Journal of value creating in Business Management

Abstract Abstract
The aim of the present study is to identify the dimensions of the knowledge management model based on the Asian Productivity Organization Model in Fars Province Water and Wastewater Company with a thematic analysis approach. This study has a mixed approach that is developmental-applied in terms of purpose and survey in terms of nature and method. The data collection method in this study was a combination of library and field studies, and the data collection tools were referring to documents, interviews with experts, and a questionnaire, the validity and reliability of which were confirmed with a high percentage. The statistical population of this study included 17 university professors, experts in the field of knowledge management, and senior managers of the Water and Wastewater Company, who were selected through purposive sampling; in this qualitative study, NVIVO version 11 software was used to extract and analyze the codes related to the interviews with experts, and SPSS version 26 software was used in the quantitative part. The results of open coding of the collected qualitative data led to the extraction of 92 initial codes, 30 basic themes, and 10 organizing themes: knowledge-based leadership of the organization, knowledge-based human resources of the organization, expansion and promotion of knowledge culture, leadership of the organization's knowledge infrastructure, developmental orientation to knowledge processes, organization of new knowledge, belief in innovation in the organization, capacity building in the organization, improvement of efficiency and productivity in the organization, and improvement of the organization's quality; of which 79 codes related to the knowledge management model based on the Asian Productivity Organization Model in the Fars Province Water and Wastewater Company were approved by experts in the fuzzy Delphi process.
Introduction
Postponing the implementation of knowledge management in the structural area causes a loss of national capital and increases costs in various sectors. Since documentation plays a significant role in knowledge management in carrying out operations, it can prevent the waste of national capital in this important and influential area in the country, and this makes the successful implementation of knowledge management in company activities essential (Damavandi & Khajouei, 2024). The latest effort to establish the knowledge management process in the country's executive agencies is the notification of the Knowledge Management Regulation of Executive Agencies by the Administrative and Employment Organization of the country, which has obliged all executive agencies to establish a knowledge management system in the shortest possible time. The Knowledge Management Regulations and Guidelines in the country's executive agencies emphasize that every person has a set of experiences, knowledge, and intelligence in the field of their job that may not be recorded anywhere and remain hidden, and this guideline has been prepared to access such knowledge and experiences. According to this guideline, knowledge is a set of learnings and experiences acquired objectively and implicitly related to work, such as ideas and creativity, skills, knowledge documentation, problem-solving methods, content of specialized and expert meetings, and project criticism, whose management should be emphasized (Garai, 2022). Due to the many benefits of implementing and implementing knowledge management in recent years, many organizations have invested in and been successful in the field of knowledge development at different levels, so that the implementation of this management system has had a great impact on the performance of these organizations (Kianto et al., 2019). This is while many organizations have also failed in this field. Therefore, the lack of proper mechanisms for evaluating and implementing knowledge management has turned this type of investment into an additional cost in the minds of managers; therefore, it is necessary for organizations to have a proper foundation before any action in the field of implementing knowledge management, to know their knowledge needs, and to use appropriate methods to meet these needs (Hu et al., 2024). For this purpose, organizations have turned to using maturity assessment models. These models are used as a basis for evaluation and comparison with the state of improvement and with the aim of adopting a conscious approach to increasing the capabilities of certain areas in the organization, which has its own characteristics based on the basic assumptions of its developers (Paliwal et al., 2024).
For this reason, the main problem of the present study is the lack of research based on the design of a knowledge management validation model based on the Asian Productivity Organization (APO) model. The issue of the need to pay attention to knowledge management in Iran has also been considered a national priority in upstream documents and development plans of the country. This is while in upstream documents, including the strategic document of the Ministry of Energy, approved in May 2013, having knowledge-based management, efficient human resources, a comprehensive and effective structure, rich software and hardware capacities of self-reliance, acts in such a way that the country is recognized as a leader in the world in supply and demand management and equitable access for all to reliable and stable electricity, safe and sufficient water commensurate with national capacities, and sanitation services. In recent years, knowledge management has been the focus of attention of the country's Water and Wastewater Engineering Company as a strategic issue. Accordingly, steps have been taken to document the experiences of experts and to place knowledge management on the list of research priorities of this company. In this regard, Fars Province Water and Wastewater Company, as one of the subsidiaries of the Ministry of Energy, should move towards knowledge management maturity in the path of realizing the announced strategies. Accordingly, the question that this research seeks to answer is: What are the dimensions of the knowledge management model based on the Asian Productivity Organization model in Fars Province Water and Wastewater Company with a content analysis approach?
Methodology
Given that the aim of the present study is to identify the dimensions of the knowledge management model based on the Asian Productivity Organization Model in Fars Province Water and Wastewater Company with a thematic analysis approach; the research method is fundamental-applied in terms of purpose and mixed (quantitative and qualitative) in terms of data collection method, cross-sectional in terms of data collection time, and survey in terms of the nature of the research. In this study, in order to explain the dimensions of the knowledge management model based on the Asian Productivity Organization Model in Fars Province Water and Wastewater Company with a thematic analysis approach, first the codes and themes of the research variables were identified through library studies (referring to written documents such as books, magazines, etc.) and interviews with experts. Then, in order to finalize the list of dimensions and components, a survey method of experts using the fuzzy Delphi method was used.
