Journal of value creating in Business Management

Abstract The aim of this research is to design a data-driven human resources system deployment model using digital and intelligent tools in Tehran Blood Transfusion Organization. This research is fundamental in terms of its purpose, and mixed in terms of its implementation method (qualitative and quantitative). The statistical population in the qualitative section includes 15 academic experts and scholars, faculty members, and managers of the blood transfusion organization, selected by a purposeful and theoretical (judgmental) method. The statistical population in the quantitative section includes 700 active employees in the Tehran Blood Transfusion Organization, with a sample size of 196 people selected by a simple random method. The data collection tool in the qualitative section includes semi-structured interviews and in the quantitative section, a questionnaire. MAXQDA2020 software was utilized to analyze the findings in the qualitative section, and SPSS and SmartPLS software were utilized in the quantitative section. The results of the qualitative section showed that through axial coding, 44 initial codes were categorized into 22 axial codes that express the key and structuring concepts of the data-driven human resources system. The quantitative section analysis also confirmed that causal, contextual, intervening, and strategic factors significantly affect the establishment of the data-driven human resources system. Coordination between organizational structure, technology, and policies was proposed as a prerequisite for the success of data-driven decision-making and increasing human resources effectiveness. By presenting an integrated and data-driven model, this research highlights the role of digital and intelligent tools in improving human resources processes and strategic decision-making and can provide valuable practical and theoretical guidance for organizations on the path of digital transformation.
Introduction
Today, in the fast-paced and complex world of organizations, human resource management is recognized as one of the key factors for success. With the significant advances in digital technologies and artificial intelligence, this field is rapidly evolving, and organizations need data-driven management systems to remain competitive and respond to changing market needs (Okon et al., 2024). Data-driven HR refers to the accurate and targeted use of employee-related data to make management decisions based on real and analyzed information, not just experience or guesswork. This is especially important for organizations that play a vital role in the health of society, as optimal human resource management can have a direct impact on the quality of services and patient health (Conte & Siano, 2023). Therefore, the use of new technologies and the creation of a smart and data-driven system in the field of human resources have become a strategic necessity for organizations (Mujtaba, 2020). In this system, data related to various factors such as skills, job satisfaction, productivity, work history and even psychological factors of employees are collected and by analyzing them carefully, managers can gain a more comprehensive understanding of their workforce (Mateen et al., 2024). This understanding provides the basis for making strategic decisions such as optimizing human resource allocation, designing targeted training programs and predicting future workforce trends (Ajalli et al., 2023). Digital and intelligent tools include advanced human resource management software, big data analysis systems and artificial intelligence technologies such as machine learning and data mining, which enable the processing and analysis of very large volumes of data (Stankeviciute, 2024). These tools can identify hidden patterns in human resource data and predict various trends such as turnover rates, job satisfaction levels, or weaknesses in employee skills (Toghiani-Pezouh et al., 2025). In addition, smart technologies can automatically provide management suggestions and facilitate daily human resource processes. Using these tools in the Tehran Blood Transfusion Organization can increase the accuracy and speed of decision-making, reduce costs, and improve human resource productivity, while also allowing for faster response to environmental changes and organizational needs (Damnjanović et al., 2025). Conducting this research will not only help solve existing problems, but can also provide a usable and generalizable model for other similar organizations and help develop data-driven management in the field of human resources at the national level. Therefore, in line with this goal, the main question of the present study is: What is the design model for establishing a data-driven human resources system using digital and smart tools in the Tehran Blood Transfusion Organization?
Theoretical Framework
Establishing a Data-Driven Human Resources System
Establishing a data-driven human resources system is a process in which an organization employs accurate and comprehensive data related to human resources, including performance information, skills, behaviors, and employee needs, to design, implement, and optimize human resource management processes (Rohmah et al., 2025).
Khashi & Pourshahabi (2026) examined the design of a symbiotic optimization model of artificial intelligence and human capital in providing urban services to municipalities in Sistan and Baluchestan province. The findings showed that the final research model has a good fit and includes six main constructs including contextual factors, artificial intelligence components, human capital components, mediating factors, coexistence strategies, and desired outcomes. The strongest relationship in the model was observed between contextual factors and artificial intelligence components with a path coefficient of 0.98. This study presents a local model for optimizing human-AI collaboration in municipalities in underserved areas.
Tizfahm Fard et al. (2026) examined the impact of digital technologies on the transformation of human resource management practices and its consequences on employee outcomes. Findings showed that causal factors including technology-driven leadership, managerial support for innovation, and a data-driven decision-making culture play a key role in facilitating human resource transformation. Contextual factors including organizational learning culture and employees’ digital literacy level provide the necessary platform for successful implementation of digital processes, while financial resource constraints, administrative rules, and employee resistance act as intervening factors. Strategies such as employee digital empowerment, cross-functional collaboration, and technological infrastructure development enhance employee productivity, satisfaction, and commitment. The study provides a comprehensive theoretical-practical framework that organizations can apply to effectively and sustainably implement human resource management practices by utilizing digital technologies.
Research Methodology
This research is fundamental in terms of purpose, and mixed in terms of implementation method (qualitative and quantitative). The statistical population in the qualitative section includes 15 academic experts and experts, faculty members and managers of the Blood Transfusion Organization, selected by a purposeful and theoretical (judgmental) method. The statistical population in the quantitative section includes 700 active employees in the Tehran Blood Transfusion Organization, with a sample size of 196 people selected by a simple random method. The data collection tool in the qualitative section includes semi-structured interviews and in the quantitative section, a questionnaire.
Research Findings
MAXQDA2020 software was applied to analyze the findings in the qualitative section and SPSS and SmartPLS software in the quantitative section. The results of the qualitative section showed that through axial coding, 44 initial codes were categorized into 22 axial codes that express the key concepts and structure of the data-driven human resources system. The quantitative analysis also confirmed that causal, contextual, intervening, and strategic factors significantly affect the establishment of a data-driven human resources system. Coordination between organizational structure, technology, and policies was proposed as a prerequisite for the success of data-driven decision-making and increasing human resources effectiveness. By presenting an integrated and data-driven model, this study highlights the role of digital and smart tools in improving human resources processes and strategic decision-making and can provide valuable practical and theoretical guidance for organizations on the path of digital transformation.
