies, technology innovators, and healthcare providers. By intensifying collaborative efforts and fostering innovation, the industry can pave the way for a future where patients worldwide receive reliable and safe pharmaceutical products. Other factors that can aid in the successful implementation of this technology include the deployment of systems that provide real-time and secure access to supply chain information, the establishment of clear and supportive regulations for the use of blockchain technology in the pharmaceutical industry, and the shared use of blockchain infrastructure among pharmaceutical organizations to reduce costs. Additionally, managers should promote a corporate culture that encourages department collaboration and process transparency. با افزایش تعداد نهادها یا شرکت‌کنندگان در زنجیره‌تامین دارویی، پیچیدگی و انتزاع تحویل دارو از تولیدکننده به مصرف‌کننده افزایش یافته است که نگرانی‌های جدیدی مانند داروهای تقلبی، اطلاعات نادرست، ناقص یا بدون اطلاعات در مورد دارو را ایجاد کرده است. در نتیجه اعتماد مشتری را تضعیف می‌کند و مهم‌تر از همه تاخیر در توزیع که می‌تواند تأثیر جدی بر زندگی مصرف‌کننده و همچنین رشد کسب‌وکار داشته باشد. با توجه به همه این چالش‌ها، نیاز به یک زنجیره‌تامین دارویی قوی وجود دارد. بنابراین، هدف اصلی این مقاله، مطالعه عوامل موفقیت در پیاده‌سازی فناوری بلاک چین در زنجیره‌تأمین دارویی ایران است که ممکن است اولین تلاش واقعی باشد. پس از یک مرور سیستماتیک ادبیات و رویکرد استخراج متن، 57 مقاله میان‌رشته‌ای منتشر شده بین سال‌های 2015 تا 2025 مورد مطالعه قرار گرفت تا عوامل مؤثر در پیاده‌سازی موفقیت‌آمیز فناوری بلاک‌چین در زنجیره‌تامین دارویی شناسایی شود. نتیجه این بررسی منجر به شناسایی 29 عامل اثرگذار شد که در 6 دسته طبقه‌بندی شدند. پس از آن فرمولاسیون مدل با کمک دلفی فازی برای عملیاتی‌سازی و فرآیند غربالگری عوامل بر اساس نظرات کارشناسان انجام شد. در مرحله بعد با کمک رویکرد فوکام فازی (Z-FUCOM) با هدف تعیین بااهمیت‌ترین عوامل در پیاده‌سازی فناوری بلاک‌چین اعمال شد. نتایج کلی تأکید کردند که عوامل "فنی، سازمانی و خدمات مشتری" ممکن است به پیاده-سازی موفق بلاک‌چین در زنجیره‌تامین دارویی کمک کنند، در حالی‌که سایر عوامل مانند هزینه، توسعه و عوامل محیطی نیاز به حمایت بیشتری برای تسهیل پذیرش آنها درزنجیره‌تامین دارویی دارند

https://www.smsjournal.ir/article_229948_923e77c4f79e0e02af74ccf6038fa232.pdf

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Analyzing the factors affecting organizational governance with organizational ambidexterity واکاوی عوامل موثر بر حکمرانی سازمانی با رویکرد دوسوتوانی سازمانی 311 333 236413 10.22034/smsj.2025.516455.2133 FA عبدالکریم بهزادی دانشجوی دکتری، گروه مدیریت دولتی، واحد شوشتر، دانشگاه آزاداسلامی، شوشتر، ایران 0009-0003-2414-9707 وحید چناری استادیار، گروه مدیریت دولتی، واحد شوشتر، دانشگاه آزاداسلامی، شوشتر، ایران 0000-0003-3320-5494 عزت الله کیانی استادیار، گروه مدیریت دولتی، واحد شوشتر، دانشگاه آزاداسلامی، شوشتر، ایران 0000-0002-8621-7336 فواد مکوندی استادیار، گروه مدیریت دولتی، واحد شوشتر، دانشگاه آزاداسلامی، شوشتر، ایران 0000-0001-9778-067X محمود دانیالی ده حوض استادیار، گروه حسابداری، واحد ایذه، دانشگاه آزاداسلامی، ایذه، ایران Journal Article 2025 04 12 Introduction the concept of corporate governance has been widely discussed in the past decade. this concept has been defined in two separate fields and has been defined as independent but related concepts. historically, the concept of governance in the field of plan policy has expanded and then has expanded to the economy and especially economic development. therefore, in contrast to itself, the concept of government government has found and has narrowed it. but gradually with the development of this concept to the scope of organizations in front of itself, it has found the concept of management and should also clarify its relation with it. the leaders of organized organizations and organizations in order to play role in the leadership and leadership of their societies. corporate governance consists of a set of relationships between company management, board, shareholders and other stakeholders. based on these relations, structures are created through which the company 's goals are the means to achieve those goals and how to monitor company performance. this system which is under guidance and supervision of ceo and with active participation of key officials in the company, periodically reviews the company 's internal control procedures and the accuracy of financial reporting and information and in addition to reporting to the board and other related references will prevent fraudulent activities in the company. in recent years, public administration