Journal of value creating in Business Management

Abstract The objective of this research is to design a model for the implementation of a data-driven human resource (HR) management system utilizing digital and intelligent tools within the Tehran Blood Transfusion Organization. In terms of its goal, this study is classified as fundamental research, and in terms of its execution, it employs a mixed-methods approach (qualitative and quantitative).



The statistical population for the qualitative phase included 15 academic experts, faculty members, and managers of the Blood Transfusion Organization, selected through purposive and theoretical (judgmental) sampling. The quantitative population consisted of 700 active employees of the Tehran Blood Transfusion Organization, from which a sample size of 196 individuals was selected using simple random sampling. Data collection tools involved semi-structured interviews for the qualitative phase and questionnaires for the quantitative phase. Data analysis was performed using MAXQDA 2020 for the qualitative findings, while SPSS and SmartPLS were utilized for the quantitative analysis.



Findings from the qualitative phase revealed that through axial coding, 44 primary codes were categorized into 22 axial codes, representing the key concepts and structural components of a data-driven HR system. The quantitative analysis confirmed that causal, contextual, intervening, and strategic factors significantly impact the implementation of the data-driven human resource system. Furthermore, alignment between organizational structure, technology, and policies was identified as a prerequisite for successful data-driven decision-making and enhanced human resource effectiveness. By presenting an integrated and data-driven model, this study highlights the critical role of digital and intelligent tools in improving HR processes and strategic decision-making, providing a valuable practical and theoretical guide for organizations navigating the path of digital transformation.

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 Abstract The present study aims to investigate the role of demand management strategies in company sustainability and company performance with the mediating role of supply chain sustainability. This research is applicable in terms of purpose, and descriptive survey in terms of data collection. The statistical population of this research includes all the managers of the companies that distribute livestock inputs in the country (300 people), the census sampling method is available, which is obtained by using a questionnaire, which includes four dimensions of supply chain sustainability, demand management strategies, company sustainability and the performance of the company. Hypotheses were tested using structural equation modeling method based on partial least squares method, and data analysis of this research was done using Smart PLS version 3 software. The results show that demand management strategies affect the sustainability and performance of the company. It was also found that the stability of the supply chain affects the stability of the company. The mediating role of supply chain sustainability on demand management strategies and company performance was proved. Introduction The issue of performance has made researchers and users think for years. In the past, commercial organizations only used financial indicators as a performance evaluation tool. But in the recent years, broader definitions have been proposed in this field; some researchers defined performance as work results, because it has the strongest link with financial goals and revenues, some others consider performance only as the results obtained and another groups consider it a behavior (Rezaian fardoie et al, 2023). It seems that the new definitions are more consistent with the performance of companies, because the emerging eras in the current time not only help companies in terms of performance, cost reduction, increased transparency, sustainability and efficiency (Iqbal et al, 2021), rather, companies should try to create stability and homogenization of the demand for their products and services, considering sustainability as a necessity, today a sustainable service is able to meet customer demands without any destructive impact on the natural and social environment. Therefore, companies should try to provide profitable products and services continuously, this will help the sustainability of the company (Rajani et al, 2022). One of the factors affecting the sustainability of the company is the stable demand for the products. Companies can influence the demand through demand management strategies, which is one of the important aspects of achieving the desired results (Iqbal et al., 2021). In fact, demand management strategies, along with supply chain stability, try to reduce supply chain challenges and disruptions, these disruptions have serious consequences in the financial affairs, market and operational performance of the company (Ebrahimi et al, 2021). Therefore, this research seeks to answer the question: does the demand management strategy affect the sustainability and performance of the company with the mediating role of supply chain sustainability? Theoretical framework Company performance Organizational performance includes the actual outputs and consequences of an organization's activities, measured in comparison with inputs. In other words, organizational performance refers to how the organization's missions, tasks, and activities are performed, along with their results (Muzammil, 2022). Corporate sustainability:  Corporate sustainability is an approach aimed at creating long-term value for the organization's stakeholders through an environmentally friendly business strategy. In this approach, it is tried to focus on economic, cultural, social, environmental and moral dimensions. Also, long-term goals should not be sacrificed to achieve short-term goals. (Ashrafi et al, 2020) Demand management strategies: They are strategies that influence and control the way of managing demand, how to monitor and manage customer demand. These strategies include understanding what your customers want, as well as the plans necessary to meet those demands. These strategies help you plan and manage future demand and make sure you take the right actions to meet it (Mariano-Hernández et al, 2023). Supply chain sustainability: Supply chain sustainability is the impact that a company's supply chain can have in promoting human rights, fair labor practices, environmental progress, and anti-corruption policies. There is a growing need to integrate sustainable choices in supply chain management (Anindito, 2021). Salimi (2024) in a research conducted under the title of investigating the relationship between performance on company sustainability and cost of capital by explaining the mediating role of company risk on companies listed in the Tehran Stock Exchange, reached the following results: the results indicate that there is an inverse significant relationship between the performance and sustainability of the company with the cost of capital. Also, the mediating role of risk in the relationship between the performance and sustainability of the company and the cost of capital was confirmed. Also, this research determined that there is a significant relationship between the performance and sustainability of the company. Rajani et al, (2022) in a research titled the role of demand management strategies in the sustainability of the service industry and the impact on company performance: using the structural equation modeling approach in the geographical region of India, have reached the following results: green human resource management practices (Human Resource Management) can help organizations align their business strategies with the supply chain and sourcing environment. Also, the results show that hiring and training based on green human resources have significant effects on the sustainability of the supply chain and sourcing. This means that in order to achieve sustainability, human resource managers must prioritize environmentally friendly sourcing. This knowledge should be transferred to the employees hired during the recruitment process. Research methodology The current research aims to investigate the role of demand management strategies in company sustainability and company performance with the mediating role of supply chain sustainability. This research is applicable in terms of purpose and descriptive survey in terms of data collection. Hypotheses were tested using structural equation modeling method based on partial least squares method and data analysis of this research was done using Smart PLS version 3 software. The tool used to collect data is a standard questionnaire. The statistical population of this research includes all the managers of livestock input distribution companies (300 people), the census sampling method is available. The findings of this research show a significant relationship between demand management strategies on sustainability and company performance. The questionnaire of this research is taken from the researches of Agyabeng-Mensah (2020) in the field of supply chain sustainability, Rajani et al, (2022) in the field of demand management strategy, Saunila et al, (2022) in the field of company sustainability, Zhang et al, (2019) ) in the field of company performance, and 5 options are used from the Likert scale. This questionnaire includes questionnaires of supply chain sustainability (3 questions), demand management strategies (4 questions), company sustainability (3 questions), company performance (6 questions); each of which has its own subcategories, and the validity of the questionnaire was confirmed by 30 experts. and its reliability was calculated by CVI and CVR method; the CVI value of the above questionnaire is 85%, and the CVR value is equal to 51%. The results of data analysis were done through the structural equation model by SMART PLS version 3. Research findings The results show that according to the obtained t, it can be concluded that demand management strategies have an effect on sustainability (7.557) and company performance (16.315). It was also found that the stability of the supply chain affects the stability of the company. The mediating role of supply chain sustainability on demand management and sustainability strategies (with a value of 0.439) and company performance (with a value of 0.352) was proved. Conclusion: The results of research hypotheses using the structural equation model showed that supply chain sustainability plays a partial mediating role between the impact of demand management strategies on both sustainability (0.439) and company performance (0.352). Also, demand management strategies affect the sustainability of the supply chain. According to the results, the value of t in the model of the role of demand management strategies in the stability of the company with the mediating role of supply chain stability is equal to 63.993 and in the model of the role of demand management strategies on the performance of the company with the mediating role of supply chain stability is equal to 61.054, which is higher than the value of 1.96, and at the 95% confidence level it can be said that demand management strategies have a significant effect on both sustainability and company performance. The results of many previous researches confirm this issue (Rajani et al, 2022, Govindan et al, 2020, Bag et al, 2021). Govindan et al, (2020) has addressed the topics of demand management and supply chain sustainability, Bag et al, (2021) to supply chain sustainability on performance, and Rajani et al, (2022) the supply chain strategies on the sustainability of the company. In order to increase the sustainability of the company, it is suggested to the government to put more emphasis on environmental sustainability, social sustainability and economic sustainability, and give incentives in this field to industries and importers. In order to increase the company's performance, managers should have a special focus on financial ratios such as return on assets, return on equity, and net profit. Also, these managers should be sensitive to marketing and sales indicators such as sales growth and manage it properly.

Abstract Abstract The aim of the present study is to investigate the influential and affective factors of the identified dimensions of the policy model for creating added value in after-sales services in the Iranian automotive industry. The research method is applicable-developmental in terms of its purpose, and qualitative in terms of its implementation method. The statistical population of the study includes 10 managers and experts of sales and after-sales service agencies, whose sampling was done using a purposive sampling method with the criterion of at least 10 years of experience in sales and after-sales service agencies. The data collection tool is a semi-structured interview, and the interviews continued until the theoretical saturation stage. The DEMATEL technique was used to examine the influential and affective factors of the model. The results showed that the organizational dimension is the most important; the technical services dimension is in second place, and the physical dimension is in third place of importance. Also, the technical services dimension is the most influential; the organizational dimension is in second place of influence, and the physical dimension is in third place of influence. Introduction After-sales service is one of the necessities of today's organizations for survival, growth and profitability, and in fact, it is a response to the biggest problems of organizations. With increasing complexity and uncertainty and the speed of technological changes, the survival of organizations depends on successful after-sales service (Susilo & Ikhsan, 2020). Over the past decade, global trade has changed at an unprecedented pace and free markets are expanding around the world. Considering the above, in many organizations and industries, especially highly competitive industries such as the automotive industry, the success of product sales is closely related to the provision of after-sales service, so that today, leading companies in the automotive field seek their expected profit in the supply of parts and the provision of after-sales service (Mollahoseini & Alimirzaei, 2009). After-sales service creates a limited but continuous and reliable stream of revenue over a long period of time. When businesses provide after-sales service, they gain a deep understanding of customers' designs, processes and technologies; knowledge that competitors cannot easily obtain. This creates an incredible but sustainable competitive advantage for companies. Considering these issues, it is not surprising that companies find it difficult to compete in the after-sales service market (Nasir et al, 2024). On the other hand, in today's world, the added value in product production has decreased and the added value has moved from the product production processes to research and development and marketing in which, in addition to developing new products, the provision of services related to products has become of great importance (Moradi et al, 2019). Therefore, the main question of this research is: What are the influential and affected factors of the identified dimensions of the policy model for creating added value in after-sales services in the Iranian automotive industry? Theoretical framework Customer loyalty Loyal customers are people whose desire to purchase a product or service is accompanied by creating a psychological bond and having favorable attitudes towards them or the providing organization (Khan & Fatma, 2019). Customer satisfaction Customer satisfaction refers to a summarized psychological state that results from the combination of emotional expectations before purchasing the product and the customer's subsequent feelings about the consumption experience, and is often considered an important determinant of the customer's purchase intention and loyalty to that product and service (Jin et al, 2019). Service quality The concept of service quality is the basis of market access quality and is considered one of the most important decisions made by marketers. These decisions include determining the quality of the services to be provided, and a high level of market quality goes beyond customer expectations (Singh et al, 2023). Value Added Value added tax is a type of consumption tax levied on the incremental cost of goods and services during the production or supply period (Ibadin & Oladipupo, 2015). Ezazi & Hoshyar (2024) investigated the effect of service quality on senior loyalty through memorable experience and satisfaction among senior customers of 5-star hotels in Mashhad. The findings show that the electronic customer relationship management variable had a positive and significant effect on product innovation development, and the product innovation development variable had a positive and significant effect on marketing performance. Also, customer knowledge showed a positive and significant effect on marketing performance and product innovation development, and electronic customer relationship management and customer knowledge had a positive and significant effect on marketing performance through product innovation development. Sun et al, (2022) investigated the optimization of after-sales service with spare parts consumption and repairman travel. The results showed that the dual concerns of service quality and spare parts consumption lead to an inverse effect on spare parts prices: the service provider reduces spare parts consumption even if the sale of spare parts becomes more profitable. In addition, they showed that the travel time of the repairer has different effects on the optimal service time with respect to the maximum residence time constraint. In particular, by increasing the travel time of the repairer, the service provider increases the repair time to maintain the repair quality at a high level if the residence time is not guaranteed. However, if the maximum residence time is guaranteed, the service provider reduces the repair time to fulfill its promise. Research Methodology The research method is applicable-developmental in terms of its purpose, and qualitative in terms of its implementation method. The statistical population of the study includes 10 managers and experts of sales and after-sales service agencies, whose sampling was done using a purposive sampling method with the criterion of at least 10 years of experience in sales and after-sales service agencies. The data collection tool is a semi-structured interview, and the interviews continued until the theoretical saturation stage. Research Findings The DEMATEL technique was used to examine the influential and affective factors of the model. The results showed that the organizational dimension is the most important; the technical services dimension is in second place, and the physical dimension is in third place of importance. Also, the technical services dimension is the most influential; the organizational dimension is in second place of influence, and the physical dimension is in third place of influence. Conclusion The present study was conducted with the aim of investigating the influential and affected factors of the identified dimensions of the policy model to create added value in after-sales services in the Iranian automotive industry. The results of this study are consistent with the results of Ezazi & Hoshyar (2024), Sun et al, (2022), Behrozi (2022), Vigneshwaran (2021), Habib & Sarwar (2021), Balinado et al, (2021), Ghayumi & Kashtegar (2020), Adusei & Tweneboah (2019), Saidin et al, (2018), and Borchardt (2018). Balinado et al, (2021) showed that among the five dimensions of Servqual, reliability and empathy are significantly related to customer satisfaction in automotive after-sales services. Interestingly, it was found that tangibles, responsiveness and assurance have no significant relationship with satisfaction. The service provider must provide high quality services to meet customer expectations and increase customer satisfaction, which subsequently creates customer trust in the company. With these items, customer retention and loyalty can be achieved by the company, which can also increase the company's profit and competitive advantage. According to the results of the study, the following suggestions are made: -Determining the mechanism and new software tools and applications with priority on the agenda of the Automotive Industry Policy Council (as the policymaker of the country's automotive industry) so that supplier companies are required to correct the incorrect method of existing after-sales services within a specific time period, with proper planning, and improve the index using the aforementioned feedback. -Management of automobile companies should review defects observed in the first quarter of vehicle ownership (IQS) and place defects related to parts, assembly or production on the agenda of the quality control unit so that those defects can be resolved and minimized within a specific time frame.

Abstract Abstract The aim of this study is to investigate sales drivers in assessing the authenticity of emerging brands through measuring deep neural networks (DNN). The present study is applicable in terms of purpose, and mixed (qualitative-quantitative) in terms of implementation, and is an exploratory research type. The statistical population of the study in the qualitative section included 10 experts and academic experts proficient and familiar with the fields of marketing and branding. The research collection tool was a semi-structured interview. Data analysis in the qualitative section was carried out through coding and using MAXQDA software, and in the quantitative section using neural net and MATLAB software. The results of the study showed that 8 research criteria were identified, including brand continuity, brand credibility, brand coherence, brand symbolism, market homogeneity, market competition, market infrastructure, and political decisions. Also, all predictions of the proposed artificial neural network are made correctly, and the network is able to correctly identify and classify all outputs based on the defined inputs. Introduction In today's business world, brands play an important role in creating differentiation and attracting customers. Brand authenticity is one of the key concepts in modern marketing that refers to the extent to which customers perceive the credibility, honesty, and true values ​​of a brand (Morhart et al, 2015). Brand authenticity is especially important for emerging brands that are in the early stages of their development. This concept is especially important for emerging brands that do not yet have a strong and established position in the minds of customers (Beverland, 2021). Investigating the interaction between sales drivers and the authenticity of emerging brands is important due to the challenges in this field, especially in competitive markets. On one hand, the use of sales incentives can help increase brand awareness and accelerate customers’ decision-making process. On the other hand, if these incentives are not designed properly, they may lead to a decrease in the perception of brand authenticity (Steenkamp & Geyskens, 2014). For example, excessive discounts or excessive use of promotional tools may send contradictory messages about the true value of the brand (Dwivedi & McDonald, 2018). On the other hand, sales incentives can have a positive impact on brand authenticity in certain situations. For example, offering targeted and temporary discounts or using incentives consistent with the brand’s values ​​and message may strengthen customers’ emotional connection with the brand and improve their perception of brand authenticity (Holt, 2020). A review of the literature on the impact of sales incentives on consumer behavior and brand authenticity reveals that although there are studies on the impact of sales incentives on consumer behavior and brand authenticity, a limited number of studies have focused specifically on emerging brands and their specific challenges. In particular, fewer studies have examined how sales incentives can be used in a way that both helps increase short-term sales and reinforces the image of brand authenticity. Therefore, the main research question is: What is the role of sales incentives on the authenticity of emerging brands?  Theoretical Framework Sales Incentives Sales incentives are one of the most effective marketing tools that are widely used to stimulate consumer buying behavior, increase sales, and create competitive advantage. These incentives are usually designed as short-term strategies that aim to immediately increase demand (Chandon et al, 2000). Sales incentives can have significant effects on consumer purchasing behavior, and can encourage consumers to make immediate purchases by creating a sense of urgency and greater value. Price discounts, especially on high-priced products or price-sensitive categories, often lead to increased sales volume (Liao et al, 2021). Brand Authenticity Brand authenticity refers to the alignment of a brand’s actions with its values, history, and promises, and refers to a brand’s ability to demonstrate honesty and align with customer expectations. This concept encompasses several dimensions, including authenticity, coherence, and transparency (Napoli et al, 2016). This concept is particularly important for emerging and developing brands, as consumers often seek real values ​​and meaningful connections when choosing brands (Bruhn et al, 2017). Mousavi et al, (2023) investigated the effect of brand authenticity on the self-concept of domestic brand customers by explaining the mediating role of brand social power. The research findings show that brand authenticity has a positive and significant effect on customer self-concept. Also; brand social power has a positive and significant effect on customer self-concept. As a general conclusion, it should be added that products similar to the characteristics of authentic brands in terms of customer self-image are more likely to be selected for use by the target customer community due to the social power of the brand. Nurani Kutenaee et al, (2021) in a study titled "Modeling Store Brand Competitiveness Based on the Environmental Stimuli Pattern in Chain Stores: A Mixed Approach" concluded that managing external and internal environmental stimuli in the store through an enjoyable shopping experience can create authenticity, attachment, and store brand image, which results in increasing market share, creating a powerful brand and competitive advantage, and ultimately making the store brand competitive.  Research Methodology The present study is applicable in terms of purpose, and mixed (qualitative-quantitative) in terms of implementation, and is an exploratory research type. The statistical population of the study in the qualitative section included 10 experts and academic experts proficient and familiar with the fields of marketing and branding. The research collection tool was a semi-structured interview. Research findings Data analysis in the qualitative section was carried out through coding and using MAXQDA software, and in the quantitative section using neural net and MATLAB software. The results of the study showed that 8 research criteria were identified, including brand continuity, brand credibility, brand coherence, brand symbolism, market homogeneity, market competition, market infrastructure, and political decisions. Also, all predictions of the proposed artificial neural network are made correctly, and the network is able to correctly identify and classify all outputs based on the defined inputs. Conclusion The present study was conducted with the aim of investigating sales drivers in evaluating the authenticity of emerging brands through measuring deep neural networks (DNN). The results of this study are in line with the results of Mousavi et al, (2023), Nurani Kutenaee et al, (2021), Mohammadi et al, (2021), Grewal et al, (2020), Holt (2020), Yavarigohar & Koraghli (2019), Van-Dat (2018), Dwivedi & McDonald (2018), Chen et al, (2017), Napoli et al, (2014), and Steenkamp & Geyskens (2014). Holt (2020) concluded in their study that emerging brands should use sales stimuli that reflect real values ​​and cultures. In this study, brand symbolism, which has a cultural context, has been pointed out in a relatively similar way, which can play a role as one of the criteria related to sales stimuli. According to the research results, the following suggestions are made: Commercialization of knowledge-based goods in the Iranian pharmaceutical industry can help develop research and innovation in this industry. It is suggested that by producing and supplying innovative drugs, research should be conducted to gain more knowledge about diseases and their treatment methods. This research can lead to scientific and medical advances in the country and improve treatment methods.