Conclusion
The present study was conducted with the aim of designing a model for establishing a data-driven human resources system using digital and smart tools in the Tehran Blood Transfusion Organization. The results of this research are in agreement with the results of Khashi & Pourshahabi (2026), Tizfahm Fard et al. (2026), Toghiani-Pezouh et al. (2025), Mujtaba (2025), Ghosh (2025), Liu (2025), Damnjanović et al. (2025), Iyer (2025), Toghiani-Pezouh et al. (2025), Ajalli et al. (2023), Bahari & Taheri Roozbhani (2023), Yang et al. (2021), Foroutan Eghlidi et al. (2021), Seyyed Naqavi et al. (2022), Zhang et al. (2025), Niu (2024), and Kambur & Yildirim (2023). Domestic research such as Mohammadi et al. (2022) and foreign research such as Okon et al. (2024), Owusu-Berko (2025), and Mateen et al. (2024) show that data-centricity increases the accuracy and speed of decision-making, reduces human biases, improves transparency and employee trust, enhances the effectiveness of human resource management, and ultimately creates a sustainable competitive advantage for the organization. These outcomes are realized when there is complete coordination between infrastructure, organizational culture, human capabilities, and supportive policies.
Research suggestions based on the results include strengthening data-driven leadership through training managers, investing in smart technologies, prioritizing areas requiring data-drivenness, developing technology infrastructure and secure networks, explaining a transparent organizational structure, creating a data-driven culture, formulating data security and privacy policies, increasing organizational flexibility, managing change and reducing employee resistance, redesigning human resources processes with a data-driven approach, developing analytical skills and digital literacy, implementing predictive and prescriptive analytics, designing key performance indicators, and observing ethical principles in the use of data.

Abstract Abstract The aim of this research is to present a management dashboard framework model based on human resource productivity. The present research is applicable in terms of its purpose, and exploratory in terms of its data analysis process. The statistical population includes managers, vice presidents, supervisors, and heads of MAPNA Company, determined by a simple non-random method and the Cochran formula, with a sample size of 267 people; and the data collection tool is a researcher-made questionnaire validated through expert opinions and reliable with a Cronbach's alpha of 0.78; and structural equations were used to analyze the data. SPSS and PLS statistical software were used to analyze the data. The results showed that individual factors affect organizational factors with a coefficient of (0.405) and a t value of (4.051), organizational factors affect managerial factors with a coefficient of (0.233) and a t value of (3.789), commitment affects managerial factors with a coefficient of (0.085) and a t value of (2.298), motivation and satisfaction affect managerial factors with a coefficient of (0.234) and a t value of (4.877), and managerial factors affect human resource productivity with a coefficient of (0.449) and a t value of (4.305); and the calculated GOF value is equal to 0.65, which indicates a strong fit of the model. Introduction An organization is a complex ecosystem of services, customers, personnel, equipment, data, and information in which it is produced. In the past, organizational management focused on financial management indicators, but today, integration between organizational intelligence (experts), business intelligence (data types), and competitive intelligence (constant communication with internal and external customers) can be achieved through proper management. This integration provides an opportunity for the organization to have a view of real performance against strategic goals and change in the innovative organization. Access to strategic and timely information is essential for making correct and critical decisions to achieve this (Bach et al, 2019). To exchange such information and management priorities between different levels of operations using intelligent tools, dashboards can be very valuable and effective. Management dashboards are new software systems that help organizations enrich their goals using information and their analysis (Hashemi et al, 2017). Dashboards allow managers to define, monitor, and analyze key performance indicators to align goals and activities, visualize all organizational activities, and create a common display environment between goals and activities for effective and efficient decision-making (Nouri & Motadel, 2022). Dashboards help managers identify trends, patterns, and visual anomalies in the business, which is important for visual information design. Several different goals are expected from dashboards, including adaptability and consistency, planning and control, and communication (Amin et al, 2022). Dashboards are expected to improve decision-making by enhancing cognition and investing in human cognitive abilities. Hence, interest in dashboards has recently increased, as evidenced by the expansion and increase in dashboard solution providers in the market (Vergo, 2022). Considering the above, the main research question is: What is the HRM dashboard framework model? Theoretical framework Organizational dashboard Organizational dashboard is a tool rich in indicators, reports, and charts that operate dynamically so that managers can observe the organization's performance at any time (Dadseresht et al, 2020). Dashboards are business tools and include a set of performance indicators, key performance indicators, and other business-related information. Key performance indicators basically indicate the degree of success of the business in achieving the organization's strategic goals and are therefore subject to attention and review (Faramaezi et al, 2014). Productivity Productivity is the effective and efficient use of inputs and resources to produce or provide outputs. Inputs and inputs are resources such as energy, raw materials, capital, and labor used to create outputs or outputs, which are goods produced and services provided by an organization; in other words, productivity is obtaining the maximum possible profit by utilizing and optimally using labor, human power, talent, and skills, land, machinery, money, equipment, time, space, etc. in order to improve well-being (Torani & Aghaei, 2019). Barmaki et al, (2024) examined the factors affecting the design of the management dashboard framework with an emphasis on the components of human resource productivity. The research findings showed that after collecting data, conducting interviews, and conducting the Delphi method; the final model was classified into 4 main components, 15 dimensions, and 53 indicators. Among them, group dynamics and team spirit, motivations for success and talent assessment and completion of talent banks from employees, documentation and continuity in learning, creating motivation and success among employees with a weighted average of 4.9 are the most important factors identified. Mohmedi et al, (2024) studied the presentation of an organizational agility model in order to improve human resource productivity. The results in the qualitative section showed that there are 7 components and 52 indicators in the model. The components include 1- Causal factors (human and organizational factors); 2- Central phenomenon (organizational agility); 3- Strategies (agility strategy); 4- Context and facilitator (agility drivers); 5- Obstacles (human resource management challenges); and 6- Consequences (human resource productivity). The results in the quantitative section showed that human and organizational factors affect organizational agility and thereby improve the level of the organization's agility strategy and, as a