researchers suggest that traditional management patterns are not suitable to maximize the value of firms in the long run. therefore, government agencies (including electricity companies in the region) are looking for corporate governance patterns in an integrated with new organizational concepts to use the results. one of the most important concepts of organizational ambidexterity is organizational ambidexterity. the mechanism of organizational governance in the electricity industry as one of the industries specialized in the power industry due to the ability of value creation and wealth through energy transfer can lead to the growth and development of community infrastructure and the effectiveness of government participation in the development of the country. in the event of increasing the capacity of the power generation capacity without considering the transmission and distribution infrastructure and also challenges of the field of leadership and corporate governance and existing social responsibility and challenges that will be added in the future, the importance and necessity of addressing the concepts and dimensions of organizational governance and organizational ambidexterity in relation to those concepts have increased. Methodology of the study is generally used in the mixed research (mixed) in the first stage. after selecting the stages of qualitative research, it comes to quantitative stages. in this stage, an initial pattern is drawn using exploratory models. finally, the final model is presented using confirmatory methods. accordingly, the present study with mixed approach (qualitative and quantitative) and exploratory design, in this process, was applied to experts in the field of electricity industry to increase accuracy of the final model. in order to compile this pattern, two main sources have been used. first, existing documents and documents that include previous researches related to organizational governance and ambidexterity s. second, the opinions and experiences of the experts that could contribute to the richness of the study pattern. one of the most widely used methods of meta - synthesis method is the first phase of the qualitative phase by using meta - synthesis method. (b) the second phase of the qualitative section: the fuzzy delphi step was used to determine the sample size among experts and experts of the university professors, using purposive sampling method. (c) the third stage of quantitative section: interpretive structural modeling (ism); at this stage, the statistical sample was purposefully and judgmental. (d) the fourth step of quantitative sectio: modeling of structural equations was used in this stage of partial least squares. Results and Discussion the analysis of research data as mentioned in theoretical framework, the pattern of organizational governance is the reference pattern for conducting research. on the basis of organizational governance dimensions, the organizational ambidexterity was executed according to the following tables and according to experts ' opinions, fuzzy delphi method was implemented. by using mathematical calculations for making fuzzy numbers, first the correct numbers of experts ' opinions have become fuzzy numbers. then, fuzzy average was taken from the points and then the fuzzy mean was converted to deterministic number or defuzzification. in delphi delphi fuzzy delphi was used to make a decision on the theoretical consensus among experts with respect to the views of experts.the finding of fuzzy interpretive structural modeling: the first step in this technique is the formation of paired comparisons of dimensions. in the present study, after dimensions, components and indicators of the proposed model, a survey was conducted about the effect and pattern of the model. the third step in fuzzy interpretive structural modeling is to form the primary accessibility matrix.the fifth step in fuzzy interpretive structural modeling is the formation of input, output, common and level of dimensions. structural equation modeling (sem): in the present study, the validity and reliability of the proposed model was evaluated by factor analysis. to determine the validity of the mentioned structures, the average index of variance extracted, the cross - load test criterion has been calculated. Conclusion corporate governance is critical to the appropriate performance and the reputation of an organization. because organizational governance is based on rules, regulations, policies and procedures to