Abstract Abstract The aim of the present study is to model and validate the role of artificial intelligence in improving the export capabilities of electronics industry companies: a mixed approach. The research method is applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of its implementation method. The statistical population in the qualitative section included 16 experts in the field of electronics industry exports and artificial intelligence technology selected by snowball sampling method; and in the quantitative section, 306 experts in marketing and sales of electronic products. The tool for collecting findings in the qualitative section was a semi-structured interview, and a questionnaire in the quantitative section. Data analysis in the qualitative section was based on data-based theory (Strauss and Corbin model) including three stages of open, axial and selective coding and MAXQDA software was used, and in the quantitative section, structural equation modeling (PLS-SEM) was used. The results of the qualitative section showed that five main categories including causal conditions (ICT infrastructure, data quality, technical capacity), contextual conditions (supportive policies, international cooperation, innovative organizational culture), intervening conditions (sanctions, rapid technological changes, legal barriers and customs regulations), strategies (demand forecasting, price optimization, logistics intelligence, human resource empowerment) and consequences (competitive advantage, global market penetration, increased customer satisfaction, cost reduction) constitute the model structure. In the quantitative section, the composite reliability indices were all more than 0.7 and the convergent validity for most categories was more than 0.5. The results of the hypothesis test also indicated the complete confirmation of the relationships between the model categories with a significance level of p<0.001. Introduction In the current competitive and globalized world, exports are known as the engine of economic growth and the main tool for enterprise development. Among the transformative technologies of the digital age, artificial intelligence is redefining international trade patterns as a strategic advantage and a tool for data-driven decision-making (Wang et al., 2023). By using machine learning algorithms and smart data analytics, export-oriented companies are able to predict the behavior of foreign customers and accelerate their market responses in volatile international markets (Jain & Aggarwal, 2020). Recent research also shows that artificial intelligence not only affects tactical decisions in export marketing, but also, at the strategic level, by developing innovative organizational capabilities, increases export performance and creates sustainable competitive advantage (Hasan & Ojala, 2024). In advanced industries, especially electronics industries, the wave of digitalization and integration of smart technologies has created a new form of export value chain. By optimizing supply chain management, product design, quality control, dynamic pricing, and international after-sales services, AI has made a significant contribution to improving productivity and sustainable entry of companies into global markets. On the other hand, recent studies in Asian countries show that the deployment of AI systems in electronics companies has reduced the rate of demand forecast errors by 40% and increased foreign customer satisfaction by 25% (Sugiharti et al., 2020). Despite the large volume of technical research, a native and integrated model that can explain the role of AI in developing the export performance of electronics industries in relation to Iran’s economic, institutional, and technological conditions has not yet been presented. Therefore, there is a clear theoretical and practical gap between the potential capabilities of AI and its actual mechanism in promoting the exports of Iranian companies. This gap forms the main focus of the present study; this means that the present research attempts to develop a comprehensive model to explain and validate the role of artificial intelligence in improving export performance by empirically analyzing data from exporting companies active in the electronics industry. The results of this study can be a practical guide for industrial policymakers and company managers on the path to digitizing export processes and achieving a sustainable position in global markets. Accordingly, the present research seeks to answer this question: What does modeling and validating the role of artificial intelligence in improving the export capabilities of electronics companies: a mixed approach look like? Theoretical Framework Artificial Intelligence Artificial intelligence enables the process of converting data into information, information into knowledge, and knowledge into intelligent action, and paves the way for the development of decision-making systems in conditions of uncertainty and intense competition. From a theoretical perspective, AI can be considered a strategic resource within the framework of resource-based theories and dynamic capabilities through which organizations increase their ability to analyze, innovate, and respond to environmental changes (Mahmood, 2023). The Role of AI in Firms' Export Performance In the electronics industry, where competitive advantage is based on innovation, speed of response, and supply chain optimization, AI acts as a strategic driver for improving export performance indicators. Companies that apply AI technologies in their marketing, demand planning, and export logistics processes have more sustainable growth and higher market share compared to competitors (Zhai, 2022). Fekret et al. (2024) investigated the role of artificial intelligence marketing on increasing sales and exports of Iranian sports goods using a phenomenological approach. After coding the interviews using the phenomenological method, 9 main themes and 53 sub-themes were identified. The 9 main themes included accurate identification of dimensions and indicators of smart marketing, SEO development, greater use of digital marketing and content marketing strategies, increasing the quality of Iranian sports goods, proper management of advertising and sales of Iranian sports goods, use of artificial intelligence tools, coverage of neuromarketing, employment of specialized human resources, exchange of information between the marketing and sales units. The findings of this study can serve as a basis for increasing sales and, as a result, developing exports and increasing profitability of organizations and companies in the field of Iranian sports goods. It is suggested that, due to the great importance of quality data in artificial intelligence marketing systems, the use of specialized human resources in marketing science should always be considered by managers of organizations and companies. Haghighi (2024) examined the necessity of using artificial intelligence in the development and progress of the country's exports and imports and stated that artificial intelligence can play a key role in the development and progress of the country's exports and imports. By optimizing the supply chain, forecasting demand, identifying new opportunities, improving risk management, and facilitating customs processes, artificial intelligence can help promote international trade and economic growth. However, challenges such as the shortage of skilled labor, high implementation costs, and security and legal issues are obstacles to realizing this potential. To benefit from the advantages of artificial intelligence in international trade, it is essential that the government and the private sector work together to implement programs for the development and application of this technology. The focus of these programs should be on training a skilled workforce, creating appropriate infrastructure, and developing transparent laws and regulations. By adopting a comprehensive and planned approach, artificial intelligence can be used as a tool to promote international trade and the country's economic development. Also, ethical issues, privacy, and data security should be considered. In general, artificial intelligence can play a significant role as a powerful tool in accelerating the development of countries' exports and imports. Research methodology The research method is applicable in terms of its purpose, and mixed (qualitative-quantitative) in terms of implementation. The statistical population in the qualitative section included 16 experts in the field of electronics industry exports and artificial intelligence technology selected by snowball sampling method; and in the quantitative section included 306 experts in marketing and sales in the field of electronic product exports. The tool for collecting findings in the qualitative section was a semi-structured interview, and a questionnaire in the quantitative section. Research findings Data analysis in the qualitative section was based on data-based theory (Strauss and Corbin model) including three stages of open, axial and selective coding and MAXQDA software was used, and in the quantitative section, structural equation modeling (PLS-SEM) was used. The results of the qualitative section showed that five main categories including causal conditions (ICT infrastructure, data quality, technical capacity), contextual conditions (supportive policies, international cooperation, innovative organizational culture), intervening conditions (sanctions, rapid technological changes, legal barriers and customs regulations), strategies (demand forecasting, price optimization, logistics intelligence, human resource empowerment) and consequences (competitive advantage, global market penetration, increased customer satisfaction, cost reduction) constitute the model structure. In the quantitative section, the composite reliability indices were all more than 0.7 and the convergent validity for most categories was more than 0.5. The results of the hypothesis test also indicated the complete confirmation of the relationships between the model categories with a significance level of p<0.001. Conclusion The present study was conducted with the aim of modeling and validating the role of artificial intelligence in enhancing the export capabilities of electronics industry companies: a mixed approach. The results of this study are in line with international studies such as Davenport et al. (2020), Mahmood (2023), and Wang et al. (2023), which introduced artificial intelligence as the main driving force of sustainable export advantage. At the national level, it is also in line with the findings of Rahimi Klor et al. (2024), which have shown that the application of smart technologies leads to agility, flexibility, and export resilience of Iranian companies. Based on the findings, it is recommended: 1- Establishing the "Iranian Electronics Industry Export Data Center" to collect and analyze export data with intelligent algorithms. 2- Training and empowering export managers in data analysis and working with artificial intelligence systems to promote real decision-making.

Abstract Abstract The present study aims to provide a recurring marketing strategy with a customer credibility determination approach using neural network data mining. The method of this research is applicable in terms of purpose, and is of a mixed type (qualitative-quantitative) in terms of implementation. First, by using the content analysis method, the key components of recurring marketing were identified and the initial optimization framework was designed. Then, the Delphi method and structured interviews with experts in the field of marketing and customer management were used to validate the indicators. In this study, a combination of the K-Means++ clustering algorithm and the RFM model was used to segment customers and identify groups in need of marketing interventions. Also, by using decision trees and artificial neural networks, the rules for validating customers and the accuracy of predicting their behavior have been improved. The research findings show that this combined framework not only improves the accuracy of clustering, but also allows designing personalized strategies for each group of customers. The results indicate that the recency index has the greatest impact in determining customer value, and the integration of transactional data with demographic and behavioral characteristics provides more comprehensive insights for marketing decisions. By filling the gaps in previous research, especially in the area of ​​interpretability and generalizability of models, this research has taken an effective step towards developing theoretical and applicable knowledge of return marketing. Introduction Customer value is defined as the perception of what a product or service can be useful to the customer, compared to possible alternatives. By benefit, we mean whether the customer feels that he or she receives certain benefits by purchasing a product in exchange for a certain amount of money. Lifetime value shows the profit from the customer relationship for the entire period from the moment he saw the first advertisement or registered on the site to the last purchase. Lifetime value affects the amount of revenue: the more regular customers a company has, the higher its revenue. How can you calculate lifetime value? To calculate lifetime value, you can multiply the average purchase size by the number of purchases and the retention period. Or divide the total revenue by the total number of users for a given period. In this regard, customer credit is one of the crucial issues and is very important for maintaining the financial security and sustainability of the organization. One of the fundamental challenges in this area is identifying the appropriate indicators for crediting and scoring customers. Therefore, determining correct and reliable indicators is very challenging. Segmenting customers into different prominent groups and designing personalized activities for each cluster is a vital technique for determining marketing tactics (Rajesh et al., 2024). Also, to score customers, there must be an appropriate and fair scoring system. This system must be able to place customers in different categories by considering credit and behavioral criteria and assign them appropriate points based on their performance (Wulansari & Heikal, 2024). In addition, there is a need to develop methods to evaluate and monitor customers over time. The aim of this research is to present a return marketing strategy with a customer credit determination approach using data mining. However, so far, the inability to discover valuable information contained in the collected data has prevented this data from being converted into valuable and usable knowledge in the organization, and data mining tools can help organizations discover hidden knowledge in a large amount of data (Calisir et al., 2016). Therefore, this research seeks to answer the question: what does a return marketing strategy with a customer credit determination approach using data mining look like? Theoretical Framework Return Marketing Return marketing is a suitable method for retaining current customers and increasing their loyalty. Using retention marketing techniques, customers can be encouraged to buy again and even share the brand with others (East et al., 2006). Customer Loyalty Loyalty is defined as an emotional and attractive connection to a brand and a practical action over time. In this definition, an individual prefers a particular brand to other brands and makes decisions as a psychological commitment to it. (Cardinale et al., 2016). Moula et al. (2024) in a study on customer type discovery and its impact on increasing hotel revenue: a data mining approach, reached the following results. Demand estimation is a fundamental component of revenue management systems. The demand for a product can be determined from the customers who purchase it. Identifying customer types in this field is a challenging endeavor that has recently been solved using metaheuristic and mathematical techniques. The metaheuristic method takes advantage of the lack of data in the business ecosystem, starts with random samples, and uses a fit function as a guide throughout the operation. The approach proposed in this study builds the ecosystem by combining complementary data to identify valuable customer types. The researchers use a new periodic table with additional data to achieve this goal. Subsequently, the relevant data is reduced through a data mining clustering method, and finally an algorithm and fit function are used to identify valuable customer types. To validate this approach, the proposed solution was compared with the latest research in the field, including genetic, memetic, and mathematical approaches. The researchers’ results showed that the model has lower error, with a maximum reduction of 34% and an improvement in value of up to 7%. Singh et al. (2024) examined customer churn in banking: A machine learning approach and a coherent program leveraging data science and management. According to this paper, customer churn in the banking industry occurs when consumers stop using the goods and services offered by the bank for a period of time and then discontinue their relationship with the bank. Therefore, customer retention is essential in today’s highly competitive banking market. In addition, having a strong customer club helps in attracting new consumers by strengthening the trust and referrals of existing customers. These factors make reducing customer churn an important step that banks should follow. In their study, Singh et al. examined banking data and predicted which users were most likely to stop using bank services. The researchers used various machine learning algorithms to analyze the data and show a comparative analysis on different evaluation criteria. Research Methodology The method of this study is applicable in terms of purpose, and mixed (qualitative-quantitative) in terms of implementation. First, by using the content analysis method, the key components of remarketing were identified and the initial optimization framework was designed. Then, the Delphi method and structured interviews with experts in the field of marketing and customer management were used to validate the indicators. Research Findings In this study, a combination of the K-Means++ clustering algorithm and the RFM model was used to segment customers and identify groups in need of marketing interventions. Also, by using decision trees and artificial neural networks, the rules for validating customers and the accuracy of predicting their behavior were improved. The findings of the study show that this combined framework not only improves the accuracy of clustering, but also allows designing personalized strategies for each group of customers. The results indicate that the recency index has the greatest impact in determining customer value, and the integration of transactional data with demographic and behavioral characteristics provides more comprehensive insights for marketing decisions. By filling the gaps in previous research, especially in the area of ​​interpretability and generalizability of models, this study has taken an effective step towards developing theoretical and practical knowledge of return marketing. Conclusion The present study was conducted with the aim of presenting a return marketing strategy with the approach of determining customer credibility using neural network data mining. The results of this study are in line with the results of Moula et al. (2024), Singh et al. (2024), Egorenkov (2024), Dwivedi et al. (2024), Haghi & Hamidi (2024), Khadivar & Mehmannavazan (2023), and Sharifi Esfahani et al. (2023). Dwivedi et al. (2024) showed that service quality and employee behavior have a positive and significant effect on customer satisfaction. To satisfy customers and retain them, customer relationship management must be strong and reliable. Therefore, customer relationship management plays a vital role in increasing market share, productivity, improving in-depth knowledge of the customer and his satisfaction to increase loyalty to the organization. Based on the research results, the following recommendations were made: Offering products tailored to age, occupation, or geographic region (e.g., student facilities for young customers). Offering digital services (e.g., e-wallets) to customers who transact online.  

Abstract Abstract
The purpose of this research is to investigate the effect of active market proactiveness on business performance with the mediating role of product innovation and knowledge sharing among handicraft producers in Iraq. This research was carried out with an applicable purpose and a descriptive-survey method. The statistical population of this research included 300 managers of local businesses or handicrafts in Iraq, non-probability method was used for sampling, and 169 people were evaluated and measured based on Morgan's table. In this research, a questionnaire was used to collect data, and its face validity and content validity were confirmed by experts. To measure the validity of the questionnaire, confirmatory analysis of convergent and divergent validity was performed. Cronbach's alpha coefficient and composite reliability were used to measure reliability, which showed good reliability of the tool. In order to analyze the data, partial least squares method and PLS3 Smart statistical software were used, and the results showed that all the hypotheses were confirmed, and it was stated that active market proactiveness has an effect on business performance, and also the effect of active proactiveness with the mediating role of product innovation and knowledge sharing on performance was also confirmed. And the mediating role of market proactiveness and product innovation on business performance was also confirmed.
Introduction
Handicrafts are products that originate from the skill and creativity of centuries-old traditions. The artisans involved in making these works of art have unique talents and taste that have been passed down to them from their ancestors for centuries. In this regard, Iraq is considered as the second country with oil reserves and the use of these oil resources has transformed the country's economy into a unipolar structure. However, developing countries should gradually reduce the policy of exporting raw materials and move towards the export of value-added products. Therefore, business operators in Iraq are required to improve their performance and adapt to the changing needs of the market. These conditions and challenges force organizations to create innovative ideas and changes in their thinking paradigm and working methods (Mejri et al, 2018).
Thus, this study seeks to improve the performance of businesses producing local products (handicrafts) in Iraq and requires a market-oriented approach in order to encourage knowledge sharing and product innovation. The main purpose of this research is to investigate the effect of market activity on the performance of businesses, emphasizing the mediating role of product innovation and knowledge sharing during the pandemic in businesses producing local products and handicrafts in Iraq. By conducting such research, the business performance of domestic products can be improved, which requires a market orientation to encourage knowledge exchange and product innovation, so that local products (handicrafts) in Iraq can better maintain their shelf life. Therefore, the main question of this research is: does market activism have an effect on business performance in this field in Iraq? Also, is the relationship between business performance and the mediation of product innovation and knowledge sharing observable during the pandemic?
Theoretical framework
Product innovation encompasses changes in production processes, supply, packaging, and... It is one of the biggest challenges that companies and organizations face today, as there may not be a product on the market that solves the problem, or there may be other products on the market that behave differently. On the other hand, new or improved services, new product production, or response to foreign consumer or market needs are referred to as product innovation (Arabshahi & Abbaszadeh, 2023). Performance is a general term for some or all of the actions or activities of an organization over a period of time, along with reference to a number of standards such as past or projected costs and is a basis for efficiency that is also defined as the success of personnel, teams, or organizational units in achieving predetermined strategic goals with expected behavior (Yaskun, 2021). Market orientation is defined as an organizational culture that includes a set of shared beliefs and values about customers among organizational members and defines the customer as the main factor in business planning (Broujali, 2022). Knowledge sharing is an ongoing process of transferring organizational experiences and knowledge to business processes through communication channels between individuals, groups, and organizations. This knowledge sharing occurs when individuals actively share their professional knowledge or experience with others to teach them new ideas or thoughts (Yeboah, 2023).
Santos et al., (2023) conducted a study entitled "The Use of Management Controls and Product Innovation in Startups: The Intervention of Knowledge Sharing and Technological Turbulence". The study showed that informal controls and non-financial metrics are used for product innovation, while budget information and cost information are not directly related to product innovation. As technological turbulence increases, budget information becomes more directly related to the innovation process. Informal controls are directly related to knowledge sharing.
Arabshahi et al., (2022) conducted a study entitled "The Impact of Top Management Knowledge Value on Knowledge Sharing Practices, Open Innovation, and Organizational Performance", and the results of their findings showed that top management knowledge value has a positive effect on knowledge sharing practices, open innovation, and organizational performance.
Methodology
The current research is descriptive and applicable in terms of nature, and correlational and survey in terms of nature and type. The statistical population of this research is 300 managers of domestic businesses or handicrafts in Iraq. In the sampling method, since there was no access to the information of managers of local businesses or handicrafts in Iraq, a non-probability method was used for sampling; and 169 people were evaluated and measured based on Morgan's table. Collecting data was carried out by both library and field method. In the field part of the research, to collect data from the studied sample; Cantaleano et al, (2018) questionnaire to measure the variable of market activism, Azeem et al, (2021) questionnaire for knowledge sharing, Zaefarian et al, (2017) questionnaire for product innovation, and Wahyuni et al, (2019) for business performance were used.
Discussion and Results
The data were analyzed using structural equation modeling and SmartPLS statistical software, and the mediating variables in this study were also measured using the Sobel test. The results of the research hypothesis showed that the market proactiveness index has a positive effect on business performance with a coefficient of 2.919 at a 95% confidence level in small handicraft manufacturing companies in Iraq. The results of the second hypothesis showed that the market proactiveness index has a positive effect on knowledge sharing with a coefficient of 19.966 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The results of the third hypothesis showed that the market proactiveness index has a positive effect on product innovation with a coefficient of 13.215 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The fourth hypothesis is that knowledge sharing has a positive effect on business performance with a coefficient of 3.043 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The fifth hypothesis showed that product innovation has a positive effect on business performance with a coefficient of 3.917 at the 95% confidence level in small handicraft manufacturing companies in Iraq. The sixth hypothesis showed that knowledge sharing has the relationship between market proactiveness and performance. Therefore, the indirect effect of market activism on business performance is significant and its coefficient is equal to 0.149 × 0.723 = 0.107. As a result, the Sobel test is used for the significance of the effect of the mediating variable, and the value of z = 3.008 was obtained, which is more than 1.96. Therefore, knowledge sharing mediates the relationship between market proactiveness on the performance of small handicraft manufacturing companies in Iraq. The seventh hypothesis of product innovation is the relationship between market activism on performance. The indirect effect of market proactiveness on business performance is significant and its coefficient is equal to 0.254 = 0.676 × 0.376. Also, the Seville test is used for the significance of the effect of the mediating variable. Here, the value of z = 3.755 was obtained, which is more than 1.96. As a result, product innovation mediates the relationship between market proactiveness on the performance of small handicraft manufacturing companies in Iraq.
Conclusion
The present study was conducted with the aim of investigating the effect of active market proactiveness on business performance with the mediating role of product innovation and knowledge sharing among handicraft producers in Iraq. This finding is in line with the findings of researchers such as Wurjaningrum & Hartami (2020), Christa & Kristinae (2021), Yaskun (2021), Santos et al, (2023), Aiti Mehr et al, (2021), Singh et al, (2021) and Febrianti & Herbert (2022). In today's dynamic business world, the survival and success of small businesses, especially in the field of crafts, requires an active and dynamic approach to the market, knowledge and innovation. To compete in turbulent markets, business operators must have the expertise and ability to create unique and different domestic products to attract customers' interest. Market-oriented knowledge development contributes to resource efficiency and encourages product innovation, which leads to improved business performance. Creating an interactive atmosphere to identify the needs of loyal customers, understand market trends and respond to the hidden needs of customers can also increase the company's sales. The ability to innovate in business-related products and create diverse organizational capabilities allows for improved business performance of new products. As time passes and needs change, old products become obsolete and cannot meet current needs. Elements of innovation enable products to best match the needs of today's consumers. In this regard, knowledge sharing can also increase organizational opportunities and capabilities and help create superior competitive products. This approach leads to improving the efficiency of resources and maintaining the competitive advantage of the business.