result, employee productivity. The results also showed that agility drivers and challenges in human resource management affect productivity through agility strategy. Research Methodology The present research is applicable in terms of its purpose, and exploratory in terms of its data analysis process. The statistical population includes managers, vice presidents, supervisors, and heads of MAPNA Company, determined by a simple non-random method and the Cochran formula, with a sample size of 267 people; and the data collection tool is a researcher-made questionnaire validated through expert opinions and reliable with a Cronbach's alpha of 0.78; and structural equations were used to analyze the data. Research Findings SPSS and PLS statistical software were used to analyze the data. The results showed that individual factors affect organizational factors with a coefficient of (0.405) and a t value of (4.051), organizational factors affect managerial factors with a coefficient of (0.233) and a t value of (3.789), commitment affects managerial factors with a coefficient of (0.085) and a t value of (2.298), motivation and satisfaction affect managerial factors with a coefficient of (0.234) and a t value of (4.877), and managerial factors affect human resource productivity with a coefficient of (0.449) and a t value of (4.305); and the calculated GOF value is equal to 0.65, which indicates a strong fit of the model. Conclusion The present study was conducted with the aim of presenting a management dashboard framework model based on human resource productivity. The results of this study are consistent with the results of Barmaki et al, (2024), Mohmedi et al, (2024), Salgado et al, (2022), Nouri & Motadel (2022), Abbasi (2021), Vázquez-Ingelmo et al, (2020), Bach et al, (2019), Munthe et al, (2019), Hashemi et al, (2019), and Hashemi et al, (2018). Vázquez-Ingelmo et al, (2020) showed that these eight criteria: 1. Planning for human resources, 2. Organizing human resources, 3. Hiring human resources, 4. Human resources salaries and rewards, 5. Human resources safety and health, 6. Personal characteristics of the HR manager, 7. Management skills of the HR manager, and 8. Personal abilities of the HR manager are introduced as the most effective factors on decision-making processes in learning ecosystems. According to the results of the research, the following suggestion was made: In career development, by eliminating the slowness of repetitive tasks and operations, an attempt is made to give more variety to the job. Personal or career development is an ongoing process of assessing the educational needs of each individual and planning to meet these needs. This process helps employees to reflect on their knowledge, performance or success; and plan their personal and educational progress.

Abstract The aim of the current research is to design a joint branding model using the structural-interpretive modeling method. The research method of this study is exploratory in terms of nature, with a mixed approach. In order to collect data and identify factors; the method of content analysis and review of related texts was used, as well as interviews with ten selected experts using a non-random method and snowball technique to achieve theoretical saturation. To achieve the research findings, a matrix questionnaire was constructed. Findings were compiled to determine the relationships between indicators. The data obtained from the questionnaire were analyzed using structural-interpretive modeling and depicted on three levels in an interactive network, as a result of which the factor of banking dynamics was placed at the highest level. Also, the amount of influence and the degree of dependence of these factors on each other were investigated in the matrix of influence-dependency. According to the results, the dynamic index of banking and target customers are located in the matrix of influence-dependency in the dependent area, i.e., the highest degree of dependency; and the least influence and service evaluation factors, human force dynamics, organization development, mental norm are located in the connected area, i.e., the highest power of influence and the highest interdependence.
Introduction
One of the latest brand development approaches is co-branding. Based on the studies, it is expected that joint marketing measures will increase significantly in the coming years. Surveys show that 38% of companies carry out joint marketing measures, including joint branding, at an increasing rate (Nygaard & Dahlstrom, 2023). Rao & Ruekert (2017) defined co-branding as the integration of two or more products in short-term or long-term periods. Of course, these researchers redefined their definition of joint branding in the following years. According to them, this method occurs when two or more existing and independent brands join together in a common product or are marketed together in a similar form (Abbaszadeh et al, 2018).
Considering that the current research is about joint branding in the banking industry, the banking industry is one of the businesses that have grown rapidly in recent times, so that accessibility of the banks is easier than other trades, in any area of an urban environment, and this is also due to many researches that have been done in the field of availability of bank branches; but why should there be so many branches of this industry in a human society, while in modern banking, borders have disappeared? Now, due to the merger of five banks and military financial institutions (Ansar, Qavamin, Kotsar, Hekmat and Mehr Eghtesad Iran) in Sepeh Bank, one of the main concerns is creating a suitable image of the Sepeh brand and presenting a common model for the brand, because neglection to this may have negative consequences on other bank businesses, such as the decrease in deposits, operating profit and the bank's rating in this industry. Based on the mentioned cases, what is the basic problem of the current research of the joint branding model in the banking industry?
Theoretical framework
Despite the different definitions that have been presented in relation to branding, all experts agree that the brand is a very important intangible asset for organizations, and plays an effective role in gaining a competitive advantage (Ruschman, 2020). A brand enables an organization to differentiate its market offerings from competitors. Consequently, strong brands are very important for any type of product, service or organization, including those in the public sector (Drostkar et al, 2022).
Co-branding is a kind of strategic alliance between parties. In recent years, creating strategic alliances with co-branding has become common in many industries, because the co-branding strategy has the ability to achieve significant synergy, which focuses on the unique strengths of each of the co-brands. Rao and Ruckert, at the beginning of their research, defined co-branding as the integration of two or more products in short-term or long-term periods (Labrović et al, 2021).
Research methodology
The purpose of this research is to provide a local model of joint branding in the banking industry. Therefore, in terms of nature, the research is exploratory with a mixed approach. Interpretive Structural Modeling (ISM) has been used to determine the sequence and relationships between the identified elements. In order to collect data and identify factors, the method of content analysis and review of sources, books and interviews with participants, which include university experts and organization experts who have a series of characteristics such as doctorate degrees and scientific productions (books, articles, etc.) and the background of high performance in this field was used. Also, non-random sampling and snowball technique were used to select experts until theoretical saturation was achieved. MATLAB software was used for interpretive structural modeling (ISM).