ensure the organization 's accountability, so once it is done properly, it creates a framework for achieving firm goals in all areas of management. the proper application of this concept ensures integration, overall orientation, risk management and enterprise success planning. this helps businesses remain financially stable and lead to strengthening bilateral relations of stakeholders. corporate governance is able to balance the interests of different stakeholders including shareholders, managers, customers, suppliers, creditors, government and finally society. in addition, due to providing a framework for achieving the macro goals of the organization, all the different managerial areas from internal control to performance evaluation, organizational structure and macro - organizational strategies are taken. today, organizations face a key challenge. on the one hand, they should be able to take advantage of the resources and their existing capabilities and the survival of the organization against the environmental changes is their adaptation and flexibility. حکمرانی سازمانی ترکیبی از قوانین، فرایندها یا قواعدی است که بر اساس آنها یک سازمان، اداره، تنظیم یا کنترل می‌شود. حکمرانی سازمانی شامل عوامل داخلی و خارجی است که چارچوبی را برای دستیابی به اهداف شرکت فراهم می‌کند و بر منافع شرکت ازجمله سهام‌داران، مشتریان، تأمین‌کنندگان، قانون‌گذاران دولتی و مدیریت تأثیر می‌گذارد. هدف پژوهش حاضر واکاوی عوامل مؤثر بر حکمرانی سازمانی با رویکرد دوسوتوانی به روش آمیخته اکتشافی است. با بررسی پیشینه پژوهش تعداد 6 بُعد،17 مولفه و69 شاخص برای حکمرانی سازمانی و دوسوتوانی احصا گردید. برای تأیید آنها براساس نظر 20 خبره، ازروش دلفی فازی با پرسشنامه استاندارد استفاده شد و منجر به تأیید تعداد 3 بُعد برای حکمرانی سازمانی و 3 بُعد برای دوسوتوانی گردید. سپس با روش تحلیل عاملی اکتشافی براساس نظر 100 خبره، تعداد 6 بُعد استخراج شده تایید و روایی ابزار را خبرگان و پایایی با مقدار بالای 7/0 برای هر بُعد تأیید کردند. ابعاد نهایی برای حکمرانی سازمانی شامل، ساختارهای حکمرانی، راهبردهای حکمرانی وعمگرایی حکمرانی ازیکسو وابعاد دوسوتوانی نیزشامل ساختارهای دوسوتوانی، مدیریت دوسوتوانی و زمینه‌های دوسوتوانی ازسوی دیگرمورد تایید قرارگرفت. روابط میان ابعاد نهایی حکمرانی سازمانی و دوسوتوانی سازمانی با روش مدلسازی ساختاری تفسیری تببین شدند و الگوی نهایی حاصل گردید. یافته‌های نشان می‌دهد که الگوی نهایی حکمرانی سازمانی مبتنی بر دوسوتوانی در شرکت‌های برق منطقه‌ای ایران مشتمل بر6 بُعد،12 مولفه و 48 شاخص بوده واز روایی و پایایی مطلوبی برخوردار است.

انجمن مدیریت راهبردی ایران فصلنامه مطالعات مدیریت راهبردی 2228-6853 16 64 2025 12 22 Analyzing agility factors in the telecom industry with digital transformation approach تحلیل عوامل چابکی صنعت تلکام ایران با رویکرد تحول دیجیتال 335 351 229848 10.22034/smsj.2025.519456.2145 FA حمید قنبریان علویجه دانشجوی دکتری، گروه مدیریت فناوری اطلاعات، واحد تهران‌جنوب، دانشگاه آزاد اسلامی، تهران، ایران 0000-0002-0250-9340 غلامرضا هاشم زاده خوراسگانی استاد، گروه مدیریت صنعتی، واحد تهران‌جنوب، دانشگاه آزاد اسلامی، تهران، ایران 0000-0002-1129-5858 قنبر عباس پور اسفدن دانشیار، گروه مدیریت صنعتی، واحد تهران‌جنوب، دانشگاه آزاد اسلامی، تهران، ایران 0000-0002-9830-5966 محمد ملکی نیا استادیار، گروه مدیریت فناوری اطلاعات، واحد تهران‌جنوب، دانشگاه آزاد اسلامی، تهران، ایران 0009-0000-2012-683X اشرف شاه منصوری استادیار، گروه برنامه‌ریزی علوم اداری و مدیریت، واحد تهران‌جنوب، دانشگاه آزاد اسلامی، تهران، ایران 0009-0005-3234-2720 Journal Article 2025 04 26 Introduction: In the rapidly evolving digital era, the telecommunications (telecom) industry faces unprecedented challenges and opportunities driven by transformative technologies such as artificial intelligence, 5G, and cloud computing. These technologies have shortened technology lifecycles and shifted customer expectations, necessitating organizational agility to remain competitive. Agility, defined as an organization’s ability to adapt swiftly and effectively to unpredictable and dynamic market conditions, is critical for telecom companies to thrive in this environment. According to McKinsey, agility hinges on two core components: speed and stability, enabling firms to respond to market shifts while maintaining operational consistency. In the context of Iran’s telecom industry, agility is particularly vital due to the need to align with global digital transformation trends while addressing local market dynamics and technological disruptions. The industry’s traditional operational models are increasingly inadequate, and companies must embrace agility to navigate the complexities of digital transformation, reduce costs, enhance customer