The statistical population of the study included university professors, experts in the field of knowledge management, and senior managers of the Water and Wastewater Company; who had the information required for the study. The work experience of the experts in the field of knowledge management, the presence of experts from senior management positions in water and wastewater companies, theoretical mastery, practical experience, willingness and ability to participate in research, having at least 15 years of work experience to participate in the research interview, and the presence of university experts with relevant academic education compared to professional experts are the main characteristics of the research experts. The sample size of the research consists of 17 people and they were selected using the purposive sampling method. The measurement tools in this study were library studies, interviews, and questionnaires. The interviews were semi-structured, that is, according to the personality and behavioral requirements and the interview time, which in this study is between 30 and 60 minutes. In this study, a total of 17 experts were interviewed. From the thirteenth interview onwards, repetition was observed in the information received. This means that the research sampling reached saturation in the fourteenth interview, but for reliability, interviews continued with three other experts.
Discussion and Results
The results showed that the extracted concepts related to the knowledge management model based on the Asian Productivity Organization model in Fars Province Water and Wastewater Company included 92 primary codes, 30 basic themes, and 10 organizing themes.
Considering the views presented in the first stage and comparing it with the results of the second stage, if the difference between the definite fuzzy mean in the two stages is less than (0.1), it means that the experts have reached a consensus on the primary code in question. The results show that the experts have reached a consensus on 79 themes. On the other hand, if the average of each theme in the second stage of the survey is less than the threshold (0.7), the theme in question should be removed. In the studies conducted, the average of the five themes in the second stage, numbers 3, 8, 17, 21, and 32, was less than (0.7); therefore, the aforementioned themes were removed from the study process. Also, the results of Table 5 show that the expert group members did not reach a consensus on topics 38, 44, 51, 59, 70, 81, 85, and 90, and the level of disagreement in the first and second stages was greater than the threshold (0.1); therefore, the survey on the above topics that did not reach a conclusion in the second stage will continue in the third stage.
Conclusion
The Asian Productivity Organization’s Knowledge Management Assessment Tool is a systematic way to identify areas where an organization should focus its knowledge management initiatives, and its results can provide a good understanding of the level of readiness of organizations at the knowledge management levels. Organizations should gradually move towards higher levels in a systematic plan, namely, comprehensive development and implementation of knowledge management, continuous refinement and evaluation of knowledge management programs, and maturity and mainstreaming of knowledge management, and form a systems thinking in the company. Systems thinking gives managers a new perspective and causes the needs and connections between organizational units to increase. This makes intra-organizational problems easier to solve, and employee responsibility and commitment also increase. Also, having a systems perspective and an open learning space in organizations improves trust and responsibility among the organization’s people, and this responsibility itself can lead to increased and improved performance. 

Abstract Abstract The purpose of the current research is to investigate the effective factors in hiding knowledge in the country's water and sewage engineering company. This research is in the basic research category in terms of purpose. The current research was conducted using the qualitative method and based on the phenomenological approach. The sampling method in the present research was a purposive sampling, and theoretical saturation acquired by conducting 18 interviews. Semi-structured interviews were used to collect data. The data analysis method is based on coding and categorization. Data analysis was done using MAXQDA 2020 software. The findings of the research showed that all the criteria were confirmed, and it was found that Kendall's coordination coefficient improved in each round compared to the previous round. According to the analysis of the findings, all the identified variables are of appropriate importance and therefore the phenomenological model was presented. In the final results of the research, the main themes with the titles, human resource management, process system, knowledge concealment, and consequences were identified, and each main theme consists of several sub-themes as described in the text of the article. Extended Abstract Introduction Knowledge sharing is a voluntary activity, and organizations are trying to find ways to encourage people to share their knowledge with other members. Due to the strategic importance of knowledge sharing within organizations, several studies have been conducted to investigate the behavioral records related to knowledge sharing by individuals in the workplace. The fact that knowledge hiding is a common phenomenon in organizations was highlighted in a research conducted by Mil & Mil (2006). This study showed that 20% of employees hide their knowledge from their colleagues because they believe that knowledge belongs to privacy and should not be shared (Peng, 2015). Van & Hoff (2017) argued that knowledge hiding occurs when an individual does not intentionally disseminate his knowledge to other members of the organization (Kang et al, 2017; Hernaus et al, 2016). In their research model, they showed that knowledge concealment, like knowledge sharing, can have two dimensions: explicit knowledge concealment and implicit knowledge concealment. On one hand, the concealment of explicit knowledge can be easily found in non-recording, non-classification, and non-storage; and the concealment of implicit knowledge can be found hidden in