Research findings
In this section, the relationships between research factors were analyzed in pairs and couples, and led to structural-interpretive modeling and the use of the relationship between experts' concepts, using the following symbols to determine the relationships between factors. The structural interaction matrix itself is composed of research dimensions and factors and their comparison through four modes of concept relations. The final accessibility matrix (FRM) is formed by applying the existing multiplicative relationships among the factors. In this way, the next stage of the implementation of the ISM methodology can be completed. In this matrix, secondary relationships between factors are controlled.
In order to analyze the power of penetration and the degree of dependence (MICMAK), the factors are classified into four groups. In order to calculate the influence of factors, it is enough to add the number of 1's in each row of the final access matrix.
Conclusion
In this research, joint branding factors have been identified. After identifying the factors through the achievement matrix, an attempt was made to examine the factors affecting co-branding. Based on the results of the research, the factor of banking dynamics is located at the first level, the factor of target customers at the second level, and the factors of service evaluation factors, human force dynamics, organization development, and mental norm at the third level. Co-branding to support a new product or service has emerged as a legitimate and legal way to develop a brand, especially to establish or maintain competitive advantages, which represents the long-term cooperation strategy of a product by two brands. Considering the increasing intensity of competition in the market, joint branding between companies has become a tool to achieve the interests of both sides of strategic partners. Co-branding can influence consumer perceptions such as trust, confidence, satisfaction and commitment. Therefore, it should be noted that the relationship between partners can be considered as a process, so that the common brand is trusted when that brand is similar to the consumer. This reduces the feeling of discomfort and inconsistency, thereby making the brand more reliable. The ability to trust the product will bring consumer satisfaction, and the consumer in the next step will commit to the brand. And in order to maintain this process, it is necessary to create a competitive advantage by adopting creative and innovative strategies, and competitors cannot imitate it. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract The aim of this study is to present a performance management model based on BSC and EFQM models in Golgohar Mining industrial companies. The research method is applicable-developmental, and the research method is descriptive-correlational, using structural equation modeling. The statistical population of the study includes 940 employees of Golgohar Mining and Industrial Company, of whom 270 were selected by simple random sampling using the Cochran formula. To collect research data, three questionnaires; BSC, EFQM, and performance management, were used, whose validity and reliability were appropriate and acceptable. Data analysis was performed using SPSS and AMOS statistical software. The results of structural equation modeling show that the conceptual model of performance management using the BSC and EFQM models in Golgohar Mining and Industrial Company has an acceptable fit, and the balanced scorecard and organizational excellence models, if integrated can provide a suitable framework for performance management in Golgohar Mining and Industrial Company by covering each other's weaknesses.
Introduction
Undoubtedly, what distinguishes our world today from the world of organizations a few decades ago is the unstable and complex environment, increasing competition, rapid change and developments, and the increasing development of communications (Siraj & Hágen, 2023); and, on the other hand, the remarkable and continuous developments in management knowledge that have made the existence of an effective performance management system inevitable for organizations (Ohlig et al, 2021); in such a way that the lack of evaluation in various dimensions of the organization (including the evaluation of the use of resources and facilities, employees, goals and strategies) is considered as one of the symptoms and diseases of the organization (Shen et al, 2021). Therefore, all organizations are somehow involved in the issue of organizational performance evaluation; but what they do not agree on are the frameworks, methods and processes (Ehmann et al, 2023).
Performance management is a system for measuring the performance of human resources based on defined and agreed indicators (De Rooij et al, 2019). The goal of such a system is an economic and exploratory assessment of the various activities of an organization (Cvetkoska et al, 2023). In an organization, each individual needs to be aware of their position and performance in order to achieve the set goals and progress in their work [including reducing costs and waste, increasing productivity and efficiency and profits, increasing the satisfaction of those who refer to the organization with the services provided, improving the organization's output results, etc.] (Leviäkangas, 2021). Such awareness allows individuals to be aware of the weaknesses and strengths of their performance and behaviors, and to take the necessary measures to make their efforts more effective (Nguyen & Dao, 2023). BSC establishes a connection between strategic goals and criteria, and is responsible for planning goal setting and strategic alignment (Sarraf & Nejad, 2020). EFQM, as a comprehensive model for measuring the performance of organizations through the design and implementation of an organizational performance assessment system, analyzes their level of intelligent mobility in the optimal design of the movement path, the optimal implementation of goals, the review of the results obtained, and the measurement of the effectiveness of the actions taken; and determines the level of success of organizations in achieving excellence (Romero del Castillo et al, 2021). EFQM is also a methodological framework for evaluating the performance of organizations in two areas: processes and the results of these processes. The achievements of the assessment in this model are the strengths of the organization and its areas for improvement, which suggest a list of prioritized programs to achieve improvements. Based on the lessons learned from Total Quality Management (TQM), paying attention to the eight fundamental values ​​and concepts is a prerequisite for the success and continuous improvement of organizations (Bourillon et al, 2020). Based on the above, the researcher tries to address the main question: What is the performance management model based on the BSC and EFQM models in mining and industrial companies?
Theoretical Framework
Performance Management
Performance management is a process for achieving the business and overall goals of the organization through greater employee participation in activities, and performance appraisal [in the realm of performance management] is defined as an effective means of monitoring and developing employees in work groups (Dolatiet al, 2020). Performance management is a systematic approach that leads to improved organizational performance through the processes of setting strategic goals, measuring, collecting and analyzing data, reviewing performance data reports, and applying its results (Bitkowska, 2018).
Shariati et al, (2024) investigated the identification of factors affecting employee performance management with a human resource development approach in research and technology organizations. According to the interviews conducted, 6 dimensions of the paradigm model, 23 components, and 105 indicators were extracted. Then, according to the paired comparison questionnaire to identify influential and influenced dimensions, it was determined that among the 23 components, the components of the workplace, laws and regulations, socio-cultural factors, human resource planning, role clarity, performance measurement, organizational climate, reward system, employee communication, training, performance evaluation, professional ethics, leadership style, and motivational factors are the most influential, respectively.
Nasiri et al, (2024) investigated the design of a general employee management model with an emphasis on performance management. The findings of the qualitative section showed that the major and core categories in the form of six dimensions of causal conditions, pivotal phenomenon, contextual conditions, intervening conditions, strategies and consequences were upgraded to a higher abstract level, and finally the paradigmatic model of the research was presented. In the quantitative section, the general management model was also approved.
