Journal of value creating in Business Management

Abstract Abstract The purpose of this research is the effect of knowledge management on organizational performance considering the mediating variable of business process management. The current research is applicable in terms of purpose, and descriptive-survey in terms of data collection, and correlative type. The statistical population of the current research includes managers and experts of a company active in the field of export and import as many as 160 people, which was considered to be 113 people using Cochran's formula, and non-random sampling method was used. The collection tools in this research include knowledge management questionnaires by Fong et al., (2009), business process management by Rouhani et al., (2014), and organizational performance by Choi and Rainey (2010). The reliability of the research was checked and confirmed using Cronbach's alpha criterion in SPSS software. PLS software was used to fit the conceptual model of the research. The findings of the research showed that based on the significant values ​​of them, all three hypotheses were confirmed. The impact of knowledge management on business process management was 0.742, the impact of knowledge management on organizational performance was 0.422, and the impact of business process management on organizational performance was 0.652. Therefore, the most important proposal of the research is to pay attention to the preservation, sharing and application of knowledge, which is effective both in managing business processes and in increasing the level of organizational performance. Extended Abstract Introduction The activity environment of public and private organizations has undergone great changes in the last decade. This environment has changed from a static and motionless environment to a highly variable and dynamic environment. Therefore, organizations need flexibility in almost all aspects of their existence for their survival. On the other hand, preserving knowledge capitals and continuing to use them is also a reason for organizations to seek the use of knowledge management and its application (Bayat et al, 2022). Business process management is also one of the latest process management strategies and focuses on the continuous improvement of business processes using information technology as one of the basic elements of process implementation. Business process management strategy seeks to achieve flexibility and agility in the growth and evolution and dynamics of business processes and technological systems related to them. Business process management is a set of methods and technologies to identify, model, analyze, implement, control and improve business processes (Fernández et al. et al., 2020). The evidence of past research shows that knowledge management is a variable that is effective in business process management; and its dimensions can strengthen business process management. Also, many researchers, in the business environment, have examined the relationship between business process management and the performance of organizations, and have reached positive results based on effectiveness (Wei & Ling, 2015). Knowledge management can have a positive effect on improving the performance of organizations and on the other hand, it can strengthen the components of business process management. Also, focusing on the components of business process management leads to better utilization of resources and has an effective role in the better performance of organizations (Bayat et al, 2022). Therefore, the researcher is trying to answer the question, what is the effect of knowledge management on organizational performance with regard to the mediating variable of business process management? Theoretical Framework Knowledge management The most basic definition of knowledge management is to find a way to create and distribute organizational knowledge to people in need. Knowledge management includes the provision of wisdom and value-added experiences of people within the organization; so that it facilitates the retrieval and use of knowledge and protects it as an asset of the organization (Jalali & Jafari, 2022). Business process management Business process management is a proper balance of several sets of actions and tasks that must be done to effectively provide the needs and demands of customers and clients. This management approach increases the efficiency and effectiveness of the business to bring about certain changes in the system and achieve the goals and objectives of the company (Khajunjad, 2023). Organizational Performance Organizational performance is a complex phenomenon, and perhaps the simplest interpretation for it can be considered as a set of activities aimed at achieving organizational goals, therefore, organizational performance is related to how much an organization has achieved its goals. Organizations in difficult conditions should be able to identify organizational performance indicators that allow responding to new problems with the maximum speed of adapting to changes in the business environment (Brumand & Panahi, 2023).  Karamipur (2023) investigated the design of artificial intelligence competency model on organizational performance considering business-to-business marketing capabilities. The results showed that the mechanisms of artificial intelligence competencies have an effect on business-to-business marketing capabilities and organizational performance, and also the model of artificial intelligence competencies on organizational performance is confirmed by considering the aspect of business-to-business marketing capabilities. Agheshlouei et al, (2023) investigated the presentation of a new business model to help entrepreneurs develop new businesses and e-commerce startups. The results of the research show that in addition to improving the business model of Strowalder and Pignor, the business model presented in the present study leads to a better understanding of the elements of the business model by entrepreneurs, and it improves investment negotiations by creating convergence and common understanding of business concepts between entrepreneurs and investors. Using this business model, entrepreneurs focus on the value proposition in addition to the technical details. Research methodology The current research is applicable in terms of purpose, and descriptive-survey in terms of data collection, and correlative type. The statistical population of the present study includes managers and experts of a company active in the field of export and import in the number of 160 people, using Cochran's formula, the number of 113 people was selected and the available non-random sampling method was used. The collection tools in this research include knowledge management questionnaires by Fong et al., (2009), business process management by Rouhani et al., (2014), and organizational performance by Choi and Rainey (2010). Research findings SPSS and PLS software were used to analyze the research data. The findings of the research showed that based on the significant values ​​of the hypotheses, all three of them were confirmed. The impact of knowledge management on business process management was 0.742, the impact of knowledge management on organizational performance was 0.422, and the impact of business process management on organizational performance was 0.652.   