people's daily actions and mental models (Hernaus et al., 2018). Aother reasons for hiding knowledge by employees is that people consider their knowledge as an important tool that helps them to continue being a valuable person in the organization (Hosseinpour et al, 2016). According to the explanation and explanation of the problem, the main question has been raised as follows: What are the effective factors in hiding knowledge in the country's water and sewage engineering company? Theoretical Framework According to Martin (2005); diverse cultures, lack of trust, lack of enough time, inefficient and fruitless communication and poor knowledge can cause knowledge to be hidden (Anand & Hassan, 2019). In most situations, organizational factors such as job participation and satisfaction, performance evaluation and performance recognition are also considered as motivators to increase and promote knowledge disclosure behavior among users. In addition, organizational culture, senior management support and organizational communication also affect knowledge disclosure behavior. Revealing knowledge is shared indirectly through learning activities existing among users (Ibrahim & Hock Heng, 2015). Weakness in the organization's reward and encouragement system is one of the factors that encourage knowledge concealment among employees. Since knowledge sharing is essentially a behavioral issue, using a reward system is one of the ways to increase the probability of this behavior from employees. If the organization does not provide material and spiritual support and appreciation to the employees who have a high motivation to share their knowledge with others, the motivation of other employees to follow this behavior will decrease and the organization's employees will manifest behaviors related to knowledge concealment.  However, when employees do not believe in the value and importance of sharing their knowledge with colleagues, even the existence of a strong motivational system cannot be effective, and the behavior of hiding knowledge always becomes one of the favorite behaviors of employees. Haghsetan & Jantifar (2021) investigated the moderating role of professional commitment in studying the impact of perceived organizational policies on knowledge concealment (case study: Tehran's Hemian Fan Sanat Berq Company). The results show that professional commitment moderates the effect of perceived organizational policies on knowledge concealment. Chen et al, (2020) investigated the integration of light and dark aspects of communication transparency for knowledge management and creativity: the moderating role of regulatory focus. Their findings advance the understanding of communication visibility theory and regulatory focus theory in corporate social media contexts. For employees, the findings suggest that they need to share their knowledge with other colleagues to improve their creativity. For organizations, the findings recommend that they should implement various policies that highlight the organizational focus of employees to facilitate knowledge sharing and prevent knowledge hiding. Research methodology This research is in the category of basic research. This research was conducted using a qualitative method and a phenomenological approach for analysis. The statistical population of the research included 18 managers, senior experts and experts of the water and sewage department who have more than 20 years of experience in the company environment and at different levels. The sampling method in this research is stratified sampling. In order to collect data, semi-structured, in-depth, collaborative and long-term interviews were used. Research findings The method of analyzing the collected data was based on coding and categorization and using MAXQDA 2020 software. The findings of the research showed that all the criteria were confirmed, and it was found that Kendall's coordination coefficient improved in each round compared to the previous round. According to the analysis of the findings, all the identified variables are of appropriate importance and therefore the phenomenological model was presented. In the final results of the research, the main themes with the titles of human resource management, process system, knowledge concealment, and consequences were identified, and each main theme consists of several sub-themes as described in the text of the article. Conclusion This research was conducted with the aim of investigating the effective factors in hiding knowledge in the country's water and sewage engineering company. The results of this research are consistent with the researches of Hoseinpour (2020), Jiang & Xu (2020), Chen et al, (2020), harma & Toshinwal (2020), and Singh (2019). The biggest reason for concealment of knowledge in the country's water and sewage company can be attributed to deliberate concealment and retaliatory concealment, which the vast majority of the interviewees mentioned directly or indirectly. Every research has its own limitations. The duty of the researcher is to express the limitations of his research and try to bring his scientific work to criticism deliberately and bravely. This part of the thesis is dedicated to this part, which states the limitations of the upcoming research from the perspective of the researcher and criticizes its shortcomings, so that the statement of the limitations determines a way to improve and advance the future research. In this regard, the limitations of the research and suggestions for future research were presented, which are: In this research based on the phenomenological method, the modeling of knowledge concealment was discussed and finally the research model was tested in the relevant statistical population. Therefore, for a more accurate and consistent review, it is suggested that the model presented in this research be tested in other similar organizations and the results obtained be compared with the results of this research. Another limitation of this research is giving priority to conducting interviews and benefiting from the opinions of experts and professors rather than reviewing documents. Therefore, it is suggested that in the future research, the documents and records of the organization in the field of knowledge management should be studied for a more detailed examination, and appropriate categories and concepts should be extracted from them.