Research Methodology
Regarding its purpose, the research method is applicable-developmental, and descriptive-correlation research method, of structural equation modeling type. The statistical population of the research includes 940 employees of the Golgohar Mining and Industrial Company, of whom 270 were selected by the Cochran formula using simple random sampling. To collect research data, three questionnaires were used: BSC, EFQM and performance management, whose validity and reliability were appropriate and acceptable.
Research findings
Data analysis was carried out using SPSS and AMOS statistical software. The results of structural equation modeling show that the conceptual model of performance management using the BSC and EFQM models in Golgohar Mining and Industrial Company has an acceptable fit, and the balanced scorecard and organizational excellence models, if integrated, can provide a suitable framework for performance management in Golgohar Mining and Industrial Company, by covering each other's weaknesses.
Conclusion
The present study was conducted with the aim of presenting a performance management model based on the BSC and EFQM models in Golgohar mining and industrial companies. The results of this study are consistent with the results of Shariati et al, (2024), Nasiri et al, (2024), Mahdavian sadr et al, (2022), Ismail & Amin (2021), Karaevli (2021), Shirtaheri et al, (2020), Kim (2020), Baruch (2019), and Deft (2019). Kim (2020) concluded that the performance evaluation model, a combination of the balanced scorecard and organizational excellence models, is effective in managing the performance of the insurance industry. Baruch (2019) showed: Prioritizing the improvement projects proposed by the EFQM model, according to the strategic and long-term goals of the organization, seems necessary. Karaevli (2021) in a study showed: the balanced scorecard (BSC) and the European Quality Model (EFQM) are tools for evaluating the performance of the organization with the aim of continuous organizational improvement. Given the expansion of organizational performance management methods, it is necessary to pay sufficient attention to choosing a method that will result in the highest possible return on investment.
According to the results of the study, the following suggestions are made:
- It is recommended to the managers of Golgohar Mining and Industrial Company; Considering the relationship between strategic goals (BSC goals) and the criteria of the Excellence Model (EFQM) to determine the level of achievement of goals and also to increase the efficiency of these goals, use the EFQM criteria. For example: to achieve the goal of growth and learning, pay special attention to the criteria of leadership, strategy, employees and partners.
- It is recommended; special attention should be paid to the criteria of the excellence model because these factors can provide a reliable understanding of the assumptions, needs and expectations of customers, global markets for greater competitiveness, as well as continuous improvement of processes based on the precise identification of situations and demands through the analysis of customer data, operational data and external benchmarks, etc. Acknowledgments The authors gratefully acknowledge all individuals, institutions, and organizations that provided scientific, technical, administrative, or advisory support throughout this research and the preparation of this manuscript. Conflicts of Interest The authors declare that they have no financial or non-financial, personal, professional, or institutional conflicts of interest relevant to this work. Data Availability Statement The data supporting the findings of this study are available from the corresponding author upon reasonable request. AI Use Statement The authors declare that no generative artificial intelligence (AI) or AI-assisted technologies were used in the preparation, writing, or editing of this manuscript. Funding The authors declare that no funds, grants, or other financial support were received during the conduct of this research or the preparation of this manuscript. Ethics Approval All procedures performed in this study were conducted in accordance with the ethical standards of the responsible institutional and national research committee.

Abstract Abstract The purpose of this research is to design a model for the alignment of petroleum refinery projects with the country's industrial strategies in the Ministry of Oil. The research method is applicable in terms of purpose, qualitative in terms of data collection, and data-based type. The statistical population of the research includes 20 experts and senior managers of the Ministry of Petroleum and Petrorefineries in Tehran, selected by theoretical sampling. To collect and analyze the data, the data-based theory research strategy was used. The data collection tool is a semi-structured interview. Data analysis and model design were done through coding. The findings of the research showed that the alignment of the refinery projects with the country's industrial strategies in the Ministry of Oil, the enablers of the alignment include the maturity of communication and managerial factors and the exercise of authority, strategic technology planning and organizational architecture aligned with technology, partnership factors, human resources (innovation, entrepreneurship, expertise, knowledge), and the distinctive competence factors that lead to the realization of optimization results and reduction of capital and current costs and synergy in both sides of petro-refining and industry. Managers and experts can help to optimize this industry and reduce costs by using the model of aligning petroleum refinery projects with industrial strategies. Based on the results, it is suggested to the planners of the oil industry to try to increase the alignment of the refinery projects with the industrial strategies of the country in order to develop the refineries. Introduction Strategic alignment or, in other words, strategic fit, is an important and vital concept in how organizations can transform the use of IT in the organization into real improvements in performance. The concept of strategic alignment originates from a set of experimental and conceptual measures in organizational texts, the main purpose of which is organizational performance and thus the fit between factors such as strategy, structure, technology, culture and environment (Primasari, 2022). In today's turbulent business environment, the success of organizations depends on the orientation of all parts of the organization in line with its strategic direction. In such an environment, organizations have no choice but to use technology as a strategic resource in order to achieve their strategic goals, and this is where the concept of alignment of technology and development strategies (strategic alignment) becomes meaningful (McAdam et al, 2017, Visscher et al, 2021). Strategic alignment refers to the use of technology in an appropriate and timely manner; and in balance with strategies, goals, and development needs. The research conducted in the field of strategic alignment shows the existence of a positive and effective relationship between competitive strategies, technology, and organizational performance; and managers who have succeeded in aligning these strategies in their organizations emphasize that creating integration is essential for the survival and success of organizations. (Primasari, 2022). The importance of formulating a development strategy is to obtain a sustainable technological competitive advantage so that to keep the industry in the competitive boundaries. Therefore, it is necessary to have a proper vision of the distinctive technologies of the industry, the products and services that the organization and industry can provide, and the position that the organization or industry intends to be in in the future. The main issue of the present research is: what is the model of alignment of petrochemical projects with the country's industrial strategies in the Ministry of Oil?  