Conclusion The current research was conducted with the aim of the effect of knowledge management on organizational performance with regard to the mediating variable of business process management. The results of this research are in agreement with the results of Karamipur (2023), Agheshlouei et al, (2023), Asgharneghad & Haghdoust (2022), Jalali & Jafari (2022), Bayat et al, (2022), Purrashidi (2021), Nobari (2021), Abi (2020), Pirayesh et al, (2020), Payal et al, (2019), and Zaim et al, (2019). The results related to the first hypothesis showed that knowledge management is effective on the performance of the organization. Therefore, in order to improve the performance of the organization, it is important and necessary to use the knowledge and experiences of employees. The results related to the second hypothesis showed that knowledge management has an impact on business process management. The sharing and exchange of knowledge in the organization causes better regulation and performance of the processes in the organization and leads to the management of processes related to the performance of various tasks in any organization. The results related to the third hypothesis showed that business process management is effective in organizational performance. Management of processes and, if necessary, modification, reengineering and their evaluations based on different conditions can lead to the improvement of organizational performance. According to the results of the research, it is suggested that by using information and software systems, processes should be formulated and their compliance should be periodically monitored. It is suggested to other researchers to conduct such a research in other organizations and compare their results with the results of this research, so that according to the conditions of the studied organizations, models for improving knowledge management and organizational entrepreneurship are discussed, and the results are precisely analyzed. It is also suggested to use other data collection methods such as interview and observation to strengthen the results.  

Abstract Abstract
Due to the intense global competition and the negative impact of disturbances on the financial, operational and market performance of industries, attention has been paid to issues such as strategic management of the supply chain and its resilience; and the oil industry, with its complex structure and processes, has an impact on the global and regional economy is not an exception. The aim of the current research, by using the structural equation modeling method, is to investigate the impact of strategic supply chain management on the performance and direction of the chain by analyzing the mediating role of resilience (agility and strength components) in Iran's marine engineering and construction company active in the offshore sector. The statistical population of the research consists of all the employees of the company, which was determined by the Klein method and the N:q rule, and the number of sample people was determined to be 270; and by the purposeful sampling method, people familiar with the various aspects of the supply chain of the offshore industry with work experience more than for five years were elected. Survey data after collection were analyzed using SMART-PLS software. The results showed: 1- strategic supply chain management has a significant direct effect on the direction of the supply chain, 2- strategic supply chain management has a significant indirect effect on the direction of the supply chain (through the agility and strength of the chain), 3- Strategic supply chain management does not have a significant direct effect on supply chain performance, 4- Strategic supply chain management has a significant indirect effect on supply chain performance (through agility and chain strength), 5- Chain agility plays a significant mediating role in the relationship between strategic management of the supply chain and the performance and direction of the chain. 6- The strength of the chain has a significant mediating role in the relationship between the strategic management of the supply chain and the performance and orientation of the chain.
Extended Abstract
Introduction
Supply chain management is related to the organization of materials and information throughout the organization, using facilities, i.e. vendors, product manufacturing, and distribution channels (Bokrantz & Dul, 2022). This importance is actually considered as the backbone for creating foundations and infrastructures in societies and businesses. Nowadays, in the field of business, the conditions are constantly changing and governed by uncertainty, and the consequences can be different at the level of impact, frequency and their origin (internal or external) (Heckmann et al., 2015), so organizations focus their efforts on supply chain management. Foster & Gardner (2022) define a supply chain as "a set of functional activities (transportation, inventory control, etc.) that are repeated many times along the flow channel by which raw materials are transformed into finished products and value." and reach the consumer."
Today, one of the most important issues in the supply chain is resilience. In a research, Rehman et al, (2021) stated that having a safety valve such as resilience helps companies to reduce the risk of instability and improve the sustainability of the supply chain. Supply chain resilience has been widely discussed in the literature, and its effects have been studied on the smooth functioning of global supply chain management networks. However, several events such as terrorist, political and economic crises have threatened the supply chain of organizations all over the world, and today under the protection of the supply chain, the resilience of the supply chain is an evolving issue (Hohenstein et al., 2015).
Therefore, the current research aims to answer the question that in the offshore sector of the oil industry and in the engineering and construction company of marine facilities in Iran, what is the effect of strategic supply chain management on the performance and orientation of the supply chain with the mediator role of resilience?