Abstract Abstract The purpose of this research is to design supply chain scenarios and examine how it affects the relevant variables in the National Company of Southern Oil-bearing Regions. The method of this applicable research is qualitative, and analytical-survey in terms of the method of data collection. Fuzzy Delphi was used to collect information. The statistical population of the research includes the collection of experts working in the procurement and goods affairs department of the National Company of Southern Oil-bearing Regions, selected by judgmental sampling method, and the most knowledgeable people, as many as 14 persons, were selected as members of the statistical sample. Questionnaires and interviews were used to obtain primary data. The research questionnaire includes 50 components in 5 paradigms of resilience, lean, agility, knowledge management, and jihadi management. Delphi method and Kendall's correlation coefficient were used for the validity of the questionnaire, and Cronbach's alpha method was used to calculate the reliability of the research questionnaire. Analysis of the research data carried out by the Rizad scenario. Three supply chain scenarios were designed in order to investigate how they affect the relevant variables, as follows: increasing shipping capacity, increasing the volume of orders, and reducing the time of sending orders. The results of the surveys showed that the excessive increase in the sending capacity, the increase in the volume of orders, and the decrease in the time of sending the orders will have their own positive and negative results, which the creation of a favorable and optimal situation based on the various outputs of the model will be fruitful in the context of adopting the organization's policy. Extended Abstract                                           Introduction Today, in the global economy, fierce competition among companies has caused them to operate in conditions of uncertainty; as a result, they face high risks. Risks have negative effects on the supply chain of companies and can lead to profitability and competitive advantage (Ravanestan et al, 2017). The supply chain can be defined as a chain that connects different actors from the customer to the supplier through production and services, in which the flow of materials, information, and finance are effectively managed to meet business needs (Jafarnjad & Mohseni, 2015). Therefore, it is necessary for organizations and companies to achieve the desired result in order to smooth the production and remove obstacles in this wide range of global competition market activities, to implement a new approach to their production management and operations, which is the implementation of resilient supply chain management. Strengthening the supply chain can significantly reduce its vulnerability to various types of risk (Yuan et al, 2010). In the meantime, one of the largest companies in Iran and the world is the National Company of Southern Oil-bearing Regions, which currently incurs a lot of expenses for the country, especially in the supply of goods and materials, due to its large income. It faces many problems, including the lack of a supply chain view, lack of responsiveness and customer satisfaction, slow speed, high cost, large and inefficient storage, etc. (Shishehbori & Shojaei, 2022). Therefore, in this research, we decided to design and examine the scenarios of the supply chain and how it affects the relevant variables in the National Company of Southern Oil-bearing Regions. Therefore, in this research, the researcher intends to answer the basic question: what are the scenarios of the supply chain and how they affect the relevant variables in the National Company of Southern Oil Regions? Theoretical Framework Supply chain A supply chain is defined as a set of related organizations that work together to control, manage, and improve the flow of materials, products, services, and information from the point of origin to the point of delivery (the final customer) to satisfy customer needs at the lowest possible cost to all members (Rezaian fardoie et al, 2023), and supply chain management includes a set of systematic internal and external activities of a company that organizes and directs all business processes within the supply chain in a codified manner and with a holistic view, and its goal is to optimize those processes with minimum costs and maximum efficiency (Mirshekar et al, 2022).  Karimi et al, (2022) investigated the effect of strategic supply chain management on the performance and orientation of the supply chain by analyzing the mediating role of resilience. 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. Ramezani et al, (2022) in a research entitled "Designing a closed-loop supply chain of perishable products: a scenario-based two-stage stochastic planning approach" used discrete scenarios for scenario creation and assumed that the probabilities and the conditions of each scenario are predetermined. Finally, they performed sensitivity analysis on key parameters to check changes on costs.  Research methodology The method of this applicable research is qualitative, and analytical-survey in terms of the method of data collection. Fuzzy Delphi was used to collect information. The statistical population of the research includes the collection of experts working in the procurement and goods affairs department of the National Company of Southern Oil-bearing Regions, selected by judgmental sampling method, and the most knowledgeable people, as many as 14 persons, were selected as members of the statistical sample. Questionnaires and interviews were used to obtain primary data. The research questionnaire includes 50 components in 5 paradigms of resilience, lean, agility, knowledge management, and jihadi management. Delphi method and Kendall's correlation coefficient were used for the validity of the questionnaire, and Cronbach's alpha method was used to calculate the reliability of the research questionnaire. Research findings Analysis of the research data carried out by the Rizad scenario. Three supply chain scenarios were designed in order to investigate how they affect the relevant variables, as follows: increasing shipping capacity, increasing the volume of orders, and reducing the time of sending orders. The results of the surveys showed that the excessive increase in the sending capacity, the increase in the volume of orders, and the decrease in the time of sending the orders will have their own positive and negative results, which the creation of a favorable and optimal situation based on the various outputs of the model will be fruitful in the context of adopting the organization's policy. Conclusion The current research was conducted with the aim of designing supply chain scenarios and investigating how it affects the relevant variables in the National Company of Southern Oil-bearing Regions. The results of this research are in agreement with the findings of researchers such as Samiei et al, (2023), Ramezani et al, (2022), Khan et al, (2022), Karimi et al, (2022), Piya et al, (2022), Kazancoglua et al, (2022), Juan et al, (2022), Momeni & Zereshki (2021), Shafaghizadeh et al, (2021), Malmir et al, (2020), and Haghighatpanah et al, (2019). (Karimi et al, 2022) in the results of their investigations showed that 1- strategic supply chain management has a significant direct effect on supply chain orientation, 2- strategic supply chain management has a significant indirect effect on supply chain orientation (through the agility and strength of the chain), 3- strategic supply chain management does not have a significant direct effect on the performance of the supply chain, 4- strategic supply chain management has a significant indirect effect on the performance of the supply chain (through the agility and strength of the chain), 5- Chain agility has a significant mediating role in the relationship between supply chain strategic management and chain performance and orientation. 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. According to the results of the research, the following suggestions were presented: An excessive increase in the sending capacity, an increase in the volume of orders, and a decrease in the time of sending orders will have their own positive and negative results, and the creation of a favorable and optimal state based on the various outputs of the model will be very fruitful in the context of adopting the organization's policy, so it is suggested by increasing the sending capacity, it will partially help to improve the efficient management of the supply chain, and its unnecessary increase can cause excess capacity and waste of resources. By simulating the system, it is possible to achieve its optimal level by parametrically changing this variable, and it can be continuously monitored and re-evaluated over time. It is suggested to ensure the accumulated amount of confidence, the capacity of the organization's warehouses, and the limitation of resources.