Theoretical Framework Project alignment with strategy Strategic alignment or, in other words, strategic fit, is an important and vital concept in how organizations can transform the use of IT in the organization into real improvements in performance. The concept of strategic alignment originates from a set of experimental and conceptual measures in organizational texts, the main purpose of which is organizational performance and thus the fit between factors such as strategy, structure, technology, culture and environment (Sadigov, 2022). Strategic alignment has been defined as the extent to which IS strategy supports business strategies and is supported by them (Abdulwase et al, 2020). Ghatak & Garg (2022) in a research investigated the power transfer project: a framework for aligning the success of the project with the organization's purpose. The result shows that project success has a positive direct relationship with strategy, risk, information technology, and stakeholders. Risk as a mediating variable with contract, information technology, and stakeholders, has a direct relationship with strategy; therefore, the contract has a significant indirect relationship with the success of the project. The proposed framework supports the alignment of project success with organizational goals through critical success factors. Primasari (2022) investigated strategy formulation to achieve alignment between information technology and business in game companies. The research generated several specific recommendations for gaming companies in the areas of business strategy, IT strategy, organizational infrastructure/process, and IS/IT infrastructure/process. Key strategies derived from this research are strengthening product advertising and marketing and expanding networks with potential consumers, other game manufacturers, and governments. Research methodology The research method is applicable in terms of purpose, qualitative in terms of data collection, and data-based type. The statistical population of the research includes 20 experts and senior managers of the Ministry of Petroleum and Petrorefineries in Tehran, selected by theoretical sampling. To collect and analyze the data, the data-based theory research strategy was used. The data collection tool is a semi-structured interview. Research findings Data analysis and model design were done through coding. The findings of the research showed that the alignment of the refinery projects with the country's industrial strategies in the Ministry of Oil, the enablers of the alignment include the maturity of communication and managerial factors and the exercise of authority, strategic technology planning and organizational architecture aligned with technology, partnership factors, human resources (innovation, entrepreneurship, expertise, knowledge), and the distinctive competence factors that lead to the realization of optimization results and reduction of capital and current costs and synergy in both sides of petro-refining and industry. Managers and experts can help to optimize this industry and reduce costs by using the model of aligning petroleum refinery projects with industrial strategies. Based on the results, it is suggested to the planners of the oil industry to try to increase the alignment of the refinery projects with the industrial strategies of the country in order to develop the refineries.  Conclusion The current research was carried out with the aim of designing a model for the alignment of petroleum refinery projects with the country's industrial strategies in the Ministry of Petroleum. The results of this research correspond with the results of Malik Ghasemi (2021), Dos Santos et al, (2021), Nosrati (2021), Mirzaei (2020), Ghatak & Garg (2022), Primasari (2022), Dos Santos et al, (2021), Bentley-Goode et al, (2019), Al-Adaileh (2017), Sniukas et al, (2016), and Canhoto et al, (2021). Ghatak & Garg (2020) in a research investigated the power transfer project: a framework for aligning the success of the project with the organization's purpose. The result shows that project success has a positive direct relationship with strategy, risk, information technology, and stakeholders. Risk as a mediating variable with contract, information technology, and stakeholders, has a direct relationship with strategy; therefore, the contract has a significant indirect relationship with the success of the project. The proposed framework supports the alignment of project success with organizational goals through critical success factors. According to the results of the research, the following suggestions are presented: - It is suggested that organizations use new technologies, especially information and communication technology, to create more value; because Fava-centering of the processes of an organization can play a significant role in improving processes and creating more value. This Fava orientation should be done based on a certain procedure and a certain framework so that all its advantages can be detected. - Information technology governance provides an implementation framework for transformation and change from traditional processes to Fava-oriented processes, which is suggested to be improved in order to reach this framework, which measures the maturity of communication in organizations.

Abstract Abstract
The purpose of this research is the relationship between e-governance foresight and the organizational transparency of managers (case study: Saderat Bank of Tehran province). According to its purpose, the research method is applicable, and in terms of its implementation, it is mixed (qualitative-quantitative), with an exploratory nature. The statistical population of the research in the qualitative part includes 12 experts, including university professors, organizational consultants, and senior managers of Saderat Bank in Tehran province, and the sampling method is non-random snowball; and the statistical population in the quantitative part includes all the employees of Saderat Bank in Tehran province; 7170 people of which 365 were selected as a statistical sample based on the table of Karjesi and Morgan. The sampling method is simple random. To collect information in the qualitative part, interviews and research literature were used, and in the quantitative part, two questionnaires made by the researcher and taken from the qualitative part were used. SPSS and PLS software were used for analysis. The results showed that a total of 101 indicators and 6 dimensions were identified for the foresight of e-governance, along with 6 dimensions of organizational transparency of managers. All the components of e-governance foresight had a significant and positive relationship on the organizational transparency of managers, and thus, the proposed model was formed. The results of the test of the relationships between the variables of the e-governance foresight relationship model with organizational transparency of managers show that the independent variables have been able to predict a strong level of changes in the dependent variables, and finally all the relationships between the variables of the e-governance foresight relationship model with organizational transparency Managers are approved.
Extended Abstract
Introduction
In the 21st century, the Internet as a communication tool has the ability to radically change the appearance of the government and public organizations. In the new era, a good governance is an accessible one, and the requirement for better governance is the quick and easy access of citizens to quality information and services. Good governance occurs in a government that provides the possibility of citizens' participation and supervision and helps them improve their quality of life, and this is not possible unless electronic governance is implemented (Safariyan & Emam jomezadeh, 2016). According to the UNESCO definition, e-governance means the use of information and communication technologies by the public sector with the aim of encouraging citizens to participate in the decision-making process in order to expand democracy, share information and create a responsive, transparent and effective government (Maccani et al., 2020).
The development of electronic government in countries increases transparency and reduces corruption in government activities and actions (Khosravani, 2018). Transparency has been introduced as a way to maintain or even increase trust, and evidence shows that decision-making transparency has a positive effect on citizens' trust in regulatory organizations (Grimmelikhuijsen et al, 2021). The concept of organizational transparency arises from the need to deal with corrupt practices and refers to easy access to information by stakeholders. Information should be available in a sufficient and comprehensible manner, and on the other hand, making decisions and implementing them should follow specific rules and regulations (Ghanbari & Moradi, 2018).