satisfaction, and create new revenue streams. This research addresses the gap in practical knowledge regarding agility in Iran’s telecom sector by identifying and analyzing key agility factors through a digital transformation lens. The study emphasizes the importance of a structured roadmap to integrate emerging technologies, foster innovation, and align organizational processes with market demands. By leveraging insights from global reports, such as those by Deloitte and McKinsey, and combining them with localized data, the research aims to provide actionable recommendations for telecom companies in Iran. The necessity of agility is underscored by its role as a strategic enabler, allowing firms to anticipate changes, seize opportunities, and maintain a competitive edge in a digital ecosystem. This summary outlines the methodology, key findings, and implications of the study, offering a concise yet comprehensive overview of how agility can drive successful digital transformation in Iran’s telecom industry. Methodology: The research adopts an applied-exploratory approach, utilizing a mixed-method design that integrates qualitative and quantitative data to ensure a robust analysis of agility factors in Iran’s telecom industry. The methodology is structured in two main phases: factor identification and analysis, conducted through a combination of literature review, expert interviews, and advanced analytical techniques. In the first phase, a comprehensive literature review was conducted using targeted searches in electronic databases with keywords related to agility and digital transformation in telecom. This step identified frequently cited agility factors, forming the theoretical foundation of the study. To validate and refine these factors, semi-structured interviews were conducted with 10 experts in digital transformation and telecom, selected based on criteria such as holding a Ph.D. in a relevant field, over 10 years of executive experience in Iran’s telecom industry, and demonstrated expertise through publications or professional achievements. The interviews continued until theoretical saturation was reached, ensuring all relevant factors were captured. Additional factors emerging from the interviews were incorporated into the initial list. The identified factors were then subjected to the fuzzy Delphi method to screen and rank them based on their importance. A panel of 20 experts, including the initial 10 and an additional 10 with similar qualifications, completed standardized fuzzy Delphi and fuzzy DEMATEL questionnaires. The fuzzy Delphi method was chosen to handle the inherent uncertainty in expert opinions, using triangular fuzzy numbers on a five-level linguistic scale to quantify responses. Factors achieving a threshold agreement of 0.75 were retained, resulting in a refined list of eight key agility factors. In the second phase, the fuzzy DEMATEL method was employed to analyze the interrelationships among these factors, identifying cause-and-effect dynamics. This involved constructing a direct relation matrix based on expert inputs, normalizing it, and calculating a total relation matrix to determine the degree of influence and dependence among factors. The validity of the research tools was assessed using content validity ratio (CVR) and content validity index (CVI), with a composite reliability (CR) score of 0.94, indicating high reliability. The methodology ensured a systematic and rigorous approach to understanding the complex interplay of agility factors in the context of digital transformation. Results and Discussion: The study identified eight critical agility factors in Iran’s telecom industry, ranked using the fuzzy Delphi method: (1) flexible organizational structure, (2) multi-skilled workforce, (3) data-driven decision-making, (4) adoption of new technologies, (5) innovation ecosystem, (6) platform development, (7) collaboration enhancement, and (8) organizational learning. These factors were further analyzed using fuzzy DEMATEL to uncover their interdependencies and influence patterns. The results indicate that a flexible organizational structure is the most influential factor, significantly impacting other agility dimensions. This aligns with global studies, such as McKinsey’s 2017 report, which emphasizes the role of adaptable structures in enabling rapid responses to market changes. A flexible structure facilitates the integration of new technologies and supports cross-functional collaboration, crucial for digital transformation. The