Abstract Abstract The purpose of this research is to present the knowledge sharing model in Maskan Bank of Iran. The research method is applicable in term of its purpose, and mixed in terms of implementation. The statistical population in the qualitative part includes 15 experts, professors, and all people who have had practical or research activities in the field of knowledge sharing, using a purposive sampling method; and in the quantitative part, it includes 344 employees of the headquarters of Maskan Bank of Tehran, using a simple random sampling method. Data collection was done in the qualitative part by using semi-structured interviews; and in the quantitative part by a researcher-made questionnaire. The data-based method was used in the analysis of the data of the qualitative part, and PLS software in the quantitative. The results in the qualitative part showed that 6 structures include: causal conditions (with 3 dimensions of universality and inevitability, the need to change the attitude towards branding, urban brand identity), contextual conditions (with 3 dimensions of brand structural coherence, urban branding, strategic location of city), intervening conditions (with 3 dimensions of tourist behavior pattern, investment/financing, environmental factors), dimensions of the phenomenon (with 3 dimensions of creating a platform for smart tourism, attention to stakeholders, integrated urban brand management), strategies (with 3 dimensions of urban advertising system improvement, smart urban branding design, urban brand culture), and consequences (with 3 dimensions of social capital development, development of quality of life, competitive power of urban brand). Based on the results of quantitative analysis, the relationships between significant research variables and the model have a good fit. Extended Abstract                                           Introduction During many years and working in organizations, human resources acquire sets of ideas, thoughts, skills, experiences and applicable sciences. The collection of such reserves is considered the knowledge of each person, which is recorded in the person's mind over time. As long as this knowledge exists in a person's mind, other people do not have the ability to access and benefit from it. There are many organizations that have such people (Park & Gabbard, 2018). Leibovitz believes that knowledge management is a combination of acquisition and storage of obvious knowledge, along with intellectual capital management. In other words, knowledge management is the process through which organizations use their collected information. Approaches to knowledge management depend on the management perspective. Differences can be caused by information-based, technology-based, and culture-based perspectives (Asgharneghad & Haghdoust, 2022). Therefore, one of the most important means of continuous creation of knowledge is sharing it among all units and members of the organization with an emphasis on technology and social interaction, attention to which has an important role in the survival of the organization in the spaces facing the competitive organization (Gholipour domyeh, 2023). Knowledge sharing is the axis of development and transformation in different societies and it is considered the main focus of training specialized and trained human resources in any society. Realization of knowledge management, sharing and documenting it in financial and banking organizations is one of the basic needs of today's knowledge-oriented society. In the current age, which is called the age of knowledge, organizations are witnessing environments that are becoming more dynamic and challenging day by day, and consider intangible and spiritual capital, called knowledge, as an important and vital factor (Firouzi & Feyzi, 2017). Based on the said material, the researcher is trying to answer the question: what is the model of knowledge sharing in Iran Maskan Bank?   Theoretical Framework Sharing knowledge Researchers state that one of the key assets of organizations is the knowledge they have access to (Hao et al, 2019). Knowledge sharing is the voluntary and enthusiastic transfer of acquired skills and experiences to other people and departments of the organization (Gupta et al, 2019). Knowledge sharing is also defined as informational behavior that requires effort and preparation to be responsive and understand information knowledge sharing (Kurmiawan at al, 2020). Knowledge sharing takes place voluntarily to share their expertise and knowledge with others with the intention of creating an interested learning process (Oyemomi et al, 2019). Hemti Nooddoost Gilani & Bagherzadeh (2023) investigated the relationship between intellectual capital and creativity with the mediating role of knowledge sharing perception in Sanat and Ma'dan Bank. The findings of the research indicated the existence of a positive and significant relationship between intellectual capital and creativity of employees in Sanat and Ma'dan Bank. Also, the mediating role of the perception variable of knowledge sharing in the relationship between the components of intellectual capital and creativity was confirmed. These findings mean that the emphasis on knowledge sharing by employees can have a positive effect on the creativity of employees in a way that significantly influences the effectiveness of intellectual capital on the creativity of employees. Gholipour domyeh (2023) investigated the simultaneous optimization of knowledge sharing and customer loyalty in social networks under the digital marketing approach. The results of the integrated approach on a company active in the field of digital marketing in Tehran showed that there is a significant positive effect of 6.47% between customer loyalty and knowledge sharing at a significance level of 1%. The results of the regression analysis also showed that there is a positive and significant relationship between knowledge sharing and customer loyalty under the digital marketing approach by 1.53%. AHP analysis showed that protestive behavior and purchase intention are the most important components of customer loyalty. Coding and implementation of the proposed bi-objective mathematical model in Games software provided a level of optimization in which maximum shared knowledge with maximum customer loyalty was achieved. Research methodology The research method is applicable in term of its purpose, and mixed in terms of implementation. The statistical population in the qualitative part includes 15 experts, professors, and all