Abstract 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.

Abstract Abstract The present study was conducted with the aim of designing and validating a sustainable marketing model based on consumer behavior management in the automotive industry. In terms of the purpose of this study, it is an applicable-developmental research, and based on the method of data collection, it is also considered a cross-sectional survey. In order to achieve the goal of the research, an exploratory mixed research design was used. The community of participants of the qualitative section includes theoretical experts (marketing professors) and experimental experts (automotive industry managers). Purposeful method was used for sampling, and theoretical saturation was achieved after 17 interviews. The statistical population of the quantitative part includes the managers and experts of the marketing and sales department of the automotive industry. The sample size was estimated to be 131 people using Cochran's formula, and sampling was done by cluster-random method. Thematic analysis was used to identify the categories of sustainable marketing model based on consumer behavior management. The partial least squares method was used to validate the model. Data analysis was done by Maxqda20 software in qualitative phase; and Smart PLS software in quantitative phase. Based on the research findings, 298 codes were identified in the open coding stage. Finally, 5 overarching themes, 11 organizing themes, and 55 basic themes were obtained through axial coding, and the results showed that environmental factors, organizational factors, and customer factors affect sustainable infrastructure. Sustainable infrastructure leads to sustainable consumption behavior by influencing sustainable consumption strategy and social responsibility. Sustainable consumption behavior also leads to sustainable marketing by influencing environmental sustainability, economic sustainability, and social sustainability. Introduction Consumer behavior is a critical success factor in the implementation of marketing strategies, especially new marketing topics in the field of social and environmental issues, which is referred to as sustainable marketing. Sustainable marketing is a method of marketing that emphasizes market-oriented efforts to achieve business profitability while respecting society's rights and protecting the environment (Yadav al et, 2024). In the last two decades, the integration of sustainability in marketing research has grown rapidly and widely. According to a McKinsey Institute survey, companies have actively integrated sustainability principles into their business plans in order to contribute to society and the environment in addition to economic benefits (Rastogi et al, 2024). Now the concept of marketing and its underlying philosophy has undergone a fundamental transformation. In today's era, the social responsibility of businesses is very important, and protecting the environment and preserving resources for the future generation is at the center of human thought. Therefore, companies try to use sustainable marketing as a key strategy to introduce their products and services (Fuxman et al, 2022). This approach includes efforts to create and facilitate exchange processes to respond to the needs and demands of customers in such a way that satisfying the needs and demands of customers brings the least negative consequences for society and the environment (Machado et al., 2023). The goal of sustainable marketing is to meet the needs of consumers in the best possible way and to serve the long-term interests of customers and society. In this approach, profitability and obtaining economic benefits of business should be done by adhering to environmental requirements and respecting the social rights of the entire society (Trang al et, 2023). On the other hand, the automobile industry of the country is one of the basic industries that play a significant role in creating employment, public welfare, and economic development of the country, so in the path of industrial development, the automobile industry of the country should not be neglected. In fact, the current condition of the country's automobile industry is very challenging and worrying for a wide range of people, especially policy makers (Sheikh et al, 2023). Automotive industry has the largest contribution to the country's economic growth in the industrial sector and ranks sixth among the 20 largest companies in the country. The largest amount of national GDP in the industry sector is related to automobile manufacturing, which has grown faster in recent years (Arjamandi et al, 2023). Therefore, the automotive industry has created a very large market; one of the main pillars of its success depends on the management of consumer behavior. Analyzing the buying behavior of consumers is one of the basic principles in analyzing market opportunities in the automotive industry. The importance of this issue is to the extent that today the field of marketing is based on the principle of consumer priority. Consumer behavior is a process. Most marketers have recognized that consumer behavior is a continuous process, not something that happens at a moment, and based on which people buy the goods and services they need through money or credit cards (Martin & Peattie, 2021). In general, it can be said that the country's automobile industry is one of the basic industries that plays a significant role in creating employment, public welfare, and economic development of the country, so in the path of industrial development, one should not neglect the country's automobile industry. Government support, green human resources, and corporate social responsibility are the basic factors effective on sustainable marketing in the country's automobile industry, which plays a strategic role in sustainable marketing of these industries. Therefore, by emphasizing on sustainable marketing in the automotive industry of the country, the behavior of the consumers of this industry can be shaped. Meanwhile, so far, the independent study has not examined all the elements of sustainability in the market-oriented efforts of the automotive industry in a single whole. In other words, what has been neglected from the point of view of researchers is the conceptualization of sustainable marketing in the context of consumer behavior, and the present studies are an effort to fill this research gap. In this regard, the dimensions of sustainable marketing based on consumer behavior will be identified first. Then the causal relationships between the dimensions will be identified, and at the end, the validation of the final model of sustainable marketing based on consumer behavior will be presented. The present study answers the key question: what is the sustainable marketing model based on consumer behavior management? Theoretical framework - Sustainable marketing The term sustainability was proposed for the first time in 1986 by the World Committee for Environmental Development under the title of meeting the needs of the present without compromising the resources of the future generation to meet their needs, and this concept is expanding until today. One of the areas affected by this movement is marketing, and now sustainable marketing has become a dominant approach in market management and communication with customers (Siano et al, 2022). Based on a general definition, "sustainable marketing" is the efforts and activities of a business to introduce and sell environmentally friendly products and services. This method of marketing is in line with the goals of sustainability and sustainable development, which ultimately brings a sustainable competitive advantage to the organization (Yadav al et, 2024). - Management of consumer behavior Consumer behavior management is all the activities that people engage in when choosing, buying, using, and disposing of disposable goods in order to satisfy their needs (Mowen & Minor, 2022). Based on another definition of consumer behavior, with the aim of meeting the needs and desires of different individuals and groups, they examine effective processes during the selection, purchase and use of products, services, ideas and experiences (Raji et al, 2024). The consequence of fierce competition in the market is the ever-increasing power of the customer. With the increase in the power of customers, their expectations from production and service organizations have also increased. Organizations have to offer the most valuable products and services at the most appropriate price. As a result, organizations are constantly looking for new methods and innovation in creating and providing value for customers. Due to the complexity of customers' needs and demands and their deep inner motivations, acquiring information and knowledge in the field of customers' demands, mental perceptions, purchases, and purchasing behavior is of fundamental importance for marketers (Barbe et al., 2023).  Research methodology This study is an applicable-developmental research and based on the method of data collection, it is also a non-experimental (descriptive) research that was conducted with a cross-sectional survey method. In order to achieve the goal of the research, a mixed exploratory research design (qualitative-quantitative) has been used. The community of qualitative sector participants includes theoretical experts (professors of marketing management) and experimental experts (managers of the country's automotive industry) who have sufficient experience in the field of sustainable marketing system. Sampling was done with a purposeful method, and theoretical saturation was obtained with 17 interviews. In the quantitative part, the statistical population includes managers and experts of the marketing and sales department of the country's automobile industry, numbering 131 people. In the qualitative part, the theme analysis method (TAM) was used with the proposed approach (Attride-Stirling, 2001). In the quantitative part, partial least squares method was used in Smart PLS software to validate the model. Research findings In the open coding phase, 298 codes were identified. Finally, 3 overarching themes, 11 organizing themes, and 68 basic themes were obtained through axial coding. Conclusion Based on the results of the qualitative part of the research; 68 sub-themes were classified in the form of 11 main themes including organizational factors, customer factors, environmental factors, sustainability infrastructure, social responsibility, sustainable consumption behavior, sustainable consumption strategy, sustainable marketing, environmental sustainability, economic sustainability, and social sustainability category. Based on the results, it was determined that environmental factors, organizational factors, and customer factors affect sustainable infrastructure. In the study of Wang & Udall (2023), it was also shown that moral self and group identity encourage sustainable consumption behaviors. Altruistic values ​​predict self and group moral identity, and the relationship between altruistic values ​​and sustainable consumption behaviors is fully mediated by moral self and group identity. Also, the results showed that sustainable infrastructure leads to sustainable consumption behavior by influencing sustainable consumption strategy and social responsibility. In the results of the study of Gong et al., (2023), it was also determined that a useful tool for long-term purchase intention is interaction with customer, and the company's social responsibility plays an important role in strengthening consumers' intention to make sustainable purchases in the automotive industry. Finally, it was found that sustainable consumption behavior leads to sustainable marketing by influencing environmental sustainability, economic sustainability, and social sustainability. In the results of the study of Peterson et al, (2021), it is also mentioned that "... in the philosophy of social marketing, the goal is to respect the social rights of individuals in addition to the economic interests of companies. In addition to this issue, the efforts of environment activists and public awareness about the importance of the environment caused respect for nature to be placed on the agenda of companies and business owners." 

Abstract Abstract The purpose of this research is to provide a suitable digital marketing model for small and medium industries in Iran. The research method is a mixed research (qualitative-quantitative). Based on this, in the qualitative part of the research, a meta-composite qualitative research method (Sandelovski and Barroso) has been used so as to design a comprehensive model of digital marketing. In the quantitative part, a survey method was used, in which 261 questionnaires were distributed among the employees of small and medium industries in three provinces of Azarbaijan-Eastern, Western and Ardabil, selected by stratified sampling, and analyzed using confirmatory factor analysis method.  The research findings show 6 dimensions (including: marketing strategy, digital content marketing, suitable digital tools, engaging customers, converting visitors into customers, interacting with target customers), 18 components, and 54 indicators that determine the digital marketing model in Iran's small and medium industries. The results of the research show that the dimensions, components and indices extracted from the metacomposite method (research model) were approved by the target community. Also, in the ranking of the dimensions of digital marketing for small and medium industries; "Achieving the target customer and interacting with them" and "engaging the customer" are located in the first place among the 6 dimensions; and "turning visitors into customers", "digital content marketing", and "appropriate digital tools" in the second place; and finally "marketing strategy" in the third place. Introduction Small and medium industries are one of the most important economic sectors in every country (Bromand Jazi, 2021). Small and medium-sized and fast-yielding industries play a very important role in the direction of increasing production and employment, especially to maintain and strengthen the country's economic foundation in difficult economic conditions (Taghavifard et al, 2023). One of the challenges that small and medium-sized industries face in the path of becoming market-oriented is what actions to take and based on what dimensions (Danishian & et al, 2018). Also, the increase of small companies has aggravated the deviation from the centralized state towards international relations full of intense international competition (Talali & et al, 2012). With the emergence of new informatics technologies and everyone's access to the Internet communication network, changes have been made in the capabilities of industrial units, production methods, distribution and the organizational structure of industries (Esgandari, 2016). Therefore, small and medium industries are increasingly facing dynamic and changing environments, and have to adapt themselves to these conditions. In today's era, the convergence of information technology, media and communication has changed the behavior of consumers in terms of searching, obtaining, processing and responding to company information or services (Zarei & Mohamadkhani, 2024). Also, the rapid adoption and expansion of social networks have provided new opportunities for industries, by studying online content provided by users, to understand consumer insight toward communicating and using online communities. (Moradi Ziba et al, 2023). Since the arrival of the Internet in the commercial field and the beginning of the web world, there have been tremendous changes in business (Bagheri Anilo et al, 2023). Also, the complexity and intensification of competition in foreign markets has caused manufacturing-export companies to face many problems due to the inability, or weakness due to lack of familiarity with marketing technology and capabilities to carry out marketing activities (Mousavifard & Hasani, 2022). In this regard, they have proposed "digital marketing" activities, which include mobile marketing, search engine-based marketing, email marketing, social network-based marketing, etc. (Dwivedi et al., 2020). In "digital marketing" it becomes possible to provide information more easily and optimally. The number of internet users is increasing day by day. The cost of advertising on the Internet is much more appropriate. It is possible to monitor and control online advertising without intermediaries; and all these things and advantages make this phenomenon more useful (Khorsandi Noshahri et al, 2023). The necessity of developing "digital marketing" strategies helps small and medium industries to be successful in online marketing and to make the right decisions in this direction (Moradi Ziba et al, 2023). Regarding this, social networks are currently sharing a new potential for people to share their knowledge with others (Gholi Pour Damieh, 2022). Therefore, considering the large amount of use of information and communication technology by small and large companies in the field of marketing; there is a necessity to carry out a research that fits the needs of small and medium industries, which are the engines of development of any country. Also, considering that the researches carried out in the field of digital marketing mostly indicate the identification of factors affecting digital marketing strategies, and in this regard, various domestic and foreign researches have been designed and implemented around the world until today, but, no research has so far been done in the field of designing a digital marketing model suitable for small and medium industries in Iran; the main question of the research is: What is the appropriate model of digital marketing for small and medium industries in Iran?  Theoretical framework Digital Marketing: The term "digital marketing" has been referred to as a subset of "marketing management" and also "advertising management" since two decades ago (Moradi Ziba et al, 2023). "Digital marketing" includes the set of all tools and activities that are used to market products and services on a digital platform (web, mobile internet or other digital tools) (Waziri Gohar & Abdolhosani, 2020). Digital marketing, so called, is an umbrella over all the online marketing efforts of industries that use digital channels such as Google search engine, social media, e-mail, and their websites to communicate with their current and future customers. Many people today start their purchases from search engines, that is, before buying a product, they find it on the Internet and research it. It may be concluded that the old and traditional ways of doing business are not that effective anymore (Moradi Ziba et al, 2023). In other words, "digital marketing" makes it possible to achieve marketing goals by using the methods and tools of the world of digital technology. It should be noted that digital marketing does not happen in a vacuum and is most effective when it is integrated with other communication strategies and methods such as face-to-face communication, telephone, etc. (Sedaghati & Seiedin, 2023). Small and medium industries: According to the definition of the Ministry of Industries and Mines and the Ministry of Agricultural Jihad; small and medium industries are industrial and service units that have less than 50 workers. Also, Iran's Small Industries and Industrial Towns Organization, as the main guardian of Iran's small industries, defines industries and businesses with less than 10 employees as minor industries, industries with 10 to 49 employees as small industries, industries with 50 to 150 employees as medium industries, and industries with more than 150 workers are considered large industries (Orafayejamshid, 2023). On one hand, these industries can be considered as the former industries of large-scale activities (economic space), and on the other hand, they can cause the growth and especially the development of an industrial complex and the surrounding areas by relying on the economies of aggregation (geographic space) (Bromand Jazi, 2021). Small and medium industries are vital for most economies in the world, especially developing and emerging economies (Ndiaye et al, 2018). Small and medium industries play two roles at the same time: 1. "accelerating economic growth" through expanding their participation in production, and 2. "reducing poverty" through the effects of creating employment and generating income from the growth of products. Considering the turbulent environment of the economy and market in Iran and the issue of the lack of quick adaptation of small and medium businesses in the Iranian market, environmental complexity and chaotic environment; Iran's small and medium industries need new solutions in dealing with such an environment. (Orafayejamshidi et al, 2023). Therefore, a new way of marketing in the space of internet businesses in Iran's small and medium industries makes it possible to continue the activity. Research methodology  In term of purpose, the current researchin the first stage is a basic research; and in the second stage (model test), it is considered an applicable research. And in terms of the nature and method, it is a descriptive or non-experimental research, and considering that the researcher is looking for modeling of digital marketing in the small and medium industries of Iran, the research method is exploratory. On the other hand, considering that the data required for this research was obtained using a questionnaire, it is considered a survey. The statistical population in the quantitative part of the research is all the employees of the industrial towns of Azarbaijan-Eastern, Western and Ardabil provinces in the number of 810 people. The sample size was calculated based on Cochran's formula as 261 people. The method and tool for collecting information in the qualitative part (supercomposition) of the present research is the library method, which means studying books, publications and specialized texts through searching in databases (Internet); and in the quantitative part (survey) using a "questionnaire". Research findings It was shown in the qualitative part of the research findings (use of meta-composite method to extract dimensions, components and indicators of digital marketing) and also in the quantitative part of the research (analysis of data collected from the target population) that the present research model consists of 6 dimensions, 18 components, and 54 indicators that can show the digital marketing model in Iran's small and medium industries. Based on the findings, it can be said that all 6 dimensions; 1. Marketing strategy, 2. Reaching the target customer and interacting with them, 3. Converting visitors into customers, 4. Engaging customers, 5. Appropriate digital tools, and 6. Digital content marketing have created significant weight and at the level 95% confidence have been able to have a significant factor load.  Conclusion In the general conclusion, the dimensions and components and results of the final model of digital marketing for small and medium industries in Iran in Figure (5), with a confidence factor of 95%, have a favorable dependence and coherence. Based on the obtained results, it can be said that all 6 dimensions; 1. Marketing strategy, 2. Reaching and interacting with the target customer, 3. Converting visitors into customers, 4. Engaging customers, 5. Appropriate digital tools, and 6. Digital content marketing have been reviewed and have created significant weight, and at the confidence level. 95% have been able to have a significant workload. Numerous researches are in line with the results of this research, so that Muditomo & Wahyudi (2022), Pakparvar (2022), Amoli-Diva (2022), and Zamani et al (2022) in their research have introduced "Preparation of digital transformation roadmap" and "Strategy "Continuously producing attractive and user-friendly content" as the main core of digital marketing. In other studies, Shafeian et al., (2020), Mosayebi Amid Abadi et al., (2022), Hoseini et al., (2022), Foruzandeh et al., (2021), and Chaffey & Smith (2018), showed that promotion of digital marketing will take place in the shadow of marketing strategy development (developing a competitiveness plan in the digital arena, developing a digital marketing perspective), and "marketing strategy" is an influential factor in the growth and strengthening of digital marketing. According to the results obtained from the research, the following suggestions are presented:  Managers of small and medium industries should continuously provide attractive and user-friendly content production strategy for all customers of the industrial estates company.  Managers of small and medium industries in Iran should try to provide employees with marketing in social media such as Instagram, WhatsApp, ETA, etc. through various trainings.  Customer support in social networks in Iran Industrial Estates Company; Possibility of creating a suitable environment for using the newsletter for customer membership and online customer club  Using email marketing, mobile marketing, Facebook, Instagram, Twitter, LinkedIn, YouTube, Telegram, WhatsApp, Pinterest, Snapchat, Chatbot, Ita, Soroush, Rubika.  Using different content (podcast and video production, infographics, blogging...)