Therefore, the current research seeks to find an answer to the following main question: What is the e-governance forecasting model with the organizational transparency of Saderat Bank managers of Tehran province?
Theoretical Framework
Foresight
Foresight is structured disclosure and estimation that deals with long-term social, economic and technological development and needs. In this element, collaborative and interactive methods are used, so it includes a wide range of active actors (Saghafi et al, 2018).
Electronic governance
Electronic governance means the use of information and communication technology to exchange information and transactions between governments, government departments, government and citizens, and government and business in order to improve efficiency, effectiveness, transparency and accountability in the country (Estevez & Janowski, 2013).
Organizational transparency
Transparency means that decisions and their implementation are made using transparency rules and regulations, as well as the possibility of accessing information freely for all those who are exposed to these decisions. Another meaning of transparency is the expression of necessary and understandable information in specific forms and through public media (Ghiasi et al, 2021).
Umugwaneza & Kising'u (2023) investigated the impact of e-banking on the performance of commercial banks in Mombasa County, Kenya. The results of Pearson correlation showed that the capabilities of automated banking, mobile banking, internet banking and smart card banking have a positive and significant relationship with the performance of commercial banks in Mombasa, Kenya. The regression results showed that automated banking, mobile banking, internet banking and smart card banking had a positive and significant effect on the performance of commercial banks in Mombasa, Kenya. The regression results showed that mobile banking has a negative and significant effect on the performance of commercial banks in Mombasa, Kenya.
Heydari Fard et al, (2023) conducted a research entitled "The relationship between transformational leadership style and the rate of elementary school teachers' use of electronic teaching with the mediating role of organizational transparency" with the aim of testing the mediating role of organizational transparency in the relationship between the transformational leadership style and the rate of the use of electronic teaching by the teachers of primary schools in Ilam city. The results showed that in the sample of teachers, the hypothesized model of relative mediation of organizational transparency in the relationship between transformational leadership style and the amount of use of electronic teaching by primary school teachers in Ilam had a favorable fit with the data. In addition, the results showed that in the hypothesized model, all correlation coefficients and regression path coefficients were statistically significant, and the mediator of organizational transparency has a significant positive and indirect effect.
Research methodology
According to its purpose, the research method is applicable, and in terms of its implementation, it is mixed (qualitative-quantitative), with an exploratory nature. The statistical population of the research in the qualitative part included 12 experts (including university professors, organizational consultants, and senior managers of Saderat Bank in Tehran province), and non-random snowball sampling method was used. In the quantitative part, the statistical population includes all the employees of Saderat Bank in Tehran province, numbering 7170 people, of which 365 were selected as a statistical sample based on Karjesi and Morgan's table. The sampling method in this section is simple random. The data collection tool in the qualitative part is the use of interviews and research literature, and in the quantitative part, it includes two researcher-made questionnaires derived from the qualitative method.
Research findings
SPSS and PLS software were used for data analysis. The results showed that a total of 101 indicators and 6 dimensions were identified for the foresight of e-governance and 6 dimensions of organizational transparency of managers. All the components of e-governance foresight had a significant and positive relationship on the organizational transparency of managers, and the proposed model was formed. The results of the test of the relationships between the variables of the e-governance foresight relationship model with organizational transparency of managers show that the independent variables have been able to predict a strong level of changes in the dependent variables, and finally all the relationships between the variables of the e-governance foresight relationship model with organizational transparency Managers are approved.
Conclusion
The current research was conducted with the aim of predicting the relationship between e-governance and the organizational transparency of managers (case study: Saderat Bank of Tehran Province). The results of the present study are in agreement with the results of Heydari Fard et al, (2023), Mahmoudi et al, (2022), Bayrampur et al, (2021), Jamshidian et al, (2021), Panahi (2021), Umugwaneza & Kising' u (2023), Erkut (2020), and Iyad (2019). Bayrampur et al, (2021) showed that the environmental factor ranks second and the individual factor ranks third in the spread of administrative corruption in this research. Indicators of weak supervision, low risk of crime discovery, group homogeneity, and superiority of individual interests over public interests, and distance from spirituality (materialism and extreme luxury) are among the factors that play a large role in the occurrence of administrative corruption. With periodical and incidental monitoring and inspections, the risk of crime detection in organizations can be increased and the organizational environment can be made unsafe for any violation and corruption, and also by correcting and clarifying organizational structures, interactions and processes, and establishing the system meritocracy can manage and control corruption. The results of the second question of the research can provide different dimensions of information transparency and customer transparency to design a model to determine the effective factors in the occurrence of administrative corruption and examine the role of organizational supervision and transparency in preventing it.
According to the results obtained from the research, it is suggested:
- Preparing, designing and setting up a suitable framework for the employee suggestions system in the organization in order to pay attention to the suggestions of employees and respect their human personality and increase people's trust in the organization and strengthen the transparency of the organization.
- Compiling the dimensions of organizational transparency and institutionalizing it in people through training and advertising in order to strengthen organizational transparency and increase it in the organization.
- Providing information to employees by holding meetings, regular meetings of officials with employees, internal seminars, etc.