people who have had practical or research activities in the field of knowledge sharing, using a purposive sampling method; and in the quantitative part, it includes 344 employees of the headquarters of Maskan Bank of Tehran, using a simple random sampling method. Data collection was done in the qualitative part by using semi-structured interviews; and in the quantitative part by a researcher-made questionnaire. Research findings The data-based method was used in the analysis of the data of the qualitative part, and PLS software in the quantitative. The results in the qualitative part showed that 6 structures include: causal conditions (with 3 dimensions of universality and inevitability, the need to change the attitude towards branding, urban brand identity), contextual conditions (with 3 dimensions of brand structural coherence, urban branding, strategic location of city), intervening conditions (with 3 dimensions of tourist behavior pattern, investment/financing, environmental factors), dimensions of the phenomenon (with 3 dimensions of creating a platform for smart tourism, attention to stakeholders, integrated urban brand management), strategies (with 3 dimensions of urban advertising system improvement, smart urban branding design, urban brand culture), and consequences (with 3 dimensions of social capital development, development of quality of life, competitive power of urban brand). Conclusion The current research was conducted with the aim of presenting a knowledge sharing model in Iran Housing Bank. The results of this research are in agreement with the results of Hemti Nooddoost Gilani & Bagherzadeh (2023), Gholipour domyeh (2023), Azeem et al, (2021), Bayati et al, (2021), Ghanbari & Ahmadi (2022), Tabatabaei et al, (2020), Katlijn et al, (2021), Daphna et al, (2020), and Lee et al, (2020). Katlijn et al, (2021) in their study showed that people believe that their knowledge is an important part of their identity; sharing it is costly, but facilitates greater trust that the recipients of this knowledge have with future reciprocal rewards. According to the results of this research, the following suggestions are presented: Create a culture of knowledge sharing: managers should create a culture that encourages employees to share their knowledge and experiences. This can be through team meetings, internal publications, online systems, or collaboration platforms. Creating an atmosphere of cooperation: encouraging employees to cooperate and interact with each other is important. Banks can promote co-working spaces, hybrid teams, and joint projects so that employees can directly communicate with each other and share their knowledge. Internal training platforms: creating an internal training platform where employees can easily access training resources, recorded trainings, and online courses will help companies to share their knowledge with bank employees.

Abstract Abstract The aim of the current research is to present a model for the implementation of new fintechs in the banking industry (peer-to-peer lending). The research method is applicable in terms of purpose, mixed (qualitative-quantitative) in terms of implementation, and survey in terms of nature and method. The statistical population of the research was the managers, supervisors and employees of the financial and technological fields of banks, experts and specialists in the fintech field in the country; and according to the principles and rules of the unlimited population, 384 people were selected as a sample. Data collection was done by semi-structured interviews in the qualitative part, and by the researcher-made questionnaire in the quantitative part. Coding and MAXQDA software were used in qualitative part data analysis, and SPSS and AMOS software were used in quantitative part. The results of the qualitative data analysis of the research were categorized as follows: In this regard, the extracted categories were categorized as follows: Causal conditions: organizational learning, system attitude, and information technology. Key conditions: communication capital, human capital, and structural capital. Governing platform: partner banks, external theorists, government, and environmental conditions. Intervening conditions: obstacles and challenges including organizational factors, community conditions, individual factors, and lack of education and research. Strategies: policy making, strategic plan, and employee satisfaction and loyalty. Consequence: knowledge-based policy making, knowledge management, innovation, creativity and idea, and knowledge-based organization. The results of the quantitative part showed that the fit indices of the model indicate the confirmation of the model at the confidence level of 99%. Extended Abstract                                           Introduction Among the advantages of strategic cooperation between the banking system and fintech is efficiency in terms of speed, cost, and reaching new customers. The issues and problems of traditional banks include complex structures, high level of formality, increase in operational cost, providing banking services with more cost and time, lack of innovation in service, and failure to meet customer expectations (Soltanee & Tahmasebi Aghbolaghi, 2020). All these factors have led to the decrease in the popularity of the banking system; But on the other side of the field, the increase of people who, for various reasons, cannot use traditional banking services or do not want to use them, has led to the development of fintechs. This trend has confirmed the decreasing popularity of banks, and according to statistics, the average use of fintech globally has reached 33% (Hill, 2018). Peer-to-peer lending in modern banking is a co-product of important business, technological and social processes. One item that has helped to create peer-to-peer lending is the presence of a new generation of freedom advocates. "Technological changes, globalization, and other international processes have reduced the number, size and role of commercial intermediaries in many industrial sectors. These changes have also led to the emergence of peer-to-peer lending. Individuals can become members as lenders by registering on the peer-to-peer lenders website." (Sarhangi et al, 2016). Borrowers also enjoy the benefits of lower costs compared to bank or credit union loans. Fintechs can provide new products and services for peer-to-peer banking customer groups that do not have access to traditional financial services. These conditions are possible through the following