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 aim of the present study is to develop a model of factors affecting the success of cryptocurrency startups in Iran with an emphasis on stakeholder participation. The research is exploratory in nature and its method is applicable and mixed (qualitative-quantitative) in terms of implementation, considering the research objective, including grounded theory for the qualitative part and survey strategy for the quantitative part. The statistical population in the qualitative part included 12 founders of cryptocurrency startups, specialists and experts active in financial markets and digital currencies, selected by the snowball sampling method, and the statistical population in the quantitative part included 197 activists and users of cryptocurrency Iranian startups in the past year. Data collection in the qualitative part was carried out through semi-structured interviews, and in the quantitative part through a questionnaire. MAXQDA software and coding were used in the qualitative data analysis; and SPSS and PLS software were used in the quantitative data analysis. In the qualitative data analysis, 267 initial codes were identified in the form of 40 non-repetitive concepts and 10 subcategories, which include causal conditions, pivotal phenomena, mechanisms and strategies, platforms and contexts, intervening conditions, and consequences. In the quantitative data analysis, the findings from the statistical data analysis through structural equation modeling showed that the relationships between these categories were meaningful and the research hypotheses were confirmed. The results of the analysis showed that effective stakeholder participation and regulatory transparency are key factors in the success of cryptocurrency startups in Iran.
Introduction
In the past decade, blockchain technology and cryptocurrencies have been recognized as fundamental innovations in the fields of finance and information technology. Features such as decentralization, transparency, and security have made these technologies a powerful tool for reshaping economic and business processes (Tapscott & Tapscott, 2016). Meanwhile, startups active in the field of cryptocurrencies have provided new opportunities for growth, capital attraction, and value creation by utilizing this technology. A startup is technically any type of company that offers completely new products, services, or mechanisms in the field of growth, commercialization, and production, and is driven by intellectual property or new technology (Tyagi, 2022). On one hand, startups create jobs and cause economic growth, and on the other hand, they play a fundamental role in solving some of the important challenges of society (McCarthy et al., 2023). These companies have enormous potential in improving the level of innovation and competitiveness of the national economy (Abbasi et al., 2024). Previous research has mainly focused on technical or economic aspects, while the strategic role of stakeholder engagement as a critical factor in the success of these startups has been less explored (Moradi & Ghaffari, 2023). This research gap highlights the need to develop an integrated model. From a fundamental perspective, this research provides a new framework for understanding the dynamics of cryptocurrency startup success by integrating stakeholder management and digital entrepreneurship theories. From an applicable perspective, the findings of this research can help policymakers, investors, and startup founders design operational strategies and set smart regulations. Recent studies in the field of cryptocurrency startup success have mainly focused on internal factors such as blockchain technology (Zhang et al., 2021) or external factors such as government regulations (Rahmani et al., 2021). Therefore, this research seeks to answer the question: What are the factors affecting the success of cryptocurrency startups in Iran with an emphasis on stakeholder participation?
Theoretical Framework
Success of Cryptocurrency Startups
Startups are new businesses that seek to solve a problem or respond to a market need with new models. Despite economic and political challenges, significant growth in the establishment of startups is observed in the Iranian entrepreneurial ecosystem. However, the high failure rate in this area requires a more detailed analysis of the reasons for their success or failure (Moradiziba et al., 2023). The concept of success of cryptocurrency startups has been defined in a multidimensional manner in contemporary research literature. Success is considered to be the achievement of financial stability, market acceptance, and long-term survival in the digital ecosystem, while Lee & Wong (2022) emphasize operational indicators such as the growth of active users and transaction volume.
Adegbite (2024) studied the impact of government and central bank involvement on the success of cryptocurrency startups, and their findings showed that transparent regulations and institutional support from governments and central banks play a vital role in the growth and development of cryptocurrency startups. These factors help build public trust and attract investors, leading to the sustainable growth of these startups.
Soleimani (2024) examined new digital marketing strategies for the growth and development of startups. The findings of this study show that utilizing new digital marketing approaches can not only increase the effectiveness of marketing campaigns, but also help startups gain sustainable advantages in competitive markets. This article aims to be a useful resource for entrepreneurs, marketing managers, and digital marketing researchers by providing practical suggestions for implementing these strategies in startups, especially in emerging environments and developing economies. These suggestions include creating appropriate digital infrastructure, training employees, collaborating with professional consultants, and using advanced analytical tools to monitor and evaluate the performance of marketing campaigns.
Research Methodology
The research is exploratory in nature and; considering the research objective, its method is applicable and mixed (qualitative-quantitative) in terms of implementation; including grounded theory for the qualitative part and survey strategy for the quantitative part. The statistical population in the qualitative part included 12 founders of cryptocurrency startups, specialists and experts active in financial markets and digital currencies, selected by the snowball sampling method, and the statistical population in the quantitative part included 197 activists and users of cryptocurrency Iranian startups in the past year. Data collection in the qualitative part was done through semi-structured interviews and in the quantitative part through questionnaires.
Research findings
Coding and MAXQDA software were used in the data analysis of qualitative part, and SPSS and PLS software were used in the quantitative part. In the qualitative part, 267 initial codes were identified in the form of 40 non-repetitive concepts and 10 subcategories, which include causal conditions, pivotal phenomena, mechanisms and strategies, platforms and contexts, intervening conditions and consequences. In the quantitative part, the findings from the statistical data analysis through structural equation modeling showed that the relationships between these categories were meaningful and the research hypotheses were confirmed. The results of the analysis showed that effective stakeholder participation and regulatory transparency are key factors in the success of cryptocurrency startups in Iran.
Conclusion
The present study aimed to develop a model of factors influencing the success of cryptocurrency startups in Iran with an emphasis on stakeholder participation. The findings of this study are consistent with previous studies of Adegbite (2024), Abbasi et al. (2024), Soleimani (2024), Moradiziba et al. (2023), Radmehr & Sohrabi (2023), Keshvari (2022), Hosseini & Ahmadi (2021), Roshani et al. (2020), Kalinov & Erofeeva (2023), Nakamoto (2019), Carstens (2019), Tapscott & Tapscott (2016), Benetton & Compiani (2024), and Allen et al. (2023). Adegbite (2024) showed that transparent regulations and institutional support from governments and central banks play a vital role in the growth and development of cryptocurrency startups. These factors help to build public trust and attract investors, leading to the sustainable growth of these startups.
Based on the results of this study, the following suggestions are made:
For the development of cryptocurrency startups, several practical and strategic suggestions can help facilitate and accelerate the growth of this industry. The first step is to formulate transparent and sustainable legal and regulatory policies that help facilitate the activities of startups. This requires cooperation between government institutions and the private sector to regulate innovative regulations and create support mechanisms investigated by the central bank, so that the supervision and development of the cryptocurrency industry is facilitated in a desirable way. In addition, the development of technological and security infrastructure is also of particular importance. To address hacking threats and security issues, more investment is needed in cybersecurity and technology infrastructure.

Abstract Abstract The present study attempts to identify research gaps and new topics by analyzing and visualizing international research conducted on customer journey. This study is a descriptive one conducted using a systematic review method and was examined using a search term defined in the Web of Science database in the title of articles published in the period 1990-2023. After searching, screening, and qualitative evaluation of the studies, a final analysis was conducted on 241 articles and an in-depth analysis of the studies showed that most of the research in the field of customer journey is related to the year 2021. The information required to achieve the research objectives was explored using the software "VOS viewer" version 11.6.1; a software in the field of scientometrics. Maps were drawn and analyzed. The results of the word co-occurrence showed the most frequent words in this field. Also, according to the results of co-authorship, the countries that had the most scientific cooperation were identified. By examining the publication trend of articles, it can be seen that the field of customer journey has been on an upward trend. Also, the map of co-authorship of countries shows the isolated role of Iran among other countries. As a result, paying attention to the most and least active countries, words and researchers through scientometrics can reveal research opportunities and weaknesses in the field of customer journey process and illuminate the horizon of progress of Iranian researchers to shine their research results at the international level. Introduction The customer journey is defined as a process that the customer goes through in all stages and the touchpoints that constitute the customer experience; that is, as long as customers invest their resources (such as time, emotions or financial resources) in their brand interactions, their journey with the company will continue (Lemon & Verhoef, 2016). The customer journey explores the understanding of customers’ behavior, emotions, and motivations along the journey (Fallast & Vorbach, 2019). Understanding the distinct stages, customers’ encounters with an organization, and the factors that influence them is of considerable importance for any business that aims to increase customer orientation. These encounters are called touchpoints and refer to distinct entities such as places, people, or tools that customers encounter during their journey to purchase a product or service (De Keyser et al, 2020). The present study has dedicated its mission to reviewing published articles in the field of customer journey, which is one of the important and widely used areas of the management discipline, using scientific maps and providing scientometric analyses. A scientific map shows a spatial representation of the relationship between articles, terms, and their findings. Theoretical Framework Customer Journey The customer and his satisfaction are key issues that can lead to the advancement of a group in the current competitive world. In this regard, it is necessary and important to pay attention to what can be effective in increasing customer satisfaction more accurately and completely. Today, the quality of services and products and customer satisfaction during the customer journey have become the most important core of marketing; because they are the prerequisites for customer loyalty and cause repeat purchases. They can attract more customers and, by providing more specific services to users than their other competitors, witness greater loyalty and attract more customers. (Behrozi, 2022). The customer journey is a tool for understanding the behavior and motivation of customers when purchasing, and is also used to analyze customer paths in order to identify problems when providing services. By looking at the role of each customer journey, fundamental insights are gained into how customers use the service offerings, portfolios, programs offered, and touchpoints that exist (Mucz & Gareau-Brennan, 2019). Research Methodology The method of conducting the present study is fundamental in terms of orientation, as it seeks to find the intellectual paradigm of international researchers in the field of customer journey. The approach of the present study is inductive, as it goes from part to whole, and its formulation is quantitative. From the perspective of the purpose of the research, the exploratory approach dominates the research, which is carried out in a single cross-sectional manner. Based on this protocol, on 4/10/2023, a systematic study was conducted of all research articles published in the database (Web of Science) regarding the customer journey, which were published between 1900 and 2023, and the data analysis was carried out using the software (VOS viewer). In the Web of Science database, the initial search results included 404 articles, which were screened based on the researchers' scientific judgment in three stages. After screening and final analysis, 241 articles were analyzed. Research findings In the present study, according to Table 1, out of all 241 articles published by different authors, according to the Web of Science database report, an H-index of 44 was reported, which indicates the strength of the scientific credibility of the research conducted in the field of customer journey. Citation or use of scientific materials of an author by another author who has referred to it in his article or book indicates the high credibility of that article. Increasing referencing to a researcher also has a direct relationship with increasing the H-index of that researcher. The citation index in the present study, according to the Web of Science database report, is 5582. Based on the year of publication of the articles, Chart 2 shows that during the years 2011 to 2023, the research trend and growth of scientific production on this subject have been on an upward trend, and the number of articles in this field has grown significantly. In this study, it was found that many researchers are engaged in research on the subject of customer journey. In Table 3, ten authors who have published more research in reputable journals in the field of customer journey are shown. In the present study, the co-authorship network of researchers in the field of customer journey is drawn according to Figure 3. In this regard, for a more detailed understanding, the connections between authors who have scientific collaborations were identified through the Vis Viewer software, which are classified into 4 clusters, and each color in the image represents a cluster. In Figure 5; the network map, each circle represents a keyword analysis unit. The purpose of the present study in drawing this map is to understand the structure of the relationships between concepts related to the customer journey that have been used by the authors in the articles. In this way, by considering the main axis of each of the research conducted on the subject under study, in addition to identifying new concepts, it is possible to discover remote but important terms. The overlap map shows the relationship between terms associated with the research period. Figure 6 depicts the year-by-year trend of research conducted on the customer journey. Based on the navigation bar on the right side of the map, we can say that the yellow color represents new terms and the older terms are blue. In other words, keywords that are dark blue are related to articles published around 2018 and before, and conversely, yellow keywords are related to articles published around 2020. In the vocabulary overlap map, we can see that most of the map area has a green color tending to yellow. This indicates the growth of scientific research on the customer journey. Conclusion Statistics and figures show that in the field of customer journey in the business domain, the largest number of articles is about 61%, in the field of management, 50% of the articles are included, and there are articles in other fields as well; but to a lesser extent, which indicates that there is a long way to go for the development of customer journey in the field of health and medicine, which researchers have not yet reached. In the map of co-authorship of countries, 67 countries had published at least 1 article. Based on the results of this map, it was determined that the United States is known as the largest research center with the publication of 55 articles and 4107 connections. As mentioned, Iran does not have a place in this map. This indicates the lack of cooperation of Iran with other countries on the subject under study; of course, this result is not far-fetched considering the theoretical background. It is also ranked second by a small margin from the United Kingdom with the publication of 49 articles and 1295 connections. The trend of studies in this field showed that although the amount of research has increased continuously in the period under review, scientific production has increased significantly from 2011 to 2023; and in the year ending in 2021, the number of articles published has reached its maximum, and out of the 241 articles reviewed, 53 articles have been published, which indicates the research interests of scientists in this topic. The co-authorship network drawn from authors in the field of customer journey studies showed that the active and top authors in this field are Jaakkola, Elina\ Rauschnabel, Philipp A.\ Lemon, Katherine N\ Bonfanti, Angelo\ Verhoef, Peter C. In the network map, each circle represents a unit of keyword analysis, and by examining the aforementioned map, it can be seen that the words customer journey and customer experience are among the most frequently used words with 25 and 17 repetitions, respectively. In the word overlap map, the co-occurrence of words shows the relationship between terms associated with the research area. In recent years, concepts such as “consumers”, “identity”, “technology”, “strategy” and “augmented reality” have been in focus, while more recent concepts such as “customer journey”, “customer experience”, “satisfaction” and “impact” have become widespread (trending). In the maps of co-authorship network and co-authorship density of countries, it examines the countries active in the field of research on the subject of customer journey. According to the aforementioned map, it can be found that the United States, the United Kingdom, Australia, France, Norway, Finland and Sweden can be considered pioneers and founders in the field of scientific production. If researchers are willing to conduct research in this field, the least used keywords are an opportunity to do something new, and if they are willing to improve the citation index of their articles, choosing the most used keywords can provide them with this opportunity. Thus, this study has played a significant role in promoting knowledge in this field by introducing the emerging trend of scientific research in the field of customer journey. According to the findings of the research on international research and co-authorship maps of countries on the subject of customer journey, it is suggested that Iranian authors have scientific cooperation with other foreign countries, especially the United States and the United Kingdom, in order to improve both the position of authors among international authors and the position of Iran in the co-authorship map of foreign countries. Also, considering the results of the co-occurrence of words, it is suggested that researchers take advantage of emerging words in this field such as "customer journey", "customer experience", "satisfaction", and "consumption rate"; and thereby fill the existing research gaps. The most recent and emerging themes identified in the word co-occurrence maps should be tested through quantitative methods. The customer journey path should be analyzed in other reputable scholarly databases such as Google Scholar, Science Direct, and Scopus using other bibliometric and scientometric techniques.

Abstract Abstract The aim of the current research is to identify the components of brand equity creation in Iran's garment industry. The research method is of a fundamental type with an exploratory purpose; and in terms of the implementation method, it is mixed (qualitative-quantitative). The statistical population in the qualitative section is made up of managers who are members of the Supreme Council of Iranian Clothing Brands, 16 of whom were selected based on the snowball method; and in the quantitative section, the statistical population is all customers who refer to Iranian clothing shopping centers, which due to the unlimited nature of the population, with Using Cochran's formula, 387 people were selected as the sample size by simple random sampling. Data collection was carried out by interviews in the qualitative part; and by a researcher-made questionnaire in the quantitative part, and the validity of the questionnaire was confirmed by the professors' confirmation method, and its reliability was confirmed by Cronbach's alpha. Coding, along with grand theory method was used in the qualitative data analysis; and SPSS and AMOS software in the quantitative part. According to the results obtained in this research, the four components of internal brand power, brand awareness, positive image of the brand, and perceived value are the most key components of creating brand value in Iran's clothing industry, and the obtained model has a good fit. Introduction In today's world, which is the world of consumerism, companies try to attract more audiences through different tricks, but in the end, it is the mind of the customer that determines the power of a brand and turns it from a simple brand to a brand (Rastgar et al., 2016). In other words, brand is a perceptual concept that is rooted in the realities of the product on the one hand, and expresses the perceptions and personal characteristics of the consumer on the other. In fact, the concept of brand is something beyond the product (Keller, 2012). Brands are defined by individuals, not companies. Because the inner feeling and perception of each person is different and in the end each person creates his own version of the brand; as a result, the brand is a completely relative concept that part of which is in the mind of the individual and other part in the mind of society (Moghaddam, 2023). Customers are the most important and fundamental source of brand value determination. If a company can imitate the production processes and product features, it certainly cannot imitate the positive experiences and memories of customers that have been obtained from years of buying and consuming products. Thus, brand equity helps companies gain competitive advantages, and creating, maintaining, improving, and preserving brand equity is one of the most privileged abilities of a brand manager. Therefore, the higher the value of a brand, the more loyal customers and fans it will have (Mohabbat Talab & Rezvani, 2018). On the other hand, the fashion industry is one of the growing industries that is constantly changing and evolving. Considering that we live in the age of information and communication, people can easily access the latest information in various fields, including fashion (Solomon, 2019). Identifying the components of the brand equity in any industry can, in addition to increasing the credibility and reputation of the brand, help to make the market more competitive, change the mentality of mistrust of goods made in Iran - which clothes are not excluded - and provide a basis for revising the incorrect macro-policies in support of Iranian quality products, so as to a big step be taken to develop and strengthen the national brand in the clothing industry. In this research, we are looking for an answer to the question: how to identify the components of brand equity creation in Iran's clothing industry? Theoretical Framework Brand equity The definition of the international marketing dictionary of brand equity defines the values, assets, funds and perceptions related to a product, service, or idea that are assigned to it and promoted by the creator of that product, service, or idea (Khalilnejad, 2021). After the correct implementation of branding and influence in the mind of the audience, the sum of the activities that lead to influence in the customer's heart and favor and customer's loyalty of the brand is called the brand equity (Hoseinzade & Baktash, 2018). Amiri & Rezaei (2023) investigated the analysis of consumer buying behavior influenced by awareness of sustainability in the fashion industry (case study: clothing industry). The results showed that the cognitive component including knowledge and awareness, the emotional component including emotions and feelings, and the behavioral component including the purchase decision; as dimensions of attitude towards the concept of sustainability, affect the purchasing behavior of fashion industry consumers in the field of clothing. Mohammadi et al, (2023) investigated the understanding of the phenomenon of brand courage in the fashion industry. The results showed that the model of brand courage phenomenon in the fashion industry includes five components: "brand-related features", "brand social actions", "advertising-related features", "competitor-related actions" and "customer-related actions". Research methodology The research method is of a fundamental type with an exploratory purpose; and in terms of the implementation method, it is mixed (qualitative-quantitative). The statistical population in the qualitative section is made up of managers who are members of the Supreme Council of Iranian Clothing Brands, 16 of whom were selected based on the snowball method; and in the quantitative section, the statistical population is all customers who refer to Iranian clothing shopping centers, which due to the unlimited nature of the population, with Using Cochran's formula, 387 people were selected as the sample size by simple random sampling. Data collection was carried out by interviews in the qualitative part; and by a researcher-made questionnaire in the quantitative part, and the validity of the questionnaire was confirmed by the professors' confirmation method, and its reliability was confirmed by Cronbach's alpha. Research findings Coding, along with grand theory method was used in the qualitative data analysis; and SPSS and AMOS software in the quantitative part. According to the results obtained in this research, the four components of internal brand power, brand awareness, positive image of the brand, and perceived value are the most key components of creating brand value in Iran's clothing industry, and the obtained model has a good fit. Conclusion The current research was conducted with the aim of identifying the components of brand equity creation in Iran's clothing industry. The results of this research are aligned with the results of Amiri & Rezaei (2023), Mohammadi et al, (2023), Taleghani et al, (2022), Yazdani Kachuei et al, (2022), Rezaeian & Asgari (2021), Azimi et al, (2021), Ghorbani dolatabadi et al, (2021), Khademi et al, (2022), Ishaq & Di Maria (2020), Beig & Nika (2019), and Molse et al, (2019). Ishaq & Di Maria (2020) showed that sustainability in brand equity is effective in reducing consumer cynicism and removing significant flaws in the current conceptualization of brand equity. According to the results of this research, the following suggestions are presented: It is suggested that the supporting roles of the government to implement the brand equity model in Iran's garment industry should be further investigated. It is suggested that the training needs of employees of Iranian clothing brands should be taken into consideration to improve the internal strength of the brand.