 
Theoretical framework
The supply chain has been growing over time, so it is not surprising that the supply chain is always damaged from incidents and tensions such as unfavorable climatic conditions and transportation obstacles, machine breakdowns, etc., which threaten to destabilize the performance and endanger the operation and its efficiency. Unforeseen events increase with more dispersion of the chain, and risks such as strikes, global terrorism, war, natural disasters, epidemics, and non-acceptance by suppliers are among the things that can change the direction of the supply chain or cause a decrease in performance (Urrutia, 2018).
The development of resilience in the supply chain is considered as an effort in facing unexpected and uncertain developments (Aven, 2016). Some researchers consider the two factors of agility and strength as the main indicators of supply chain resilience (Alshahrani and Salam, 2022; Kazancoglu et al., 2022; Khan et al., 2022). Hohenstein et al, (2015) state that supply chains may be disrupted at some stages of their maturity, however, there should be a system to quickly extricate from disruptions without absorbing any side effects, which depends on the agility of the supply chain.
Khan et al, (2022) conducted research in the oil industry and quantified the mediating effect of flexibility in the supply chain. The results showed that the flexibility of the supply chain plays a positive mediating role between the capabilities of the supply chain and the performance of the supply chain. The results also showed that robust supply chains have a more positive effect on performance compared to agile supply chains.
Juan & Hung (2022) investigated the relationships between the five components of resilient supply chain (SCRES), including emergence, speed, flexibility, robustness, and cooperation; and their effects on supply chain performance under disruption (SCPUD) with a structural equation modeling approach. The results showed: 1- The cooperation component is an external driver of the resilient supply chain and has a direct impact on the emergence, speed, flexibility and strength of the disrupted supply chain. 2- The flexibility of the supply chain is the only component of the agility of the supply chain that directly affects Supply chain performance under disruption. 3- Supply chain flexibility is the only component of supply chain agility that has an indirect effect on supply chain performance under disruption. 4- The speed component has a direct effect and the emergence component has an indirect effect on supply chain flexibility. 5- The emergence component is one of the important elements of agility that has a positive effect on the speed and strength of the supply chain.
Methodology
The current research is applicable in terms of purpose, and descriptive and survey in terms of nature and research method. The statistical population of the research consists of all the employees of the company (N=1000), which was determined by Klein's method and the N:q rule, and the number of sample people was 270, and, people familiar with the various aspects of the supply chain of the offshore industry were selected with more than 5 years of work experience by the purposeful sampling method. Khan et al (2022) questionnaire was used to collect data related to research variables.
Discussion and Results
 In order to investigate the hypothesis of the research, the modeling of structural equations, the method of structural equation modeling with the help of spss software was used to test the hypotheses from inferential statistics. Then PLS software was used to test the hypotheses or the conceptual model of the research, and the results showed that the strategic management of the supply chain has a positive and significant effect on both factors of resilience, i.e. agility and strength of the supply chain. The results of the current research also showed that the strategic management of the supply chain does not have a significant effect directly on the performance of the supply chain, but with the mediation of the agility of the chain, this effect becomes significant. In the results of the current research, it was also determined that the strategic management of the supply chain has a positive and significant effect on the performance of the supply chain both directly and indirectly through the mediation of chain strength. In the present research, results were also obtained showing that the strategic management of the supply chain directly and indirectly (with the mediation of agility and strength) has a positive and significant effect on the orientation of the supply chain.
Conclusion
The current research was conducted with the aim of the impact of strategic supply chain management on the performance and orientation of the supply chain with the mediating role of resilience (the study of the offshore sector of the oil industry). This finding is in line with researchers such as Um (2017) and El Baz& Ruel (2021) and Shamout (2019) and Tarafdar & Qrunfleh (2017) and Florescu et al, (2019) and Dhaigude & Kapoor (2017); The research of (Um, 2017) resulted that increasing the variety of products has a positive effect on the resilience and agility of the supply chain, which improves the performance of the supply chain. He stated that in order to reduce the cost of increasing product variety, it is possible to increase the agility of the supply chain and ultimately improve the performance of the supply chain by diversifying activities in the strategic management department. The results of his research on 363 British and South Korean manufacturing companies showed that the diversity of activities in the strategic management of the supply chain makes the chain more resilient and increases its performance.
According to the research results, it is suggested that in order to respond quickly to the needs of customers, more work should be done on the agility of the supply chain of this industry to be responsive in the tough conditions of the supply chain market. To increase performance, the role of agility in the supply chain of this industry should be emphasized more and always considered as an intermediate factor.