ways: improving financial participation, providing simple products with low cost and helping people who do not have easy access to banking services, and improving the customer experience, increasing transparency and improving security, and accommodating retail customers and small and moderate companies to fraudity and cyber-attacks (Wonglimpiyarat, 2017). Due to the importance of this issue, this research seeks to present and propose a suitable model for the implementation of new fintechs in the banking and peer-to-peer lending industry. In this research, we are looking for an answer to this question: what is the implementation model of new fintechs in the banking industry (peer-to-peer lending)? Theoretical Framework fintech The term fintech means financial technology. Fintech refers to companies and representatives of companies that have combined financial services with modern innovative technology. Usually, new participants in the market offer Internet products and application-based products (Anil & Alistair, 2019). Fintech or financial technology is a set of businesses that use software and hardware to provide innovative financial services. The National Center for Digital Research in Dublin, Ireland defines fintech as innovation in financial services (Owzaei & Sohrabi, 2017). Sadraee et al, (2024) examines the presentation of the fintech market development model with an emphasis on existing challenges and strategies. The results of the research showed that the challenges of fintech market development include insufficient infrastructure, regulatory and legislative barriers, difficulty working with public/general customers, mistrust of technology and fintech, low income levels and product pricing challenges, and cultural barriers. Also, fintech market development strategies include community participation in the marketing process, use of social networks, smart and optimal advertising, useful and valuable content production, branding, adaptation of communication strategies to the nature of the fintech market, geographic and cultural segmentation of the market, as well as customer education. Khaled Mohammad et al, (2023) investigated the determinants of fintech adoption: evidence from a representative sample of emerging economies across the country. They identified important characteristics that predict customer fintech adoption among individual respondents. They found that customers were less likely to adopt fintech services if they reported higher levels of concern about security, information privacy, limited government control, and higher levels of perceived service barriers. Evidence showed that these concern factors, for example, are the main determinants of fintech adoption, unlike demographic variables. Our findings have insights for fintech service providers and policy makers.   Research methodology The research method is applicable in terms of purpose, mixed (qualitative-quantitative) in terms of implementation, and survey in terms of nature and method. The statistical population of the research was the managers, supervisors and employees of the financial and technological fields of banks, experts and specialists in the fintech field in the country; and according to the principles and rules of the unlimited population, 384 people were selected as a sample. Data collection was done by semi-structured interviews in the qualitative part, and by the researcher-made questionnaire in the quantitative part.   Research findings Coding and MAXQDA software were used in qualitative part data analysis, and SPSS and AMOS software were used in quantitative part. The results of the qualitative data analysis of the research were categorized as follows: In this regard, the extracted categories were categorized as follows: Causal conditions: organizational learning, system attitude, and information technology. Key conditions: communication capital, human capital, and structural capital. Governing platform: partner banks, external theorists, government, and environmental conditions. Intervening conditions: obstacles and challenges including organizational factors, community conditions, individual factors, and lack of education and research. Strategies: policy making, strategic plan, and employee satisfaction and loyalty. Consequence: knowledge-based policy making, knowledge management, innovation, creativity and idea, and knowledge-based organization. The results of the quantitative part showed that the fit indices of the model indicate the confirmation of the model at the confidence level of 99%. Conclusion The present study was conducted with the aim of providing a model for the implementation of new fintechs in the banking industry (peer-to-peer lending). The results of this research is aligned with the results of Sadraee et al, (2024), Khaled Mohammad et al, (2023), Khosravani & Bahman (2023), Khazaei et al, (2022), Barrio Oton (2021), Kou et al, (2021), Pazhoheshfar & Biabani (2021), Hammerschlag et al, (2020), Nurjanah et al, (2020), Martinčević et al, (2020), and Zhonging et al, (2019). Zhonging et al, (2019) in a research entitled factors affecting the acceptance of fintech services for bank users and presenting a technology acceptance model, while studying the effect of fintech acceptance on bank service users, presented an innovative technology acceptance model. Also, the results of this research show that the respondents pointed to the popularity and acceptability of the Internet and smart tools among users, perceived ease, usefulness, and government support for innovation as positive and facilitating factors; and the risk of privacy as effective barriers to the use of fintech services by banks. According to the results of this research, the following suggestions are presented: 1-Banking industries should take serious action to improve the implementation of fintechs by strengthening the dimensions of organizational learning which include: individual learning, group level learning, and organizational level learning. 2-a different attitude than the normal one should be used in the organization in order for a better order to prevail and to increase the overall efficiency and performance of it. The attitude required for use in the organization is the system attitude that connects all the elements in the organization to each other and does not examine any element alone because the organization is a system consisting of different elements. Based on the results of this research, it can be said that having a systemic attitude is one of the important factors of using fintechs.