Abstract Abstract The present study aims to provide a model for developing employee cognitive trust in artificial intelligence. The statistical population of this study includes senior managers of companies in Tehran province, 17 of whom were selected as samples using non-probability purposive sampling. This study was conducted with a qualitative approach and using grounded theory. In-depth semi-structured interviews were used to collect data, and data analysis was performed using open and axial coding methods. Interviews continued until data saturation and were then analyzed using MAXQDA 2022 software. The results show that there are16 subcategories in the form of six classes: the causal factors include transparency, education and awareness, ethical compliance, and defining common roles and goals, are among the factors that help strengthen employee trust. Contextual factors are organizational culture and resources; and intervening factors are employee resistance and system complexity. Strategies include employee training and empowerment as key tools in improving human-machine interactions. Ultimately, the outcomes of this process include AI adoption, improved human-machine interactions, and increased organizational performance. The results of this analysis emphasize the importance of creating transparency, reducing system complexity, and improving employee understanding of the mechanisms and benefits of AI to increase cognitive trust. Introduction The creation of value through digital technologies depends on users’ trust in these technologies. Trust in this context is recognized as a key factor for the acceptance and utilization of new digital technologies. Numerous previous studies have examined the relationship between the transparency of AI systems and human trust in this technology and have obtained mixed results. Some studies have reported a positive relationship. For example, transparency in music recommendation systems can increase user trust (Mehrotra et al., 2024). Given the significant advances in the field of artificial intelligence, how employees interact with these technologies and the level of trust they have in them has become one of the key challenges in workplaces. Cognitive trust is recognized as one of the fundamental pillars in human-machine relationships, which is based on employees’ rational and logical assessments of the capabilities and competencies of artificial intelligence systems. This type of trust has a great impact on decision-making processes, group collaboration, and overall organizational performance (Lukyanenko et al., 2022(. Cognitive trust in artificial intelligence is of great importance because employees need to be confident in the capabilities of artificial intelligence so that they can benefit from it in their decision-making processes and in performing their tasks. Research has shown that when employees trust the capabilities of artificial intelligence systems, their acceptance and effective use in workplaces increases. This trust is particularly important in environments where AI is used as a decision-making support tool (Yu & Li, 2022). Consequently, developing and strengthening employees’ cognitive trust in AI in the workplace, especially given the technical and psychological complexities of this technology, is a key pillar in the process of its effective adoption and use. Given the existing evidence and new research, it is clear that transparency, continuous training, and performance-appropriate assessments of AI can help increase this trust. Thus, a more accurate understanding of how cognitive trust affects employee interactions with AI can not only lead to improved productivity and job satisfaction, but also generally facilitate decision-making processes and improve organizational performance. Therefore, future research should examine these components in more detail and provide more practical models for improving cognitive trust in interactions with AI. The present study seeks to answer the question: what is the model for developing cognitive trust in AI? Theoretical Framework Artificial Intelligence and Trust in Organizations Artificial intelligence, sometimes called machine intelligence, refers to the intelligence displayed by machines in various situations, which is in contrast to the natural intelligence in humans (Bagheri et al., 2024). The use of AI in organizations can generate great value and significantly improve the productivity and effectiveness of organizational performance. In particular, AI can improve the accuracy of recommender systems, gain user trust in these systems, and provide a better user experience (Cicek et al., 2025). Employee Cognitive Trust Cognitive trust is one of the main pillars in organizational relationships that is formed based on employees' rational assessments and conscious analyses of the capabilities, honesty, and predictability of others' behavior. In contrast to affective trust, which is based on emotions; cognitive trust focuses more on competence and professional capabilities (Cicek et al., 2025). In fact, this type of trust is formed when people evaluate the capabilities and honesty of others through rational evidence and previous experiences. Research has shown that cognitive trust has a significant impact on job performance and team interactions and, in complex organizational situations, plays a fundamental role in reducing conflicts and promoting cooperation (Rajabi-Farjad & Atapour, 2021). In various theoretical models, cognitive trust typically includes the dimensions of competence, honesty, and predictability. Competence refers to an individual's ability to perform tasks, integrity refers to fair and ethical behavior, and predictability refers to employees' expectation that others' behaviors will be predictable in different situations (Choudhury, 2022). These dimensions simultaneously affect the formation and strengthening of cognitive trust in workplaces. Research Methodology The present research approach is qualitative and its strategy is based on grounded theory. At the heart of this method, a systematic approach was used to achieve a paradigmatic model. The statistical population of this study included all senior managers of companies in Tehran province; consultants in this field, and academic experts. The sampling method was non-probability purposive sampling and snowball sampling. Research findings 17 interviews were analyzed. In the open coding stage, 613 initial concepts were reduced to 90 primary open codes and 45 secondary open codes after reviewing the data and merging similar concepts. In the second stage of axial coding, secondary codes were classified based on their relationship to similar topics and placed into 16 subcategories (components). In the last stage of open coding, the previously obtained components or subcategories were placed into more abstract categories or categories based on similarities, conceptual connections, and common characteristics between open codes and concepts. In the axial coding stage, the components obtained from the open coding stage were linked together in the form of causal conditions, pivotal phenomena, contextual factors, intervening factors, strategies, and consequences in a paradigmatic pattern. It should be noted that due to the length of the open coding stages, only secondary open codes are referred to for each category. Conclusion The findings of this study indicate that employee training and empowerment are key tools in improving human-machine interactions, which ultimately include the adoption of artificial intelligence, improving human-machine interactions, and increasing organizational performance. At the causal level, a set of key components were identified that provide the context for the formation of cognitive trust. Transparency and explainability of AI performance play an important role in the correct and reassuring understanding of employees, because users trust them more easily when they are aware of how the systems make decisions. The enabling factors also have a profound impact on the formation or weakening of this type of trust, as cultural and organizational contexts. A learning, collaborative, and technology-oriented organizational culture facilitates the faster adoption of new technologies and trust in AI systems. In addition, organizational resources, including expert human resources, budget, technical infrastructure, and senior management support, are factors that, if present, facilitate the path to trust building and, if absent, are considered an obstacle to it. In line with ethical compliance and preventing bias, the results of the study also showed that employees trust AI systems more to use accurate and transparent data for decision-making and also to comply with ethical rules and principles. According to the results of the study, the following suggestions were made:  Designing formal and informal communication platforms such as inter-unit meetings, organizational social networks, and collaborative software to facilitate effective communication between employees and different department  Establishing standard information security frameworks and implementing data quality controls periodically to ensure the accuracy, completeness, and updating of information used in decision-making  Designing user-friendly user interfaces and providing training on working with intelligent systems for employees, so that understanding, controlling, and predicting system behavior is simple and reliable for humans

Abstract Abstract The purpose of this research is to provide a model to identify the role of social communication capital and the ability to take advantage of international business opportunities. The research method is applicable in terms of purpose, mixed (qualitative-quantitative) in terms of execution method, and descriptive-survey in terms of nature and method. The statistical population of the research in the qualitative part includes 17 experts from the country's petrochemical industry, and in the quantitative part, it includes 108 experts from the international trade department of the petrochemical industry; selected by a simple random sampling method. Data collection in the qualitative part was carried out by semi-structured interviews; and in the quantitative part by the questionnaire. Qualitative data analysis was done using the method of theme analysis and coding and MAXQDA software, and in the quantitative part, it was done using SPSS and Smart PLS software. In the qualitative section, 90 open codes and 14 categories were identified. In the quantitative part, confirmatory factor analysis was used to examine the validity of the identified elements and components of the model of the role of social communication capital in the ability to take advantage of international business opportunities in the petrochemical industry. The results of the research showed that the model of the role of social communication capital in the ability to take advantage of international business opportunities in the petrochemical industry has two main factors and their indicators. This model consists of indicators that are the core and heart of this model. Also, the GOF index was obtained 0.44, which indicates the good fit of the model. Introduction The variety of needs and demands, and the change in the pattern of production and consumption and, as therefore, life as a result of significant advances in technology have made it impossible to live within the borders of a country, so that internal border relations have turned into international relations in a very broad sense, and even the  disappearance of these borders is also expectable. Different nations with different cultures, policies and economic and social conditions need to exchange goods and services to meet their diverse needs. Due to these new conditions and new needs, different societies have started trading with other countries and at this time opportunities have been created to increase commercial activities. Among these opportunities, we can mention export, non-oil export, and joint cooperation (Ahoei, 2019). International business opportunities are the possible opportunities that organizations face due to their presence in foreign markets (Muzychenko, 2008). Various factors can contribute to its non-development. In this research, social communication capital is one of the factors whose role is investigated in using international business opportunities. Social capital or social bonds that are placed in different cultural contexts are important and valuable resources that bring the meaning of identity to people's minds. This type of identity concept will give them a positive emotional experience (Shan & Tian, ​​2022). Social capital is a comprehensive concept that takes into account the social aspect of human interaction and enables access to the resources of members of the association or network due to their membership in the association (Christy et al, 2022). Social capital refers to the characteristics of social organization such as trust, norms, and networks that can improve the efficiency of society by facilitating coordinated actions (Salisua et al, 2019). Therefore, this research aims to take an effective step in the direction of improving social communication capital and consequently empowering the performance of the country's petrochemical industry. As mentioned, today's organizations are under the influence of factors such as increased global competition, sudden transformations, the need for quality and after-sales services, and the existence of limited resources and under a lot of pressure. After years of experience, the world has come to the conclusion that if an organization wants to be a leader in its economy and business affairs and not lag behind in the field of competition, organizations must be empowered and be able to use this empowerment in line with practical action. Therefore, in this research, we are looking for an answer to this question: how to identify the role of social communication capital and the ability to take advantage of international business opportunities? Theoretical Framework Social capital Social capital refers to features of social organization such as trust, norms, and networks that are able to improve the efficiency of society by facilitating cooperative actions. It is stated that social capital can be simply defined as the existence of a certain set of norms with informal values ​​that the members of a group with cooperation among them, share in it (Alwani, 2015). International marketing opportunities Internationalization is a step-by-step process of international business development, whereby a company is increasingly involved in international business operations through specific products in selected markets. To adapt the organization to the needs and preferences of customers, marketing knowledge is required to be created and disseminated among functional departments within an organization (Muzychenko, 2008). The export company must acquire the necessary and complete knowledge of the international marketing environment in order to increase the possibility of its success. The marketing environment includes forces that directly and indirectly affect the performance of the organization. For an organization, changes in the marketing environment create uncertainty, threats, and opportunities (Alaghehmand Shandi & Joybari, 2023). Mahmoudi & Pourshahabi (2023) investigated the effect of the value of financial intelligence on the risk-taking of Zahedan National Bank employees with the mediating role of social capital. Analyzing the model and carrying out structural equations showed that financial intelligence with the mediating role of social capital cannot affect employees' risk taking. Also, the results showed that financial intelligence has a separate effect on the two variables of risk-taking and social capital. Alaghehmand Shandi & Joybari (2023) investigated ethical challenges and opportunities in international business: a look at ethical values ​​as the most important assets of international businesses. The results show how ethical values ​​can be considered as the most important assets of international businesses. Some of the main ethical barriers in international business include corruption, unfavorable working conditions, and lack of respect for human rights. Also, some of the opportunities in international business include strengthening cultural connections, observing ethical principles in business relationships, and promoting transparency and accountability. Finally, this paper concludes that adherence to ethical values ​​can serve as a competitive advantage for international businesses and help local and global communities to improve. Research methodology The research method is applicable in terms of purpose, mixed (qualitative-quantitative) in terms of execution method, and descriptive-survey in terms of nature and method. The statistical population of the research in the qualitative part includes 17 experts from the country's petrochemical industry, and in the quantitative part, it includes 108 experts from the international trade department of the petrochemical industry; selected by a simple random sampling method. Data collection in the qualitative part was carried out by semi-structured interviews; and in the quantitative part by the questionnaire. Research findings Qualitative data analysis was done using the method of theme analysis and coding and MAXQDA software, and in the quantitative part, it was done using SPSS and Smart PLS software. In the qualitative section, 90 open codes and 14 categories were identified. In the quantitative part, confirmatory factor analysis was used to examine the validity of the identified elements and components of the model of the role of social communication capital in the ability to take advantage of international business opportunities in the petrochemical industry. The results of the research showed that the model of the role of social communication capital in the ability to take advantage of international business opportunities in the petrochemical industry has two main factors and their indicators. This model consists of indicators that are the core and heart of this model. Also, the GOF index was obtained 0.44, which indicates the good fit of the model. Conclusion The current research was conducted with the aim of providing a model to identify the role of social communication capital and the ability to take advantage of international business opportunities. The results of this research are in agreement with the results of Mahmoudi & Pourshahabi (2023), Alaghehmand Shandi & Joybari (2023), Shariatnejad et al, (2023), Tajpor et al, (2022), Troise et al, (2020), Noruzi et al, (2019), and Pinho (2016). Noruzi et al, (2019) showed that social capital in a specific market and social capital at the international level have a direct and positive effect on taking advantage of business opportunities; on the other hand, social capital at the international level has a positive and meaningful effect on social capital in a specific market. According to the results of the research, the following suggestions were presented: Based on the research findings and confirmation of the effectiveness of inter-organizational cooperation, it is suggested that the training of human resources and empowerment in the field of inter-organizational cooperation in the organization should be included in the organization's programs, and increase employees' knowledge of different cultures through training courses and holding scientific meetings and scientific journals and... so that employees believe in it and respect it in the work environment.

Abstract Abstract The purpose of this research is to identify and prioritize the organizational capacities effective on the brand positioning of food companies. The research method is applicable in terms of purpose, and qualitative in terms of execution method. This research is based on interpretative philosophy, inductive approach. The statistical population of the research includes 13 senior managers and marketing and sales managers active in the food industry, and sampling was done in a targeted manner. Semi-structured interview was used in this research. To collect and analyze data, data-based theory was used, and in the analysis, MAXQDA 2020 software was used to code the interviews, and the analysis hierarchy technique (AHP) was used for ranking. The results showed that a total of 164 primary codes were categorized into 20 categories. The value of Kappa index was calculated as 0.743, which is at the appropriate level of agreement. Delphi results were conducted in two rounds, and no questions were omitted in the second round, which is a sign of the end of the Delphi rounds. Also, the difference between the two stages was reported to be smaller than the low threshold (0.8). In the following, fuzzy hierarchical analysis was used for the final ranking. The results of this analysis showed that the consequences with a weight of 0.293 ranked in the first place, followed by strategies with a weight of 0.268 in the second place, contextual factors with a weight of 0.249 in the third place, the interventionist with a weight of 0.165 in the fourth place, causal factors with a weight of 0.154 in the fifth place, and the central category with a weight of 0.007 in the sixth place. Introduction Today, the expansion of similar products, multiple choices, globalization and intense competition force manufacturers to differentiate their products from competitors, and create value for their buyers. In a market where products are becoming more and more compatible, a strong brand may be the only feature that differentiates products from competitors. In this regard, the food industry has faced increased competitive pressure due to the entry of current and new competitors in the global food industry market (Lomer et al, 2018; Yu et al, 2018). Brands are invisible and intangible assets and represent a type of value that provides an opportunity for higher pricing (valuation) as well as more receipt from customers for the company's goods and services (Iyer et al, 2018). Researchers believe that in order to properly understand the brand, attention should be paid to the recognition and evaluation of the company's brand capacities, which emphasize intangible aspects, because companies shape their brand position based on their capacities. Using the approach of organizational capacities as a new approach of strategic management and influenced by the interest-based approach in the field of brand provides the possibility of presenting a coherent and strategic framework to brand management (Asaadi Kavan et al, 2021). Effective capacity building can lead to the strengthening of mutual communication and cooperation of the government, institutions, organizations, communities, groups and individuals. Capacity building refers to a tool through which the community or individuals can consolidate their position which creates an enabling environment with specific and legitimate policies and frameworks for communities, especially rural communities. Capacity building is used as a tool to support issues related to social and human structures, a social planning tool and a tool for empowerment (Molodi et al, 2022). Based on this, the current research is looking for an answer to this question: How is the identification and prioritization of organizational capacities effective on the brand positioning of food companies? Theoretical Framework brand A brand is not only a symbol that distinguishes a product from others, but also includes all the features that come to mind when a buyer thinks of that brand. These characteristics are the objective, abstract, psychological and social characteristics of that product (Xiangbo et al, 2021). Capacity Building Capacity and capacity building are defined as the ability of individuals, groups, institutions and organizations to meet needs and solve problems over time. The capacity of the organization includes the management of knowledge resources and processes. The concept of organizational capacity building is a relatively new concept in management and organization literature. Capacity building is the ability of the organization to develop management, strengthen and improve its plans and strategies to achieve the goals of capacity development, a targeted approach and a professional treasure in order to stimulate guidance, strengthening, liberating, shaping and growing capacities beyond existing capacities (Farajollahi, 2017). Yallka et al, (2022) investigated customers' perceptions of brand positioning of luxury fashion brands from mobile marketing: evidence from communication channels and multiple marketing. Their model conceptualizes four dimensions of customers' perceptions of their mobile marketing journey that can drive customer engagement and purchase behavior. This integrated model offers attractive avenues for further research on the effects of multiple mobile marketing and communication channels and the perceptions of luxury fashion consumers.  Miri et al, (2022) investigated the relative role of Seroqual components in brand positioning of Persepolis and Esteghlal football teams in Tehran. They came to the conclusion that Seroqual components had a positive and significant impact on the branding of Tehran Persepolis and Esteghlal teams. According to the findings, the requirement for the sustainable development of the brand of Esteghlal and Persepolis football teams in Tehran is to focus on improving the Seroqual quality and its components, which can ultimately lead to the establishment and consolidation of the brand of these teams in the minds and hearts of the fans. Research methodology The research method is applicable in terms of purpose, and qualitative in terms of execution method. This research is inductive approach based on interpretative philosophy. The statistical population of the research includes 13 senior managers and marketing and sales managers active in the food industry; and sampling was done in a targeted manner. Semi-structured interview was used in this research. Collecting data, first extracting the theoretical literature, records of the problem, and the research subject, through the library study method, and then the data-based theory and hierarchical analysis technique were used to collect and analyze the data. Research findings For data analysis, MAXQDA 2020 software was used to code the interviews; and Analytical Hierarchy (AHP) technique was used for ranking. The results showed that a total of 164 primary codes were categorized into 20 categories. The value of Kappa index was calculated as 0.743, which is at the appropriate level of agreement. Delphi results were conducted in two rounds; and no questions were asked in the second round, which is a sign of the end of the Delphi rounds. Also, the difference between the two stages was reported to be smaller than the low threshold (0.8). In the following, fuzzy hierarchical analysis was used for the final ranking. The results of this analysis showed that the consequences with a weight of 0.293 ranked in the first place, strategies with a weight of 0.268 in the second place, contextual factors with a weight of 0.249 in the third place, the interventionist with a weight of 0.165 in the fourth place, causal factors with a weight of 0.154 in the fifth place, and the central category with a weight of 0.007 in the sixth place. Conclusion The current research was conducted with the aim of identifying and prioritizing organizational capacities effective on the brand positioning of food companies. The results of this research are in line with the results of Yallka et al, (2022), Miri et al, (2022), Asaadi Kavan et al, (2021), Biesenthal et al, (2019), Rasuli et al, (2018). Recognizing and paying attention to the individual characteristics and preferences of customers in relation to the required services is also an issue always occupied the minds of managers and employees of organizations that provide services and products. Saturation of markets, intensification of competition, and changes in customers' tastes and needs have faced large stores with many challenges in their activities. With the rapid growth of department stores in recent years, the department store industry has become very competitive; therefore, new methods are needed to manage such businesses. The increasing acceleration of changes in the environment around organizations due to the continuous change in the needs of customers has caused the formation of competition in the market to meet the needs of customers. In this regard, there is no doubt that those stores will achieve success that identify the needs of customers in the shortest possible time and respond to them in the fastest possible way. According to the research results, the following suggestions were made: Having a strategy and defining long-term, medium-term and short-term goals and vision not only defines the direction of movement, the way of resources allocation and other frameworks, but also provides a suitable basis for measuring the organization's performance. Knowledge should be considered as a vital factor for survival and competition and creating a serious attitude in the field of using intra-organizational networks, which allows the organization to benefit more and more from the advantages of transformation management, the ability to compete, create innovation and productivity in line with new investment, and customer attraction.