multi-skilled workforce and data-driven decision-making ranked as the next most influential factors, highlighting the importance of human capital and data analytics in driving agility. A skilled, versatile workforce enables telecom companies to adapt to technological shifts, while data-driven decision-making ensures strategic decisions are grounded in real-time insights, enhancing responsiveness to customer needs. The fuzzy DEMATEL analysis revealed that platform development is the most influenced factor, suggesting it depends heavily on the successful implementation of other factors, such as technology adoption and innovation. This finding challenges the notion that platform-based models alone can drive agility, indicating that a holistic approach integrating all factors is necessary. Organizational learning and collaboration enhancement also showed significant interdependence, reflecting their role in fostering continuous improvement and strategic partnerships. For instance, collaborations with external stakeholders, such as technology providers or startups, can accelerate innovation and market responsiveness. The cause-and-effect analysis categorized factors into causal (e.g., multi-skilled workforce, data-driven decision-making, technology adoption) and effect factors (e.g., platform development, innovation ecosystem). Causal factors act as accelerators, indirectly enhancing effect factors when prioritized. This insight suggests that telecom companies should focus on building a robust foundation of skilled talent and data capabilities to drive broader agility outcomes. The findings align with Deloitte’s 2017 report, which identifies agility as a key driver of cost reduction, revenue growth, and customer satisfaction in telecom. Conclusion: This research provides a comprehensive framework for enhancing agility in Iran’s telecom industry amidst digital transformation. By identifying and prioritizing eight key agility factors, the study offers a actionable roadmap for telecom companies to navigate the complexities of a digital ecosystem. The prominence of a flexible organizational structure as the most influential factor underscores the need for structural adaptability to support technology integration and innovation. Investments in a multi-skilled workforce and data-driven decision-making are equally critical to enable rapid responses to market dynamics. The interdependencies revealed by the fuzzy DEMATEL analysis highlight the importance of a holistic approach, where platform development and innovation rely on the successful execution of other factors. For Iran’s telecom industry, these findings emphasize the need to move beyond traditional operational models and embrace agility as a strategic imperative. Companies should prioritize leadership commitment to change, foster a culture of innovation, and invest in technologies like 5G and AI to stay competitive. The study’s implications extend beyond Iran, offering insights for telecom industries in similar emerging markets. By adopting agile strategies, companies can transform digital disruptions into opportunities for growth, improving operational efficiency and customer satisfaction. Future research could explore the practical implementation of these factors in specific telecom firms or compare agility practices across different industries to further refine the framework. This research serves as a critical resource for policymakers and industry leaders aiming to position Iran’s telecom sector as a leader in the digital economy. عصر دیجیتال با ظهور فناوری‌های برهم زننده، بیش از پیش صنایع و شرکت‌ها را به‌سمت چابکی هدایت می‌کند؛ از این‌رو در صنعت تلکام، از چابک سازی به‌عنوان مهم‌ترین راهبرد جهت تطبیق اوضاع شرکت با عمر کوتاه فناوری‌ها و ارائه پاسخی مناسب به نیازهای جدید مشتریان نام برده می شود. از این جهت این پژوهش با توجه کمبود دانش کاربردی در این زمینه، با هدف تحلیل عوامل چابکی صنعت تلکام ایران و با استفاده از ترکیب روشهای کمی و کیفی انجام گرفته است. در گام اول با بررسی پیشینه و انجام مطالعات کتابخانه‌ای و مصاحبه‌ با 10 نفر از خبرگان حوزه تحول دیجیتال و صنعت تلکام، پرتکرارترین عوامل چابکی صنعت تلکام استخراج شده است. در گام بعد با استفاده از روش دلفی فازی، عوامل پراهمیت غربالگری و رتبه‌بندی شده‌اند. در گام بعد با استفاده از روش دیمتل فازی روابط درونی بین عوامل شناسایی شده و طی نموداری ارائه شده‌است. جامعه آماری این پژوهش صنعت تلکام ایران بوده، بر اساس نمونه‌گیری هدفمند و اعتبار سنجی آن با استفاده از روش عاملی تاییدی و محاسبه شاخصهای CVR و CVI و پایایی آن با اندازه گیری شاخص پایایی مرکب CR بوده ‌است.