Abstract Abstract The purpose of this research is to investigate the mediating role of organizational agility in the relationship between outsourcing and organizational productivity in Gas Company of Rasht. The current research is applicable in terms of purpose, and descriptive-correlative in terms of its nature and method of data collection, and is specifically based on structural equation modeling. The statistical population of this research is all the employees of Rasht Gas Company, which are 360 ​​people; and according to Morgan's table, 186 people were selected as a sample and the random sampling method is simple. The collection tool in the current research is three questionnaires, which include organizational agility and outsourcing questionnaire of Adib and Minoui questionnaire (2019), and organizational productivity questionnaire of Smith et al. (1998). The research findings showed that according to the research results; organizational agility mediates the relationship between outsourcing and organizational productivity in Rasht Gas Company. The outsourcing index has a coefficient of 0.568; in other words, has an effect of 56.8% on organizational productivity in Rasht Gas Company, emphasizing the mediating role of organizational agility. Extended Abstract Introduction Outsourcing can be defined as the design of activities by third parties, efficient and systematic contracting with external organizations to purchase activities, and a low degree of vertical integration in a supply chain (Ahmadi et al, 2011). Productivity is the effective and efficient use of inputs with resources to produce or provide outputs. Inputs are resources such as energy, raw materials, capital and labor that are used to create outputs, which are goods produced with services provided by an organization; in other words, productivity means obtaining the maximum possible profit by utilizing and optimally using labor force, power, talent and skill of manpower, land, machine, money, equipment, time, place, etc. in order to promote well-being (Torani & Aghaei, 2019). One of the major problems that exist in organizations and departments at various levels of society, especially organizations, is the lack of efficiency and productivity. In other words, the culture and attitude of productivity has not yet dominated the society, and basic measures should be taken in this field, and effective steps should be taken (Oli et al, 2016). The public sector needs agility more than the private sector due to the multitude of clients, the greater need to solve their problems and demands, growth and excellence in terms of speed and quality, and most importantly cost reduction; and since the goal in the private sector is agility and the goal in the public sector is to achieve flexibility and high productivity at the same time, agility capabilities can increase productivity in the public sector (Norozinezhad et al, 2015). According to the mentioned points, the researcher is trying to answer the main question of whether organizational agility plays a mediating role in the relationship between outsourcing and organizational productivity in Rasht Gas Company.   Theoretical framework Outsourcing is a potential route to reduce prices and increase flexibility, allowing the company to convert fixed prices into variable costs and increase cost savings (Mahmudi et al, 2014). Productivity in a general sense means the ratio of outputs to data, in other words, productivity means the average production per unit of total inputs, so that if the average production per unit of inputs increases, it means an increase in productivity; and the opposite of that means reducing productivity (Baigi & Mosavi, 2022). Today, with the increase in competition and unpredictable changes in the business field, organizations must be agile in order to gain competitive advantages in achieving organizational goals and success in business. This capability helps organizations to discover and respond to unpredictable changes in order to achieve a better position in the competitive market and improve the time cycle in management activities (Arshtabar, 2021). Maleki & Bagherzadeh Fard (2022) investigated outsourcing and exploratory innovation on industrial marketing strategies and customer behavior. The results show that exploratory innovation has a positive and significant effect on customer behavior. Exploratory innovation has a positive and significant effect on industrial marketing strategies. Outsourcing has a positive and significant effect on customer behavior. Outsourcing has a positive and significant impact on industrial marketing strategies.  Safdari et al, (2021) examined organizational agility and employee productivity in the organization. The research findings show that there is a positive and significant relationship between organizational agility and its dimensions (flexibility, responsiveness, culture change, speed at work, low integration and complexity, high quality and customized production, core competencies) and human resource productivity. Methodology The current research is applicable from the point of view of the goal, and descriptive-correlative from the method used. The statistical population of this research is all the employees of Rasht Gas Company, which are 360 people; 186 people were selected as samples according to Morgan's table. A simple random sampling method was used in this research. In order to collect data related to organizational agility variable, organizational agility questionnaire and outsourcing variable from questionnaire (Adib & Minuei, 2010) and organizational productivity variable questionnaire (Esmith et al, 1998) were used. 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, amos software was used to test the hypotheses or the conceptual model of the research, and the results of the main hypothesis showed that the outsourcing index with a coefficient of 0.568 and in other words has an effect of 56.8% on organizational productivity in Rasht Gas Company with an emphasis on the mediating role of organizational agility. At the confidence level of 0.95 and according to the t-value which is equal to 5.233, it can be said that there is a relationship between outsourcing and organizational productivity with the mediating role of organizational agility in Rasht Gas Company. The results of the first sub-hypothesis showed that the outsourcing index has a coefficient of 0.436, or in other words, an effect of 43.6% on organizational productivity in Rasht Gas Company. At the confidence level of 0.95 and according to the t-value which is equal to 4.892, it can be said that there is a relationship between outsourcing and organizational productivity in Rasht Gas Company. The results of the second sub-hypothesis showed that the outsourcing index has a coefficient of 0.578 and in other words, 57.8% influence on organizational agility in Rasht Gas Company. At the confidence level of 0.95 and according to the t-value which is equal to 6.561, it can be said that there is a relationship between outsourcing and organizational agility in Rasht Gas Company. The results of the third sub-hypothesis showed that the organizational agility index with a coefficient of 0.738, in other words, has an effect of 73.8% on the organization's productivity in Rasht City Gas Company. At the confidence level of 0.95 and according to the t-value which is equal to 7.157, it can be said that there is a relationship between organizational agility and organizational productivity in Rasht Gas Company. Conclusion The present study was conducted with the aim of investigating the mediating role of organizational agility in the relationship between outsourcing and organizational productivity in Rasht Gas Company. This finding is in line with the findings of researchers such as Khalili & Omidi (2021), Safdari et al, (2021), Maleki & Bagherzadeh Fard (2022), Hashem Zadeh & Bahrami (2017); competition is known as the most important feature, and in this competitive environment, in order to satisfy customers, the organizations always seek to improve the quality of services, so that they can improve their business performance and overall organizational performance. Today, the increase in instability and disturbances in organizational environments has caused organizations to achieve a level of agility in production in order to respond to the needs of customers in unpredictable conditions; because it is considered the main factor of success and survival of companies. Nevertheless, the production companies do not pay much attention to these issues. It seems that the issue of agility is not something that can be considered only for the private sector. Applying agility in the public sector can be a suitable field for the growth of this sector. Still, some people believe that due to the lack of competition and speed in the public sector, and in a word, the lack of dynamism in its working and operational environment, it is meaningless to express agility in this sector. Therefore, agility is one of the ways to respond to these factors of organizational change and transformation. In fact, agility is a new paradigm for engineering organizations and competitive enterprises. According to the results of the research, it is suggested that Rasht Gas Department pay more attention to performance, financial and psychosocial risks in its outsourced activities in order to achieve more success in its new outsourcing projects than in the past. The use of outsourcing frees up the company's assets and funds.