Abstract Abstract The aim of this research is to analyze the model of factors affecting customer experience in the implementation of generation 4.0 retail. This research is applicable in terms of purpose, and descriptive-correlational in terms of method. The statistical population includes customers of the Etaka chain store, and the sample size was determined as 384 people using the Cochran formula, and the simple random sampling method was used. The data collection tool was a researcher-made questionnaire, whose validity was confirmed by experts and its reliability was confirmed through Cronbach's alpha and composite reliability. In order to test the hypotheses and fit the conceptual model, structural equation modeling was used with AMOS software. The fit indices including CFI, GFI, IFI, and RMSEA were within acceptable limits, indicating a proper fit of the model. The research findings showed that technological progress and value creation have a significant impact on customer experience. Human and organizational factors also play an effective role in implementing Retail 4.0. Customer experience, as a key variable, plays a prominent role in improving store performance and strengthening customer relationships. The results indicate that intelligent use of new technologies, empowering human resources, and creating appropriate organizational infrastructure are essential prerequisites for achieving positive customer experience and sustainability in modern retail environments. Introduction Along with the industrial revolution, the retail industry has also evolved significantly. First, in relation to Retail 1.0, large stores began to emerge along with mass production using steam power. Accordingly, consumers enjoyed low-cost products in Retail 2.0, and as a result, more shopping malls were opened. Meanwhile, in Retail 3.0, consumers enjoy online shopping globally through the Internet, and therefore, shopping behavior has changed; because now we can buy anything without leaving home. And this evidence shows that Retail 4.0 can make our lives easier and better (Ren et al., 2024). In general, Retail 4.0 technologies include artificial intelligence, Internet of Things, cloud computing, big data analytics and augmented reality (Vhatkar et al., 2024). Artificial intelligence can replace employees in some routine jobs, while home and office applications can be managed through mobile applications thanks to the Internet of Things. The recorded data is then stored and analyzed in the cloud using self-service kiosks (Bonfer et al., 2022). When the 4.0 generation was first introduced in the industry in 2010, it also brought the retail industry into the fourth revolution. On the other hand, Retail 4.0 seems to be a new concept for retailers around the world; when Industry 4.0 technologies such as artificial intelligence, Internet of Things, cloud computing, big data analytics, and augmented reality were implemented in the retail industry (Har et al., 2022). The level of adoption of Retail 4.0 is high in developed countries such as the United States, the United Kingdom, and Europe. However, in less developed countries, with low internet access coverage, the adoption of these technologies seems challenging for them. Consumers and businesses are unable to take advantage of the emerging e-commerce opportunities due to persistent bottlenecks and barriers such as costly broadband services, over-reliance on cash, shortage of skilled workers among the people, and government indifference. Therefore, the researcher intends to answer the fundamental question: how is the analysis of the model of factors affecting customer experience in the implementation of Retail 4.0? Theoretical foundations Technological advancement and customer experience Technological advancement is recognized as one of the most important drivers of transformation in the retail industry. New technologies, including online shopping systems, mobile applications, artificial intelligence, the Internet of Things, and big data analytics, enable fast, accurate, and personalized services for customers (Mirzaee Azandariani et al., 2022). In particular, customer familiarity with technology and its ease of use improve the customer experience in interacting with the organization and increase satisfaction and trust (Alexander et al., 2022). Organizational factors and customer experience Organizational factors include the organization's culture, processes, structure, and strategies that shape the organization's overall performance. In retail environments, organizations that have a customer-centric culture, design their processes to respond quickly and effectively to customer needs, and have a flexible and innovative structure, and can significantly improve the customer experience (ham et al., 2021). Effective organizational processes, such as customer relationship management systems and supply chain optimization, increase service quality and reduce customer waiting times. Intra-organizational technology infrastructures, such as integrated data mining systems, enable customer behavior analysis and forecasting of customer needs. Behera et al., (2024) studied “Changing Customer Engagement with Artificial Intelligence in E-Marketing: An E-Retail Perspective in the Era of Retail 4.0”. The research method is quantitative. Primary data was collected from 305 e-retail customers and analyzed using structural equations. The results showed that AI-based e-marketing can predict customer desires, provide personalized messages and offers, increase customer engagement with the brand, and enhance the digital shopping experience in Retail 4.0. Blut et al., (2024) studied “Retail Customers’ Ease of Use of Artificial Intelligence-Based Virtual Assistants: A Meta-Analysis”. The meta-analysis included 2766 correlations from 244 independent samples. Data analysis showed that price value, social support, and humanization are the main drivers, and the performance of assistants varies depending on their type (intelligent/stupid, voice/text-based, avatar/non-avatar), and negative emotions play a mediating role. Research Method This study is applicable in terms of purpose and descriptive-correlational in terms of method. The population of the present study includes customers of the Eteka chain store, the sample size was determined as 384 people based on the Cochran formula, and the sampling method was simple random sampling. The findings from the Cronbach’s alpha test are reported. To examine the validity, content validity was used and its validity was confirmed. Then, the reliability of the questionnaire was measured by distributing the questionnaire. In order to test the research hypotheses, structural equation modeling was used in the Amos statistical software platform. Research findings The research findings showed that technological advancement, value creation, human and organizational factors each have a positive and significant impact on customer experience and the implementation of Generation 4.0 retail. It was also found that customer experience plays an important role in increasing interaction and effective communication between the store and the customer. Finally, general and market-specific factors also significantly affect the acceptance and success of the implementation of Generation 4.0 retail. Conclusion and Discussion The present study showed that the success of the implementation of Generation 4.0 retail is the result of the interaction and combination of several key factors. Technological advancement and the use of digital tools improve the shopping experience of customers, while providing real value increases their satisfaction and loyalty. Employee competence and skills, service quality and effective customer interaction play an important role in the success of digital stores, and appropriate organizational management and efficient internal processes facilitate the implementation of digital transformation. In addition, adaptation to market conditions, customer behavior and the socio-economic environment is a determining factor in the acceptance and success of Generation 4.0 retail. Overall, positive customer experience, value creation and market alignment form the focal point of any successful strategy in Generation 4.0 stores. The present study showed that technological advancement directly improves customer experience. Easy access to new technologies and ease of use of digital tools increase customer satisfaction and convenience in shopping. This finding is consistent with the studies of Akbari et al. (2022) and Rousta et al. (2023). Value creation is also a critical factor affecting customer experience. When customers receive real value from products and services, their satisfaction increases and their willingness to repurchase and loyalty is formed. The findings are consistent with the research of Mirzaee Azandariani & Arya (2022) and Akbari et al. (2022), which shows that creating a positive customer experience is not possible without providing tangible value. Therefore, stores should focus on enhancing the value provided to customers at all stages of the purchase process. Organizational factors have an important impact on the adoption and implementation of Generation 4.0 retail. Organizational culture, internal processes, and technology infrastructure are among the factors that facilitate the success of implementation. This finding is consistent with the studies of Aldrighetti et al. (2023) and Hoyer et al. (2020), which show that success in digital transformation is not achieved by focusing only on technology, but also by effectively managing human resources and organizational processes. Human factors also have a significant impact on the implementation of 4.0 retail. Employee empowerment and technology-related skills improve service quality and customer engagement. These results are consistent with the research of Behera et al. (2024) and Roustaee Gholpaygani et al. (2023), which shows that employee training and empowerment are crucial for the success of digital stores. Customer experience, as a key phenomenon, has a direct impact on the success of 4.0 retail implementation. A positive customer experience increases satisfaction, loyalty, and repurchase motivation; and encourages customers to interact more with the store. These findings are consistent with the results of Blut et al. (2024) and Behera et al. (2024), and show that customer experience is the focal point of any successful strategy in 4.0 stores. Market-related and general factors are also influential. Attention to customer behavior, changing tastes, social acceptance, laws and regulations, and economic conditions can ensure the success of stores. The findings are consistent with the research of Vhatkar et al. (2024) and Rousta et al. (2023) and show that the successful implementation of generation 4.0 stores requires compatibility with environmental conditions and market needs.

Abstract Abstract The purpose of this research is to investigate the effect of communication quality and brand image on customer loyalty with the mediating role of customer satisfaction. The current research is applicable in terms of purpose, descriptive-survey in terms of nature, and causal type. The statistical population of this research is the customers of Islamic Bank of Afghanistan. The sample size was determined using Cochran's formula of 384 people and the samples were selected by simple random sampling. In order to collect data, questionnaires of quality of communication by Chin et al., (2014), brand image by Moutinho (2011), customer loyalty by Amin et al., (2011), and customer satisfaction by Jamal Nasser (2002) were used. Their validity was confirmed by academic experts, and their reliability through Cronbach's alpha coefficient. In order to analyze the data, the structural equation technique was used through Smart PLS statistical software and SPSS software, and also a statistic called VAF was used to determine the intensity of the indirect effect through the mediator variable. The findings of the research showed that the quality of communication had a positive and significant effect on the loyalty of Islamic Bank of Afghanistan customers and that the brand image had an impact on customer loyalty. Also, the quality of communication was confirmed on customer satisfaction. Brand image had a greater effect than other components on customer satisfaction of Islamic Bank of Afghanistan, and also customer satisfaction had a positive and significant effect on customer loyalty. The results of the research showed that the quality of communication and brand image with the mediating role of customer satisfaction has a significant effect on the loyalty of Islamic Bank of Afghanistan customers. Introduction In recent years, with the major changes occurred in the business environment, only those organizations can continue to exist that have made the main focus of their activities on improving the quality of communication, increasing satisfaction, and sustaining customer satisfaction. It should be mentioned that mere customer satisfaction is not enough; and efforts should be made to create loyalty among them. Creating customer loyalty is not only a goal in marketing, but also considered an important basis for achieving a competitive advantage (Machado et al; 2022). On the other hand, the quality of communication can be mentioned among the factors affecting customer loyalty. Communication quality is known as a set of intangible values ​​that lead to expected long-term relationships between parties. The quality of communication helps companies in establishing basic communication with customers and maintaining them (Dahliani et al; 2021). Another factor affecting customer loyalty is brand image. The brand is considered one of the most valuable assets of any organization and the activities of the organization affect the brand and the perception of consumers and the image they have in their minds of that organization (Deylami Moezzi, 2022). In fact, it is the brand image that is in the mind of the consumer, not the factories where the products are made (Hong, 2012). According to the mentioned cases, customer satisfaction occurs when the perceived performance of the product or customer service meets their expectations. Indeed, it is widely agreed that customer satisfaction can lead to customer loyalty (Leclercq et al; 2022). One of the tools that today's business owners equip themselves with is to improve the quality of customer relationship management; the more the quality size of communication maintained, the more leads to the customer's loyalty. The quality of communication and customer satisfaction is one of the factors affecting customer loyalty. Brand images carry different meanings with themselves that affect customer loyalty. Islamic Bank of Afghanistan, as one of the largest commercial banks in Afghanistan, has an effective presence in the domestic, regional and global markets of Afghanistan by designing and creating new services with the aim of creating value for customers, especially valuable customers. This research seeks to answer the question that to what extent the quality of communication and brand image with the mediating role of customer satisfaction can affect customer loyalty. Theoretical Framework The quality of communication with the customer can reduce the insecurity experienced by the customer, which increases the customer's trust and confidence, and will affect the interactive relationship between customers in the future (Vize et al; 2016). According to Porter (1985), brand image is a mental image, reflecting the way a brand is perceived, which includes all elements of identification, product or company personality, and emotions and associations evoked in the consumer's mind (Onyancha, 2013). Loyalty is defined as a deep determination to return and support a preferred preference. It is providing value to customers through their services and products and showing curiosity to fulfill their demands or even create a relationship with customers (AL-JANABI, 2022). Researchers consider customer satisfaction psychologically as a feeling that is obtained as a result of comparing the received product specifications with the needs and desires of customers and social expectations regarding the product (Azandariani & Arya, 2022). Lubis et al., (2022) in a research entitled the effect of the quality of corporate communication and services on customer loyalty and satisfaction in Islamic banking. Their data were analyzed using the partial least squares structural equation model analysis technique. The results have shown that the quality of communication has a positive and significant effect on customer loyalty. Putra et al., (2020) in an article entitled the effect of service quality and brand image on customer loyalty with customer satisfaction as a mediating variable: the case study of Berri Bank, Jakarta Kamayuran branch. The results of the findings of this study have shown that the effect of service quality and brand image plays a role on customer satisfaction; and the effect of service quality and brand image on customer loyalty. Research method The current research is applicable in terms of purpose, survey-analytical in terms of implementation method, and causal type. The statistical population of this research is the customers of Islamic Bank of Afghanistan. According to the statistical population of the research, the size of the population is assumed to be unlimited; and according to Cochran's formula, 384 people were randomly selected as a statistical sample. To test the hypotheses and analyze the data, structural equation modeling method with partial least squares approach and PLS Smart version 3 software were used. In order to collect data, authentic questionnaires of communication quality (Chin et al., 2014), brand image (Bain Moutinho 2011), customer satisfaction (Jamal Nasser 2002), and customer loyalty (Amin et al., 2011) were used. Findings SPSS and PLS software were used to check research hypotheses and data analysis. The results showed that the quality of communication has a positive and significant effect on the loyalty of Islamic Bank of Afghanistan customers. This means that the value of the path coefficient between the two variables is 0.243, which indicates that the communication quality variable explains 24.3% of the changes in the loyalty of the customers of Islamic Bank of Afghanistan. The results of the second hypothesis showed that the path coefficient between the two variables is 0.233, and it confirms that customer loyalty explains 23.3 percent of the changes in the brand image of Islamic Bank of Afghanistan. According to the results of the third hypothesis, the path coefficient between the two variables is 0.316, and this is confirmed by the fact that customer satisfaction explains 31.6% of the changes in the communication quality variable of Islamic Bank of Afghanistan. The results of the structural model test regarding the fourth hypothesis indicate that the brand image has a positive effect on the customer satisfaction of Islamic Bank of Afghanistan. The path coefficient between the two variables is 0.497, which indicates that customer satisfaction explains 49.7% of the changes in the body image variable of Islamic Bank of Afghanistan and has been assigned the first rank; the obtained result shows that the brand image plays an important role plays a role in the formation of customer satisfaction. Regarding the fifth hypothesis, the results showed that the path coefficient between the two variables is 0.451, and this is confirmed by the fact that customer satisfaction explains 45.1% of the changes in the communication quality variable of Islamic Bank of Afghanistan. In relation to the intensity of the effect of the mediating variable of "customer satisfaction", the mediating role in the effect of communication quality on loyalty was ranked last in terms of mediating; that is, customer satisfaction plays a mediating role in the effect of communication quality on customer loyalty of Islamic Bank of Afghanistan. Determining the intensity of the indirect effect through the intermediary variable of the statistic is equal to 0.368; which means that 36.8 percent of the effect of communication quality on customer loyalty of Islamic Bank of Afghanistan is explained through the indirect effect of the mediating variable of customer satisfaction. And also in relation to the effect of the intensity of the mediating variable "customer satisfaction" on the effect of brand image on customer loyalty of Islamic Bank of Afghanistan, it has been ranked first; therefore, the mediating role of customer satisfaction variable in the effect of brand image on customer loyalty of Islamic Bank of Afghanistan is confirmed. The intensity of the indirect effect through the mediator variable was equal to 0.799; therefore, 79.9 percent of the effect of trust in the brand on the loyalty of Islamic Bank of Afghanistan customers is explained through the indirect effect by the mediating variable of customer satisfaction. Conclusion This research was conducted with the aim of investigating the effect of communication quality and brand image on customer loyalty with the mediating role of customer satisfaction in Islamic Bank of Afghanistan. According to the obtained results, the present research is consistent with the results of Putra et al., (2020), Lotfi et al., (2022), Khan et al., (2022), Lubis et al., (2022), Najmudin et al., (2022), Al-Bashayreh et al., (2022), Syahfudi & Ruswanti (2015), and Putra et al., (2020). The results showed that quality communication increases customer loyalty and connects them to the bank and its services, and the quality of communication leads to consequences such as: increasing the share of purchases, maintaining the relationship, developing future interactions, word-of-mouth advertising, and loyalty. On the other hand, if the brand image is reliable, customer loyalty will increase as well, and also the brand image plays an important role in the formation of customer satisfaction. As much as the banks provide services according to the demands of their customers, the customers' satisfaction increases as well, and customer' satisfaction affects the brand image, and brands are associated in the minds of customers, and finally, the brand image increases customer loyalty. According to the research results, the following suggestions are provided: To improve the quality of communication with customers, it is suggested that banks establish mutual communication with their customers, which occurs when the receiver and the sender of the message continuously exchange roles. It is suggested that banks improve their banking services and identify the path of customer satisfaction in order to develop their service strategy in this direction, and also deal with customer problems and have a good and friendly relationship with their customers. It is suggested that banks introduce their brand accurately and honestly in social networks and media, and share informative and effective content to create this mindset in customers.