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 The current research deals with the effectiveness of the knowledge management model in achieving the goal of improving its position in Bank Tejarat. The European Organizational Excellence Model (EFQM) was also chosen because the nine criteria included in this excellence model include the basic concerns of the bank. The analysis has been done by considering 5 main hypotheses based on 5 enabling criteria of the model and 5 sub-hypotheses according to the respondents' service units. The statistical population is experts and managers who are based in the headquarters of Tejarat Bank in Tehran. Using stratified random sampling, a total of 270 questionnaires containing 24 questions were distributed, of which 250 complete responses were received and analyzed. In this research, the methods of reviewing documents and questionnaires were used to collect information, and SPSS software was used to perform calculations. The results of the investigations show that, from the perspective of the employees of Tejarat Bank, in this discussion, among the components of the European model of organizational excellence, the human resources component has the highest priority and the component of business partners has the least importance. Extended Abstract Introduction In organizations, knowledge can be found not only in documents and resources but also in daily organizational work, processes, performance and norms of the organization. knowledge, prior to be controlled and managed, must be created and used in an organization. The process of creating knowledge requires the interaction, participation and involvement of people with information technology. If knowledge management becomes a part of the organization's business model, creating a culture of change in the organization can be applied with fewer issues, because no change is possible without awareness and preparation and saving the necessary energy for change. An organization that wants a superior position compared to its competitors, must respond to the needs and expectations of the customer by using the competitive knowledge available in the organization. Tejarat Bank has had the long-term experience of professional and leading bankers and has been among the pioneers of the banking system in many fields. He has always been concerned about updating service programs and attracting more and more customers through providing new services. Various and extensive research shows that most of today's organizations have turned to organizational learning and knowledge management with the aim of achieving a superior and brilliant position, and as a competitive advantage on the way to a clear and superior horizon compared to their competitors, they are trying to become the receiving organization. Bank Tejarat, like other organizations that have this concern, mentions knowledge management as a tool to achieve this goal. In addition, improving the knowledge level of the employees is one of the regular programs of the bank, which has long considered the effectiveness of trainings and their long-term effects as a basic principle. In this research, we seek to find the answer to this question: How effective is the knowledge management model based on the European model of excellence in improving the competitive position of Tejarat Bank? Theoretical framework Knowledge is information combined with experience, circumstances, interpretation and thinking. When information enters the human mind, it becomes knowledge (Safaei et al, 2018). Knowledge management is a coherent systematic process that uses a suitable combination of information technologies and human interaction to identify, manage and share the organization's information assets. These assets include databases, documents, policies and procedures. In addition, it includes both explicit knowledge and tacit knowledge of employees, and uses diverse and extensive methods to capture, store and share knowledge within an organization (Al Roy and Firestone, 2007). ) The European model of organizational excellence was created to recognize and promote sustainable success and provides guidelines for organizations that seek to achieve sustainable success. This model creates a holistic view of the organization and can be used to determine how these various methods are paired with each other and complement each other. (Suárez et al., 2014) Keshavarz Afshar et al, (2022) in a research called "Designing a native model of knowledge management in Iran's government organizations" prioritized the most important components affecting the maturity of knowledge management. This priority is: input, process, output, consequence and feedback. Maurcury & Mendes, (2018) believe that knowledge management can coexist with quality management, because they have the main success factors: approach to the customer and other stakeholders, human resource participation, leadership, management based on data, and information. Research methodology The current research is applicative- descriptive in terms of its purpose, and descriptive and correlative based on the method of data collection. In this research, due to the large statistical population, stratified random sampling method was used. The statistical population consists of all the personnel of the headquarters management of Tejarat Bank (employees with a bachelor's degree or higher). The method of collecting information was the review of documents and questionnaires. In the present study, a researcher-made questionnaire was used, which used a 5-point Likert scale to score the answers. Research findings In order to check the research hypotheses with the help of spss software, inferential statistics were used to test the hypotheses and the simple average method was used to calculate the dimensions of the research. In the following, the normality or non-normality of the statistical sample was investigated, then the non-parametric binomial test was used to check the status of the research components, and the path analysis method was used to check the model. Knowledge management based on the European model of excellence has a direct and positive effect on improving the competitive position of Tejarat Bank in the field of leadership, in the field of policy and strategy, in the field of human resources, in the field of business partners, and in the field of processes. According to the results of the research and the fact that the significance value of the test is smaller than the significance value (0.05), it can be said that at the confidence level of 95%, the investigated components among the headquarters staff of Tejarat Bank of Tehran in the seven districts have significant differences. Friedman's analysis of variance test, which was used to rank each of the independent variables of the research, confirms that among the employees of Tejarat Bank, the component of improving human resources has the highest priority and the component of business partners has the lowest priority. The priority of the criteria is from the highest to the lowest priority in the following order: human resources, processes, leadership, policies and strategies, and finally business partners. Conclusion The present study deals with the effectiveness of the knowledge management model based on the European model of excellence in improving the competitive position of Tejarat Bank. The results of this research are consistent with the findings of Javidnia and Kamali (2017), and Tavallaei & et al, (2021); the analyzes show that from the point of view of all the considered criteria of the European model of excellence, there is a direct relationship between knowledge management and the improvement of the competitive position of Tejarat Bank in the various areas mentioned in this research. Only regarding the prioritization among different criteria, the results indicate the priority of the criteria from the highest to the lowest priority in the following order: human resources, processes, leadership, policies and strategies, and finally business partners. According to the current research, it is suggested to the bank managers that in the field of human resources, by adopting appropriate incentive policies to attract more employees' participation; in the process department by establishing organizational processes related to the creation, storage, distribution and combination of knowledge; in the field of leadership, with a commitment to culture-building regarding organizational knowledge and learning; in the field of learning strategies and policies with valuing and regulating the organization's mission and vision based on organizational knowledge, having a system Providing correct information; and finally, in the field of business partners, by forming expert and research groups, to gain knowledge and awareness of competitors' plans, by recognizing the new needs of customers, the possibility of preventing the wastage of the organization's resources and leading it to gain, provide more market share.