Abstract Abstract The present study aims to explain the vital role of smart geomarketing in export development. This study has a mixed approach (qualitative-quantitative) and an applicable research method. In the qualitative part, the statistical population included government experts, major exporters of kiwi products, and also academic experts in Gilan province (Iran), of whom 15 people were considered as a sample after data saturation. The sampling method was purposive. The data were analysed using the Grounded theory methodology. Then, the research strategy in the quantitative part was conducted as a survey. The statistical population included 316 individuals and legal entities active in kiwi exports, of which 173 people were selected as a sample through the Cochran formula in a limited population using non-probability sampling. The data collection tool was a questionnaire. The results of structural equation modelling using Smart PLS software showed that management capabilities, government support policies, export development marketing, environmental factors, and kiwi cultivation characteristics have a significant effect on smart geomarketing. Smart geomarketing has a significant effect on the development of marketing capabilities, training and persuasion of officials for export development, and the development of spatial data infrastructure. The development of marketing capabilities, the development of spatial data infrastructure, and the training and persuasion of officials for export development have a significant effect on increasing share in global markets, increasing global reputation, developing brands in foreign markets, and increasing foreign exchange. Of course, training and persuasion of officials do not have a significant effect on increasing global reputation. Introduction Marketing plays a key role in export development. With the help of marketing, companies can identify their target market, understand the needs of foreign customers, and market their products or services in a way that is well-received in the target markets (Chishty & Sayari, 2024). Among them, agricultural products, especially horticultural products and fruits, are of great importance (Publication, 2024). Iran has many agricultural products, of which kiwi is an important export product mainly grown in the northern regions of the country, especially in Gilan province, but the cities of Rudsar, Talesh, and Astara are the production hubs of this product. However, despite high production, Iran's share in the global kiwi fruit markets is very low and less than 0.7 (Khalqi Eshkalek et al., 2021). In this regard, some studies have shown that the export sector of this product has not been able to develop well due to the lack of awareness of exporters about the locational indicators of consumers, including purchasing patterns, geographical location of purchases, service area and region, addresses and delivery locations, consumption levels, expectations, attitudes, etc. Today, with the growth and development of the market, the importance of locational indicators has increased (Oliveira & Spinola, 2020). Geomarketing allows marketers to better understand the needs and preferences of customers by focusing on specific regions and markets. By analysing geographic information, marketers can identify the best places to locate branches or stores, and as a result, access to customers will be easier and more effective (Alaoui & Abdelali Fateh, 2024). One of these intelligent methods is called Spatial Data Infrastructure (SDI), whose advantage over the previous method is that data is generated and collected only once, as a result of which parallelism is eliminated from the spatial data generation process. Additional costs are not spent on reproducing existing data (Bansal & Singh, 2024). Therefore, the exporting company must acquire the necessary and complete knowledge of the international marketing environment in order to increase its chances of success (Fathi Bajestani et al., 2025). This knowledge increases the company's ability to market and sell products and services effectively and efficiently according to the location of consumers. In fact, this type of knowledge includes familiarity with customer needs and local market characteristics, familiarity with business conditions, and the knowledge and skills required to promote offerings in export markets (Bartoli et al., 2021). Several studies have been conducted in this field. Of course, few studies were found that examined smart geomarketing in the export of kiwi products. Because most recent studies had conducted location marketing and geomarketing to examine the weekly market (Nath et al., 2024), hotels (Gu et al., 2024), and food products (Bartoli et al., 2021). Therefore, given this research gap and considering that currently, due to the high performance of the kiwi product and the acceptance of the gardeners of Gilan province, there are good capabilities in the field of exporting this product; but if the necessary measures are not taken to realize and develop the export of this product with respect to location marketing, the possibility of losing this golden opportunity is tangible. Therefore, it must be accepted that due to the need to develop the export of non-oil products and, in particular, the export of kiwi produced in Gilan province, which global markets have welcomed, and also due to the lack of comprehensive research related to the location marketing of this product, the present study was conducted with the aim of explaining the vital role of smart geomarketing in the development of exports. Research Methodology This study has a mixed approach and applicable research method. The statistical population included government experts, major exporters of kiwi products, and also academic experts in Gilan province, 15 of whom were considered as a sample after theoretical saturation. The sampling method was purposive. In total, about 450 minutes of interviews were conducted over a period of more than 3 months through coordination with them. The average interview with each person was about 30 minutes. The data were analysed manually using the data-driven method and three-stage coding (open, axial, and selective). Then, the research strategy in the quantitative part was conducted as a survey. The statistical population included 316 individuals and legal entities active in kiwi exports, of whom 173 were selected as a sample through the Cochran formula in a limited population using a non-probability sampling method. The data collection tool was a questionnaire. The data were tested through structural equation modelling using Smart PLS software. Research findings In the qualitative part, the results showed that the central phenomenon is geomarketing. Causal factors include management capabilities, government support policies, and export development marketing. Contextual factors include environmental factors and kiwi cultivation characteristics. Strategic conditions include developing marketing capabilities, training and persuading officials to develop exports, and developing SDI infrastructure. Intervening conditions include government weakness. Outcomes include increasing share in global markets, increasing global reputation, developing brands in foreign markets, and increasing foreign exchange. In the quantitative part, it showed that management capabilities, government support policies, export development marketing, environmental factors, and kiwi cultivation characteristics have a significant effect on smart geomarketing, and smart geomarketing has a significant effect on developing marketing capabilities, training and persuading officials to develop exports, and developing spatial data infrastructure. Developing marketing capabilities, developing spatial data infrastructures, and training and encouraging officials to develop exports have a significant impact on increasing share in global markets, increasing global reputation, developing brands in foreign markets, and increasing foreign exchange. Of course, training and encouraging officials do not have a significant impact on increasing global reputation. The weakness of the government only interferes with some relationships. Conclusion The present study was conducted with the aim of explaining the vital role of smart geomarketing in export development. The results of this study are in line with the results of Turan and Abdiu (2024); Wanzala, Marwa, and Luanga (2024); Zhou et al. (2024); Zahir and Lu (2024); Kho, Nagya and Nam (2023); Ipek, Biçakçıoğlu-Pınarçı and Kobra Hizarci (2023); Tayen-Höke et al. (2022); Budlage and Ketter (2022); Pük et al. (2022); Zoğur and Qülu (2022); Keskin et al. (2021); and Alegre Vidal et al. (2022).According to the results obtained, the following suggestions are made: It is suggested to optimise production processes. For optimisation, it is recommended to analyse the processes in detail, because by carefully examining all stages of production, it is possible to identify points where waste, time and energy are. It is also better to design and implement lean production systems. Lean production systems, such as the Toyota system, focus on eliminating waste and resource wastage in all stages of production. By implementing these systems, efficiency and productivity can be significantly increased. To deliver goods and services to customers without using marketing intermediaries, it is better to use various distribution channels using up-to-date technologies such as GPS, SDI, big data analysis, machine learning and artificial intelligence, the Internet of Things, augmented reality, virtual reality, etc., to improve interaction with the consumer.To reduce supply chain challenges, it is recommended to carefully review the personality traits model of distributors before concluding a contract.

Abstract Abstract The purpose of this research is to provide a comprehensive framework for improving the export performance of small and medium Iranian companies. According to its purpose, the research method is applicable, and in terms of implementation method, it is mixed (qualitative-quantitative), and descriptive-correlative in nature. The statistical population in the qualitative section includes 20 academic experts in the field of export, chosen by judgmental and snowball sampling methods; and the statistical population in the quantitative section includes 217 people from all personnel of small and medium export companies in Tehran province, chosen by simple random sampling. Data collection tools include semi-structured interviews in the qualitative part, and researcher-made questionnaires in the quantitative part. Fuzzy Delphi method was used in the analysis of qualitative part data, and SPSS and Lisrel software were used in quantitative part. The statistical results showed that 78 variables (open codes) are effective in penetrating international markets, and statistically, all of them are effective. There are 33 factors influencing international market penetration, and all of them are statistically significant. The final components and dimensions of the model of the influencing components of penetration into the international market were identified after applying statistical tests (confirmatory factor analysis). According to the research model, penetrating the international market includes 5 dimensions, 33 components, and 75 indicators; and compared to the initial research model including 5 dimensions, 33 components, and 78 indicators; 3 indicators were removed in the final model and the rest of the components and dimensions were confirmed in the final model while having a suitable working load. Introduction The issue of competitiveness is one of the basic issues for which there are various criteria to evaluate. Competitiveness can help policymakers to evaluate the country's foreign trade situation. Competitiveness means the possibility of achieving a suitable position and stability in a regional market. Creating and supporting small and medium enterprises is one of the basic priorities in economic development programs in many developed and developing countries. Small and medium enterprises play an important role in creating employment and providing a suitable platform for innovation and increasing exports (Asgari, 2019). Small and medium industries are the backbone of the economy and have created more than half of employment and 80% of employment growth in the last decade. Therefore, it is necessary to evaluate the value of approaches such as strategic management to improve the performance of these companies in entering regional markets (Hatfi & Azari, 2021). On the other hand, due to the fact that a major share of Iran's exports belongs to oil exports, in recent years and specifically since the beginning of the first development plan, the planners' attention has been directed to the expansion policies of non-oil exports. For example, the establishment of free trade zones, the amendment of customs laws and regulations, and the establishment of private banks all indicate the direction of following the policy of encouraging exports and moving towards sustainable economic development (Hosseinnejad & Shujaei Fard, 2021). Considering the above, the main research question is as follows: What is the comprehensive framework for improving the export performance of Iranian small and medium companies? Theoretical Framework Export Export literally means the transfer of goods or the sending of goods from one place to another, whether inside or from inside of the country. In other words, exporting is communicating and working with professional markets and market specialists on the other side of the borders. Export is the starting point of communication with others, and export is also achieved to earn foreign exchange and help establish trade balance and create economic balance (Akhlaghi et al, 2019). Export performance Export performance is a variable that has attracted the attention of researchers in the last few decades. Export companies set goals to internationalize and sell their products or services in other countries; the amount of activities as well as the success and failure during this path and the results of achieving those goals are called export performance. Nowadays the field of export has attracted the attention of companies with an increasing speed and companies are moving towards globalization and seeking power. (Bashirkhodaparasti & Marzieh, 2021). Small and medium companies Small and medium enterprises (SME) are known as essential components of national development in developed and developing countries (Abrie & Doussy, 2011). This sub- part of economy in the worldwide has been significantly relevant to the employment increasing, poverty removing, equitable distribution of resources, redistribution of income, technical and technological innovation, development of entrepreneurial skills, uniform industrial and economic dispersion, and general improvement of the living standards of the people of an economic region. In addition to this, it has been mentioned as a strategy in providing food security and encouraging rapid industrialization and the reversal of rural-to-urban migration (Oyekanmi, 2003). Tajamir et al, (2024) in a research presented the model of marketing capacities in Khuzestan steel industry and its effect on financial performance in the direction of investment development. The results obtained from the analysis of theoretical bases and research interviews led to the final model of marketing capacities, which has 7 main categories of product, distribution network, market, customer, analysis of competitors, advertising, and brand. The findings indicated a good fit of the proposed model. Martos et al, (2023) in a research, investigated innovation and the legal form of the organization as factors that can affect this relationship, with the aim of determining the impact of corporate social responsibility efforts on their export performance. The results show that innovation acts as a mediator in this relationship. It was also found that companies that adopt associative legal forms (i.e. cooperatives) benefit more from their social responsibility practices than companies that adopt non-associative legal forms. Previous findings on the relationship between corporate social responsibility and profitability show that some aspects need to be clarified about this binomial. Contribute to this body of research specifically on exporters helps to understand the role that CSR may play in improving export performance. Research methodology According to its purpose, the research method is applicable, and in terms of implementation method, it is mixed (qualitative-quantitative), and descriptive-correlative in nature. The statistical population in the qualitative section includes 20 academic experts in the field of export, chosen by judgmental and snowball sampling methods; and the statistical population in the quantitative section includes 217 people from all personnel of small and medium export companies in Tehran province, chosen by simple random sampling. Data collection tools include semi-structured interviews in the qualitative part, and researcher-made questionnaires in the quantitative part. Research findings Fuzzy Delphi method was used in the analysis of qualitative part data, and SPSS and Lisrel software were used in quantitative part. The statistical results showed that 78 variables (open codes) are effective in penetrating international markets, and statistically, all of them are effective. There are 33 factors influencing international market penetration, and all of them are statistically significant. The final components and dimensions of the model of the influencing components of penetration into the international market were identified after applying statistical tests (confirmatory factor analysis). According to the research model, penetrating the international market includes 5 dimensions, 33 components, and 75 indicators; and compared to the initial research model including 5 dimensions, 33 components, and 78 indicators; 3 indicators were removed in the final model and the rest of the components and dimensions were confirmed in the final model while having a suitable working load. Conclusion The current research was conducted with the aim of providing a comprehensive framework for improving the export performance of Iranian small and medium-sized companies. The results of this research are in agreement with the results of Tajamir et al, (2024), Rahimi Kalor & Marzieh (2023), Azimi & Hosseinpoor (2023), Hatfi & Azari (2021), Faryabi et al, (2021), Najafi et al, (2021), Bagherzadeh et al, (2021), Martos et al, (2023), İpek et al, (2023), Kupta & Chahan (2020), Judege et al, (2020), and Boso et al, (2019). Hatfi & Azari (2021) showed that marketing capabilities have a positive and significant effect on export performance and marketing communications. On the other hand, organizational innovation also affects marketing communications and marketing capabilities. In the end, it was concluded that organizational innovation does not directly affect export performance, but organizational innovation has a positive effect on marketing capabilities, and marketing capabilities also improve export performance. According to the results of the research, the following suggestions were presented: 1-Establishing integration in exporting companies, especially regarding the information systems and databases of the organization, can promote the creation, sharing, and storage of knowledge in the organization, and strengthen the knowledge consequences of knowledge management in improving the export performance of the organization.

Abstract Abstract
This study was conducted with the aim of investigating the effect of reducing customer confusion in choosing domestic automobile manufacturers' brands, based on brand quality and brand experience. The research method is applicable in terms of its purpose, quantitative in terms of implementation method, and descriptive-correlational in terms of nature and method. The statistical population of the study consisted of sales and marketing managers of domestic automobile manufacturers such as Iran Khodro and Saipa Zamyad in Tehran. Due to the lack of accurate statistics on the number of incoming tourists, the Cochran formula was used for an unlimited population to determine the sample size, estimated at 384 people. A standard questionnaire based on a 5-point Likert scale was used to collect research data. The content validity of the tool was confirmed by specialists and experts, and Cronbach's alpha and composite reliability methods were used to measure the reliability of the tool. By distributing the questionnaire, the validity of the instrument was measured with three methods: construct validity (external model), convergent validity (AVE), and divergent validity. The AVE value for all variables should be greater than 0.5. SPSS and PLS software were used to analyze the data. The research findings show that brand quality, brand experience, customer satisfaction, and addressing this confusion and providing solutions to reduce it can help improve the shopping experience of domestic automobile manufacturers' customers and increase their satisfaction.
Introduction
Today, the automotive industry is one of the key and vital industries in every country. With the rapid growth of technology and continuous changes in customer needs and demands, domestic automobile brands are facing serious challenges in attracting and retaining customers. Customer confusion, as a psychological phenomenon, can have a negative impact on customer purchase decisions. Customer confusion in choosing domestic car brands is a serious problem that can have a negative impact on purchasing decisions. By identifying the dimensions and components of this confusion and applying appropriate solutions, such as training and information, improving the user experience, providing quality after-sales services, and using modern technologies, the current situation can be improved. Ultimately, these measures can lead to increased customer satisfaction and strengthening their loyalty to domestic brands. (Karadayi-Usta, 2025).
Customer confusion is one of the important challenges in today's competitive markets (zeinalitajani et al., 2025). This concept refers to a situation where the customer, when faced with multiple options and extensive information, is unable to correctly interpret the features and benefits of products and his decision-making is delayed or erroneous. Confusion can be caused by a wide variety of brands, similarity of features, contradictory advertising messages and information overload, and ultimately negatively affect customer satisfaction, trust and loyalty. Reducing this confusion helps customers make faster and more confident decisions and increases the value of the shopping experience (baniasadi et al., 2025).
In the automotive industry, due to the complexity of technical features, the wide variety of models and extensive competitive information; the likelihood of customers encountering information overload or similarity between brands increases. In addition to increasing decision-making stress, this situation can undermine customer trust and reduce the perceived value of the brand, which ultimately has a negative impact on the final choice.
Brand quality is one of the determining factors in choosing a car. Brand quality is defined as one of the key factors in consumer decision-making, beyond the characteristics of the product or service; and includes the customer's perception of performance, durability, service, and brand reputation. Brand quality plays an important role in building trust, increasing satisfaction, and reducing decision conflict, and can reduce the effect of confusion (fereydouni et al., 2024). Research has shown that brands with high perceived quality encourage customers to make more confident choices and have a more positive experience, and in the long run, increase brand loyalty and equity (doroudi et al., 2024).
Customer confusion not only leads to delay in decision-making, but can also affect customer loyalty to the brand; therefore, reducing this confusion by increasing brand quality and enhancing brand experience can lead to more confident and satisfying customer choices. Hence, the researcher's concern led to the question: what is the effect of reducing customer confusion in choosing domestic automaker brands based on brand quality and brand experience?
Theoretical foundations
Customer experience
Customer experience, as a key concept in marketing and customer management, was first introduced as a set of customer perceptions and emotional, cognitive and behavioral reactions in interaction with the brand. Research shows that customer experience goes beyond mere satisfaction and includes all touchpoints or points of contact of the customer with the business (Kronheim et al., 2024). Every interaction, whether viewing a product, browsing a website, the purchase process, after-sales service or contacting support, can create a positive or negative experience for the customer that has a direct impact on his future purchasing behavior and loyalty (Gahler et al., 2023).
Brand quality
Brand quality, as one of the most important elements in brand management and consumer behavior, is a concept that has been considered in the marketing and strategic management literature for decades (Sugianto et al., 2022). This concept goes beyond the technical quality of a product or service and refers to the consumer's perception of the value, credibility, and effectiveness of the brand. In other words, brand quality not only includes tangible product features, such as durability, performance, and reliability, but also intangible dimensions such as brand credibility, customer loyalty, and overall brand experience (Ismail, 2025).
Baniasadi et al. (2025) investigated "The Mediating Effect of Customer Experience Variable on Reducing Customer Confusion in Corporate Banking: A Mixed Research Approach". After extracting the required data, the researchers presented their paradigm model in the form of 6 main dimensions and 27 sub-dimensions by analyzing the data and using open, axial, and selective coding. The goal of corporate banking is for a company to be able to receive all financial services in a fast and effective way, so that instead of providing limited services to a large number of customers, which leads to increased bank costs and prevents customization of the services provided, it can provide extensive and special services to its highly valued customers to reduce operating costs and increase the bank's long-term productivity. The result showed that consumer confusion has an impact on customer experience.
Ghasemi Naji (2024) studied "Customer experience, customer relationship management and service quality with the mediating role of customer satisfaction on customer profitability and loyalty". The results showed that 6 hypotheses were confirmed at a 95% confidence level, and 2 hypotheses were not confirmed. Customer experience with the mediating role of customer satisfaction has a positive and significant effect on customer loyalty of Kowsar Insurance in Gilan Province. Customer relationship management with the mediating role of customer satisfaction has a positive and significant effect on customer loyalty of Kowsar Insurance in Gilan Province.
Research Method
The present study is applicable in terms of purpose, and descriptive-analytical in terms of method. Library and field methods were used to collect data. The statistical population of the study was formed by sales and marketing managers of domestic automobile manufacturers such as Iran Khodro and Saipa Zamyad in Tehran. Due to the lack of accurate statistics on the number of incoming tourists, the Cochran formula was used for an unlimited population to determine the sample size, and the sample size was estimated at 384 people. The sampling method was simple random sampling. A questionnaire was used to collect field data. The reliability of the questionnaire was measured by calculating Cronbach's alpha and calculating the composite reliability coefficient (cr). The value of Cronbach's alpha and the composite reliability coefficient for each variable are between zero and one, and if the value obtained is higher than 0.7, the questionnaire has appropriate reliability. The results of the Cronbach's alpha and composite reliability of the questionnaire confirm the appropriate reliability of the questionnaire used.
Research findings
The research findings showed that improving the quality of brand information, promoting brand quality, and creating a positive brand experience play a significant role in reducing customer confusion in the selection process. The results of path analysis indicate that reducing customer confusion directly increases their satisfaction, and this satisfaction in turn leads to strengthening positive word-of-mouth. Brand quality also has a positive and significant effect on customer satisfaction and can improve their perception of the brand. In summary, integrated management of brand information and quality, along with a focus on brand experience, pave the way for more informed customer decision-making and desirable behavioral outcomes for the brand.
Discussion and Conclusion
The results of the study showed that brand information has a positive and significant effect on reducing customer confusion. The positive path coefficient and the value of the T-statistic indicate a direct and significant effect of this variable. This finding is consistent with previous research; for example, Baniasadi et al. (2025) have stated that providing clear and accurate information to customers plays an effective role in reducing confusion and improving decision-making. Also, Ghasemi Naji (2024) showed that comprehensive and reliable information increases the customer's ability to process options and make informed choices. Based on these results, it can be said that improving the quality and transparency of brand information is an effective tool for managing customer confusion.
Brand quality also had a positive and significant effect on reducing customer confusion. The results showed that customers evaluated brands with high perceived quality more easily and made decisions faster. This finding is consistent with the studies of Ismail (2025) and Prabowo et al. (2023) that brand quality increases trust, reduces ambiguity, and reduces customer decision conflict. In general, brands that provide consistent messages and reliable quality have the ability to reduce customer confusion, which directly affects their informed choice and final satisfaction.
Brand experience or customer experience also plays an important role in reducing confusion. The results showed that a positive customer experience simplifies the information processing process and makes customer choices clearer. This finding is consistent with the studies of Kronheim et al. (2024) and Roustaee Gholpaygani et al. (2023) who state that brand experience includes emotional, cognitive and behavioral interactions of the customer and that a positive experience reduces conflict and confusion in decision-making. Therefore, designing an optimal brand experience is the key to reducing confusion and increasing customer satisfaction.
The results of the study showed that customer satisfaction has a positive and significant effect on reducing confusion. Satisfied customers, with greater trust in the brand and its information, are less confused and have more confident decision-making. This result is consistent with the research of Khanzadeh (2024) and Behera et al. (2024) that customer satisfaction, as a mediating factor, facilitates the shopping experience and information processing and strengthens customer loyalty behavior. Therefore, improving customer satisfaction is one of the most important strategies for reducing confusion and increasing the effectiveness of brand strategies.

Abstract Abstract
The present study aims to investigate the role of intelligent employee behaviors in Hormozgan Province Tax Affairs Organization. The research method is applicable in terms of its purpose, and quantitative in terms of the research implementation method. The statistical population includes all managers and experts of Hormozgan Province Tax Administration; as many as 358 people, 186 of which were selected through systematic random sampling. The research collection tool is a questionnaire consisting of 79 questions. The validity of the questionnaire (intelligent employee behavior) was calculated to be 0.923, and its reliability was calculated 0.746. SPSS and SMART PLS software were used to analyze the findings. The results show that the organizing themes of "organizational citizenship behavior", "destructive work behaviors", "planned behaviors", "strategic proactive behaviors", "political behaviors", "counterproductive behaviors", "ethical behaviors" and "desirable social behaviors" constitute the efficient model of employee behavior intelligence in the General Tax Office of Hormozgan Province. The presented results show that the organizing themes of "counterproductive behaviors", "political behaviors" and "planned behaviors" explain the largest part of the efficient model of employee behavior intelligence in the General Tax Office of Hormozgan Province with values ​​of 88, 86 and 85 percent, respectively.
Introduction
In the era of digital and knowledge-based transformations, organizations need employees who have sufficient behavioral and communication intelligence to understand and analyze issues. Organizational employees must be able to receive rich data and information from different sources and analyze them correctly. Knowledge management and databases collect a large amount of data from various sources and make it available to employees. It is the employees and managers of the organization who must be able to properly use this information and knowledge for individual and organizational goals. If organizations have capable people with sufficient knowledge and insight, as well as intelligence in behavior, their success in the competitive arena will be guaranteed (Mir Mohammad Tabar, 2024). Among the behaviors that have received special attention from human resource specialists is the intelligent behavior of employees (Sumardjo & Supriadi, 2023). Human resource behavioral intelligence is necessary to use professional information and experiences to achieve organizational goals, and employees must access the necessary knowledge and insight to be able to optimally implement the specified conditions and requirements (Ali Nisar et al, 2024). The hardware and software facilities of organizations can make a significant contribution to collecting knowledge and sharing it among employees, as well as measuring the ability of employees and helping to improve the quality of their performance. In fact, it is necessary to use these smart features to implement organizational goals and manage them properly, as well as analyze data (Babaei, 2023). It can be said that human resources with smart behavior are one of the important organizational pillars in the field of digital transformation, which is consistent with the history of human resource management and plays a prominent role in the success of employees and organizations (Abolhassan et al, 2024). Understanding the smart behavior of employees and ensuring that they have the right organizational culture is essential because it directly affects the productivity of the workforce and the overall health of organizations; and for organizations, the performance of each team member is very important, and the way they interact with customers, leaders, and other stakeholders can make or break it (Atshan et al, 2022).
Therefore, considering the above points, the researcher tries to address the main question: what is the role of smart employee behaviors in the Hormozgan Provincial Tax Affairs Organization?
Theoretical Framework
Employee Behavior Intelligence
Employee behavior intelligence is a type of desirable thinking and performance that encompasses a variety of employee behavior, including performing side tasks, voluntarily helping other employees, professional development, following organizational regulations, striving to improve the organization, maintaining a positive attitude towards the organization, and tolerating adversity in the organization's environment (Faeq, 2022). Employee behavior intelligence is the knowledge and insight of employees to apply data, information, and professional experiences to achieve organizational goals. In this definition, in addition to knowledge, deep insight is needed to correctly apply knowledge in organizational conditions and requirements (Ranjit, 2022).
Masihi et al, (2024) conducted a study entitled Phenomenological Study of Counterproductive Work Behaviors with Emphasis on the Lived Experience of Technologist Petrochemical Employees. The results of this study showed that presenting a model with 6 main dimensions (individual counterproductive behavior, occupational counterproductive behavior, political counterproductive behavior, organizational counterproductive behavior, interpersonal counterproductive behavior, and self-interested counterproductive behavior) for counterproductive behaviors resulted.
Dehghani Zadeh et al, (2023) conducted a study entitled The Effect of Vision-Based Leadership on Employee Creative Behavior Considering the Role of Organizational Inertia and Extra-Role Behaviors of University Employees. The results of this study showed that vision-based leadership can find numerous innovative techniques to deal with organizational stagnation by predicting future threats and opportunities. When the vision transfers its knowledge and ideas to its employees and employees also share their knowledge, it will foster employee creativity and reduce organizational inertia. Vision-based leadership also reduces inertia and increases creative behavior in employees by creating organizational citizenship behavior in employees.
Research Methodology
The research method is applicable in terms of its purpose, and quantitative in terms of the research implementation method. The statistical population includes all managers and experts of Hormozgan Province Tax Administration; as many as 358 people, 186 of which were selected through systematic random sampling. The research collection tool is a questionnaire consisting of 79 questions. The validity of the questionnaire (intelligent employee behavior) was calculated to be 0.923, and its reliability was calculated 0.746.
Research findings
SPSS and SMART PLS software were used to analyze the findings. The results show that the organizing themes of "organizational citizenship behavior", "destructive work behaviors", "planned behaviors", "strategic proactive behaviors", "political behaviors", "counterproductive behaviors", "ethical behaviors" and "desirable social behaviors" constitute the efficient model of employee behavior intelligence in the General Tax Office of Hormozgan Province. The presented results show that the organizing themes of "counterproductive behaviors", "political behaviors" and "planned behaviors" explain the largest part of the efficient model of employee behavior intelligence in the General Tax Office of Hormozgan Province with values ​​of 88, 86 and 85 percent, respectively.
Conclusion
The present study was conducted with the aim of the role of employee intelligent behaviors in the Hormozgan Provincial Tax Administration. The results of this finding are consistent with the results of Masihi et al, (2024), Dehghani Zadeh et al, (2023), soleimani & Danesh Shahraki (2024), Ghasemi-Aghdami et al, (2024), Rashidi Fard & Mahmoudi (2024), Momeni & Vaezi (2022), and Attari & Zakaryaei (2023). Attari & Zakaryaei (2023) showed that the development and expansion of organizational justice, organizational culture, and commitment in educational organizations in all its dimensions can provide the basis for the emergence of ethical behaviors of organizational citizens and increase the likelihood of such behaviors.
Considering the results, the following suggestions are presented:

Honesty in speech and behavior should be strengthened, especially among managers. The debt theme was usually seen through the feeling that the individual, rightly or wrongly, does not consider his/her receipts from the organization to be fair and just, or in other cases, has a debt personality regardless of the receipts.
In recruiting individuals, the organization should carry out the required behavioral studies of applicants and recruit employees with fewer actual and potential harms.

Abstract Abstract The present research has been conducted in order to provide a consolidated model of employee performance empowerment based on a comprehensive tax plan in the country's tax affairs organization. The lack of a systematic conceptual model of empowering the performance of employees is one of the challenges faced by managers of public sector organizations, and the tax affairs organization is no exception. The research design is mixed-exploratory and qualitative-quantitative; the interviewees included 20 experts from the Tax Affairs Organization, selected by purposive sampling method and in accordance with the principle of theoretical saturation. At the first step of the research (qualitative stage) and through in-depth semi-structured interviews and based on the theme analysis approach, relevant themes were identified (including 738 propositions, 159 basic concepts, 28 organizing themes, and 6 overarching themes). The second research (quantitative stage) was also drawn respectively based on the combined method of Fuzzy DEMATEL-structural-interpretive modeling (ISM-FUZZY DEMATEL), cause-effect diagram, and integrated model of employee performance empowerment in the form of structural-interpretive modeling graph of the research and the influence and dependence matrix of the main themes of the research based on the MICMAC analysis, and the analysis of the results of the meta-fuzzy showed that the factors "employee performance empowerment interventionists", "employee performance empowerment platforms", and "comprehensive tax plan" are respectively the most influential factors; and "employee performance", "strategies", and "employee empowerment", respectively, are considered as the most influential factors of this research, and these results are in line with the levels mentioned in the ISM interaction network and also the output of the Mik-Mac software analysis. Introduction Empowerment is not just giving power to employees, but it also makes employees improve their performance by acquiring knowledge, skills and motivation (Askaroghli & Abedi, 2012). [On the other hand], the activity environment of government 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 (Shafaei et al., 2024). [Therefore], organizations today consider information technology as a tool to improve the performance of their people and adapt to changes (Haq-Shenas et al. 2013). Empirical research confirms that performance is directly and indirectly affected by technology (Afrawi et al., 2016) and organizations need to pay attention to information technology as a determining factor (Pourhassan.H & Rahimi, 2016) in such a way that the country's tax affairs organization is not an exception to this rule, and has based its tax activities in the form of a digital economy based on the use of electronic technologies and the comprehensive plan of the system. The country's comprehensive tax system is undoubtedly considered as one of the national mega-projects and at the same time one of the biggest projects based on information and communication technology in the history of the country, and the social effects of this project and the scope of its effects are very wide and. all people are connected with it in one way or another, in such a way that, the application of the mentioned plan in the form of the driving engine of the country's economy; in addition to achieving its extra-organizational goals (providing government revenues), is expected to include empowering and improving the performance of the employees of that organization, in the form of achieving its goals. On the other hand, although there are many theoretical sources about empowerment, the empirical work about its contribution to the performance of the organization has produced different findings; in a way that it has created a challenge for organizations that want to implement empowerment programs (Afram et al., 2022). Therefore, today management experts and senior managers of government organizations in Iran are aware of the importance and role of improving the empowerment of employees and on this basis, they are trying to identify and the ways of how to apply useful methods to strengthen its positive aspects. In general, it can be said that one of the problems faced by managers in some Iranian government organizations is the lack of a conceptual, correct and deep model of employee empowerment (Nazari et al., 2015), so that this deficiency was also evident in the country's tax affairs organization, based on the field investigations of the researchers of this research. Therefore, it was necessary to identify the capabilities of the country's tax affairs organization in the field of empowering the performance of employees (for the optimal use of the maximum capacity and potential of its human resources) on the one hand, and analyzing the relationships between these variables (through leveling the influence and effectiveness of the main themes of the research along with determining the power of influence and the degree of their dependence) with other effective factors in this field, including strategic, intervening and foundational factors on the other hand, and finally answer this basic question: is it possible to present a consolidated model of employee performance empowerment based on the implementation of a comprehensive tax plan in the country's tax affairs organization or not? Theoretical Framework  The long-term goal of empowerment is continuous improvement in the performance of the entire organization, and its short-term goal is to use the abilities of the organization's members. As a matter of fact, empowerment definitely leads to freedom of choice and more action, but these are only instrumental goals and are considered a way to achieve the real goal. The real goal is always to improve performance (Pak-niyyat & Fathizadeh, 2008). Despite this, the evidence that indicates the failure of most empowerment programs to meet the expectations of managers and employees is increasing day by day. Although many organizations have suffered losses and stagnation from the implementation of empowerment programs, empowerment is still considered a panacea that, despite being unsavory, is a cure for many of the organization's pains (Abtahi & Abesi, 2013). First of all, empowerment is a process that helps to improve the performance of employees and teams by developing and expanding their independence and ability. In other words, empowering employees is an efficient approach for human resource development on the one hand; and on the other hand, it lays the groundwork for organizational development and prosperity. From an empirical point of view, employee empowerment is a basic strategy for the development of human resources and specifically for increasing the performance of employees (Kumari & Hemalatha, 2018). In the challenge of an environment that is changing rapidly and in every moment is faced with new technologies; Capable employees feel completely comfortable. Therefore, the ability to easily accept changes by employees is very important for the performance of organizations (Ndegwa, 2015). Therefore, the presented definitions lead us to the fact that if the concept of empowerment is properly understood and connected with the idea of ​​continuous improvement in the overall performance of the organization, it will create the maximum utilization of the intellectual resources offered (Arbabian et al., 2019). Research methodology  The purpose of the research is applicable in terms of orientation, interpretive in terms of research philosophy, and its main strategy is based on a mixed approach (qualitative-quantitative) and by combining the content analysis method (in the qualitative phase) with structural-interpretive modeling methods, DEMATEL-fuzzy technique and mik-mak analysis (in the quantitative phase of this study). In both the qualitative and quantitative sections, the interviewees of this research made up of 20 experts of the Tax Affairs Organization, selected by the purposeful sampling method (and by observing the principle of theoretical saturation in the qualitative phase). As a result, the main method of data collection was semi-structured in-depth interview. The stages of conducting the research were such that in the first stage, thematic analysis method (theme) was used to analyze the qualitative data obtained from the interview. In the second stage (quantitative part of the research), an expert-based questionnaire, specifically for DEMATEL-fuzzy and structural-interpretive modeling, was distributed among the target population of this research (20 selected experts), so that the main themes of the research were connected with each other through a combined method: DEMATEL (Fuzzy) - Interpretative Structural Modeling (ISM-DEMATEL) to determine the cause-effect relationships, so that the results was presented by the formulation of the integrated model of employee empowerment and performance based on the comprehensive tax plan in the form of the ISM model of the research, and finally, the power of dependence and influence of the main themes of the research was also identified based on MICMAC analysis. Research findings  In the qualitative phase of this research, in order to identify the dimensions and components of employee performance empowerment, the thematic analysis approach of qualitative researches was used, and the findings of this phase include 738 propositions, 159 basic concepts, 28 organizational themes, and finally, there were 6 main themes. In the quantitative phase of the research, in order to determine the cause-effect relationships between the themes collected from the qualitative phase of the research, by using the combined method of DEMATEL (fuzzy) - structural-interpretive modeling (ISM-DEMATEL), the main themes of the research were related to each other. And finally, the power of dependence and influence of the mentioned themes based on the MICMAC analysis was determined so that the criteria of "Employee Performance Empowerment Platforms", "Comprehensive Tax Plan", and "Employee Performance Empowerment Intervenors" are independent: and the criterion of "employee empowerment" is of the interface type; and the rest of the criteria, namely "strategies" and "employee performance" are also of the dependent type, and finally, by means of the structural-interpretive modeling (ISM) method, the levels of influence and effectability of the factors were investigated, which showed that the research model consists of four levels: three criteria (Employee Performance Empowerment Platforms, Comprehensive Tax Plan, and Employee Performance Empowerment Intervenors as the most effective, and three other criteria namely Employee Performance, strategies, and employee empowerment are the most effective research criteria. Conclusion  The current research was conducted with the aim of presenting a consolidated model of employee performance empowerment based on a comprehensive tax plan in the country's tax affairs organization, through a mixed study. The results of the qualitative part of the research with thematic analysis approach led to themes and categories related to empowering the performance of employees, and finally, in the quantitative part of the research, the integrated model of empowering the performance of employees based on the implementation of a comprehensive tax plan was designed and engineered by distributing an expert-based questionnaire among experts, using the combined method of DEMATEL-fuzzy-interpretive structural modeling and incorporating the results of MICMAC analysis; in such a way that this method of research was consistent with the research approach used in the study of Bigdley et.al., (2022). In addition, the results of this research is almost aligned and compatible with some of the research findings of Bakhshi et al., (2018), Eskandari & dadashkarimi (2017), Busara (2016), Tondpour et al., (2019), Ardalan et al., (2016), Shariati et al., (2015), Haq-Shenas et al., (2013), Hejbar et al., (2022), as well as cultural norms and social values ​​mentioned in the research of Sharifzadeh et al., (2024).  Finally, based on the findings of this research, major policy suggestions and recommendations in the direction of re-creating and re-engineering employee performance empowering strategies based on the implementation of the comprehensive tax plan in the country's tax affairs organization are mentioned below.: - Localization of the comprehensive tax plan - Creating the maximum interaction between the stakeholders of the comprehensive tax plan based on the win-win strategy - Strengthening the technical infrastructure of the comprehensive tax plan (especially the integrated tax software) - Setting up a continuous monitoring system for the performance of managers, workers and implementers of the comprehensive tax plan